PROPOSAL REVIEW: Staff Review for 2013-2014 For Conference ... · training. Classroom work is...

F:\Common\Community Development\2013-2014 Funding Process\Staff review for OCS\MM staff reviews\ULGM Job Serv Staff review 2013-2014.doc 6/29/2012

PROPOSAL REVIEW: Staff Review for 2013-2014 For Conference Committee of the

Community Development Block Grant Committee and the Community Services Committee

1. Program Name: Job Services Network 1. 2. Agency Name: Urban League of Greater Madison 3. Requested Amounts: 2013: $100,000 2014: $100,000 Prior Year Level: $55,598 4. Project Type: New Continuing 5. Framework Plan Objective Most Directly Addressed by Proposed by Activity:

IV. Adult Workforce Preparedness and Employment X. Expansion of Employment and Training Opportunities.

A1. Job Skills B1. Literacy to Employment Connect residents to job training opportunities

6. Anticipated Accomplishments (Proposed Service Goals) The program will serve 350 City of Madison individuals of which 25% (75) will be of the targeted South/ Southwest neighborhoods. 200 people will participate in Foundations Work Readiness Academy 70% (140) completing the training. Classroom work is followed by an 80 hour internship with an employer. 60% (84) will achieve or maintain employment, enroll in one of their industry-specific training programs (health care administration, customer service, information technology and foundations for the trades), or enroll in a post-secondary degree or certificate program with ULGM support annually.

7. To what extent does the proposal meet the Objectives of the Community Development Division, Community Resources Program Goals and Objectives for 2013-2014? Staff Comments: This program meets the objectives of Program Area IV – Priority A1and CDBG priority X. The program will provide employment related services to individuals who face multiple barriers to employment with the goal of obtaining and maintaining full employment.

8. Does the proposal incorporate an innovative and/or research based program design? Staff Comments: It seems likely the program design will have a positive impact on the need or problem identified. Participants must complete 100 hours of classroom training in areas of: social skills, work skills, financial management, computer skills and career planning over a 5 week period. ULGM will also provide job placement assistance and retention and advancement support. Participants who complete the program are also able to enroll in the ULGM’s industry-specific training program. This program offers specific training in: healthcare administration, customer service, information technology and foundations for the trades a collaboration with Construction Training Inc.’s START program.

9. Does the proposal include service goals and outcome objectives that are realistic and measurable and are likely to be achieved within the proposed timeline? What will be the impact on the identified need or problem?

Staff Comments: Service goals and outcomes seem to be realistic, measurable and likely to be achieved within the timeline. The Foundation program has proved successful in the past as a more stringent approach to employment training in Madison. In 2011 ULGM had a goal of serving 100 individuals but served over 294 Madison residents and reported that 65% of them secured jobs.

10. Does 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.

F:\Common\Community Development\2013-2014 Funding Process\Staff review for OCS\MM staff reviews\ULGM Job Serv Staff review 2013-2014.doc 6/29/2012

11. Is the agency’s proposed budget reasonable and realistic, able to leverage additional resources, and demonstrate sound fiscal planning and management? Staff Comments: The budget seems reasonable and realistic with the majority of funds going to personnel. A significant amount of classroom time is required for this program and one-on-one contact. ULGM is requesting additional funds from the amount previously funded for expanding their capacity to meet the increased demand for these services.

12. 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: Program utilizes an array of financial support. Program seems to utilize volunteers in an appropriate manner. Agency seems to be reaching out to the Madison community in new ways.

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: 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 but bus passes and/or gas cards are provided pending budget availability. Clients are expected to get many barriers resolved before entering the training program. ULGM does make referrals to other agencies for needed services. ULGM has been selected as one of 13 WorkSmart sites in the region. The proposal states that because of financial constraints they are unable to hire bi-lingual trainers and coaches at this time.

Follow up questions for Agency:

COMMUNITY DEVELOPMENT DIVISION PROGRAM DESCRIPTION CITY OF MADISON

CR PROGRAM STANDARD - 1 MAY 2, 2012

ORGANIZATION:

PROGRAM/LETTER: A

OBJECTIVE STATEMENTS:

DESCRIPTION OF SERVICES1. NEED FOR PROGRAM: Please identify local community need or gap in service that the proposed program will address.

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

3. 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.

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

Urban League of Greater MadisonJob Services Network Program

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

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 optional 80-hour internship or volunteer w ork experience. Each participant w ill received individulized employment case management for up to 12 months. Hours are generally Mondays through Fridays betw een 8:00 am and 5:00 pm.

The program w ill serve at least 350 City of Madison residents. At least 25% (75) w ill be residents of the targeted South/Southw est Madison neighborhoods. At least 200 w ill enroll in the Foundations Work Readiness Academy and at least 70% (140) w ill successfully complete the Academy. At least 100 w ill be roll-overs from the prior year receiving job search or job retention services. Of those w ho complete the Academy, at least 60% (84) w ill secure employment, enroll in one of our industry-specifc training programs, or enroll in a post-secondary degree or certif icate program.

Orientation, Assessment, and Enrollment: All participants f irst attend a 2-hour orientation to learn about the program and the expectations. This is follow ed by a one-on-one assessment and enrollment interview during w hich they w ill begin to create their personal career development plan. Work Readiness Skill Development: Each participant must complete our Foundations Work Readiness Academy w hich includes 100-hours of classroom training over 5 w eeks plus additional hours each w eek for self-directed study and job search (individuals that pass a computer skills assessment are eligible for an abbreviated 3-w eek/60-hr. Academy). The curriculum addresses social skills, w ork skills, f inancial management skills, computer skills, career planning, and much more. The Academy has an intensive focus on behavior change, high expectations, accountability, and individual planning. Job Placement Assistance: Individuals that complete the Academy receive individualized assistance w ith their job search. This includes help developing a job search plan, access to print and online job listings, help navigating online employment applications, and more. Retention & Advancement Support: We provide individualized case management for at least 12 months once an individual has entered the w orkforce. This includes check-in w ith employer and employee at pre-set intervals and as needed. We help participants address employment challenges such as transportation, childcare, w ork performance issues, and others. We help participants access w ork supports that elevate earned income and enhance job retention.

COMMUNITY NEED: The State of Black Madison report found poverty and unemployment rates for African-Americans to be nearly 3 times that of the full community. Reports by the Workforce Dev. Board and the Center on Wisconsin Strategy show a grow ing gap betw een the readiness of employees and w orkforce needs, w ith this gap being particularly acute for African Americans and other persons of color. Our program w ill help eliminate this gap by providing the skill development and support needed to close this gap. We also examine the Neighborhood Indicators Data each year to identify the neighborhoods w ith the highest rates of poverty and unemployment. We have been successful at then targeting our services to residents of those neighborhoods. PROGRAM NEED: From 2010 to 2011, the number of individuals participating in our various adult employment programs grew by 36% from 363 to 493. This year, w e project 700 individuals w ill seek our help. Wait lists for this program are often 5 w eeks or longer.



ORGANIZATION: Urban League of Greater MadisonPROGRAM/LETTER: A Job Services Network Program

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

or challenges).

6. LOCATION: Location of service and intended service area.

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

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

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

10. Number of volunteers utilized in 2011? 25

Number of volunteer hours utilized in this program in 2011? 624

We offer a record of multi-agency collaboration, community visibility, and a netw ork of partnerships that is unparalleled in the region. We have an extensive netw ork of public and private agencies that refer individuals to the program. We also have a netw ork of partnerships w ith local employers that assist w ith program design guidance and volunteers in various capacities (e.g. mock interview ing). As a result, they often give applicants close consideration w hen given our "stamp of approval." We are also one of 13 WorkSmart Access Points, allow ing us to serve as a portal to w orkforce development resources in the region. Trained staff are available daily to help individuals access employment resources, access computers for employment readiness and job search activities, sign up for w ork supports such as child care assistance, food assistance, housing assistance, and health care assistance. We are also the only community-based WorkSmart site that is connected via a HD videoconference.

We utilize volunteers from local employers and other individuals in the community to: serve on Advisory Committees w hich aid in program design; serve as instructors and aides in the classroom; provide internship and w ork experience opportunities and; assist in our computer labs. Program participants serve in volunteer clerical and administrative support roles as a w ay to gain w ork experience.

Word-of-mouth through current and former participants is one of our largest outreach strategies. We also use an extensive netw ork of public and private agencies to conduct outreach. We w ork w ith numerous "preferred-partners" such as Madison-area Urban Ministry, Joining Forces for Families, and others w hose referrals are given priority. We also promote our services through community centers, Dane County Job Center, and other non-profit community service agencies. We are promoted by the Workforce Development Board of South Central Wisconsin as one of 13 WorkSmart Access sites in the region. Our Education Department, w hich has staff based in 17 middle and high schools in Dane County promotes the program to parents of students they serve.

The program serves unemployed and underemployed adults 18 and older w ho have one or more barriers to employment including individuals w ho have not received their high school diploma or equivalent, those w ho have a criminal background, those w ho have limited or inconsistent w ork histories, those w ho have been displaced from their jobs due to dow nsizing, and those w ho have other barriers to employment. At least 25% of those to be served w ill be residents of the Allied Drive, Meadow ood, Leopold, or other distressed South and Southw est Madison neighborhoods.

Services are available throughout the City of Madison w ith a special presence in the neighborhoods described above. The primary location for training services is at the Urban League, 2222 S. Park St.




11. 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.

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

performance will contribute to the success of the proposed program?

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

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

Staff Title FTEJob Trainer/Job Coach 4.0 FTE

Director of Work Programs 1.0 FTE

VP of Workforce Dev. .5 FTE

2-year degree. Min. 3 years related experience. Cultural competence.


Credentials/Qualifications2-year degree. Min. 2 years related experience. Cultural competence.

The Urban League is not subject to special licensing or certif ication for this program. It is subject to the National Urban League's aff iliate standards and is evaluated approximately every 3 years.

Responding to the needs of diverse populations is at the heart of our mission. All of our staff are required to demonstrate competence in serving a diverse racial and socio-economic population. Our curriculum also directly confronts issues of racism in the w orkplace. We are also unique in our w ork w ith employers to develop their cultural competence and diversity plans as a streatgy to close the employment gap. Our data show s that w e serve individuals from the entire Greater Madison area. How ever, because our off ices are situated in South Madison individuals w ho live on the far North and West sides of Madison can face transportation diff iculties in getting to our center for mandatory daily training sessions. To address this issue w e provide bus passes and/or gas cards w ithin the constraints of our budget. We have also been piloting the delivery of our training in some neighborhood-based settings. We see an increase in the number of individuals for w hom English is a second language. Again, due to f inancial and other constraints w e have been unable to expand our staff ing levels to hire bi-lingual Trainers and Coaches. We have been w orking to strengthen our relationships w ith Centro Hispano, the Latino Chamber of Commerce, and the Latino Workforce Academy to refer individuals w hose English skills are a barrier to completing our training programs. Similarly, to address the needs of individuals w ith limited education and literacy levels, w e are attempting to bolster our coordination w ith adult education providers such as Literacy Netw ork, Madison College, and Omega School.

We are part of the nation's oldest and largest community-based movement devoted to empow ering African Americans, other persons of color, and the economically disadvantaged. Operating in Madison since 1968, w e serve as the premiere community and economic development agency indigenous to the African American community. We offer one of the area’s most comprehensive arrays of w orkforce development services. We have a national and local reputation among employers and HR professionals as a strategic ally in efforts to develop a diverse, w orld-class w orkforce. From 2010 to 2011, the number of individuals participating in our adult w orkforce programs grew by 36% to almost 500 and w e maintain success rates above industry averages. Our Center for Workforce Training, w hich is located in the heart of Madison’s oldest multi-cultural community, offers community education space, 2 computer training labs, classrooms, and private counseling rooms. Our Workforce Dept. currently includes a diverse team of 7 highly skilled professional Employment Trainers and Employment Case Managers. The VP of Workforce Development, w ho w ill have primary responsibility for operational leadership of this project, brings more than tw o decades of leadership and management experience in the public, private and nonprofit sectors. He has served as Division Administrator w ith the WI Dept. of Commerce, Deputy Secretary of the WI Dept. of Tourism, Director of Membership & Marketing w ith GMCC, and several leadership roles w ith businesses including AGCO Parts of Batavia, IL and Charter Communications.




15. CONTRIBUTING RESEARCH

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

16. 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? 95.0%

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 X

Other X

17. HOW IS THIS INFORMATION CURRENTLY COLLECTED?

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

ACCESS ISSUES FOR LOW INCOME INDIVIDUALS AND FAMILIES.

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. This information is confirmed during the screening and assessment proccess for the program.

The Urban League’s adult w orkforce preparedness programs distinguish themself 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 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 recognized 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.




DEMOGRAPHICSComplete the following chart for unduplicated participants served by this program in 2011. Indicate the number and percentage for the following characteristics. For new programs, please estimate projected participant numbers and descriptors.

Part. Part. Staff Staff Part. Part. Staff StaffDESCRIPTOR # % # % DESCRIPTOR # % # %

TOTAL 336 100% 6 100% RESIDENCYMALE 170 51% 3 50% CITY OF MADISON 294 88%

FEMALE 166 49% 3 50% DANE COUNTY (NOT IN CITY) 38 11%

UNKNOWN/OTHER 0 0% 0 0% OUTSIDE DANE COUNTY 4 1%

TOTAL RESIDENCY 336 100%

Part. = Participant AGE<2 0 0%

2 - 5 0 0%

6 - 12 0 0%

Note: Race and ethnic categories are stated 13 - 17 0 0%

as defined in HUD standards 18 - 29 98 29%

30 - 59 230 68%

60 - 74 8 2%

75 & UP 0 0%

TOTAL AGE 336 100%

RACEWHITE/CAUCASIAN 52 15% 2 33%

BLACK/AFRICAN AMERICAN 258 77% 3 50%

ASIAN 3 1% 1 17%

AMERICAN INDIAN/ALASKAN NATIVE 0 0% 0 0%

NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER 0 0% 0 0%

MULTI-RACIAL: 9 3% 0 0%

Black/AA & White/Caucasian 9 100% 0 0%

Asian & White/Caucasian 0 0% 0 0%

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

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

BALANCE/OTHER 14 4% 0 0%

TOTAL RACE 336 100% 6 100%

ETHNICITYHISPANIC OR LATINO 14 4% 0 0%

NOT HISPANIC OR LATINO 322 96% 6 100%

TOTAL ETHNICITY 336 100% 6 100%

PERSONS WITH DISABILITIES 0 0% 0 0%



ORGANIZATION: Urban League of Greater Madison

PROGRAM/LETTER: A Job Services Network Program

PROGRAM OUTCOMESNumber of unduplicated individual participants served during 2011. 336

Total to be served in 2013. 350

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 2013: Total to be considered in 300 Targeted % to meet perf. measures 70%

perf. measurement Targeted # to meet perf. measure 210



Explain the measurement

tools or methods:








tools or methods:

Unemployed and underemployed individuals with employment barriers learn new and enhanced job skills.

Individual successfully completes the Foundations Work Readiness Academy and/or individuals that complete the Academy work with meet job search standards

Attendance logs, completed assignments, skill demonstrations, participant records, completed job search and career development portfolio

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.

Verification provided by employer and employee.

COMMUNITY DEVELOPMENT DIVISION AGENCY OVERVIEW CITY OF MADISON

AO: PROGRAM BUDGET A - 1 MAY 2, 2012


10. PROGRAM BUDGETa. 2012 BUDGETED

SOURCE SPECIALREVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 0 0 0 0 0

DANE CO CDBG 0 0 0 0 0

MADISON-COMM SVCS 73,280 59,376 3,497 6,326 4,081

MADISON-CDBG 0 0 0 0 0

UNITED WAY ALLOC 68,360 55,390 3,262 5,901 3,807

UNITED WAY DESIG 0 0 0 0 0

OTHER GOVT 0 0 0 0 0

FUNDRAISING DONATIONS 272,110 220,482 12,985 23,489 15,154

USER FEES 3,750 3,039 179 324 208

OTHER 0 0 0 0 0

TOTAL REVENUE 417,500 338,287 19,923 36,040 23,250

b. 2013 PROPOSED BUDGET



MADISON-COMM SVCS 100,000 80,917 5,125 8,439 5,519


UNITED WAY ALLOC 68,360 55,315 3,504 5,769 3,772


OTHER GOVT* 0 0 0 0 0

FUNDRAISING DONATIONS 256,443 207,505 13,144 21,642 14,152

USER FEES 3,750 3,034 192 317 207

OTHER** 0 0 0 0 0

TOTAL REVENUE 428,553 346,771 21,965 36,167 23,650

*OTHER GOVT 2013

Source Amount0

0

0

0

0

TOTAL 0

**OTHER 2013

Source Amount0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY


AO: PROGRAM BUDGET A - 2 MAY 2, 2012


11. 2014 PROGRAM CHANGE EXPLANATIONComplete only if you are requesting more than your 2013 request.

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

a. PROGRAM UPDATE: If requesting more than 2013, describe any major changes being proposed for the program/service in 2014,

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

b. 2014 COST EXPLANATION

Complete only if significant financial changes are anticipated between 2013-2014.

Explain specifically, by revenue source, any significant financial changes that you anticipate between 2013 and 2014.

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

c. 2014 PROPOSED BUDGET

BUDGET SPECIALREVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 0 0 0 0 0


MADISON-COMM SVCS 0 0 0 0 0


UNITED WAY ALLOC 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 0 0 0 0 0

*OTHER GOVT 2014

Source Amount0

0

0

0

0

TOTAL 0

**OTHER 2014

Source Amount0

0

0

0

0

TOTAL 0

Terms

ACCOUNT CATEGORY

Terms

200 characters (w ith spaces) (2 lines max.)


F:\Common\Community Development\2013-2014 Funding Process\Staff review for OCS\MM staff reviews\ULGM Customized Staff review 2013-2014.doc 6/29/2012

PROPOSAL REVIEW: Staff Review for 2013-2014 For Conference Committee of the

Community Development Block Grant Committee and the Community Services Committee

1. Program Name: Customized Workforce Training 2. Agency Name: Urban League of Greater Madison 3. Requested Amounts: 2013: $25,000 2014: $25,000 Prior Year Level: $0 4. Project Type: New Continuing 5. Framework Plan Objective Most Directly Addressed by Proposed by Activity:

IV. Adult Workforce Preparedness and Employment X. Expansion of Employment and Training Opportunities.

A1. Job Skills B1. Literacy to Employment Connect residents to job training opportunities

6. Anticipated Accomplishments (Proposed Service Goals) Program will serve 40 individuals with industry-specific training in: healthcare administration, customer service, information technology and Foundations for the Trades which is a collaboration with Construction Trading Inc’s STRAT program. The ULGM projects 75% (30) will complete the program and 70% (21) will secure employment.

7. To what extent does the proposal meet the Objectives of the Community Development Division, Community Resources Program Goals and Objectives for 2013-2014? Staff Comments: This program meets the objectives of Program Area IV – Priority A1 and CDBG priority X. The program will provide employment related services to individuals who face multiple barriers to employment with the goal of obtaining and maintaining full employment.

8. Does the proposal incorporate an innovative and/or research based program design?

Staff Comments: The program design utilizes Sectoral Workforce Development objectives which target growth industries in the local economy. 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. Does the proposal include service goals and outcome objectives that are realistic and measurable and are likely to be achieved within the proposed timeline? What will be the impact on the identified need or problem?

Staff Comments: Service goals seem realistic. Outcomes are appropriate and measurable. Proposal cites specific employers they have worked with for the customized training and with whom they will continue to work. Employers represent a wide range of job types.

10. Does 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. Is the agency’s proposed budget reasonable and realistic, able to leverage additional resources, and demonstrate sound fiscal planning and management?

F:\Common\Community Development\2013-2014 Funding Process\Staff review for OCS\MM staff reviews\ULGM Customized Staff review 2013-2014.doc 6/29/2012

Staff Comments: Budget seems reasonable and realistic. Agency contributes significant fundraising dollars to the program.

12. 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: 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.

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: 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 but bus passes and/or gas cards are provided pending budget availability. Clients are expected to get many barriers resolved before entering the training program. ULGM does make referrals to other agencies for needed services. The proposal states that because of financial constraints they are still unable to hire bi-lingual trainers and coaches. Follow up questions for Agency:



ORGANIZATION:

PROGRAM/LETTER: B

OBJECTIVE STATEMENTS:

DESCRIPTION OF SERVICES1. NEED FOR PROGRAM: Please identify local community need or gap in service that the proposed program will address.

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

3. 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.

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

Urban League of Greater MadisonCustomized Workforce Training

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

Each participant must f irst complete our 100-hour, 5-w eek Foundations Work Readiness Academy. Customzied Academies renerally range from 100 to 250 hours over the course of 6 to 12-w eeks (see item #2 above). Training and support services are generally provided Mondays through Fridays betw een 8:00 am and 5:00 pm. Participants receive individulized employment case management for up to 12 months.

The program w ill serve at least 40 individuals, of w hich at least 75% (30) w ill complete a customized training academy. Of those w ho complete training, at least 70% (21) w ill secure employment.

Our adult w orkforce preparedness strategy is aimed at the development of transferrable skills that help individuals move along a career pathw ay in stable and emerging industries. We currently offer 4 tracks w ithin our Customized Training Program: HEALTH CARE ADMINISTRATION is a 12-w eek academy that prepares individuals for careers w ith local hospitals, clinics, and medical billing companies. Classroom training includes up to 11 credits from Madison College in Medical Off ice Procedures, Medical Language, MS Window s/Office, and more. Training is also provided in Epic Softw are and HIPPA/privacy policies; CUSTOMER SERVICE is a 160-hour academy based on the internationally renow ned Disney Customer Service Institute; INFORMATION TECHNOLOGY is a 6-w eek academy - including hands-on paid f ield experience - that includes IT careers overview , computer hardw are, netw orking, operating systems, softw are applications, and customer service skills; FOUNDATIONS FOR THE TRADES is a pilot project w ith the START Program and Operation Fresh Start to provide preparation for employment in a skilled trade or apprenticeship program. The 6-w eek academy includes orientation, physical requirement exposure, pre-employment skills development, apprenticeship exam preparation and tutoring, technical skill training, and w orksite experience. ALL PARTICIPANTS must f irst complete our Foundations Work Readiness Academy. ALL PARTICIPANTS also receive orientation and assessment services, job placement assistance, and retention, advancement, and w rap-around support services.

Community Need: Recent reports by the Workforce Dev. Board and the Center on Wisconsin Strategy show a grow ing gap betw een the readiness of employees and w orkforce needs. Reports such as The State of Working Wisconsin show that this gap is particularly acute for African Americans and other persons of. Our program w orks to eliminate this gap by providing the skill development and support needed for entry into grow th industries. For example, according to 2011 EMSI data, the 5 largest job grow th sectors in Dane County through 2020 are IT, Health Care, Government, Manufacturing, and Construction. Similarly, according to WI WORKnet, strong customer service skills are required of virtually all of the top 25 grow th occupations. Programmatic Need: From 2010 to 2011, the number of individuals participating in our various adult employment programs grew by 36% from 363 to 493. This year, w e project 700 individuals w ill seek our help. Wait lists for our customized training programs can be long.



ORGANIZATION: Urban League of Greater MadisonPROGRAM/LETTER: B Customized Workforce Training

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

or challenges).

6. LOCATION: Location of service and intended service area.

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

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

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

10. Number of volunteers utilized in 2011? 20

Number of volunteer hours utilized in this program in 2011? 350

We have a netw ork of partnerships w ith local employers that assist w ith program design, curriculum development, instruction, and internships/w ork experience. Our partners include UW Medical Foundation, Group Health Cooperative, Access Community Health, Dean Health Systems, St. Mary’s Hospital, Meriter Hospital, UW Hospitals and Clinics, WEA Trust, WPS Insurance, Physicians Plus, Alliant Energy, U.S. Cellular, Shperion Staff ing, Spectrum Brands, UW Administrative Information Management Services, CDW, Operation Fresh Start, START, and others. We coordinate w ith the Workforce Dev. Board, w hich covers Madison College credit fees and promotes our programs w ithin their system. We are also one of 13 WorkSmart Access Points thus offering easier access to and guided assistance w ith applying for employment & education resources and child care, food, housing, and health care assistance.

Each customized training academy has an Advisory Committees of employer partners w hich aids in program design and curriculum development. Partners also provide volunteers to serve as instructors and aides in the classroom and provide mentoring/job shadow ing through internship and w ork experience opportunities.

Participants in our Customized Training program are recruited through our Job Services Netw ork Program. Individuals must complete this program and then apply through a competitive process for the industry-specif ic training academies described in Question #2. Word-of-mouth through current and former participants is one of our largest outreach strategies. We also promote our services through community centers, Dane County Job Center, and other non-profit community service agencies. We are promoted by the Workforce Development Board of South Central Wisconsin as one of 13 WorkSmart Access sites in the region. Our Education Department, w hich has staff based in 17 middle and high schools in Dane County promotes the program to parents of students they serve.

The program serves unemployed and underemployed adults 18 and older w ho have one or more barriers to employment including individuals w ho have not received their high school diploma or equivalent, individuals w ho have a criminal background, individuals w ho have limited or inconsistent w ork histories, individuals w ho have been displaced from their jobs due to dow nsizing, and individuals w ho have other barriers to employment.

Services are available to all City of Madison residents. Services are provided at the Urban League, 2222 S. Park St., various Madison College campuses, UW campus, and our health care partners off ices.




11. 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.

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

performance will contribute to the success of the proposed program?

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

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

Staff Title FTEJob Trainer/Job Coach 4.0 FTE

VP of Workforce Dev. .25 FTE

Credentials/Qualifications2-year degree. Min. 2 years related experience. Cultural competence.


The Urban League is not subject to special licensing or certif ication for this program. It is subject to the National Urban League's aff iliate standards and is evaluated approximately every 3 years.

Responding to the needs of diverse populations is at the heart of our mission. All of our staff are required to demonstrate competence in serving a diverse racial and socio-economic population. Our curriculum also directly confronts issues of racism in the w orkplace. We are also unique in our w ork w ith employers to develop their cultural competence and diversity plans. Our data show s that w e serve individuals from the entire Greater Madison area. How ever, because our off ices are situated in South Madison individuals w ho live on the far North and West sides of Madison can face transportation diff iculties in getting to our center for mandatory daily training sessions. To address this issue w e provide bus passes and/or gas cards w ithin the constraints of our budget. We have also been piloting the delivery of our training in some neighborhood-based settings. We also seeing an increase in the number of individuals for w hom English is a second language. Again, due to f inancial and other constraints w e have been unable to expand our staff ing levels to hire a bi-lingual Trainers and Coaches. We have been w orking to strengthen our relationships w ith Centro Hispano, the Latino Chamber of Commerce, and the Latino Workforce Academy to refer individuals w hose English skills are a barrier to completing our training programs. Similarly, to address the needs of individuals w ith limited education and literacy levels, w e are attempting to bolster our coordination w ith adult education providers such as Literacy Netw ork, Madison College, and Omega School.

We are part of the nation's oldest and largest community-based movement devoted to empow ering African Americans, other persons of color, and the economically disadvantaged. Operating in Madison since 1968, w e serve as the premiere community and economic development agency indigenous to the African American community. We offer one of the area’s most comprehensive arrays of w orkforce development services. We have a national and local reputation among employers and HR professionals as a strategic ally in efforts to develop a diverse, w orld-class w orkforce. From 2010 to 2011, the number of individuals participating in our adult w orkforce programs grew by 36% to almost 500 and w e maintain success rates above industry averages. Our Center for Workforce Training, w hich is located in the heart of Madison’s oldest multi-cultural community, offers community education space, 2 computer training classrooms, and other classrooms and private counseling rooms. Our Workforce Dept. currently includes a diverse team of 7 highly skilled professional Employment Trainers and Employment Case Managers. The VP of Workforce Development, w ho w ill have primary responsibility for operational leadership of this project, brings more than tw o decades of leadership and management experience in the public, private and nonprofit sectors. He has served as Division Administrator w ith the WI Dept. of Commerce, Deputy Secretary of the WI Dept. of Tourism, Director of Membership & Marketing w ith GMCC, and several leadership roles w ith businesses including AGCO Parts of Batavia, IL and Charter Communications.




15. CONTRIBUTING RESEARCH

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

16. 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? 95.0%

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 X

Other X

17. HOW IS THIS INFORMATION CURRENTLY COLLECTED?

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

ACCESS ISSUES FOR LOW INCOME INDIVIDUALS AND FAMILIES.

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. This information is confirmed during the screening and assessment proccess for the program.

Our Customized Training platform draw s heavily from the f ield of Sectoral Workforce Development. Sectoral initiatives target grow th industries in the local economy and w ork closely w ith employers to train low -income job-seekers for careers in these industries. Research organizations such as Public/Private Ventures have show n sectoral training programs to be highly successful. For example, data from the Sectoral Employment Initiative mirrored ULGM results w ith signif icant earnings gains and placement rates 15% to 25% higher than broad focused employment programs. Our Customized Training Program fully embraces this model. We are one of only tw o organizations to have tw ice been aw arded Marano Fellow ships to participate in the Aspen Institute's Sector Skills Academy. This is the premier national institute in the f ield, bringing together w orkforce development professionals to design practical applications for w ork in the f ield. The research also found that employer engagement is a key indicator of success. We utilize employer advisory committees to guide program design and curriculum development. Our various employer partners also provide instructors, assistance w ith screening and selection of participants, mock interview ers, and internship/job shadow ing opportunities. In turn, employers benefit through the referral of qualif ied applicants, post-hire support, and training in cultural competency and community outreach. We also align w ith Madison College to offer course credits w here appropriate, thus moving individuals tow ards post-secondary degree and certif icate programs.

All services are available at no cost.




DEMOGRAPHICSComplete the following chart for unduplicated participants served by this program in 2011. Indicate the number and percentage for the following characteristics. For new programs, please estimate projected participant numbers and descriptors.

Part. Part. Staff Staff Part. Part. Staff StaffDESCRIPTOR # % # % DESCRIPTOR # % # %

TOTAL 28 100% 3 100% RESIDENCYMALE 21 75% 1 33% CITY OF MADISON 24 86%

FEMALE 7 25% 2 67% DANE COUNTY (NOT IN CITY) 4 14%

UNKNOWN/OTHER 0 0% 0 0% OUTSIDE DANE COUNTY 0 0%

TOTAL RESIDENCY 28 100%

Part. = Participant AGE<2 0 0%

2 - 5 0 0%

6 - 12 0 0%

Note: Race and ethnic categories are stated 13 - 17 0 0%

as defined in HUD standards 18 - 29 5 18%

30 - 59 23 82%

60 - 74 0 0%

75 & UP 0 0%

TOTAL AGE 28 100%

RACEWHITE/CAUCASIAN 5 18% 0 0%

BLACK/AFRICAN AMERICAN 21 75% 2 67%

ASIAN 0 0% 1 33%

AMERICAN INDIAN/ALASKAN NATIVE 0 0% 0 0%

NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER 0 0% 0 0%

MULTI-RACIAL: 2 7% 0 0%

Black/AA & White/Caucasian 2 100% 0 0%

Asian & White/Caucasian 0 0% 0 0%

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

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

BALANCE/OTHER 0 0% 0 0%

TOTAL RACE 28 100% 3 100%

ETHNICITYHISPANIC OR LATINO 0 0% 0 0%

NOT HISPANIC OR LATINO 28 100% 3 100%

TOTAL ETHNICITY 28 100% 3 100%

PERSONS WITH DISABILITIES 0 0% 0 0%



ORGANIZATION: Urban League of Greater Madison

PROGRAM/LETTER: B Customized Workforce Training

PROGRAM OUTCOMESNumber of unduplicated individual participants served during 2011. 28

Total to be served in 2013. 40

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.






perf. measurement Targeted # to meet perf. measure 33.75


tools or methods:






perf. measurement Targeted # to meet perf. measure 23.8


tools or methods:

Individuals with employment barriers increase their economic self-sufficiency by securing and maintaining employment that offers a living wage and career advancement opportunities

Participant secures employment after having participated a customized training program.

Verification provided by employer and employee.

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


AO: PROGRAM BUDGET B - 1 MAY 2, 2012

ORGANIZATION: Urban League of Greater MadisonPROGRAM/LETTER: B Program B

10. PROGRAM BUDGETa. 2012 BUDGETED





UNITED WAY ALLOC 20,000 13,260 989 5,515 236


OTHER GOVT 0 0 0 0 0

FUNDRAISING DONATIONS 51,894 34,405 2,566 14,309 614

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 71,894 47,665 3,555 19,824 850

b. 2013 PROPOSED BUDGET



MADISON-COMM SVCS 25,000 18,555 1,116 5,117 212


UNITED WAY ALLOC 20,000 14,844 894 4,093 169



FUNDRAISING DONATIONS 55,303 41,045 2,470 11,319 469

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 100,303 74,444 4,480 20,529 850

*OTHER GOVT 2013

Source Amount0

0

0

0

0

TOTAL 0

**OTHER 2013

Source Amount0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY


AO: PROGRAM BUDGET B - 2 MAY 2, 2012

ORGANIZATION: Urban League of Greater MadisonPROGRAM/LETTER: B Program B

11. 2014 PROGRAM CHANGE EXPLANATIONComplete only if you are requesting more than your 2013 request.

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

a. PROGRAM UPDATE: If requesting more than 2013, describe any major changes being proposed for the program/service in 2014,

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

b. 2014 COST EXPLANATION

Complete only if significant financial changes are anticipated between 2013-2014.

Explain specifically, by revenue source, any significant financial changes that you anticipate between 2013 and 2014.

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

c. 2014 PROPOSED BUDGET

BUDGET SPECIALREVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 0 0 0 0 0




UNITED WAY ALLOC 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 0 0 0 0 0

*OTHER GOVT 2014

Source Amount0

0

0

0

0

TOTAL 0

**OTHER 2014

Source Amount0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY



COMMUNITY DEVELOPMENT DIVISION COVER PAGE CITY OF MADISON

COVER PAGE - 1 MAY 2, 2012

APPLICATION FOR 2013-2014 FUNDS

1. AGENCY CONTACT INFORMATIONOrganization

Mailing Address

Telephone

FAX

Admin Contact

Financial Contact

Website

Email Address

Legal Status

Federal EIN:

State CN:

DUNS #

2. SIGNATURE PAGE

AFFIRMATIVE ACTION

If funded, applicant hereby agrees to comply with City of Madison Ordinance 39.02 and file either

an exemption or an affirmative action plan with the Department of Civil Rights. A Model

Affirmative Action Plan and instructions are available at www.cityofmadison.com/dcr/aaForms.cfm.

LIVING WAGE ORDINANCE

If funded, applicant hereby agrees to comply with City of Madison Ordinance 4.20. The Madison Living Wage for 2013 will be $12.19 (hourly). This reflects a 3% increase

over Madison Living Wage for 2012, and is consistent with prior annual increases.

CITY OF MADISON CONTRACTS

If funded, applicant agrees to comply with all applicable local, State and Federal provisions.

A sample contract that includes standard provisions may be obtained by contacting the

Community Development Division at (608) 266-6520.

If funded, the City of Madison reserves the right to negotiate the final terms of a contract

with the selected agency.

3. SIGNATURE

Enter name:

By entering your initials in the box KC you are electronically signing your name and agreeing

to the terms listed above

DATE 6/1/2012

www.ulgm.org

[email protected]

Private: Non-Profit

39-1098146

67ER6 ???

106722812

Kaleem Caire

Urban League of Greater Madison2222 S Park Street, Suite 200

608-729-1200

608-729-1205

Edward Lee

Jim Horn


AO: REVENUE - 1 MAY 2, 2012

AGENCY CONTACT INFORMATIONORGANIZATION

1. AGENCY CONTACT INFORMATIONA

Contact: New Prg? No Phone: Email:

B

Contact: New Prg? Phone: Email:

C


D


E


F

Contact: New Prg? No Phone: Email:

G


H


2. AGENCY REVENUE DETAILED BY PROGRAM

2011 2012 2013-14 2013-14 PROPOSED PROGRAMSACTUAL BUDGET PROPOSED A B C D E F G H Non-City

DANE CO HUMAN SVCS 167,452 167,452 167,452 0 0 0 0 0 0 0 0 167,452

DANE CO CDBG 0 0 0 0 0 0 0 0 0 0 0 0

MADISON-COMM SVCS 97,586 115,268 168,248 100,000 25,000 0 0 0 43,248 0 0 0

MADISON-CDBG 220,240 0 0 0 0 0 0 0 0 0 0 0

UNITED WAY ALLOC 539,370 545,161 545,161 68,360 20,000 0 0 0 265,406 0 0 191,395

UNITED WAY DESIG 20,956 26,215 26,215 0 0 0 0 0 0 0 0 26,215

OTHER GOVT 550,754 721,778 646,778 0 0 0 0 0 368,548 0 0 278,230

FUNDRAISING DONATIONS 749,643 1,092,334 819,538 256,443 55,303 0 0 0 57,719 0 0 450,073

USER FEES 141,542 99,839 95,003 3,750 0 0 0 0 0 0 0 91,253

OTHER 204,227 7,600 7,000 0 0 0 0 0 0 0 0 7,000

TOTAL REVENUE 2,691,771 2,775,647 2,475,395 428,553 100,303 0 0 0 734,921 0 0 1,211,618

Program H Select an Objective Statement from the Drop-Down

Select an Objective Statement from the Drop-Down

608-729-1233 [email protected]

Select an Objective Statement from the Drop-Down

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

Program B Select an Objective Statement from the Drop-Down

Program C Select an Objective Statement from the Drop-Down

Program D

REVENUESOURCE

Nichell Nichols

Schools of Hope Middle School Tutoring Program OCS: Youth A1: Middle School Youth (CSC)

Program G Select an Objective Statement from the Drop-Down

608-729-1218 [email protected]

Urban League of Greater Madison

Vernon Blackwell

Program E


AO: AGENCY ORGANIZATIONAL PROFILE - 1 MAY 2, 2012

3. AGENCY ORGANIZATIONAL PROFILE

a. AGENCY MISSION STATEMENT

b. AGENCY EXPERIENCE AND QUALIFICATIONS

6000 characters (w th spaces) (47 lines max.)




4. AGENCY GOVERNING BODY

How many Board meetings were held in 2011?

How many Board meetings has your governing body or Board of Directors scheduled for 2012?

How many Board seats are indicated in your agency by-laws?

Please list your current Board of Directors or your agency's governing body.

NameHome Address

Occupation

Representing

Term of Office From: mm/yyyy To: mm/yyyy

NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing




AGENCY GOVERNING BODY cont.

NameHome Address

Occupation

Representing

Term of Office 3 year/term 1 From: 01/2012 To: 12/2014

NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


UW Madison

2109 Fox Ave., Madison, WI 53711

Public Health and Public Policy

Exact Sciences

Angela Russell

309 Lakewood Blvd., Madison, WI 53704

Executive

Suttle Strauss

Kevin Conroy

248 Lynn Street, Arena, WI 53503

Direct Marketing

Keith Schwarting

Information Techonology Executive

Consultant

David Cagigal1416 Blude Ridge Trail, Waunakee, WI 53597

ABTS

319 Glen Thistle Court, Madison, WI 53705

Business Owner, Information Technology

Cynthia Cuathern

Manager/Consultant

QTI

Marshall Heyworth6101 Midwood Avenue, Monona, WI

UW Foundation

9 Golf Course Road, Unit H, Madison, WI 53704

Fund Development Professional

Tri-North Builders

Russell Betts

7402 Meadow Valley Road, Middleton, WI 53725

General Contractor

Darren Noak

Madison Community Foundation

Amy Overby4824 Cardinal Lange, Sun Prairie, WI 53711

Fund Development Professional



AGENCY GOVERNING BODY cont.

NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing

Term of Office From: 01/2012 To: 12/2014

NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


Mental Health Solutions

1501 Grosse Point Drive, Middleton, WI 53562

Psychologist

Michael Best & Friederich

Gary Sater

2202 Commonwealth Ave., Madison, WI 53726

Attorney

Daniel O'Callaghan

Principal

Rose CFO Solutions

Cynthia Hughes5725 Kilkenny Place, Fitchburg, WI 53711

Edgewood College

565 Ash Street, Oregon, WI 53575

Executive Vice President

Scott Flanagan

Vice President for Student Development

Madison College

Keith Cornille1096 Virdon Drive, Sun Prairie, WI 53590

St Mary's Hospital

730 Oneida Place, Madison, WI 53711

President

UW Madison

Dr. Frank Byrne

1803 Dewberry Drive, Madison, WI 53719

Chief Administrative and Financial Officer

Darrell Bazzell

Herzing University

Chris Montagnino1237 Prospect Commons, Sun Prairie, WI 53590

Administration/Faculty


AO: DEMOGRAPHICS - 1 MAY 2, 2012

5. STAFF-BOARD-VOLUNTEER DEMOGRAPHICS

Indicate by number the following characteristics for your agency's current staff, board and volunteers.Refer to application instructions for definitions. You will receive an "ERROR" until completing the demographic information.

Number Percent Number Percent Number Percent34 100% 17 100% 1,095 100%

13 38% 12 71% 404 37%21 62% 5 29% 691 63%0 0% 0 0% 0 0%

34 100% 17 100% 1,095 100%

0 0% 0 0% 1 0%33 97% 17 100% 1,014 93%1 3% 0 0% 80 7%

34 100% 17 100% 1,095 100%0

16 47% 11 65% 780 71%16 47% 4 24% 120 11%1 3% 0 0% 50 5%0 0% 0 0% 0%0 0% 0 0% 4 0%0 0% 0 0% 11 1%

0 0% 0 0% 11 100%0 0% 0 0% 0 0%0 0% 0 0% 0 0%0 0% 0 0% 0 0%

1 3% 2 12% 130 12%34 100% 17 100% 1,095 100%

1 3% 2 12% 41 4%33 97% 15 88% 1,054 96%34 100% 17 100% 1,095 100%0 0% 0 0% 0 0%

*These categories are identified in HUD standards.

TOTAL ETHNICITY

PERSONS WITH DISABILITIES

HISPANIC OR LATINO

NOT HISPANIC OR LATINO

TOTAL RACE

ETHNICITY

Am Indian/Alaskan Native & Black/AA

BALANCE/OTHER

Asian & White/Caucasian

Am Indian/Alaskan Native & White/Caucasian

MULTI-RACIAL:

Black/AA & White/Caucasian

AMERICAN INDIAN/ALASKAN NATIVE

NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER

BLACK/AFRICAN AMERICAN

ASIAN

RACE*WHITE/CAUCASIAN

60 AND OLDER

TOTAL AGE

LESS THAN 18 YRS

18-59 YRS

UNKNOWN/OTHER

TOTAL GENDER

AGE

BOARD VOLUNTEER

MALE

FEMALE

TOTALGENDER

DESCRIPTORSTAFF


AO : EXPENSE BUDGET - 1 MAY 2, 2012

6. AGENCY EXPENSE BUDGET

This chart describes your agency's total expense budget for 3 separate years.

Where possible, use audited figures for 2011 Actual.

The subtotals for the 2012 BUDGET and 2013-14 PROPOSED must equal the amounts entered in the ACCOUNT CATEGORIESon the NonCityBudget and program budget worksheets. The "ERROR" message appears until the sum of the line items

equals the amount of the subtotals that have aggregated from your NonCityBudget and program budget worksheets.2011 2012 2013-14

Account Description ACTUAL BUDGET PROPOSEDA. PERSONNEL

Salary 1,397,450 1,715,216 1,530,389

Taxes 116,909 159,024 141,140

Benefits 193,510 206,040 233,160

SUBTOTAL A. 1,707,869 2,080,280 1,904,689

B. OPERATINGAll "Operating" Costs 272,089 252,318 215,118

SUBTOTAL B. 272,089 252,318 215,118

C. SPACERent/Utilities/Maintenance 91,077 86,570 86,570

Mortgage (P&I) / Depreciation / Taxes 138,612 99,582 99,582

SUBTOTAL C. 229,689 186,152 186,152

D. SPECIAL COSTSAssistance to Individuals 302,502 184,272 96,811

Subcontracts, etc. 0 0 0

Affiliation Dues 10,000 10,775 10,775

Capital Expenditure 0 0 0

Other: 115,036 61,850 61,850

SUBTOTAL D. 427,538 256,897 169,436

SPECIAL COSTS LESS CAPITAL EXPENDITURE 427,538 256,897 169,436TOTAL OPERATING EXPENSES 2,637,185 2,775,647 2,475,395

E. TOTAL CAPITAL EXPENDITURES 0 0 0

7. PERSONNEL DATA: List Percent of Staff Turnover 35.0%

Divide the number of resignations or terminations in calendar year 2011 by total number of budgeted positions.

Do not include seasonal positions. Explain if you had a 20% or more turnover rate in a certain staff position/category.

Discuss any other noteworthy staff retention issues, or policies to reduce staff turnover.8 of 13 Tutor Coordinators in our Schools of Hope Program left their positions. Of these, 6 w ere direct hires into local school districts, 1 moved as her husband got a job in another state, and 1 w ent back to school full time for her masters degree.


AO: PERSONNEL DATA - 1 MAY 2, 2012

8. PERSONNEL DATA: Personnel Schedulea. Personnel Schedule

List each staff position by title. Seasonal Employees should be entered in seasonal section. Indicate if the position meets the Living Wage Exception with an asterisk (*).

Indicate the number of 2013 Proposed Full-Time Equivalents (FTEs) in each staff position, across all agency programs. Indicate the total salaries for all FTEs in that staff position. Do NOT include payroll taxes or benefits in this table. Indicate base hourly wage for each position. All positions in city funded programs must meet City Living Wage requirements.

The Madison Living Wage for 2013 will be $12.19 (hourly).

Est. Est. Proposed Proposed Hourly A B C D E F G H Non-CityStaff Position/Category FTE Salary FTE Salary Wage FTE FTE FTE FTE FTE FTE FTE FTE FTEPresident/CEO 1.00 90,000 1.00 90,000 43.27 0.15 0.04 0.00 0.00 0.00 0.29 0.00 0.00 0.52

Sr VP Programs 1.00 75,540 1.00 75,540 36.32 0.15 0.04 0.00 0.00 0.00 0.29 0.00 0.00 0.52

Chief Financial Officer 1.00 70,360 1.00 70,360 33.83 0.15 0.04 0.00 0.00 0.00 0.29 0.00 0.00 0.52

Chief Operating Officer 1.00 75,360 1.00 75,360 36.23 0.15 0.04 0.00 0.00 0.00 0.00 0.00 0.00 0.81

VP of Marketing & Development 1.00 55,960 1.00 65,000 31.25 0.15 0.04 0.00 0.00 0.00 0.29 0.00 0.00 0.52

Exec Asst/Receptionist 1.50 44,980 1.50 46,533 12.19 0.23 0.05 0.00 0.00 0.00 0.44 0.00 0.00 0.78

VP Learning 1.00 62,000 1.00 62,000 29.81 0.00 0.00 0.00 0.00 0.00 0.55 0.00 0.00 0.45

VP Economic Development 1.00 80,000 1.00 80,000 38.46 0.50 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.25

Volunteer Coordinator 1.00 30,000 1.00 30,900 14.86 0.00 0.00 0.00 0.00 0.00 0.67 0.00 0.00 0.33

Coordinators/Specialists 19.75 566,586 19.75 568,627 0.00 4.00 1.00 0.00 0.00 0.00 11.69 0.00 0.00 3.06

Facilities Specialist 1.00 22,069 1.00 25,709 12.36 0.15 0.04 0.00 0.00 0.00 0.29 0.00 0.00 0.52

Workforce Director 1.00 42,000 1.00 43,260 20.80 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Americorps 10.00 121,000 10.00 121,000 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00

Asst Managers Schools of Hope 2.00 70,000 2.00 72,100 17.33 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00

VP School Development 1.00 70,360 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

ACT Prep Coordinator 1.00 54,000 1.00 54,000 25.96 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

Dir South Madison Promise Zone 1.00 70,000 0.33 23,333 33.99 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.33

Analysts South Mad Promise Zone 3.00 115,000 1.00 26,667 21.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL 49.25 1,715,215 45.58 1,530,389 6.65 1.52 0.00 0.00 0.00 15.82 0.00 0.00 21.60

TOTAL PERSONNEL COSTS: 1,530,389

2012 2013-14 2013-14 PROPOSED FTEs DISTRIBUTED BY PROGRAM


AO: PERSONNEL DATA - 2 MAY 2, 2012

b. Seasonal Employees

Nbr of Total Hourly Seasonal A B C D E F G H Non-CitySeasonal/Project Employee ONLY Weeks Hours Wage Earnings # HRS # HRS # HRS # HRS # HRS # HRS # HRS # HRS # HRS

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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