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COMMUNITY DEVELOPMENT DIVISION COVER PAGE CITY OF MADISON

COVER PAGE - 1 CDD 2018 APPLICATION FOR ADULT AND YOUTH EMPLOYMENT AUGUST 7, 2017

APPLICATION FOR 2018 ADULT AND YOUTH EMPLOYMENT FUNDS

1. AGENCY CONTACT INFORMATIONLegal Name of Organization

Mailing Address

Telephone

FAX

Director

Email Address

Additional Contact

Email Address

Legal Status

Federal EIN:

DUNS #:

SAM Registration:

2. PROPOSED PROGRAMS 2018 Req

Program Name Letter New?A $106,409

Contact: Ed Lee Phone: 608.729.1211 Email:

B $59,462


C $145,586


D $0

Contact: Phone: Email:

E $0

Contact: Phone: Email:

TOTAL REQUEST $311,457

Urban League of Greater Madison

2222 S. Park Street, Suite 200, Madison, WI 53713

608-729-1211

608-729-1205

Dr. Ruben Anthony, Jr., President & CEO

39-1098146

10-672-2812

[email protected]

[email protected]

Private: Non-Profit

Ed Lee, Senior VP

[email protected]

Proposed Service Populations/Models

Select a Priority Statement from the Drop-Down

Select a Service Population from the Drop-Down

ADVANCE Employment Services

[email protected]

[email protected]

Select the appropriate service population from the drop-down menu.

Skilled Trades Apprenticeship Readiness Training (START)

Adult Employment: Low Skills/Multiple Barriers



Program E

Construction Employment Initiative (CEI)

Program D

COMMUNITY DEVELOPMENT DIVISION COVER PAGE CITY OF MADISON

COVER PAGE - 3 CDD 2018 APPLICATION FOR ADULT AND YOUTH EMPLOYMENT AUGUST 7, 2017

3. 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. This ordinance requires all

employees paid under this contract be paid (at least) the Living Wage for 2018 as established by the City of

Madison. In 2018 the Living Wage will be $13.01 hourly.

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 266-6520.If funded, the City of Madison reserves the right to negotiate the final terms of a contract with the selected agency.

4. SIGNATURE

Enter name:

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

to the terms listed above

DATE 9/22/2017

Ed Lee

COMMUNITY DEVELOPMENT DIVISION PROGRAM DESCRIPTION CITY OF MADISON

PROGRAM A - 4 CDD 2018 APPLICATION FOR ADULT AND YOUTH EMPLOYMENT AUGUST 7, 2017

ORGANIZATION: Urban League of Greater Madison REQUESTED AMOUNT:PROGRAM/LETTER: A ADVANCE Employment Services 106,409

PRIORITY STATEMENT:

1.PROGRAM SUMMARY: Briefly describe the purpose, goals and desired outcomes of this project.

2. TARGET POPULATION: Describe the target population of your services include description of neighborhoods served and

demographics of client population (age, income level, English language proficiency, racial or cultural backgrounds, disabilities,

education levels and employment barriers).

3. What measure do you use to identify or describe client income levels of participants?

4. LANGUAGE ACCESS AND CULTURAL RELEVANCE: Describe your capacity and strategies to ensure language access and cultural relevance for your target populations.


ADVANCE Employment Services w ill serve unemployed and under-employed adults (18 or older) w ith multiple barriers to permanent, sustainable employment. Those employment barriers include, but are not limited to: limited or inconsistent w ork history, lack of high school diploma, GED or other limited educational credentials, lack of access to childcare, low credit score, limited transportation options, homeless or lack of stable housing, conviction history, physical or mental health disability, and structural racism.

Given the signif icant racial disparities in opportunity and hiring practices (structural racism) exposed by the recent Race to Equity report*, w e w ill fulf ill our mission to serve and create opportunity for predominantly persons of color - though anyone in need is w elcome to engage our employment services. At least 75% of those to be served w ill be persons of color – predominantly African American and Latino; at least 90% w ill be low income; at least 20% w ill have a prior history of incarceration; our gender ratio w ill be roughly 50-50. As part of our multi-generational strategy, at least 30% of those to be served w ill be the parent of one or more young children. We target parents w ith the understanding that our employment services positively impact the economic stability of the entire household, not only the job seeker being served.

*African Americans in Dane County are 5.5 times more likely to be unemployed than their Caucasian counterparts, compared w ith a national average disparity of about 2 times the unemployment rate.

The mission of ADVANCE Employment Services is to provide demand-driven, career-pathw ay employment and training services that help low -income individuals and families w ith multiple employment barriers become economically self-suff icient. We offer w ork readiness assessment; individualized employment planning; foundational w ork readiness training; accelerated career academies focused on in-demand industries (construction, healthcare, IT, insurance, education, and others); fatherhood support and development programming for non-custodial fathers; job search and job placement assistance; job retention and advancement case management; and a netw ork of referral partners for other support services. We have a netw ork of over 30 business partners that w ill help us train at least 200 individuals and place at least 70% into jobs at a target rate of $15+ per hour.

Other

Cultural relevance is core to the mission of Urban League. We are an aff iliate of the nation’s oldest African-American led civil rights and social service organization. Operating in Madison since 1968, our board and staff leadership is majority persons of color, and in the case of our staff the majority are f irst-generation college graduates. Demonstrated experience w orking w ith diverse populations is a required qualif ication for all positions at the Urban League. We also ensure our staff and organizational leadership participate in ongoing professional development to hone their cultural competency skills. This includes programs such as the YWCA’s Racial Justice Summit, Conference, and YWomen Lead program, annual training through the National Urban League Whitney M. Young Conference, training through the UW Institute for the Research on Poverty, trauma-informed care training, training through the Center on Family Policy and Practice, and many others. ULGM also hosts the region’s premiere annual conference dedicated to w orkplace diversity. This Diversity Summit convenes national and local diversity experts and area business and non-profit leaders to learn and replicate new and proven strategies for ensuring diverse and inclusive w orkplaces. All ULGM staff have the opportunity to attend this conference. We are part of the United Way HIRE Initiative w hich has been providing training to Employer Council members and agency partner staff on topics including diversity, mental health f irst-aid, trauma-informed care, and other topics to ensure our services are relevant to individuals living in poverty and those from diverse racial, ethnic, and other backgrounds.

We do not currently provide bi-lingual services, how ever, our Workforce Program Recruitment Specialist is a bi-lingual female, and w e have very active partnerships w ith the Literacy Netw ork, Centro Hispano of Dane County, and the Latino Academy for Workforce Development thus allow ing us preferred referral relationships for individuals seeking English language assistance or bi-lingual employment services.



ORGANIZATION: Urban League of Greater Madison PROGRAM/LETTER: A ADVANCE Employment Services

5. PROPOSED SERVICE NUMBERS: Include number of unduplicated clients to be served, number of service hours

to be provided, number of workshops/classes, etc.

6.PROGRAM DESIGN: Describe key components of program including hours of program, curriculum, staffing, and dosage.

Describe any credentials, or certifications earned. Describe the assessment tools used to assess participant mastery of

material.

7. PROPOSED SERVICE LOCATION(S) AND TIME: Location of service and boundaries of intended service area, if applicable.

During year 1, w e w ill enroll at least 200 unduplicated candidates into intensive employment training services. We w ill operate 5-w eek, 100-hour Foundational Work Readiness Academies roughly every other month. We w ill run at least 6 accelerated career academies in healthcare administration, para-educator, customer service, insurance, ranging from 128 to 256 hours over the course of 4 to 8 w eeks. Each participant w ill also receive a minimum of 8 hours of one-on-one assessment, counseling, and coaching prior to and during training; at least 1 hour per w eek of individualized coaching from the time they complete training until they secure employment; and at least 1 hour per month of coaching and case management for a minimum of 1 year after they secure employment. Each participant w ill typically receive betw een 120 and 250 hours of service.

All participants f irst receive a 2-hour orientation and one-on-one assessment and enrollment interview in w hich they create their personal career development plan. Participants must complete our Foundations Work Readiness Academy, including 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-hour Academy). The curriculum includes social skills, w ork skills, f inancial management skills, computer skills, career planning, and an intensive focus on behavior change, high expectations, accountability, and individual planning. Academy graduates receive individualized assistance w ith their job search, including help developing a job search plan, access to print and online job listings, and help navigating online employment applications. In addition, participants receive coaching on résumé and cover letter composition, and creating professional documents geared expectations of the specif ic industry to w hich they’re applying. Participants receive individualized case management (job retention services) for at least 12 months follow ing placement. The model includes a continuum of services that address individuals at different levels of employment readiness from unemployed to underemployed. We offer a w ide variety of employment training programs. The Urban League’s Workforce Development team is agile and responsive to shifts in marketplace demands; w ith input from local employers, w e can create a curriculum that meets their immediate w orkforce needs, i.e. this year w e developed a Medical Scheduler Training program in response to a request from our partner, UW Health; nearly 30 training graduates w ere placed at UW Health or other local health service providers. The follow ing is a list of our recurring training programs. • Healthcare Administration Training Program is a 7-w eek program, held 4 days/w eek for a total of 112 hours of instruction covering patient relations, insurance basics, medical terminology, EPIC softw are, keyboarding, and more. Follow ing classroom training, participants engage in a tw o-w eek unpaid internship w ith one of our employer partners, follow ed by job placement services. Certif icate of completion. • Insurance Academy is a 16-w eek program including preparation for and testing to obtain a nationally-recognized certif ication. Topics covered include: insurance policies and regulations, insurer f inancial performance, marketing, underw riting and ratemaking, claims, risk management, and loss exposure. • Foundations for the Trades is a 7-w eek apprenticeship readiness program held 4 days/w eek for a total of 224 hours of instruction for 19 construction and utilities careers [This program receives separate funding]• CLASS (Classroom Academy for Student Supports) is held 4 days per w eek over 4 w eeks, totaling 64 hours of instruction including situational judgement, active listening, lesson design, classroom and conflict management, strategies for w orking w ith students w ith special needs, DPI-mandated reporter training, history of race in the U.S. and educational disparities, Wisconsin Act 31 compliant topics on tribal histories, cultures, sovereignty, and treaties. Exceeds standards for non-certif ied educators, and can be a pathw ay to certif ication that aligns w ith the Department of Public Instruction (DPI) guidelines w ith the school districts in the greater Madison area. Certif icate of completion. • Customer Support Academy is a 6-8 w eek, program held 4 days/w eek totaling 64 hours of instruction that prepares participants for customer service positions starting at $15 per hour or more, including customer service and support, reception, call center, order taking, sales, sales support, and more. • IT Career Academy (ITCA): Participants are assessed to determine w hether they f irst need to attend our Foundations for Work Readiness and/or Customer Service Academies before commencing 11 months of paid w ork experience at an IT H l D k Fi ld S i it d l t th 2 t M di C ll C TI A+ C tif i ti P h

The program is open to all Madison residents, but our recruitment efforts w ill focus on neighborhoods w ith high concentrations of poverty. The primary training locations are accessible by bus, including the Urban League (2222 S. Park St.) and the Park Edge/Park Ridge Employment Center (1233 McKenna Blvd.). Most training classes also include site visits or onsite training w ith one or more of our business partners. Most training classes are offered Monday through Friday betw een 8 AM and 5 PM, though w e are increasingly offering evening and w eekend hours in an effort to increase accessibility.




8. WORK EXPERIENCE OPPORTUNITIES: Describe work opportunities provided (if applicable), including whether paid or unpaid

and level of supervision. Include a list of committed employers (if applicable) and describe the recruitment and outreach plan for

job placement.

9. WORKPLACE AND ON-GOING SUPPORT: Describe the on-the-job support, time intervals at which it is provided and any

partnerships developed with employers to support these efforts.

10. PROGRAM STAFF: Record the Full Time Equivalent (FTE) program hours of each employee supporting this program and their total FTE hours worked

for the agency. For seasonal employees record the number of weeks per year worked at the specificed seasonal FTE. See application instructions.Program Duties

Such as administration,

Year Round Seasonal direct service,

Staff Title Position Position Total FTE supervision, teaching/ Hourly (one employee per line) FTE FTE in Agency training or recruitment Wage

Training Specialists 0.75 2 Training, curriculum, and program developmen 18.68

Employment Specialist 2.5 4 Assessment, coaching, case mgmt, retention 19.57

Recruitment Specialist 0.4 1 Participant recruitment 18.93

Workforce Department Director 0.25 1 Program planning, staff supervision 25.75

Senior VP 0.15 1 Program & partnership dev., strategic planning 48.43

Program Analyst 0.55 1 Program analysis, cust. surveys, reporting 18.79

FTE in Program Choose Year Round or Seasonal

For Seasonal

only: wks/yr employed

We rely on extensive, hands-on business engagement in our career academies. Each academy is guided by an Advisory Committee of business partners that help inform program and curriculum design, provide classroom instructors, host training at their place of business, and more. Participants in our Healthcare Administration training have the opportunity for an 80-hour unpaid internship w ith one of our hospital/clinic partners. We also w ork closely w ith job seekers w ho have completed training, but have yet to secure employment to volunteer and/or seek unpaid internships. We have close w orking relationships w ith temp agencies - including QTI and Spherion Staff ing - w ho assist our participants in f inding temporary and/or part-time w ork to meet their f inancial needs w hile they train w ith us and prepare for better employment in the future. We have secured w ritten commitments from the region’s four largest healthcare providers – Group Health Cooperative, SSM Health, UnityPoint Health-Meriter, and UW Health – to hire at least 85 graduates of our healthcare academies into full-time jobs paying from $13.25 to $22.00/hr plus benefits over the next 18 months. Positions w ill include Medical Schedulers, Health Unit Clerks, Medical Receptionists, Registrars, and other roles. We w ill launch a new Insurance Operations Support Academy w ith CUNA Mutual Group, w ith at least 6 graduates to be hired into an 18-month Operations Support position paying $15/hr. plus benefits and union representation. During this time, they w ill rotate through the company’s three main operations units, preparing them for permanent roles typically starting at $20/hr. Our IT Academy includes a 9-month paid internship as an IT Help Desk Technician w ith UW Division of Information Technology and UW Administrative Information Services. These are full-time, temporary positions paying $12/hr.

Upon enrollment in the program, each participant is assigned to an Employment Specialist w ho provides individualized coaching and case management services. Each participant w ill receive a minimum of 8 hours of one-on-one assessment, counseling, and coaching prior to and during training; at least 1 hour per w eek of individualized coaching from the time they complete training until they secure employment; and at least 1 hour per month of coaching and case management for a minimum of 1 year after they secure employment.

Once an individual has entered the w orkforce, the Employment Specialist w ill provide individualized coaching, including follow up w ith the employer and the employee at a minimum of 7, 15, 30, 60, 90 day intervals and then monthly for at least 12 months after employment is secured. The Specialist w ill also help participants address challenges and access w ork supports to elevate earned income. We w ill host “alumni events” at least tw ice per year to stay connected w ith graduates, and to ensure opportunities for graduates to come together in a group setting w here they can sustain the peer support and netw orking that w as established w ith their cohort peers during training. These sessions w ill also include presentation of information on a career advancement related topic. We are also convening a task force comprised of key business partners to explore models for w orkplace mentoring programs that have proven success in the construction industry.




11. RECRUITMENT, INTAKE AND ASSESSMENT: Describe recruitment plan, intake procedures and the assessment tools to be

used at intake.

12. SUPPORT SERVICES: Describe how your program will connect participants with needed supports including child care,

transportation, mental health or AODA services, housing stabilization and/or other employment training programs.

13. ONGOING SUPPORT: Describe program strategies for maintaining contact with participants after completion of

program. Include the nature of post-program completion support, and time intervals at which it is provided.

Reiteration from #9, above:

Once an individual has entered the w orkforce, the Employment Specialist w ill provide individualized coaching, including follow up w ith the employer and the employee at a minimum of 7, 15, 30, 60, 90 day intervals and then monthly for at least 12 months after employment is secured. The Specialist w ill also help participants address challenges and access w ork supports to elevate earned income. We w ill host “alumni events” at least tw ice per year to stay connected w ith graduates, and to ensure opportunities for graduates to come together in a group setting w here they can sustain the peer support and netw orking that w as established w ith their cohort peers during training. These sessions w ill also include presentation of information on a career advancement related topic. We are also convening a task force comprised of key business partners to explore models for w orkplace mentoring programs that have proven success in the construction industry.

We draw upon numerous internal and external resources to support participants. As needed, w e provide: construction w ork clothing such as boots, coats, and gloves; bus passes and gas vouchers for travel to and from training and w ork. Through the HIRE Initiative w e have a dedicated part-time housing case manager and funds for emergency rental assistance and security deposits. We are also currently w orking closely w ith the United Way of Dane County on the possibility to obtain new resources to support child care needs through an alignment w ith their Born Learning initiative. Similarly, w e are exploring w ays to better take advantage of the City of Madison Childcare Assistance Program. ULGM just began employing a Dane County Economic Support Specialist based at the PE/PR Employment Center w ho can help participants navigate public assistance programs, and the person currently in this role has a special expertise around the Wisconsin Shares child care program. We also now employ a new , full-time FoodShare Employment & Training Case Manager on our staff. Beginning in the fall 2017, the Dane County Joining Forces for Families Program w ill host off ice hours once per w eek at the PE/PR Employment Center to help participants access support services. We collaborate w ith the YWCA Madison Driver’s License Recovery program, and are able to do a pre-screening and then refer eligible participants. We also maintain an extensive directory of additional external service providers for childcare, mental health, AODA, housing stabilization, and other support services. In addition, w e make use of the United Way 211 line to identify resources and connections that w e are unable to meet internally.

Also of note is that most of our programming operates utilizing a cohort model. Through this approach, participants form pow erful camaraderie, connections, and support netw orks that positively impact their chances of success in job training, acquisition, and retention.

The ULGM adult employment services team includes a full-time Recruitment Specialist w ho is responsible for implementing a multi-channel strategy to recruit low -income job seekers. This includes: (1) identifying prospective participants from the ULGM’s existing clientele and encouraging past program participants to refer friends and family members; (2) neighborhood canvassing; (3) formal referrals from public sector w orkforce and related agencies including the Dane County Job Center, DCHS, FSET Program, DVR, and others; (4) “reverse referrals” from our business partners; (5) outreach an established and grow ing netw ork that includes neighborhood centers, corrections agents, schools, food pantries, churches, neighborhood police, and others; and (6) broad aw areness efforts through our extensive email distribution, w ebsite, and social media channels. Through these channels w e w ill: disseminate at least 5,000 informational f lyers; host 20 community-based info sessions; host info tables at 12 or more community events; canvass low -income neighborhoods at least 2x per month; post at least monthly on social media, email, and w eb reaching 10,000+ subscribers; distribute information to low -income parents through the ULGM’s 12 school-based staff; invite prior trainees to make referrals of their friends and family; and more.

The assessment, selection, and onboarding process for trainees consists of three parts: (1) Information/Orientation Session; (2) Enrollment; and (3) Individualized Employment Planning. Informational sessions give potential applicants an overview of ULGM employment services, program expectations, attendance requirements, training schedules, and more. The enrollment process includes a paper or electronic application follow ed by a one-on-one interview . New this year is a pre-recorded online information session to expand access. Within 48 hours follow ing submission of an application, the prospective member meets w ith an Employment Specialist for a 2-hour enrollment interview . A detailed enrollment questionnaire w ith standardized and scored Condition Assessment questions assess their skills, experience, employment history, criminal background, housing situation, childcare and transportation needs, and more. We then utilize the National Work Readiness Assessments to assess literacy, math, and other w ork readiness skills. Finally, each participant completes an individualized employment plan w hich addresses both short and long term training and employment goals along w ith a plan to address




14. PARTNERSHIPS: : Identify community partners who have agreed to be an active partner in this project. Describe the partnership

components and how they will contribute to success for program participants.

Partner Organization: Contact Person:




Additional information on partnership or collaborations (if needed)

CUNA Mutual Group Sara Shea

Health Care Collaborative Bridgett Willey

FoodShare Employment Training (FSE Gwen Hannes

United Way HIRE Initiative Renee Moe

Group Health Cooperative, SSM Health, UnityPoint-Meriter, and UW Health have committed to w ork w ith ULGM to train at least 100 low -income job seekers w ith employment barriers over the next 18 months, and to hire at least 85 into full-time jobs paying from $13.25 to $22.00/hr plus great benefits. Positions include Medical Scheduler, Health Unit Clerk, Medical Receptionist, Registrar, Patient Services Representative, and other Healthcare Support roles.

ADVANCE Employment Services became an approved employment training provider as part of the Dane County FoodShare Employment and Training (FSET) Program in the fall of 2015. In 2017, ULGM became an FSET Case Management provider, w ith tw o of our Employment Specialists trained as FSET Case Managers.

The United Way HIRE initiative is an innovative collaboration betw een 5 long-standing community-based employment agencies and 20 area employers. The purpose of the collaborative is to help low -income adults secure career pathw ay employment paying $15 or more, and to help employers meet their need for a skilled, diverse w orkforce. In addition to being part of a “community of practice” w here new program models and best practices are shared, w e also have access to additional participant support resources such as housing assistance and referrals from United Way early childhood programs.

ULGM and CUNA Mutual Group (CMG) w ill launch a new Insurance Operations Support Academy. We w ill collaborate on a 4-w eek pre-training that w ill teach skills including report processing, data validation, policy & claim servicing, know ledge management systems, forms distribution, call processing, and mailbox management. Graduates may be placed in an 18-month rotation through the business units in CMG’s Operations Division: Lending, Claims, & Retirement. Starting pay is $15/hr. + benefits and union representation. Follow ing this rotation, trainees can apply for permanent positions at $20+/hr.

Collaboration is a particular strength of the Urban League of Greater Madison, developed through 50 years of dedicated serving to the Greater Madison community. We receive funding and/or technical assistance from the City of Madison, United Way of Dane County, Dane County Human Services, the Wisconsin Department of Workforce Development, and others. ULGM became part of the Youth Employment Netw ork (YEN) earlier this year. One of the future goals of YEN is to identify processes for smoother hand-offs betw een the youth and adult employment systems. Likew ise, the group w ill be exploring w ays to engage the parents of youth program participants in adult programming and conversely, to engage the children of parents in the adult system w ith programming in the youth employment system. We are also exploring a partnership betw een our CLASS Academy and a proposed initiative by the Lussier Community Education Center and others to train people for youth w ork positions, w ith a long term vision to create a pathw ay to becoming certif ied teachers, social w orkers, and school counselors.




15. What is your best estimate for the percentage of your program population that is low income? 85%

16. DEMOGRAPHICS: Complete the following chart for unduplicated participants served by this program in 2016. Indicate the number

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

DESCRIPTOR PART # PART % STAFF # STAFF % GEN % POV % R/POV**RACE

WHITE/CAUCASIAN 115 27% 0 0% 80% 67% 16%BLACK/AFRICAN AMERICAN 267 62% 5 50% 7% 15% 39%ASIAN 13 3% 0 0% 8% 11% 28%AMERICAN INDIAN/ALASKAN NATIVE 4 1% 2 20% <1% <1% 32%NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER 6 1% 0 0% 0% 0% 0%MULTI-RACIAL 6 1% 3 30% 3% 4% 26%BALANCE/OTHER 18 4% 0 0% 1% 2% 28%

TOTAL RACE 429 100% 10 100%

ETHNICITYHISPANIC OR LATINO 20 5% 3 30% 7% 9% 26%NOT HISPANIC OR LATINO 409 95% 7 70% 93% 81% 74%

TOTAL ETHNICITY 429 100% 10 100%

AGE *REPORTED MADISON RACE AND ETHNICITY PERCENTAGES ARE

<2 0 0% BASED ON 2009-2013 AMERICAN COMMUNITY SURVEY FIGURES.

2 - 5 0 0% AS SUCH, PERCENTAGES REPORTED ARE ESTIMATES.

6 - 12 0 0% See Instructions for explanations of these categories.

13 - 17 0 0%

18 - 29 135 31% **R/POV=Percent of racial group living below the poverty line.

30 - 59 276 64%

60 - 74 18 4%

75 & UP 0 0%

TOTAL AGE 429 100%

PERSONS WITH DISABILITIES 0 0%

RESIDENCYCITY OF MADISON 354 83%

DANE COUNTY (NOT IN CITY) 59 14%

OUTSIDE DANE COUNTY 16 4%TOTAL RESIDENCY 429 100%

TOTAL 429 100%

MALE 209 49%

FEMALE 220 51%UNKNOWN/OTHER 0 0%

MADISON*




17. PARTICIPANT DEMOGRAPHICS: The City is interested in addressing issues of poverty and racial equity for residents of

Madison. Examine the completed chart in question 16 on Madison demographics. Please comment on your programs current

service participants and identify your underserved population(s). Explain how you understand any disparities and plans you

have to address these issues.

18. STAFF DEMOGRAPHICS: Does the staffing of the program reflect the racial and cultural diversity of the residents served?

If not, what plans do you have to address this?

19. OUTCOMES: Select two outcomes from the drop down boxes that you expect the proposed program to achieve.

Outcome #1:

What systems will you put in place to capture the information you need to measure this outcome?

Outcome #2


Addressing issues of poverty and racial inequity are at the core of the Urban League’s mission. We have a longstanding track record of successfully engaging these under-served demographic groups as evidenced by the enrollment in our programs. For example, 73% of participants last year w ere non-w hite - compared w ith 20% for the general population of Madison. More specif ically, 62% of those served w ere Black/African American compared w ith 7% in the overall City of Madison population. Additionally, 19% of participants last year w ere female. 90% of those served last year had incomes below $20,000, and 67% had incomes below $10,000. At least 40% w ere the low -income parent of one or more young children.

Yes, our program staff ing reflects the racial and cultural diversity of the residents served. Currently, 100% of program staff are persons of color (50% African-American, 30% Latino/a, and 20% American Indian) and 40% are female. One of our team members is also Latina, and a bi-lingual Spanish-English speaker. Beyond program staff ing, ULGM is committed to racial and cultural diversity throughout the organization. For example, 50% of the Urban League's Board of Directors are persons of color, and 70% of our total organizational staff are persons of color. Moreover, a staff survey in 2014 found that tw o-thirds of our staff w ere f irst generation college graduates.

Adult-Demonstrated improvement in Work Readiness Skills

Adult-Employment or increased employment to living w age/above living w age

Participants are informed from Day 1 that classes are w orkplace simulations; professional demeanor and dress are expected, and coaching is provided as needed. All classes include résumé and cover letter preparation, and mock interview s. Instructors determine w ork readiness by observing personal conduct, completion of professional résumé and cover letter, improvement in interview skills via mock interview s.

We collect participants’ employment data, prior to, and follow ing training. Membership applications collect employment status and income (if any), and our employment training program applications include a w aiver permitting contact betw een Employment Specialists and the member’s employer. From these, w e document the participant’s employment status and income prior to training. Participants also agree to the requirement to report changes in employment status and provide proof upon hiring, either in the form of an offer-of-employment letter or f irst paystub, to document w ages.




PROGRAM BUDGET20. 2017 BUDGET

SOURCE SPECIALREVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 141,900 111,900 14,000 12,000 4,000

DANE CO CDBG 0 0 0 0 0

MADISON-CDD 101,342 84,192 9,650 7,000 500

UNITED WAY ALLOC 130,483 107,483 12,500 9,000 1,500

UNITED WAY DESIG 0 0 0 0 0

OTHER GOVT 0 0 0 0 0

FUNDRAISING DONATIONS 140,000 114,312 13,912 11,776 0

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 513,725 417,887 50,062 39,776 6,000

21. 2018 PROPOSED BUDGET

SOURCE SPECIALREVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 129,667 103,548 11,378 10,741 4,000


MADISON-CDD 106,409 88,402 10,057 7,350 600

UNITED WAY ALLOC 130,483 107,483 12,500 9,000 1,500


OTHER GOVT* 0 0 0 0 0

FUNDRAISING DONATIONS 101,994 76,489 10,546 14,759 200

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 468,553 375,922 44,481 41,850 6,300

*OTHER GOVT 2018

Source Amount0

0

00

0

TOTAL 0

**OTHER 2018Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY



ORGANIZATION: Urban League of Greater Madison REQUESTED AMOUNT:PROGRAM/LETTER: B Skilled Trades Apprenticeship Readiness Training (ST 59,462

PRIORITY STATEMENT:








START - Skilled Trades Apprenticeship Readiness Training is neighborhood-based apprenticeship readiness program that helps people of color, w omen, and other adults w ith employer barriers prepare for construction careers through state-approved apprenticeship. It w as one of the f irst in Madison this year to obtain designation from the Wisconsin Apprenticeship Advisory Committee as a Certif ied Apprenticeship Readiness Program. The program provides: an overview of apprenticeship and information about each of Wisconsin’s skilled trade apprenticeship programs; math tutoring and practice testing to prepare for apprenticeship qualifying exams; technical skills development, and one-on-one coaching. Our goal is to serve at least 120 participants, of w hich at least 80% w ill pass a qualifying exam and at least 65% w ill obtain either a pre-apprenticeship, a letter of introduction, a sponsoring employer, and/or placement on a rank list.

In alignment w ith the Urban League's mission to foster economic opportunity for under-served populations, the START program’s purpose is to train and place w omen and/or persons of color into w ell-paying careers in the construction and utilities industries through state-approved apprenticeships and provide qualif ied candidates to our employer partners seeking to diversify their w orkforce. The program is part of the Urban League's Workforce Services department, providing training and support to unemployed and under-employed job seekers, particularly those challenged by employment barriers such as limited academic credentials, inconsistent w ork histories, incarceration records, and other obstacles. To reach its target audience, the program operates in neighborhoods w ith high concentrations of poverty. During the past 24 months, classes have been held at the Lussier Community Education Center, the East Madison Community Center, and the Allied Drive Center. As a result of this approach, more than tw o-thirds of those served in the START program over the years have been w omen and/or persons of color. In 2018, w e project at least 70% of participants w ill be persons of color and 15% w ill be female.

Other

Cultural relevance is core to the mission of Urban League. We are an aff iliate of the nation’s oldest African-American led civil rights and social service organization. Operating in Madison since 1968, our board and staff leadership is majority persons of color, and in the case of our staff the majority are f irst-generation college graduates. Demonstrated experience w orking w ith diverse populations in a required qualif ication for all positions at the Urban League. Our START staff is 75% persons of color, and 33% female. We also ensure our staff and organizational leadership participate in ongoing professional development to hone their cultural competency skills. This includes program such as the YWCA’s Racial Justice Summit, Conference, and YWomen Lead program, annual training through the National Urban League Whitney M. Young Conference, training through the UW Institute for the Research on Poverty, trauma-informed care training, training through the Center on Family Policy and Practice, and many others. ULGM also hosts the region’s premiere conference each year dedicated to w orkplace diversity. This Diversity Summit convenes national and local diversity experts w ith area business and non-profit leaders to learn and replicate new and proven strategies for ensuring diverse and inclusive w orkplaces. All ULGM staff have the opportunity to attend this conference. We are part of the United Way HIRE Initiative w hich has been providing training to Employer Council members and agency partner staff on topics including diversity, mental health f irst-aid, trauma-informed care, and other topics to ensure our services are relevant to individuals living in poverty and individuals from diverse racial, ethnic, and other backgrounds.

We do not currently provide bi-lingual services; how ever our Workforce Program Recruitment Specialist is a bi-lingual female, and w e have very active partnerships w ith the Literacy Netw ork, Centro Hispano of Dane County, and the Latino Academy for Workforce Development thus allow ing us preferred referral relationships for individuals seeking English language assistance or bi-lingual employment services.



ORGANIZATION: Urban League of Greater Madison PROGRAM/LETTER: B Skilled Trades Apprenticeship Readiness Training (START)





material.


We w ill serve at least 120 people of w hich: 60 w ill receive betw een 20 and 40 hours of apprenticeship readiness programming as an integrated part of their enrollment in one of the four Foundations for the Trades Academy or the Bi-Lingual Construction Academies offered through the Construction Employment Initiative (CEI); 40 individuals w ill complete the full 6-w eek, 90+ hour START Program, and 20 individuals w ill receive 30 to 40 hours of Fast Track services. The START class w ill be offered at least once each quarter at various locations throughout Madison. During each session, w e w ill offer both morning and an evening class options. Fast Track services w ill be provided on a rolling, as-needed basis. Each participant in the full START program w ill also receive at least 1 hour per w eek of individualized coaching until they secure employment or apprenticeship; and at least 1 hour per month of coaching and case management for at least 1 year after they secure employment or apprenticeship.

We w ill offer three different START program tracks: CEI Construction Readiness Integration, Full START Program, and START Fast Track. These various tracks allow s us to offer a continuum of services that addresses the needs of individuals based on their individual level of employment/apprenticeship readiness. Furthermore, the expanded integration w ith the Construction Employment Initiative (CEI) deepen the START program’s reach w hile maximizing the utilization of City funding.

CEI Construction Readiness Integration: START w ill collaborate w ith the Construction Employment Initiative to integrate at least 40 hours of apprenticeship readiness programming into each cohort of the Foundations for the Trades Academy and the Bi-Lingual Construction Academy. This w ill include ‘apprenticeship 101,’ overview of the different skilled trade apprenticeship programs, overview of the eligibility requirements and application processes for each, a presentation from at least one apprenticeship training director, and a mock apprenticeship exam plus an individualized session w ith each trainee to review the results.

Full START Program: The program is held 4 days per w eek over 6 w eeks, totaling from 90 to 130 hours of classroom instruction and tutoring. The program offers an in-depth review of the benefits and requirements of apprenticeship (8 hours); exploration of each of Wisconsin’s 19 (and grow ing) skilled trade apprenticeship programs including eligibility requirements, application processes timelines, and information about the apprenticeship program such as duration, courses, classroom and w orksite hours, and other details about the path to Journey-w orker status (40 hours); an ACCUPLACER pre-assessment follow ed by a one-on-one counseling session to review the results (3 hours); math tutoring and test taking strategies to prepare for the off icial apprenticeship qualifying exam, w hich for most WI apprenticeship programs is now the ACCUPLACER (40 to 80 hours); technical skills training including OSHA hazard recognition, blueprint reading, math and measurement, spatial visualization; and w ork readiness training such as interview ing, resume w riting, and budgeting that is contextualized to the construction industry.

We also offer a FastTrack option for individuals w ho may need less intensive assistance. This is usually limited to individuals currently w orking in the construction industry, know the apprenticeship route they are interested in, but w ho need some assistance w ith the application process or and/or test preparation. FastTrack participants typically receive 30 to 40 hours of services.

All participants in START and START FastTrack w ill also receive individualized coaching and case management for at least 12 months. Each participant w ill receive at least 4 hours of one-on-one assessment and coaching prior to and during training; at least 1 hour per w eek of individualized coaching from the time they complete training until they secure employment; and at least 1 hour per month of coaching and case management for 1 year after they secure employment.

Cohorts are held in various low -income neighborhoods throughout Madison to maximize accessibility. Locations include: Urban League (2222 S. Park St.) Park Edge/Park Ridge Employment Center (1233 McKenna Blvd.); East Madison Community Center (8 Straubel Ct.); and Lussier Community Education Center: (55 S. Gammon Rd.). ACCUPLACER testing is currently held at Madison College – Truax Campus. How ever, ULGM is in discussion to offer this at our training facilities. Classes also visit different apprenticeship training centers in the region.






job placement.



10. PROGRAM STAFF: Record the Full Time Equivalent (FTE) program hours of each employee supporting this program and their total FTE hours worked





Construction Trainng Manager 0.4 1 Program & Curriculum Development. Admin & staff 19.94

Construction Trainng Facilitator 0.15 1 Work Readiness Skills Instruction 18.68

Math Instructor 0.1 Construction math instruction 15

Recruitment Specialist 0.1 1 Administrative services to program 18.93


For Seasonal


We w ork closely w ith many employers and unions seeking qualif ied w orkers, including JH Findorff & Sons, Tri North Builders, and IBEW 159 Union, and rely on their extensive engagement to keep our program current. The START program is guided by an Advisory Committee of industry and union partners that contribute to program and curriculum design, provide classroom instructors, host training at w ork sites, and more. Once the candidate has successfully passed their target union’s entrance test(s), w e canvass employers in that trade to announce qualif ied candidates for employment. We w ork closely w ith job seekers w ho have completed training, but have yet to secure employment to obtain relevant volunteer opportunities and/or unpaid internships. We have close w orking relationships w ith temp agencies - including QTI and Spherion Staff ing - w ho assist our participants in f inding temporary and/or part-time w ork to meet their f inancial needs w hile they train w ith us and prepare for better employment in the future.

Once employed, the Employment Specialist w ill provide individualized coaching, including follow up w ith the employer and the employee at a 7, 15, 30, 60, 90-day intervals and then monthly for at least 12 months. Staff is able to help participants troubleshoot challenges and access supports. We w ill host “alumni events” at least tw ice per year to stay connected w ith graduates, and to ensure opportunities for graduates to come together to sustain the peer support and netw orking that w as established w ith their peers during training. These sessions w ill also include presentation of information on a career advancement related topic. We are also w orking w ith CWDA to explore models for w orksite mentoring programs.

Through the UWDC HIRE Employer Council, w e have been w orking w ith employers to identify and replicate best practices for retention. Employers such as Findorff have been examining their hiring, onboarding, and overall w ork environments, and made changes such as eliminating un-necessary educational requirements and increasing w ages. UW Health and ULGM recently collaborated on the development of a 25-point best practices onboarding and retention checklist that w e are beginning to replicate w ith other business partners.

Our employer partners are likew ise encouraged to make contact any time they have concerns about a member they’ve hired.

* If th b h j b id th l k b i





used at intake.





Recruitment is conducted by ULGM’s Construction Programs Manager and a full-time Recruitment Specialist, both dedicated to recruiting w omen, people of color, and other low -income individuals. Our nearly 50-year history in Madison has enabled ULGM to develop a w ide-ranging netw ork of referral sources. Moreover, because of our track record and national netw ork, over one-quarter of enrollments in our w orkforce programs are generated through w ord of mouth. Another signif icant source of referrals are local apprenticeship programs, w hich refer disqualif ied candidates to the START to help prepare them to re-apply. We also operate at least tw o START classes at annually at the East Madison, Meadow ood, or Lussier Community Centers. We have an extensive netw ork of public and non-profit agencies that refer participants, w e promote through the Construction Workforce Diversity Alliance (CWDA). We assist w ith monthly apprenticeship overview sessions at the Dane County Job Center. We are listed w ith the United Way 2-1-1 referral system, w e are part of the Dane County FSET netw ork. We operate a long-standing support program for low -income, non-custodial fathers w hich includes referrals from the Dane County Child Support agency. Also as described elsew here, START w ill be w orking more deliberately w ith the Construction Employment Initiative. We conduct door-to-door canvassing of key neighborhoods on a monthly basis. We reach out through our 13 school-based youth programs staff. ULGM also has an extensive email, social media, and w eb presence that reaches over 10,000 individuals per month and w e have numerous other community and faith-based partners.

The assessment, selection, and onboarding process for trainees consists of three parts: (1) Information Session; (2) Enrollment Process; and (3) Individualized Employment Planning. Informational sessions give potential applicants an overview of the industry, career outlooks, apprenticeship overview , w ork requirements and physical demands, and career pathw ays. We also review program guidelines and expectations, attendance requirements, training schedule, and curriculum. The enrollment process includes a paper application follow ed by a one-on-one interview . During this process w e collection information current and past employment status, household income, and dozens of other w ork readiness factors. We currently use a mix of the National Work Readiness Assessments and the TABE to assess literacy math and other w ork

We draw upon numerous other internal and external resources to support participants. As needed, w e provide: construction w ork clothing such as boots, coats, and gloves; bus passes and gas vouchers for travel to and from training and w ork. Through the HIRE Initiative w e have a dedicated part-time housing case manager and funds for emergency rental assistance and security deposits. We are also currently w orking closely w ith the United Way of Dane County on the possibility to obtain new resources to support child care needs through an alignment w ith their Born Learning initiative. Similarly, w e are exploring w ays to better take advantage of the City of Madison Childcare Assistance Program. ULGM just began employing a Dane County Economic Support Specialist based at the PE/PR Employment Center w ho can help participants navigate public assistance programs, and the person currently in this role has a special expertise around the Wisconsin Shares child care program. We also now employ a new , full-time FoodShare Employment & Training Case Manager on our staff. Beginning in the fall 2017, the Dane County Joining Forces for Families Program w ill host off ice hours once per w eek at the PE/PR Employment Center to help participants access support services. We collaborate w ith the YWCA Madison Driver’s License Recovery program, and are able to do a pre-screening and then refer eligible participants. We also maintain an extensive directory of additional external service providers for childcare, mental health, AODA, housing stabilization, and other support services. In addition, w e make use of the United Way 211 line to identify resources and connections that w e are unable to meet internally.

Also of note is that most of our programming operate utilizing a cohort model. Through this approach, participants form pow erful camaraderie, connections, and support netw orks that positively impact their chances of success in job training, acquisition, and retention.

Reiteration of #9, above:

Employment Specialists provide coaching and retention services for one year follow ing placement*, and check in w ith members at regular intervals: 30, 60, and 90 days, and 6 and 12 months. Members are strongly encouraged to contact their Employment Specialist any time that employment concerns arise, and Employment Specialists are happy to act as intermediaries betw een the member and their employer as needed. Our employer partners are likew ise encouraged to make contact any time they have concerns about a member they’ve hired.

* If the member changes jobs mid-year, the one-year clock begins anew .



ORGANIZATION: Urban League of Greater Madison PROGRAM/LETTER: nticeship Readin B








Electrical Joint Apprenticeship Committee James Cook

Wisconsin Laborer's Council Diane Newby

Wisconsin Burearu of Apprenticeship Standards Vincent Rice

National Urban League Michele Carter

We signed an MOU in 2017 w ith the Electrician’s Joint Apprenticeship Committee. They have agreed to: refer disqualif ied apprenticeship applicants and others to CEI’s training programs; provide us w ith information about their apprenticeship application requirements, processes, and timelines; periodically review our training curricula to ensure alignment w ith industry needs; assist w ith training by providing guest speakers, mock interview ers, host tours of w orksite and apprenticeship training centers; designate a representative(s) to participate in the CWDA.

We signed an MOU in 2017 w ith the Wisconsin Laborer's Council. They have agreed to: refer disqualif ied apprenticeship applicants and others to CEI’s training programs; provide us w ith information about their apprenticeship application requirements, processes, and timelines; periodically review our training curricula to ensure alignment w ith industry needs; assist w ith training by providing guest speakers, mock interview ers, host tours of w orksite and apprenticeship training centers; designate a representative(s) to participate in the CWDA.

The Bureau of Apprenticeship Standards (BAS) is a division of the WI DWD that oversees apprenticeship programs in the state. Beginning this year, BAS instituted a process to “certify” apprenticeship readiness programs. START w as f irst in the Madison region to gain this seal of approval. This w ill provide an opportunity for access to BAS apprenticeship readiness resources, technical assistance, and statew ide collaboration opportunities. In addition, ULGM CEO Ruben Anthony w as recently appointed as a member of the BAS Statew ide Apprenticeship Advisory Committee, w hich advises the Bureau.

in September 2017, ULGM w as invited by the National Urban League to be part of a United States Department of Labor effort to implement the Wireless Infrastructure Apprenticeship Access Initiative, also know n as the Urban Apprenticeship Jobs Program - an effort designed to cultivate apprenticeship opportunities w ithin the Information and Communication Technology Sector. This partnership w ill provide ULGM w ith technical assistance and connections to industry leaders and cutting edge models for apprenticeship in the w ireless industry.

In addition to the partnerships listed above, the START program collaborates w ith the Construction Employment Initiative to integrate apprenticeship readiness into its construction readiness programming. The Construction Workforce Diversity Alliance provides a platform for engagement w ith over 30 contractors, union and non-union registered apprenticeship programs, state and local public agencies (CDD, WisDOT, DWD, WDBSCW, and others), industry associations (Associated General Contractors (AGC), Association of Building Contractors (ABC), Veridian Homes), over 20 commercial and residential contractors, Madison College, and other construction and apprenticeship stakeholders. ULGM is part of the United Way HIRE Initiative w hich is chaired by the CEO of J.H. Findorff – one of the state’s largest contractors. Through HIRE, ULGM is part of an Employer Council that meets monthly, and includes several other construction industry employers. Additionally, housing assistance and housing case management is available to ULGM trainees through the YWCA’s involvement w ith HIRE. The Urban League is a certif ied provider through the Dane County FoodShare Employment & Training Program (FSET), thus allow ing participants to fulf ill FSET training and w ork requirements through our programs. Additionally, earlier this year ULGM became an off icial FSET Case Management agency. ULGM is also a participant in the Dane County Employment & Training Coalition w hich provides a platform to learn about and partner w ith other public and private employment and training providers in the region. ULGM is a participant in the Madison Youth Employment Netw ork (YEN). One of the future goals of YEN is to identify processes for smoother hand-offs betw een the youth and adult employment systems. Likew ise, the group w ill be exploring w ays to engage the parents of youth program participants in adult programming and conversely, to engage the children of parents in the adult system w ith programming in the youth employment system.




15. What is your best estimate for the percentage of your program population that is low income? 87%





TOTAL RACE 23 100% 4 100%







13 - 17 0 0%


30 - 59 10 43%

60 - 74 0 0%

75 & UP 0 0%

TOTAL AGE 23 100%





TOTAL 23 100%

MALE 22 96%


MADISON








18. STAFF DEMOGRAPHICS: Does the staffing of the program reflect the racial and cultural diversity of the residents served?

If not, what plans do you have to address this?


Outcome #1:


Outcome #2


Participant demographics show n in the chart in question 16 reveal our efforts to address issues of poverty and racial inequities. 52% of participants are African American and 17% are Hispanic/ Latino although the racial makeup of Dane County is 84.7% White, 5.2% Black or African American, and 5.9% Hispanic/Latino.

Yes, our program staff ing reflects the racial and cultural diversity of the residents served. Currently, 75% of program staff are persons of color, 50% are female, and 25% are bi-lingual Spanish-English speakers. As noted above, one area of opportunity is to increase our enrollment of w omen. Earlier this year, the Urban League promoted a Latina female to lead the recruitment efforts for its adult w orkforce programs, and more recently one of our female Employment Specialists has started assisting w ith the Trades Academy classes. Additionally, w e make extra efforts to engage female trades w orkers as program volunteers to help w ith mock interview s, construction site visits, and more. Beyond START program staff ing, ULGM is committed to racial and cultural diversity throughout the organization. For example, 50% of our Board of Directors are persons of color, and 70% of our total organizational staff are persons of color. Moreover, a staff survey in 2014 found that tw o-thirds of our staff w ere f irst generation college graduates.

Adult-Certif ication obtained/Industry credential attainment including achieving apprenticeship

At least 80 individuals w ill pass their apprenticeship qualifying exam and at least 65% w ill obtain either a pre-apprenticeship, a letter of introduction, a sponsoring employer, and/or placement on a rank list. Participants are informed from Day 1 that classes are w orkplace simulations; professional demeanor is expected, and coaching is provided as needed. The program includes résumé and cover letter preparation, and mock interview s. Participants demonstrate their w ork readiness via personal conduct, preparing a professional résumé and cover letter, and through mock interview s.


We collect participants’ employment data, prior to, and follow ing training. Membership applications collect employment status and income (if any), and our employment training program applications include a w aiver permitting contact betw een Employment Specialists and the member’s employer. From these, w e document the participant’s employment status and income prior to training. Participants also agree to the requirement to report changes in employment status and provide proof upon hiring, either in the form of an offer-of-employment letter or f irst paystub, to document w ages.





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


MADISON-CDD 56,630 26,304 23,126 3,700 3,500

UNITED WAY ALLOC 0 0 0 0 0



FUNDRAISING DONATIONS 500 0 0 0 500

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 57,130 26,304 23,126 3,700 4,000




MADISON-CDD 59,462 27,620 24,282 3,885 3,675



OTHER GOVT* 0 0 0 0 0

FUNDRAISING DONATIONS 1,000 0 0 0 1,000

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 60,462 27,620 24,282 3,885 4,675

*OTHER GOVT 2018

Source Amount0

0

00

0

TOTAL 0


0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms



ORGANIZATION: Urban League of Greater Madison REQUESTED AMOUNT:PROGRAM/LETTER: C Construction Employment Initiative (CEI) 145,586

PRIORITY STATEMENT:








CEI is a consortium of organizations w orking to increase the pipeline of people of color, w omen, and low -income individuals w ho are entering the region’s construction w orkforce. CEI encompasses 3 construction readiness programs: Foundations for the Trades, Bi-Lingual Construction, and OFS Grad Crew . In addition to cohort-based training, CEI provides individualized coaching, job placement, and case management. The YWCA also leads D&I training for contractors. The collaborative w as formed to conduct joint recruitment, streamline enrollment, coordinate schedules, share best practices, and more. The partnership has also secured joint funding, hosted job fairs, and engaged dozens of businesses and apprenticeship programs. CEI w ill provide at least 60 job seekers w ith intensive w ork readiness & technical skills training, w ork experiences, and case mgmt. CEI has secured w ritten commitments from 10 area contractors w ho have agreed to hire at least 50 graduates at w ages from $15 to $22/hr.

CEI w ill serve unemployed and under-employed adults 18 and older w ho have at least tw o of the follow ing barriers to employment: lack of high school diploma, GED or other limited educational credentials; limited or inconsistent w ork histories; prior record of incarceration; limited English language proficiency; homeless or lack of stable housing; lack of a driver’s license; lack of experience w ith hand and/or pow er tools; lack of experience w orking outside. The Construction Employment Initiative aims to predominantly serve w omen and people of color w ho are vastly under-represented in Dane County’s construction and skilled trades w orkforce. At least 75% of those to be served w ill be persons of color – predominantly African American and Latino; at least 20% w ill be female; at least 85% w ill have households incomes below the federal poverty level; at least 20% w ill have a prior history of incarceration; and at least 25% w ill be non-native English speakers. We strive to be a bridge betw een the youth and adult employment systems, and as such w e w ork closely w ith Operation Fresh Start and more recently w ith the Youth Employment Netw ork to promote the program. We also w ork closely w ith MMSD, including hosting an MMSD alternative program at ULGM. As a result of these efforts, w e anticipate at least 65% of participants w ill be betw een the ages of 18 and 29. Lastly, w e think it important to note this w ork impacts entire households, not just the job seeker being served. At least 30% of those to be served w ill be the parent of one or more young children.

Other

Language access and/or cultural relevance is core to the mission of each CEI partner. In fact, w hen view ed as a collaborative, CEI brings an unprecedented cultural expertise in the areas of race and ethnicity, language, gender, and age. The Urban League of Greater Madison is an aff iliate of the nation’s oldest African-American led civil rights and social services organization. Operating in Madison since 1968, our board and staff leadership is majority persons of color, and in the case of our staff majority are f irst-generation college graduates. ULGM hosts the region’s premiere gathering dedicated to w orkplace diversity on an annual basis, w here w e convene national and local diversity experts w ith area business and non-profit leaders to learn and replicate w orkplace diversity best practices.

The founding purpose of The Latino Academy of Workforce Development is to provide culturally competent, bilingual adult education, training and employment services. The LAWD staff and Steering Committee are likew ise comprised of a majority of persons of color. All LAWD staff are f luent in Spanish, and have expertise and resource connections to meet the needs of undocumented w orkers. Operation Fresh Start w as founded in 1970 to serve the needs of young offenders and high school dropouts. Over that time, OFS has earned the reputation as the premiere community-based agency w ith the cultural expertise to meet the needs of disconnected and disengaged youth and youth adults. This has been recognized through their national designation as an aw ard-w inning YouthBuild program. Over the last three years, OFS has increased the diversity of its staff by 11%. YWCA Madison boasts race and gender equity programming as one of its three primary thrusts. Their array of programming aimed at “eliminating racism and empow ering w omen” includes Racial Justice Workshops, an annual Racial Justice Summit, a Racial Justice Certif icate Program, and an Equitable Organizations consulting program for local businesses and non-profits. Similarly, their gender equity initiatives include the annual Moxie Conference, Women of Distinction, and YWomen Lead program.

Currently, 67% of CEI program staff are persons of color, 23% are female, and 33% are bi-lingual Spanish-English speakers. Each of the four CEI partner agencies has one or more bi-lingual staff members. In addition to our w ork w ith job seekers, CEI also w orks w ith contractors and other industry stakeholders to build more inclusive organizations. CEI w ill



ORGANIZATION: Urban League of Greater Madison PROGRAM/LETTER: C Construction Employment Initiative (CEI)





material.


During year 1, w e w ill assess at least 80 job seekers and enroll at least 60 unduplicated candidates into intensive construction readiness training. We w ill operate at least 4 training academies in 2018. Foundations for the Trades academies w ill run for 7 w eeks, 8 hours/day, 4 days per w eek for a total of 224 hours of structured training. Roughly 110 of these hours are hands-on at a live commercial construction site through Operation Fresh Start. Bilingual Construction Program academies run for 8 w eeks, 8 hours/w eek on w eekends follow ed by a 25-hour hands-on training w ith Stevens Construction for a total of 81 hours. Each participant w ill also receive a minimum of 8 hours of one-on-one assessment, counseling, and coaching prior to and during training; at least 1 hour per w eek of individualized coaching from the time they complete training until they secure employment; and at least 1 hour per month of coaching and case management for a minimum of 1 year after they secure employment.

5000 characters (w ith spaces)CEI encompasses three successful construction readiness programs: Foundations for the Trades Academy, Bi-Lingual Construction Academy, and Grad Crew . Each participant receives individualized assessment and help creating an employment plan, follow ed by w ork readiness and hands-on technical skills training through one of the aforementioned academies. In limited situations, an individual may participate in Grad Crew w ithout having f irst completed an academy. Training uses a cohort model to facilitate peer support that often extends long after training has ended. After training, participants receive job placement assistance through our netw ork of contractor partners plus one year of retention support. This w ork w ill be enhanced by a unique collaboration w ith the YWCA to lead diversity & inclusion training for our contractor partners.

FOUNDATIONS FOR THE TRADES ACADEMY (FFTA): Seven w eeks (224 hours) of structured training and skills development including hands-on training at a commercial construction site through Operation Fresh Start. FFTA w as one of the f irst programs in the state earlier this year to receive “Apprenticeship Readiness Certif ication” from the Wisconsin DWD Bureau of Apprenticeship Standards. The core components of the curriculum include: (1) CAREER EXPLORATION (40 hours) - Participants learn about the various career pathw ays in the construction industry such union & non-union apprenticeship tracks, residential and commercial tracks, building/highw ay/utilities tracks, etc.; (2) WORK READINESS (64 hours) - ULGM has contextualized the its Work Readiness curriculum to meet construction industry core competencies and behavioral expectations; (3) TECHNICAL SKILLS TRAINING (120 hours) – Participants learn construction skills and get exposure to the w ork environment and physical demands of construction. We utilize 4 of the 6 modules from the NAHB Pre-Apprenticeship Certif icate Training (PACT) program and their accompanying skill development benchmarks as the core framew ork for this technical skills training. This includes development of 17 core competencies in w orksite safety and f irst aid, 10 core competencies in basic construction math and blueprint reading, and 28 core competencies in measurement, calculating, and usage and identif ication of hand tools, pow er tools, and construction materials. Graduates earn industry-recognized credentials upon completion: ULGM Work Readiness Certif ication; OSHA 10 Certif icate; Fall Protection Aw areness; National Flagger Certif ication; Red Cross First Aid/CPR/AED Certif ication; PACT Modules I-IV Certif ication; and Wisconsin DWD Apprenticeship Readiness Certif ication.

BI-LINGUAL CONSTRUCTION PROGRAM: Eight w eeks (81 hours) of instruction on topics including skid loader, f lagging, mathematics for construction, blueprint reading, surveying/leveling, introduction to w elding, roofing, operating engineering, restoration and remodeling, electrician training, and carpentry training. Graduates w ill obtain OSHA 10 Construction card, CPR Certif ication, Fall Protection Certif ication, and Forklif t Operator Certif ication.

APPRENTICESHIP READINESS: Through a partnership w ith the Skilled Trades Apprenticeship Readiness Training (START), each trainee w ill receive 20 to 40 hours of introductory apprenticeship training. Trainees w ill learn about Wisconsin’s 17 registered skilled trades apprenticeship programs, eligibility and application procedures for each trade, and more. Each class w ill hear from at least one guest speaker representing one of Wisconsin’s registered apprenticeship programs and tour at least one apprenticeship training facility. Through a partnership w ith Madison College, each participant w ill also complete a mock ACCUPLACER Exam (the qualifying exam used by most WI registered apprenticeship programs) and receive feedback on their performance. Individuals w ishing more intensive apprenticeship readiness assistance w ill be enrolled in the full START Program.

The program is open to all Madison residents, but our recruitment efforts w ill largely focus on neighborhoods w ith the highest concentrations of poverty. Classroom training locations are all accessible by bus, and include the Urban League (2222 S. Park Street), Park Edge/Park Ridge Employment Center (1233 McKenna Blvd.), Latino Academy of Workforce Development (1917 Lake Point Dr.), and Operation Fresh Start (1925 Winnebago St.). Hands-on training w ill take place at various construction sites in Madison and surrounding areas. Participants w ill also visit various apprenticeship training centers






job placement.



10. PROGRAM STAFF: Record the Full Time Equivalent (FTE) program hours of each employee supporting this program and their total FTE h





ULGM Employment Specialist/Program Man 1.5 1.5 Job Placement, Case Management, Train 19.57

ULGM Training Specialist 0.5 2.5 Work Readiness and Technical Skills Instr 18.68

ULGM Recruitment Specialist 0.2 1 Participant recruitment. 18.93

LAWD Program Co-Director 0.2 1 Program & Curriculum Development. Admin & staff superv

LAWD Program Coordinator 0.5 1 Participant intake, coaching, case management

LAWD Instructor 0.1 1 Training

OFS Constuction Training Manager 0.5 1 Teaching, Training, Program Administration

OFS Grad Crew Supervisor 1 1 Teaching, Training, other Direct Service

OFS Project Manager 0.25 1 Training platform development, material acquisition, admin


For Seasonal


A core component of CEI trainings is exposure to the w ork environment and conditions of construction jobs. As such, hands-on w ork experience is a key element of the program. The Bi-Lingual Construction Academy includes a 25-hour hands-on training through Stevens Construction and Dave Jones, Inc (paid). The Foundations for the Trades Academy includes 110 hours of hands-on training through Operation Fresh Start (unpaid). During these w ork experiences, trainees w ork on a commercial construction project w here they practice safety procedures, hand and pow er tool usage, material identif ication, and much more. Classes often run during the w inter, allow ing trainees to experience construction w ork during Wisconsin’s harsh climate. All w orksite training is highly supervised by full-time professionals w ith industry experience.

CEI has secured w ritten commitments from 10 contractors w ho have agreed to hire at least 50 CEI graduates over the next 18 months: Bauer & Raethers Building, Dave Jones, Electric Construction, Hottman, Findorff, Payne & Dolan, Stevens Construction, Tri-North Builders, Westphal & Company, and Zenith Tech.

Participants w ho complete a CEI training program but w ho need additional w ork experience may be eligible for one of tw o paid w ork experience opportunities through Operation Fresh Start. The STRIVE program provides an additional 8-w eek paid experience on a construction crew building affordable housing. Grad Crew offers betw een 3 and 6 months of additional paid w ork experience on a construction site.

Others job placement activities include: Working w ith dozens of other contractors beyond the ten listed above; host the Construction Workforce Diversity Alliance; utilizing the City of Madison Job Skills Bank; hosting speed interview ing

/ f f C

Once enrolled in the program, each participant is assigned to an Employment Specialist/Coach/Case Manager. Each participant receives a minimum of 8 hours of one-on-one assessment, counseling, and coaching prior to and during training; at least 1 hour per w eek of individualized coaching from the time they complete training until they secure employment; and at least 1 hour per month of coaching and case management for a minimum of 1 year after they secure employment.

Once employed, CEI staff w ill provide individualized coaching, including follow up w ith the employer and the employee at a 7, 15, 30, 60, 90 day intervals and then monthly for at least 12 months. Staff is able to help participants troubleshoot challenges and access supports. We w ill host “alumni events” at least tw ice per year to stay connected w ith graduates, and to ensure opportunities for graduates to come together to sustain the peer support and netw orking that w as established w ith their peers during training. These sessions w ill also include presentation of information on a career advancement related topic. We are also w orking w ith CWDA to explore models for w orksite mentoring programs.

Through the UWDC HIRE Employer Council, w e have been w orking w ith employers to identify and replicate best practices for retention. Employers such as Findorff have been examining their hiring, onboarding, and overall w ork environments, and made changes such as eliminating un-necessary educational requirements and increasing w ages. UW Health recently d l d 25 i t b t ti b di d t ti h kli t





used at intake.





vision

nistration

Once enrolled, each participant is assigned to an Employment Specialist/Case Manager w ho w ill provide at least 8 hours of one-on-one assessment, counseling, and coaching prior to and during training. The Specialist w ill w ork one-on-one w ith each participant to develop a w ritten job search plan prior to the conclusion of training. Computer labs w ill be available daily and staffed to assist participants w ith their job search. The Specialist w ill check-in w ith participants at least once per w eek during the f irst 60 days after training and at least monthly thereafter to help set job search goals and monitor progress. Participants unable to secure employment w ithin 6 months w ill be re-assessed and may be referred to additional services. Once an individual has entered the w orkforce, the Specialist w ill provide individualized coaching and follow up w ith the employer and the employee at a minimum of 7, 15, 30, 60, 90 day intervals and then monthly for at least 12 months after job placement.

We are also able to draw upon numerous other internal and external resources to support participants. As needed, w e provide: construction w ork clothing such as boots, tools, coats, and gloves; bus passes and gas vouchers for travel to and from training and w ork; through the HIRE Initiative w e have a dedicated part-time housing case manager and funds for emergency rental assistance and security deposits; assistance through the YWCA Driver's License Recovery Program; and more. CEI programming uses a cohort model to foster an enviornemnt of peer support, and encourges trainees to maintain these netw orks after training both as a support netw ork, and as a professional netw ork to help w ith job search and future advancement opportunities.

We are currently w orking closely w ith the United Way of Dane County on the possibility to obtain new resources to support child care needs. Similarly, w e are exploring w ays to better take advantage of the City of Madison Childcare Assistance Program. Beginning in 2016, OFS employed a new Resource Specialist. This new position is a Social Worker w ho is dedicated solely to assisting participants attain basic needs, mental health and/or AODA services. The Urban League of Greater Madison just began employing a Dane County Economic Support Specialist based at the PE/PR Employment Center w ho can help participants navigate public assistance programs, and the person currently in this role has a special expertise around the Wisconsin Shares child care program. Urban League employs a new , full-time FoodShare Employment & Training Case Manager on its team. Beginning in the fall 2017, the Dane County Joining Forces for Families Program w ill host off ice hours once per w eek at the PE/PR Employment Center to help participants access support services. We are also able to draw upon numerous other internal and external resources to support participants. As needed, w e provide: construction w ork clothing such as boots, tools, coats, and gloves; bus passes and gas vouchers for travel to and from training and w ork; through the HIRE Initiative w e have a dedicated part-time housing case manager and funds for emergency rental assistance and security deposits; assistance through the YWCA Driver's License Recovery Program; and more. CEI programming uses a cohort model to foster an enviornemnt of peer support and encourges trainees to maintain these

Recruitment is a collaborative effort, and a unique strength that leverages the vast collective netw orks of the CEI partners. Our recruitment strategies and channels include: (1) identifying prospective participants from the thousands of existing clientele served by each agency annually; (2) formal referrals from public sector w orkforce and related agencies including the Dane County Job Center, DCHS, FSET Program, DVR, WorkSmart Netw ork, and others; (3) referrals through industry partners such as joint apprenticeship committees, contractor “reverse referrals,” and the Construction Workforce Diversity Alliance (CWDA); (4) Other community service agencies including neighborhood centers, community corrections agents, school counselors, alternative education programs, neighborhood based police off icers and others; and (5) broad outreach efforts through each partners’ email distribution, w ebsites, and social media channels. Through these channels w e w ill: disseminate at least 5,000 informational f lyers; host 20 community-based info sessions; host info tables at 12 or more community events; post at least monthly on social media, email, and w eb reaching at least 10,000 people; distribute information to low -income parents through the ULGM’s 12 school-based staff; make presentations to at least 12 industry partners or contractors; invite prior trainees to recruitment sessions and encourage them to make referrals of their friends, family and others; and more.The assessment, selection, and onboarding process for trainees consists of three parts: (1) Information Session; (2) Enrollment Process; and (3) Individualized Employment Planning. Informational sessions give potential applicants an overview of the industry, career outlooks, apprenticeship overview , w ork requirements and physical demands, and career pathw ays. We also review program guidelines and expectations, attendance requirements, training schedule, and curriculum. The enrollment process includes a paper application follow ed by a one-on-one interview . During this process w e collection information current and past employment status, household income, and dozens of other w ork readiness factors. The FFTA utilizes the National Work Readiness Assessments and LAWD utilizes the TABE to assess literacy, math, and other w ork readiness skills. Finally, each participant completes an individualized employment plan. The plan addresses both short and long term training and employment goals along w ith a plan to address barriers such as housing child care and











Stevens Construction & Dave Jones, Inc. Dena Gullickson & Nicole Frank

Madison College Keith Cornille

Urban League START Program Ruben Anthony, Jr., PhD

Electrical Joint Apprenticeship Committee & WI Labo James Cook

Stevens Construction and Dave Jones, Inc. have committed to providing 25 hours of pre-hire, w orksite training to participants in the Bi-Lingual Construction Academy. Trainees w ork on a commercial construction project during this time, and are guarantees an interview w ith the company once they complete. HR Managers from each company also participate on a Steering Committee w here they help w ith program and curriculum design, mock interview s, and more.

CEI w ill be expanding its collaboration w ith Madison College and the START Program to help CEI trainees gain exposure to the ACCUPLACER, w hich is the qualifying exam used by most Wisconsin registered apprenticeship programs. Through this partnership, each CEI participant w ill complete a pre-test and get individualized feedback on their results. We are also exploring the potential to administer the ACCUPLACER at CEI program sites on a regular basis to ease accessibility. Trainees desiring to pursue apprenticeship w ill be referred to the START program for more intensive tutoring and test prep.

START is an apprenticeship readiness program acquired by ULGM. In March 2017, START became one of the f irst programs in Wisconsin to gain Apprenticeship Readiness Certif ication through DWD. START w ill offer at least 40 hours of apprenticeship readiness programming in each CEI class. This w ill include ‘apprenticeship 101,’ overview of the 19 WI skilled trade apprenticeship programs, eligibility requirements and application processes for each, presentation from JAC training director, and a mock apprenticeship exam plus an individualized session w ith each trainee to review the results.

We signed MOUs in 2017 w ith the Electrician’s Joint Apprenticeship Committee and the Wisconsin Laborer’s Council. Each has agreed to: refer disqualif ied apprenticeship applicants and others to CEI’s training programs; provide us w ith information about their apprenticeship application requirements, processes, and timelines; periodically review our training curricula to ensure alignment w ith industry needs; assist w ith training by providing guest speakers, mock interview ers, host tours of w orksite and apprenticeship training centers; designate a representative(s) to participate in the CWDA.

Collaboration is a hallmark of the Construction Employment Initiative. In addition to the internal collaboration betw een OFS, LAWD, ULGM, and YWCA, w e are engaged w ith numerous other partners. Each organization is able to draw upon a w ide array of other programs that they offer such as GED classes, ESL classes, CDL classes, additional w ork readiness training, career academies in different industries, and much more. Other external partners include the City of Madison, United Way of Dane County, and Wisconsin Department of Workforce Development w hich provide funding and technical assistance. The Construction Workforce Diversity Alliance provides a platform for engagement w ith over 30 contractors, union and non-union registered apprenticeship programs, state and local public agencies (CDD, WisDOT, DWD, WDBSCW, and others), industry associations (Associated General Contractors (AGC), Association of Building Contractors (ABC), Veridian Homes), over 20 commercial and residential contractors, Madison College, and other construction and apprenticeship stakeholders. ULGM, LAWD, and YWCA are part of the United Way HIRE Initiative w hich is chaired by the CEO of J.H. Findorff – one of the state’s largest contractors. Through HIRE, these agencies are part of an Employer Council that meets monthly, and includes several other construction industry employers. Additionally, housing assistance and housing case management is available to CEI trainees through the YWCA’s involvement w ith HIRE. The Urban League is a certif ied provider through the Dane County FoodShare Employment & Training Program (FSET), thus allow ing participants to fulf ill FSET training and w ork requirements through our programs. Additionally, earlier this year ULGM became an off icial FSET Case Management agency. ULGM, LAWD, and YWCA are also participants in the Dane County Employment & Training Coalition w hich provides a platform to learn about and partner w ith other public and private employment and training providers in the region. Urban League CEO Dr. Ruben Anthony w as appointed in 2017 to serve on the Wisconsin Bureau of Apprenticeship Standards. In September 2017, ULGM w as invited to participate in a joint project betw een the U.S. Dept. of Labor and the National Urban League on the Urban Apprenticeship Jobs Initiative – an effort designed to cultivate apprenticeship opportunities w ithin the Information and Communication Technology Sector. ULGM and OFS are participants in the Madison Youth Employment Netw ork (YEN). One of the future goals of YEN is to identify processes for smoother hand-offs betw een the youth and adult employment systems. Likew ise, the group w ill be exploring w ays to engage the parents of youth program participants in adult programming and conversely, to engage the children of parents in the adult system w ith programming in the youth employment system.




15. What is your best estimate for the percentage of your program population that is low income? 90





TOTAL RACE 84 100% 12 100%







13 - 17 0 0%


30 - 59 31 37%

60 - 74 0 0%

75 & UP 0 0%

TOTAL AGE 84 100%





TOTAL 84 100%

MALE 66 79%


MADISON








18. STAFF DEMOGRAPHICS: Does the staffing of the program reflect the racial and cultural diversity of the resident If not, what plans do you have to address this?


Outcome #1:


Outcome #2


Addressing issues of poverty and racial inequity are at the core of CEI's mission. Each of the CEI partner agencies has longstanding track records of successfully engaging these under-served demographic groups as evidenced by the enrollment in our construction readiness programs last year. For example, 85% of participants last year w ere non-w hite - compared w ith 20% for the general population of Madison. More specif ically, 62% of those served w ere Black/African American and 19% w ere Hispanic/Latino compared w ith 7% for each of these racial/ethnic groups in the overall City of Madison population. Additionally, 19% of participants last year w ere female. While this is below the representation of females in the general population, it is signif icantly above the 2% rate at w hich females are represented in Wisconsin's skilled trades. Regardless, w e do still believe there are opportunities to bolster our efforts to enroll female participants - in particular by targeting females of color w hich experts have suggested as a proven strategy for bolstering overall diversity in the construction trades.

Yes, our program staff ing reflects the racial and cultural diversity of the residents served. Currently, 67% of program staff are persons of color, 23% are female, and 33% are bi-lingual Spanish-English speakers. As noted above, one area of opportunity is to increase our enrollment of w omen. Earlier this year, the Urban League promoted a Latina female to lead the recruitment efforts for its adult w orkforce programs, and more recently one of our female Employment Specialists has started assisting w ith the Trades Academy classes. Additionally, w e make extra efforts to engage female trades w orkers as program volunteers to help w ith mock interview s, construction sites visits, and more. Beyond CEI program staff ing, the CEI partners are committed to racial and cultural diversity throughout the organization. For example, 50% of the Urban League's Board of Directors are persons of color, and 70% of our total organizational staff are persons of color. Moreover, a staff survey in 2014 found that tw o-thirds of our staff w ere f irst generation college graduates.

Adult-Certif ication obtained/Industry credential attainment including achieving apprenticeship


At least 85% of trainees (at least 51 trainees) w ill obtain industry recognized credentials. Successful training program graduates w ill have earned at least 5 of the follow ing credentials: OSHA 10 certif ication, First Aid/CPR certif ication, National Work Readiness Credential (NWRC), Workzone Flagger certif ication, Fall Protection, PACT Certif icates I-IV, Forklif t License, and/or Apprenticeship Readiness Certif ication from Wisconsin DWD Bureau of Apprenticeship Standards.

At least 45 training graduates w ill secure new or better employment in construction or a related f ield earning at or above the City of Madison living w age rate. At least 20 of these graduates w ill secure positions that are registered apprenticeship or pre-apprenticeships. We w ill obtain employment verif ication from both the employer and the employee. Other metrics to be tracked w ill include and pre- and post-training w age rates of each participant and 3-month, 6-month, and 12-month job retention rates.







MADISON-CDD 138,653 53,452 78,701 6,000 500




FUNDRAISING DONATIONS 4,136 608 2,050 1,178 300

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 142,789 54,060 80,751 7,178 800




MADISON-CDD 145,586 60,880 72,996 11,185 525



OTHER GOVT* 45,254 8,514 36,740 0 0

FUNDRAISING DONATIONS 10,554 9,124 0 540 890

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 201,394 78,518 109,736 11,725 1,415

*OTHER GOVT 2018

Source AmountDWD Fast Forward 45,254

0

00

0

TOTAL 45,254


0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms8/2/2017 - 3/3/2019

Terms

COMMUNITY DEVELOPMENT DIVISION NON-APP AGENCY BUDGET CITY OF MADISON

NON-APP- 28 CDD 2018 APPLICATION FOR ADULT AND YOUTH EMPLOYMENT AUGUST 7, 2017

ORGANIZATION: Urban League of Greater Madison

PROGRAM BUDGET (See Instructions) 1. 2017 BUDGETED

REVENUE SOURCE SPECIALSOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 169,855 133,902 10,353 5,400 20,200


UNITED WAY ALLOC 276,300 243,920 16,670 14,710 1,000

UNITED WAY DESIG 24,100 20,000 4,100 0 0

OTHER GOVT 678,904 573,419 60,415 38,563 6,507

FUNDRAISING DONATIONS 689,441 239,714 141,778 81,781 226,168

USER FEES 10,592 10,392 200 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 1,849,192 1,221,347 233,516 140,454 253,875


REVENUE SOURCE SPECIALSOURCE TOTAL PERSONNEL OPERATING SPACE COSTSDANE CO HUMAN SVCS 171,996 135,543 10,853 5,400 20,200


UNITED WAY ALLOC 276,300 243,920 16,670 14,710 1,000

UNITED WAY DESIG 24,100 20,000 4,100 0 0

OTHER GOVT* 752,802 634,435 71,674 39,628 7,065

FUNDRAISING DONATIONS 684,346 258,634 127,237 97,365 201,110

USER FEES 9,560 9,360 200 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 1,919,104 1,301,892 230,734 157,103 229,375

*OTHER GOVT 2018

Source AmountCity of Madison - MBK 25,000

City of Madison - PEPR 239,845

City of Madison - SOH 44,239

MMSD / MSCR 373,678

DWD Fast Forward 70,040

TOTAL 752,802

**OTHER 2018

Source Amount0

0

0

0

0

TOTAL 0

MSCR $183,000 8/24/2017 - 6/8/2018: MMSD $190,678 7/1/17 - 6/30/18

ACCOUNT CATEGORY

ACCOUNT CATEGORY

Terms

TermsJan 1 - Dec 31, 2018

Jan 1 - Dec 31, 2018

6/20/17 - 12/31/18

Jan 1 - Dec 31, 2018

COMMUNITY DEVELOPMENT DIVISION AGENCY OVERVIEW CITY OF MADISON

AGENCY OVERVIEW - 29 CDD 2018 APPLICATION FOR ADULT AND YOUTH EMPLOYMENT AUGUST 7, 2017

ORGANIZATION: Urban League of Greater Madison

AGENCY ORGANIZATIONAL PROFILE

1. AGENCY MISSION STATEMENT

2. AGENCY EXPERIENCE AND QUALIFICATIONS IN PROPOSED PROGRAM(S)

3. AGENCY UPDATE: Describe any significant change or shifts that the agency has experienced in the last few years,

or that you may anticipate in the next few years. For example, changes in leadership, significant turnover in staffing,

strategic planning processes, expansions or loss of funding. What, if any, affects will these shifts have on the agency's

ability to provide contracted services? If there are no changes, write "no changes" in box below.

The Urban League of Greater Madison (ULGM) has maintained a stable and vibrant 501(c)(3) nonprofit operation serving Dane County since 1968. We are an independently incorporated aff iliate of the National Urban League w hich has led the movement for opportunity and civil rights for more than 100 years nationally, and in virtually every major metropolitan area in the nation. Observing our mission to “ensure that African Americans and other community members are educated, employed and empow ered to live w ell, advance professionally and contribute to the common good in the 21st Century,” our education, employment, and empow erment programs serve more than 2,000 youth, adults, and families each year, and thousands more are impacted through a multitude of community engagement and advocacy efforts. The Urban League of Greater Madison currently employs a team of 30 full-time staff, tw o-thirds are persons of color, nearly three-quarters hold a post-secondary degree, and all have demonstrated experience effectively meeting the needs of under-served populations. Last year, the w ork of our staff team w as bolstered by 944 volunteers w ho gave 19,633 hours of service. Our Workforce Services Department is staffed by 10 full-time, seasoned professionals

One of the most signif icant agency changes in the last three years w as the appointment of Ruben L. Anthony, Jr., PhD to serve as President & CEO. Dr. Anthony's 19 years' experience at the Wisconsin DOT as Deputy Secretary and COO overseeing 3,600 FTEs and an annual budget of over $3.25 billion is a tremendous asset, along w ith his expertise in disadvantaged business enterprise capacity building, w orkforce development in the road construction industry, and more. Also notable, our Board of Directors adopted a 5-year strategic plan to double the scale of our w orkforce readiness programs, and place at least 1,500 low -income adults and youth into sustainable jobs by 2020. Our adult employment placements have grow n 124% - from 136 in 2014, to 305 in 2015. Other notable changes: acquisition of Construction Training, Inc. a non-profit agency operating the Skilled Trades Apprenticeship Training, the Construction Workforce Diversity Alliance, that served as lead agency for Construction Training Initiative, and endeavored to increase and improve access, recruitment, training and retention of w omen and minorities in construction trade careers via state-approved apprenticeship programs; a new partnership w ith the City of Madison to operate the new Park Edge/Park Ridge Employment Center; membership in the Youth Employment Netw ork to increase youth employment programming at the PE/PR center and create a strong bridge betw een the youth and adult w orkforce development systems; certif ication as a FoodShare Employment and Training provider AND case manager; joining the United Way HIRE Initiative and the Dane County Employment & Training Coalition; a new partnership in 2017 w ith the UW Madison to bolster the evaluation of our adult employment programs; new career academies for para-educators, insurance operations, medical scheduling, and others; new designation as a “Certif ied Apprenticeship Readiness Program” from Wisconsin DWD Bureau of Apprenticeship Readiness Standards; and more.

The Urban League of Greater Madison's mission is to ensure that African Americans and other community members are educated, employed and empow ered to live w ell, advance professionally and contribute to the common good in the 21st Century.



4. ENGAGEMENT: Describe how you integrate, or will integrate, community input into your agency and program planning(e.g., input or involvement in the creation, design, implementation, and feedback for services)? How will these efforts improveyour services? Include specific strategies that address client and participant engagement, along with relevant community

engagement.

5. LONG TERM GOALS FOR PROGRAM DEVELOPMENT: What developments do you hope to see in your proposed

programming over the 3-5 year funding period?

Key long term program development goals include: 100% utilization of the Park Edge/Park Ridge Employer Center scheduled to open in summer 2018; utilize our presence in schools to recruit even more low -income parents into our adult employment programs; increase evening and w eekend programming options to reach more under-employed w orkers; identify more transitional jobs and paid internships/w ork experiences; identify some common intake and w ork readiness assessment tools that can be shared across our netw ork of partner agencies; expand our partnership w ith YWCA Madison to provide more intensive diversity and inclusion w ork w ith area employers; identify and implement a successful w orkplace mentoring component, particularly w ithin our construction programming; continue to stay demand-driven, and offer programming aligned to the most current industry/employer partner needs; bolster our systems for tracking and reporting long-term job retention; increase our capacity to help participants w ho have been placed into employment to advance in their careers over the long-term, including through apprenticeship; integrate into our program model a Financial Empow erment Center model that has been developed by the National Urban League in part through a collaboration w ith the Annie E. Casey Foundation’s Working Families program model; be at the forefront of efforts by the Dane County Employment & Training Coalition and others on a “Collective Impact” type model that breaks dow n silos, reduces redundancies, and optimally leverages all of the w orkforce development assets that our community has to offer.

We w ork closely w ith many employers and unions seeking qualif ied w orkers, and rely on their extensive engagement to keep our program current. The START program is guided by an Advisory Committee of industry and union partners that contribute to program and curriculum design, provide classroom instructors, host training at w ork sites, and more. Our employer-partners conduct mock interview s w ith program participants, resulting in tw o important benefits: 1. participants receive valuable interview experience and feedback from employers in the trades, and 2. our employer-partners get to know prospective candidates better in this instructional setting than they might in a formal interview . Also, our regularly scheduled program-specif ic information sessions provide an opportunity for community members to engage w ith program instructors; their responses to the presentation and their questions provide valuable feedback to the presenter as to community members’ interests and insights into strategies to increase the success of both the presentation and training approach and material w ith their target audience.



6. BOARD-VOLUNTEER DEMOGRAPHICS

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

GENERAL POVERTY R/POV**Number Percent Number Percent Percent Percent Percent

TOTAL 21 100% 574 100%GENDER

MALE 14 67% 426 74%FEMALE 7 33% 148 26%UNKNOWN/OTHER 0 0% 0 0%

TOTAL GENDER 21 100% 574 100%AGE

LESS THAN 18 YRS 0 0% 0 0%18-59 YRS 16 76% 484 84%60 AND OLDER 5 24% 90 16%

TOTAL AGE 21 100% 574 100%RACE


TOTAL RACE 21 100% 574 100%ETHNICITY

HISPANIC OR LATINO 3 14% 50 9% 7% 9% 26%NOT HISPANIC OR LATINO 18 86% 524 91% 93% 81% 74%

TOTAL ETHNICITY 21 100% 574 100%PERSONS WITH DISABILITIES 0 0% 0 0%

*REPORTED MADISON RACE AND ETHNICITY PERCENTAGES ARE BASED ON 2009-2013 AMERICAN COMMUNITY SURVEY FIGURES.

AS SUCH, PERCENTAGES REPORTED ARE ESTIMATES. See Instructions for explanations of these categories.

**R/POV=Percent of racial group living below the poverty line.

7. Does the board composition and volunteer pool of your agency represent the racial and cultural diversity of the residents you

serve? If not, what is your plan to address this?

DESCRIPTOR

MADISON*BOARD VOLUNTEER

Yes. We actively recruit w omen and persons of color to maintain a board of directors that aligns w ith the demographics of our service population.



8. AGENCY REVENUE DETAILED BY PROGRAM

REVENUE 2016 2017 2018 2018 PROPOSED PROGRAMS

SOURCE ACTUAL BUDGET PROPOSED A B C DDANE CO HUMAN SVCS 303,205 311,755 301,663 129,667 0 0 0DANE CO CDBG 0 0 0 0 0 0

MADISON-CDD 309,995 296,625 311,457 106,409 59,462 145,586 0

UNITED WAY ALLOC 408,032 406,783 406,783 130,483 0 0 0

UNITED WAY DESIG 24,100 24,100 24,100 0 0 0 0

OTHER GOVT 396,395 678,904 798,056 0 0 45,254 0

FUNDRAISING DONATIONS 777,583 834,077 797,894 101,994 1,000 10,554 0

USER FEES 58,887 10,592 9,560 0 0 0 0

OTHER 0 0 0 0 0 0

TOTAL REVENUE 2,278,199 2,562,836 2,649,513 468,553 60,462 201,394 0

REVENUE 2018 PROPOSED PROGRAMS CONT.SOURCE E NonApp

DANE CO HUMAN SVCS 0 171,996

DANE CO CDBG 0 0

MADISON-CDD 0 0

UNITED WAY ALLOC 0 276,300

UNITED WAY DESIG 0 24,100

OTHER GOVT 0 752,802FUNDRAISING DONATIONS 0 684,346

USER FEES 0 9,560

OTHER 0 0

TOTAL REVENUE 0 1,919,104

9. Addional information about revenue and expenses.

3000 characters (w ith spaces)



10. AGENCY EXPENSE BUDGET

This chart describes your agency's total expense budget for 3 separate years. Where possible, use audited figures for 2016 Actual. Budget and Proposed Subtotals will autofill from information you

provided in the individual program budgets, Center Support and Non-City worksheets in this application.You will receive an "ERROR" until the amounts equal the autofilled Budget and Proposed subtotals.

2016 2017 2018Account Description ACTUAL BUDGET PROPOSEDA. PERSONNEL

Salary 1,220,025 1,387,934 1,460,490

Taxes 94,847 114,365 120,250

Benefits 194,158 217,299 203,212

SUBTOTAL A. 1,509,030 1,719,598 1,783,952

B. OPERATINGAll "Operating" Costs 360,662 387,455 409,233

SUBTOTAL B. 360,662 387,455 409,233

C. SPACERent/Utilities/Maintenance 118,653 95,099 118,554

Mortgage (P&I) / Depreciation / Taxes 119,804 96,009 96,009

SUBTOTAL C. 238,457 191,108 214,563

D. SPECIAL COSTSAssistance to Individuals 36,599 43,100 47,190

Subcontracts, etc. 0 0 0

Affiliation Dues 13,200 13,575 13,575

Capital Expenditure 0 0 0

Other: 113,525 208,000 181,000

SUBTOTAL D. 163,324 264,675 241,765

SPECIAL COSTS LESS CAPITAL EXPENDITURE 163,324 264,675 241,765TOTAL OPERATING EXPENSES 2,271,473 2,562,836 2,649,513

E. TOTAL CAPITAL EXPENDITURES 0 0 0



11. AGENCY GOVERNING BODY

How many Board meetings were held in 2016? 7

How many Board meetings has your governing body or Board of Directors scheduled for 2017? 6

How many Board seats are indicated in your agency by-laws? 24List your current Board of Directors or your agency's governing body.

NameHome Address

Occupation

Representing

Term of Office From: 01/2016 To: 12/2018

NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome AddressOccupation

Representing


NameHome Address

Occupation

Representing

Term of Office From: 01/2015 To: 12/2017NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


Retired

Self

Kamal Calloway652 Bear Claw Way, Ste 206, Madison, WI 53719

3618 Spring Trail, Madison, WI 53711

Consultant

Morris Andrews

730 Oneida Place, Madison, WI 53711

Self

Self

319 Glen Thistle Court, Madison, WI 53705

Self

3550 Anderson Street, Madison, WI 53704

Beth Curley-Prestine

1000 Edgewood College Dr., Madison, WI 53711

Vice President

Cynthia Cauthern

Senior Strategy Analyst

Self

Self

James Gallegos4902 N. Biltmore Lane, Madison, WI 53718

VP and General Counsel

President

Scott Flanagan

Self

Private Banking Mng Dir

1 S. Pinckney St, Ste 200, Madison, WI 53703

Frank Byrne

Self

Keith Cornille

President



AGENCY GOVERNING BODY cont.

Name

Home Address

OccupationRepresenting


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

RepresentingTerm of Office From: 01/2015 To: 12/2017

NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


NameHome Address

Occupation

Representing


Professor

304 Monte Cristo Circle, Verona, WI 53593

Timothy Gaillard

Self

8040 Excelsior Dr. Ste 300, Madison, WI 53717

Gloria Ladson-Billings

CPA

Sr. Vice President & COO

225 N. Mills St., Madison, WI 53706

Self

James Graham

Self

Self

Self

Angela Russel

Nia Trammell

Administrative Law Judge

Dan O’Callaghan

Diversity Director

1417 Burning Wood, Madison, WI 53704

1 S. Pinckney St., Madison, WI 53703

Retired

Self

9549 Lee Valley Road, Blanchardville, WI 53516

Psychologist

7633 Ganser Way, Ste 204, Madison, WI 53719

Development Manager

Self

Derrick Smith7533 Sawmill Road, Madison, WI 53717

2109 Fox Ave, Madison, WI 53711

Gary Sater

Douglas Nelson

Self

Self

Attorney

community development division cover page city of … · 2017. 9. 26. · community development...

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