Entrepreneurship Proposal

Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) An Innovative Comprehensive Intervention Designed to Create New Green Self Employment/Microenterprise Opportunities that Contribute to the Transformation of Neighborhoods into Sustainable Communities

Energy Efficiency & Green Rehabilitation

Job Opportunities for Low-Income Individuals Project Office of Community Services Department of Health & Human Services Administration for Children & Families Funding Opportunity Announcement #: HHS-2011-ACF-OCS-EO-0163 CFDA Number 93.593 August 3, 2011

Table of Contents Project Summary/Abstract!

3

Objectives & Need for Assistance!

4

Table 1: SCOREcard Table 2: “Smith Family” before and after bundled Approach Figure 2: Target Area Table 3: Population Composition - 2010 Table 4: County and City ADC/TANF Recipients Table 5: ADC/TANF Recipients with and without a High School Degree Table 6: Unemployment Rates Table 7: Poverty Rates for 2009 Table 8: Poverty Levels (50% to 200%) for 2009

6 9 11 11 12 13 13 14 15

Business Plan!

17

Project Implementation Figure 3: Project Timeline

17 17

Business Plan - Financial Viability Table 9: Resources & Roles for SCOREcard Table 10: SCORE Activities Table 11: SCORE Outputs Table 12: SCORE Outcomes Table 13: SCORE Impact Table 14: Additional Sources of Funding Figure 4: Logic Model

25 27 31 34 35 36 36 37

Capacity to Manage Federal Funds Table 15: Federal Grants Previously Managed by UMDC

38 39

Business Plan - Financial Strategies Table 16: Energy Efficiency Opportunities at a Glance

40 40

JOLI Costs per Position Table 17: JOLI Costs Summary

41 41

Bibliography

43

Organizational Capacity!

44

Organizational Profile Figure 5: Organizational Chart Table 18: Board of Directors

44 48 49

Past Performance with Similar Job Creation Projects Table 19: Miles Pointe Crossing Job Creation

50 51

Staff & Position Data Table 20: Staff Roles & Time Allocation

Public Agency Agreements

51 53

53

Budget & Budget Justification!

54

Budget

54

Budget Justification

55

Bonus Points!

56

High TANF Caseload

56

Refugee Childcare Microenterprise Development Project

56

Refugee Community Support

56

Assets for Independence (AFI)

56

Child Care

56

Letters of Support!

57

Government Support

57

MOU

57

Collaborator Support Letters

57

Quarterly Timeline!

58

Key Staff Resumes!

59

Additional Evidence!

60

Nonprofit Status

60

HUD approved Counseling Agency

60

Ohio Benefits Bank Training Certificate

60

Financial Statements!

61

Additional Funding!

62

Neighborhood Stabilization Program (NSP) Areas

62

Housing Trust Fund

62

Project Summary/Abstract Project Title: Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) Applicant Name: Union Miles Development Corporation (UMDC) Address: 9250 Miles Park Avenue, Cleveland, Ohio 44105 Contact Numbers: Phone: (216) 341-0757, Fax: (216) 341-0226 Web: www.unionmiles.org Request: $200,000 Number of Low-Income Jobs to be Created with Funds: 13 Project Summary: Cleveland has been among the 12 poorest cities in the United States since 2000. In 2009, Cleveland ranked 2nd poorest of all major cities with a poverty rate of 35%. Low income individuals and families are often asset poor with negative net worth, making them less stable and more susceptible to life’s challenges and downturns. Chronic and rising unemployment has resulted in higher Temporary Assistance for Needy Families (TANF) case loads, and those who remain employed often have lower paying jobs. There is a clear need to create sustainable new jobs and business opportunities.

The green jobs sector of the economy is expanding, showing considerable growth and long-term employment potential despite the recession. The emerging green economy can offer a pathway out of poverty for low-income individuals and families, many of whom need assistance in attaching to the labor market and are struggling to find a way into the economic mainstream. The Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) is a innovative comprehensive intervention designed to create sustainable new green self employment/ microenterprise (SE/ME) opportunities that contribute to the transformation of neighborhoods into sustainable communities through a combination of green credentialing, training, one-onone business counseling, and access, through both opportunities created by Union Miles Development Corporation (UMDC) and linkages with resources and service providers.

Specifically, SCORE includes (#1) a community based training collaboration with Cuyahoga Community College on green sector opportunities; (#2) a collaboration with WECO Microenterprise Center to ensure business plan development, loan packaging workshops, coaching, and access to loans; and OCDCA for business IDAs; and (#3) UMDC will provide apprenticeships and contracts for green rehabilitation and weatherization of 118 units of singlefamily homes owned and managed by the organization, and coordinate SE/ME opportunities such as Housewarming Inspectors, Energy Auditors, Agriculture and Natural Resource Conservation and Enhancement Contractors, etc. SCORE will address personal and community barriers for microenterprises and their employees by (#4) providing assistance to access benefits (e.g., tax credits and public benefits). In collaboration with the Ohio Benefits Bank (OBB), UMDC will be an OBB location. Finally, to control expenses and help low-income individuals and families manage debt, SCORE will offer (#5) Financial Literacy and Coaching through UMDC and their HUD certified counselors. The SCORE approach - SE/ME opportunities, gaining greater access to income supports, benefits and credits, and financial coaching - can stabilize and improve the economic situations of low-income individuals and families.

Objectives & Need for Assistance The Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) is a innovative comprehensive intervention designed to Social create sustainable new green self An Urban Institute Program to Assess Changing Policies employment/microenterprise opportunities that Jobs? contribute to the transformation of Are Green Jobs Good

increased skill levels than similar occupations in traditional industries, and unique occupations developed in the green industries that demand unique work and worker requirements (Dierdoff et al. 2009).

A major conclusion in the green jobs literature, including the DOL work described above, is that, while the green economy involves some relatively new industries and occupations, many occupations are similar to those in traditional industries. For example, manufacturing greenrelated products demands the standard skills provided by machinists, technicians, and metal workers. Green construction and retrofitting also requires relatively standard job skills provided by electricians, equipment installers, carpenters, equipment operators, building inspectors, truck drivers, and welders. Thus, while some specialized training in new skills and practices may be needed, there are relatively few entirely new occupations in green industries, especially in the low- and middle-skill arena (White and Walsh 2008).

Given where green jobs are found, women may be less likely than men to benefit from investments in the green economy. The projected growth of green jobs is concentrated in overwhelmingly male-dominated industries and occupations. In 2007, women represented only 4 percent of all employees in natural resources, construction, and maintenance and only 23 percent in production, transportation, and material moving (BLS 2007).

If the goal is to help low-skill workers improve

economic success, another critical issue is neighborhoods into sustainabletheir communities.

Micorenterprises play an integral role in the green jobs are actually worth pursuing. whether That is, are there “good” green jobs that would allow low-skill individuals to support their families and move up the economic ladder?

Some studies suggest that green jobs are generally higher quality than the average American job. A report from the Council of Economic Advisers for the Vice President’s Middle Class Task Force indicates that some occupations in green industries pay above-average wages (Vice President’s Middle Class Task Force 2009).

Because of the improved job quality in the green economy, other studies estimate that increased investments in the green economy will increase the relative wages of U.S. workers without college degrees (Bivens et al. 2009). Researchers also highlight the unionization of green jobs as a pathway to higher wages for lower-skill workers.3 Despite these projections, green industries clearly consist of a range of high-, middle-, and low-skill jobs at varying levels of pay (figure 1).

Highly skilled green jobs, including engineers and scientists as well as white-collar jobs in management, pay more than $30 an hour. At the same time, some green-related jobs are, and will continue to be, low paying, with little opportunity for advancement. These low-skill, low-paying jobs that workers with high school degrees can obtain without additional training typically pay

economy and their success is important for both individual wealth building as well as strengthening neighborhoods and cities. However, low-income and emerging entrepreneurs are often excluded from business development efforts and lack the necessary skills to establish and grow viable businesses. SCORE aims to address these gaps through a combination of green credentialing, training, one-on-one business counseling, and access, through both opportunities created by Union Miles Development Corporation (UMDC) and linkages with resources and service providers.

Figure 1: Number of Green Occupations by Green Sector & Skill

FIGURE 1. Number of Green Occupations, by Green Sector and Skill Level

Specifically, SCORE includes

80 High-skill Middle-skill Low-skill

Number of green occupations

70

(#1) a community based training

60 50

collaboration with Cuyahoga

40 30

Community College (Tri-C) to

20 10 0

Renewable energy generation

Energy efficiency

Green construction

Source: The Urban Institute, Brief 13, May 2010

Source: Authors’ compilation of green occupations by sectors in Dierdoff et al. (2009).

Manufacturing

ensure knowledge and access to low-, medium- and high-skill 3

green sector opportunities; (#2) a collaboration with WECO Microenterprise Center to

ensure business plan development, loan packaging workshops, coaching, and access to loans; and the Ohio CDC Association for business Individual Development Accounts (IDAs), and (#3) UMDC will provide apprenticeships and contracts for green rehabilitation and weatherization of 118 units of single-family homes owned and managed by the organization, as well as coordinate self employment/microenterprise opportunities such as Housewarming Inspectors, Electric Partnership Program (EPP) Inspectors, Energy Auditors, Agriculture and Natural Resource Conservation and Enhancement Contractors, etc. This approach leverages the immediate opportunities across skills in the Green Sector as outlined in figure 1. To further ensure success and effectiveness of this program strategy, SCORE will also address personal and community barriers and establish a referral network. Consider the following.

The training and self employment/microenterprise opportunities are only one side of the SCOREcard. To ensure program success, SCORE also addresses personal and community barriers for microenterprises and their employees. For many low-income individuals and families there is a gap between available income and meeting basic needs. When claimed, work supports such as tax credits (e.g., Earned Income Tax Credit) and public benefits (e.g., food assistance, childcare subsidies, children’s health insurance) reduce poverty. Work supports also encourage and sustain employment, improve welfare-to-work success rates, and reduce recidivism among convicts. Research also indicates when working-poor households receive work supports, they spend those dollars in their local communities. This boosts community economic development through multiplier effects, as those dollars circulate throughout local economies.

Existing tax credit, nutrition, health care, energy, and education programs, authorized and funded by large bipartisan majorities in Congress, often do not reach their intended beneficiaries (Gildehaus 2009). A recent study found that many Americans do not claim work supports because of complex application procedures, some are reluctant because of perceived stigma associated with applying for supports, and many are simply unaware of available assistance believing that the employed are not eligible. SCORE (#4) will provide assistance to access benefits. In collaboration with the Ohio Benefits Bank (OBB), UMDC and the Harvard Community Services Center (HCSC) will be OBB locations to service target area residents, SE/ MEs, and SE/ME employees. OBB is a web-based expert system designed to secure funds and services for individuals and families working to overcome poverty and build long term financial stability. Finally, to control expenses and help low-income individuals and families manage debt, SCORE will offer (#5) Financial Literacy and Coaching through UMDC and their HUD certified counselors. Building upon the national Centers for Working Families Model, the SCOREcard will focus on financial stability, net income, wealth, and assisting individuals and families move out of poverty.

Table 1: SCOREcard Self Employment/ Microenterprise

Access to Benefits

Financial Services

Skills training

Benefits Screening

Financial Literacy

Self employment/

Benefits Enrollment

Financial Coaching

Tax Credits and Income

Access to affordable services, products and

Supports

banking

Microenterprise Apprenticeships & Contracts

Increasing Income

Control Expenses & Managing Debt

The SCOREcard outlines a strategy to address both sides of the Income Statement through bundling of services where job creation for low-income individuals and families and income supports help increase income, and access to financial services helps control expenses and manage debt. This approach is presented in table 1. With a bundled approach, the results can be transformational. In addition to the self employment/microenterprise opportunities, gaining greater access to income supports, benefits and credits, and financial coaching - can stabilize and improve the economic situations of low-income individuals and families. SCORE is a viable strategy for creating sustainable employment and business opportunities in distressed communities to serve low-income populations that are working to address broad economic recovery issues and barriers.

Need for Expanded Employment & Business Opportunities. A large segment of the workforce in the United States earns wages that are not enough to lift their families out of poverty. According to the Bureau of Labor statistics, one out of four workers earn less than $10 per hour. While some of these workers will move up over time on their own, research indicates that such advancement is the exception rather than the norm (Andersson et al 2005). As a result, many of these workers will continue to earn low wages, while often going without health insurance and other benefits (Miller, Tessler et al. 2009). Further, more than one in five households in the US are “asset poor,� meaning that they have insufficient savings to subsist at the federal poverty level (Federal Reserve Bank 2009).

Although policymakers are increasingly focused on helping low-wage workers boost their incomes by advancing in the labor market and obtaining available benefits, no public system targets this group. The workforce development system of One-Stop Career Centers largely

serves unemployed individuals and dislocated workers (those who have lost a job and have been reemployed at a lower wage). Similarly, while not explicitly targeting the unemployed, the welfare system has not typically focused on low-wage workers. In fact, working individuals are often unaware of the financial benefits for which they are eligible or have little time to complete the often burdensome application process (Miller, Tessler et al. 2009).

Overcoming Barriers. The Annie E. Casey Foundation developed the Centers for Working Families® (CWF) model in response to the challenges facing low-income working adults and their families. The CWF model was developed based upon on years of experience, addressing the problems faced by low-income families who must navigate a fragmented system to obtain critically needed work-supporting services and benefits. The CWF model is designed to assist families in moving to financial stability by providing convenient access to an array of coordinated economic-focused services, assisting low to moderate-income residents. The issues and barriers facing this target population are as follows: •

Despite being employed, many families still struggle to make ends meet

•

Without adequate income, families living from paycheck to paycheck face chronic liquidity issues that frustrate most efforts at financial education

•

Lack of stable employment

•

Poor money and debt management

•

Lack of products that address both liquidity and asset-building needs

•

Generational poverty and an underlying sense of hopelessness

The CWF model is critical because a Job is not enough. There needs to be a focus on both income and expenses because wealth is key to financial stability. Consider the “Smith” family as an illustrative example. The Smith family is living off a job that pays slightly more than minimum

wage. As the Smith Family Annual Budget table illustrates, 41% of income spent on rental housing and utilities; 42% of income spent on child care; 14% of income spent on privately purchased health care; and 13% of income goes to finance charges leaving a deficit of over $13,000. Is the Smith family borrowing to stay afloat? Not paying bills and developing credit issues? Or going without food, etc. The CWF model addresses both sides of the Income Statement through bundling of services: workforce development; income supports and access to benefits, and affordable financial services. Workforce development and income supports helps increase income, while access to affordable financial services helps control expenses and manage debt. Together a benefit is created for the household through greater financial control and there is also a community benefit where greater access to financial management and asset building opportunities are available. This approach is illustrated in table 2.

Table 2: “Smith Family� before and after bundled Approach Smith Family

Before CWF

Job Creation

Access to Benefits

Financial Services

INCOME Wage

$19,008

$25,344

$25,344

$25,344

$2,436

$2,436

$2,436

$2,436

$0

$0

$0

$23

$21,444

$27,780

$27,780

$27,803

Housing/Utilities

$8,808

$8,808

$7,603

$7,603

Child Care

$8,988

$8,988

$5,842

$5,842

Food

$4,752

$4,752

$4,752

$4,752

Transportation

$3,444

$3,444

$3,444

$3,444

Child Support Interest Income from Savings Total Income EXPENSES

Smith Family

Before CWF

Job Creation

Access to Benefits

Financial Services

Health Care

$3,108

$3,108

$1,942

$1,942

Miscellaneous

$2,880

$2,880

$2,880

$2,880

$31,980

$31,980

$26,463

$26,463

$380

$507

$507

$60

$1,809

$1,809

$1,809

$70

$596

$596

$596

$85

$2,785

$2,912

$2,912

$215

Earned Income Tax Credit (federal)

$0

$0

-$518

-$518

Child Care Tax Credit

$0

$0

-$960

-$960

Child Tax Credit

$0

$0

-$2,000

-$2,000

Total Expenses

$34,765

$34,892

$25,897

$23,200

NET INCOME

-$13,321

-$7,112

$1,883

$4,602

Total Household Expenses Check-cashing Furniture Finance Charges (valued at $2000) Emergency Loans (or pay-day) Total Finance Charges

With a bundled approach, and addressing both sides of the Income Statement, the results are transformational for families. The Smith family before the CWF model reported a deficit of $13,000 annually. Career coaching and skills training increases income resulting in a decreased annual deficit of $7,000 annually. Benefits screening and enrollment as well as EITC refunds and maximizing return revenue by utilizing Voluntary Income Tax Assistance (VITA) programs reduces expenses and creates an annual surplus for the Smith family. Financial coaching and access to financial products and services further reduces financing expenses creating an additional surplus for the Smith family. This bundled approach is illustrated in the following table.

Target Area. The target area for the project is the Southeast side of Cleveland, Ohio that includes three neighborhoods: Union Miles, Corlett, and Lee-Miles. The target area is outlined in figure 2.

Figure 2: Target Area

The target area is predominately Black and is suffering from population decline. Table 3 outlines 2010 demographics for the target area and provides comparison to Cleveland and Cuyahoga County.

Table 3: Population Composition - 2010 Indicator

Union Miles

Corlett

Lee Miles

Cleveland

Cuyahoga County

Population

10,266

11,581

13,844

396,830

1,280,122

Increase or Decrease

-33.6%

-24.7%

-12.7%

-17.1%

-8.2%

Black

96.6%

98.1%

97.8%

53.9%

30.0%

White

2.9%

1.4%

1.4%

39.3%

65.3%

Indicator

Union Miles

Corlett

Lee Miles

Cleveland

Cuyahoga County

Hispanic

0.8%

0.6%

0.8%

7.3%

4.8%

Younger than 18 years

25.5%

24.3%

21%

28.5%

22.7%

18 years of age and older

74.5%

75.7%

79%

71.5%

77.3%

Ratio of adults to children

2.9

3.1

3.8

2.5

3.4

(Source: www.neocando.case.edu)

In examining the number of ADC/TANF recipients in the target area, the entire City and Cleveland and Cuyahoga County, on average, Cleveland represented 67% of the ADC/TANF recipients for all of Cuyahoga County. Table 4 below illustrates the total number of ADC/TANF recipients for the City of Cleveland and provides the County totals to illustrate the large percentage of public assistance recipients for the county are in the city.

Table 4: County and City ADC/TANF Recipients Data Set All ADC/TANF

Union Miles

Corlett

Lee Miles

Cleveland

Cuyahoga County

413

362

289

13,548

20,110

490

479

327

15,966

23,938

464

516

356

16,546

24,485

recipients October 2008 All ADC/TANF recipients October 2009 All ADC/TANF recipients October 2010 (source: www.neocando.case.edu)

Table 5 illustrates that for Cleveland, more than half of the ADC/TANF recipients have high school diplomas, suggesting that training beyond high school is critical in reducing the TANF caseload. Additional need for the target area includes high unemployment and lack of employment options and high levels of poverty.

Table 5: ADC/TANF Recipients with and without a High School Degree Cleveland

Individuals With High School Degree

Individuals Without High School Degree

ADC/TANF recipients October 2008

55.12%

44.88%

ADC/TANF recipients October 2009

54.02%

45.98%

ADC/TANF recipients October 2010

53.59%

46.41%

High Unemployment & Lack of Employment Options. The targeted areas are predominately Black, economically distressed, and have historically suffered unemployment rates three times the level of the City of Cleveland. According to the June 21, 2011 Civilian Labor Force information release from the Ohio Department of Job and Family Services (ODJFS), the May 2011 (May 11) unemployment rate for Ohio was down from 9.8 percent in May 2010. The U.S. unemployment rate for May 11 was 9.1 percent, up from 9.0 percent in April. The City of Cleveland, historically and currently, has higher unemployment rates compared to Cuyahoga County, the State of Ohio and the U.S. (See Table 3). For example, while the U.S. jobless rate in May was 9.1%, for Ohio teens ages 16-19, it was 24.2%, and for black Cleveland teens the figure was 40.7% (Cleveland Plain Dealer, Black Cleveland teens facing jobless summer, Sunday, June 19, 2011, Business Section: D2).

Table 6: Unemployment Rates Area

Labor Force

Employment

153.7 million

139.8 million

5,892,100

Cuyahoga County Cleveland

U.S. State of Ohio

Unemployment

Unemployment Rates May 10

April 11

May 11

13.9 million

9.9%

9%

9.1%

5,390,200

501,900

9.8%

8.4%

8.5%

638,300

586,100

52,200

9.5%

7.9%

8.2%

181,800

164,000

17,900

11.4%

9.5%

9.8%

(source: www.tradingeconomics.com, retrieved 7/3/2011)

High Levels of Poverty. The Southeast side of Cleveland, is an economically distressed area.

Poverty levels for the City of Cleveland are substantially higher than both state and national levels. For example, 30.2% of Clevelanders are below the poverty level compared to Ohio (13.6%) and the U.S. (13.5%). In 2009, 50.2% of Clevelanders were below the poverty level compared Ohio (31.8%) and the U.S. (28.3%). Poverty information is outlined in table 7 & table 8. The poverty rate for all persons masks considerable variation between racial/ethnic subgroups. More specifically, poverty rates for blacks and Hispanics greatly exceed the national average. The percentage of blacks in the target area ranges from 92.5% to 97.2%.

Table 7: Poverty Rates for 2009

Subject

Population

Below Poverty Level

Percent Below Poverty Level

U.S.

293,507,923

39,537,240

13.5%

Ohio

11,194,344

1,526,350

13.6%

Cleveland

428,165

129,233

30.2%

Civilian Labor Force (16 years and over) U.S.

151,295,104

11,879,745

7.9&

Ohio

5,841,636

477,860

8.2%

Cleveland

204,378

38,161

18.7%

U.S.

10,830,161

3,060,458

28.3%

Ohio

461,316

146,687

31.8%

Cleveland

33,674

16,896

50.2%

69,614,285

14,976,477

21.5%

Unemployed

Did Not Work U.S.

Subject

Population

Below Poverty Level

Percent Below Poverty Level

Ohio

2,681,311

570,276

21.3%

Cleveland

128,993

52,877

41.0%

Source: U.S. Census Bureau, 2005-2009 American Community Survey, S1701 Poverty Status in the past 12 Months

Table 8: Poverty Levels (50% to 200%) for 2009 Poverty Level

U.S. totals

%

Ohio totals

%

Cleveland totals

%

50%

17,124,388

5.83%

697,944

6.23%

61,983

14.48%

125%

52,453,773

17.87%

1,984,885

17.73%

159,177

37.18%

150%

65,719,665

22.39%

2,459,692

21.97%

186,491

43.56%

185%

84,199,962

28.69%

3,151,782

28.16%

221,740

51.79%

200%

92,185,368

31.41%

3,462,181

30.93%

233,572

54.55%

Source: U.S. Census Bureau, 2005-2009 American Community Survey, S1701 Poverty Status in the past 12 Months

Any consideration of existing programs to train workers for green collar jobs cannot ignore how the nation’s broader workforce development system meets, or falls short of meeting, industry demand for skilled workers. The nation’s primary job training system, and its largest single source of funding for federal workforce development activities is the Workforce Investment Act (WIA). Services are delivered at the community level through “one-stop centers” where jobseekers are intended to have universal access to a range of employment and training programs. WIA’s emphasis on coordination among programs, explicit links to employers, accountability for performance, and a single point of access for services and information often results in an extremely responsive and effective workforce system in local areas. But invariably all local areas suffer from having to do too much with too little: they are expected to develop and maintain a one-stop infrastructure while delivering services to anyone who walks through the door of its career centers.

In addition, there is limited ability under current law for a local workforce board to respond to demand for skilled workers from a particular industry sector that drives local economic development and provides career-path employment. In the case of energy efficiency, a local workforce board by itself, under current funding constraints, with scarce and triaged resources, would not have the capacity to develop a sufficiently scaled pipeline of workers to meet the needs of rapid market expansion in the industry. The current federal workforce development system doesn’t have the capacity to train the workers needed by industries poised to retrofit and green the nation. Chronically underfunded, it strains to meet the demands of jobseekers and employers in the current labor market, and is ill-suited to train workers at scale for specific industry sectors.

Business Plan Project Implementation Program Strategy. The Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) program strategy is the development of self employment / Microenterprise (SE/ME) opportunities for low-income individuals in the target area. The project timeline is presented in figure 3 below. A quarterly timeline is included in the Appendix..

Southeast Center for Opportunity, Resources and Entrepreneurship (SCORE)

Figure 3: Project Timeline 2011 Award Announcement

2012

2013

2014

2015

9/30/11 12:00 AM

Marketing Recruiting & Outreach Green Credential Training Financial Literacy & Coaching Electronic Benefits Access Self Employment / Microenterprise Training & Development Cohort 1: Class of 10 Cohort 2: Class of 10 Fulltime, full year Paid Apprenticeship Cohort 1 Apprenticeship Cohort 2 Apprenticeship Business IDAs Cohort 1 Business IDAs established Cohort 2 Business IDAs established Cohort 1 Graduation

12/3/12 12:00 AM

Cohort 2 Grauation

6/3/13 12:00 AM

Quarterly Reporting Washington, D.C. Training & Conference 2012 2013 2014

The SE/ME full-time, full year paid apprenticeships will be created one year prior to anticipated project end date.

Market Research. Green-collar jobs are family-supporting jobs that contribute significantly to preserving or enhancing environmental quality (Gordon and Hays 2008). The U.S. contributes disproportionately to global warming. With less than 5 percent of the world’s population, we Page 1 of 1

account for a fifth of the world’s 8 billion tons in annual carbon emissions. The U.S. end-use efficiency, measured as pounds of emitted carbon per dollars of GDP, is half that other rich counties like the EU nations and Japan. The U.S. annual per capita CO2 emissions are 20 tons, twice that of residents of the EU and Japan, 5 times those of China, nearly 20 times those of India and poorer countries (Russell 2008). Further, some 55 percent of all U.S. energy is wasted.

Nearly 75 percent of energy used in transportation is lost to heat or emissions. Nearly 70 percent of energy used for electricity is lost in its generation, transmission, or distribution. Utility companies lose enough energy each year to power all of Japan (Margonelli 2008). Experts agree that to mitigate climate change and improve its own national security and competitiveness, the U.S. needs to develop domestic sources of non-carbon-emitting fuels and reduce demand for energy through smart growth, and support both with a modernized and “smarter” electricity grid and transportation system. Moreover, there is a critical need to improve the efficiency by which we generate energy and consume it in end-use products and services. Said differently, the U.S. must improve energy productivity, and there are not enough green skilled SE/ME to serve this emerging green economy.

Viable Industry. Most green sector opportunities are middle-skill jobs requiring more than high school, but less than a four-year degree. In the renewable energy and energy efficiency industries green-collar work includes building, construction, assembly, installation, operation, maintenance, transportation, and manufacturing. The SCORE strategy combines training, apprenticeships and SE/ME training and support to ensure success.

America’s 300 billion square feet of building stock account for two-fifths of U.S. energy consumption and GHG emissions, a larger share than either transportation or industry.

Americans spend more than 5 percent of their income on home energy costs, with low-income households (i.e., those at 150% or less of the poverty line) spending 16 percent (www.waptc.org).

Buildings are also energy inefficient, and cost-effective efficiency measures to them can cut costs dramatically. Federal, State and Local governments are realizing this opportunity. The U.S. Department of Energy Weatherization Assistance Program (WAP) retrofits low-income residences, reports saving consumers more than 20 percent on their annual energy bill on average (or $358), and gaining $1.53 in energy-related benefits for every $1 invested, and State efficiency programs report comparable or better rates of return (www.aceee.org/pubs/ e075.htm). The Business Roundtable estimates that United States could save 3.5 quadrillion BTUs of energy (equivalent to 1.65 million barrels of oil/day) by 2025, through wide upgrading of building stock.

Outlook. At the Federal level, the most important residential energy efficiency incentives were tax credits. The specific credits include the residential energy efficiency tax credit for building insulation, windows, doors, roofs, and efficient appliances (water heaters, furnaces, boilers, heat pumps, and air conditioners qualified solar water, heating and solar photovoltaic systems).

Homeowners also have access to “energy improvement” or “energy efficient” mortgages (EEM) to finance efficiency upgrades and installation of renewable energy technologies in existing homes. The Federal Housing Authority (FHA) and Veterans Affairs (VA) programs are insured by the federal government, allowing borrowers who might otherwise be denied loans to pursue energy efficiency improvements and securing lenders against loan default. FHA EEMs will finance 5% of the property value (up to $8,000), while VA EEMs will finance up to $6,000 in upgrades if these are deemed cost effective (www.hud.gov). Some private lenders also provide

energy efficient mortgages through the federal Energy Star program, offer Home Energy Rating assistance, special financing, and other support to applicants buying homes with the Energy Star rating. Finally, Fannie Mae and Freddie Mac offer EEMs through private lenders. The most successful Federal efficiency retrofit program is the Weatherization Assistance Program for lowincome homes. WAP has provided weatherization retrofits to 5.6 million low-income families over the past 29 years. There are still an additional 34 million families whose income levels make them eligible with 15 million of these estimated by DOE to be good candidates for cost-effective weatherization. By the Department of Energy’s calculations, WAP produces enormous benefits: an estimated $1.53 in energy-related benefits, plus $1.16 in ancillary benefits (for a total of $2.69), for every $1.00 in federal funds invested. WAP reduces low-income energy bills by an average of 21% (or $358 per year).

The Energy Efficiency and Conservation Block Grant Program administered by the Department of Energy (DOE) makes allocations to state and local governments to develop energy and conservation strategies to reduce fossil fuel emissions and energy use and to achieve greater energy efficiency in the building, transportation and other appropriate sectors. These grants could be used for building and home energy conservation programs, energy audits, fuel conservation programs, planning and zoning to promote energy efficiency, and the use of renewable energy resources for government buildings. In addition, subgrants could be made to SE/MEs, nonprofit organizations, and governmental agencies for the purpose of performing energy efficiency retrofits. A number of studies have concluded that investing $10 billion a year in retrofits, can be expected to create close to 120,000 jobs annually and 600,000 jobs over five years.

A Perfect Storm. Federal funding from the Department of Energy for building retrofit efforts, the Energy Efficient and Conservation Block Grant Program, part of the Energy Independence and Security Act, and the Weatherization Assistance Program serve as sources of funding that support green SE/ME opportunities. Funding from the Department of Labor to administer the Green Jobs Act, the Workforce Investment Act, and funding from the Corporation for National and Community Service administers the Clean Energy Service Corps also contribute. State and local funding has also been identified, and in Cleveland, the Mayor has launched a the Green City Blue Lake Sustainability initiative for 2019.

Recruitment Strategy & Tracking System. The project will have no problem filling the SE/ME opportunities with low-income individuals. UMDC has been working with low-income individuals and families in the target area for more than 30 years. Harvard Community Services Center through its comprehensive social services will also provide information and referrals. To further ensure success of recruitment and tracking, UMDC has established an agreement with Cuyahoga County Job and Family Services (TANF) and Employment Connection, a collaborative workforce system of the City of Cleveland funded through the Federal Workforce Investment Act. The focus will be on the employment of individuals who are unemployed or on public assistance, with particular emphasis on those that are TANF recipients, low-income, and individuals residing in public housing. All of the new SE/ME will be filled by low income individuals. Also, low income refugees from the International Service Center will be referred to SCORE. Physical Facility. UMDC currently owns the 118 units of single-family housing and proof of ownership is provided in the appendix along with documentation for $300,000 in funding for

green rehabilitation towards the development. In addition 12 single family homes for green rehabilitation in the Lee-Miles neighborhood will be completed that are eligible for $45,000 per unit in Neighborhood Stabilization Program (NSP) funds.

Positions Created. Thirteen (13) SE/ME opportunities will be created. UMDC will guarantee full-time, full-year apprenticeships opportunities at minimum wage (worst case), which will exists for a minimum of 12 months (worst case). SE/ME apprenticeships will be for green rehabilitation work on properties currently owned by UMDC, distressed properties in the target area, as well as other opportunities leveraged by the community development corporation. The green credentialing, SE/ME support, technical assistance and access to funding will also position additional opportunities for the SE/ME to leverage.

Positions Following Grant Period. The positions will be sustained after the completion of the grant period. As outlined in the timeline, the strategy provides training and green credentialing to ensure green sector skills, followed by SE/ME training and technical assistance to ensure businesses are viable. SCORE will provide additional financial services for SE/ME and their employees to ensure financial stability and access. Moreover, additional opportunities will be leveraged through UMDC including their 118 unit inventory and access to funds and distressed properties that need green rehabilitation.

Protection of Sensitive and/or Confidential Information Policy statement. Employees and others acting on SCORE are responsible for protecting confidential information, and the information of its clients from unauthorized disclosure whether internal or external, deliberate or accidental. Employees and others acting on SCORE’s behalf must know: (1) the classification of the information they create or have access to (Public, Internal,

Confidential or Regulated). Any of these classifications other than Public must be protected and stored in areas with limited access from staff and no access to the public; (2) the security precautions that apply to such information; and (3) how long to retain this information, and how to properly dispose of it.

It will be the policy of SCORE to use only legal and ethical means to collect and use business and market information in order to better understand its markets, customers and competitors.

SCORE will not collect or use another party’s confidential information without that party’s permission.

Confidential information. SCORE will (1) protect all confidential information regardless of the media in which the information is conveyed (e.g., printed, electronic files, e-mail, verbal conversation); (2) Protect all confidential information for the entire life cycle of the information from creation, storage, use, transmittal, and retention through disposal. (Legal counsel will be contacted if help is needed determining whether certain information is confidential.); (3) Share confidential information inside SCORE with only those who have a business need to know the information; (4) Have a written, signed confidential disclosure agreement before disclosing confidential information to a party outside SCORE. Confidential disclosure agreements must be signed by a director, or higher level; (5) Retain all SCORE information in accordance with a Records Retention Schedule. If programmatically required to preserve information, SCORE will immediately take steps to preserve all potentially pertinent records and files.

To Avoid. SCORE will not (1) share confidential information with friends or family; (2) talk about SCORE confidential information in public places, such as elevators, busses, airplanes or restaurants, where information can be overheard; (3) leave SCORE confidential information

unattended on a desk, within SCORE facilities, in public areas, etc; (4) copy SCORE confidential information onto non-SCORE computers or systems, or access SCORE confidential information through non-SCORE computers or systems; (5) disclose SCORE confidential information to anyone outside SCORE who does not have a confidential disclosure agreement protecting that information, or to anyone inside SCORE who does not have a need to know the information.

At the conclusion of the programming all confidential information will be destroyed. If the information needs to be retained for the purposes of audits or research it will be collected, all duplicates will be destroyed and the information will be stored in a secure location.

Self Employment/Microenterprise (SE/ME). The WECO Microenterprise Center will provide business plan development, loan packaging workshops, coaching and other technical assistance needed for SE/ME. The Ohio CDC Association will provide business IDAs for SE/ MEs.

Business Plan - Financial Viability A logic model is outlined to provide the systematic thinking and planning roadmap. The logic model will articulate the activities necessary for The Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) success, and show activities are consistent with project scope, scale, and outcomes. The logic model will also illustrate staffing and facilities equipment to support activity outlined is reasonable.

Resources. The resources that will be harnessed to implement SCORE include human, financial, organizational, community outreach, and experience of Union Miles Development Corporation (UMDC). UMDC has experience in fundraising, fiscal management and oversight and garnering community support and buy-in. UMDC owns the 118 units for the SE/ME apprenticeships. UMDC will also be the lead agency for recruitment, tracking and monitoring jobs and business development.

Harvard Community Services Center (HCSC) has been serving the community for over 42 years.

The organization has a strong connection with their community built upon trust and rich programming. HCSC currently administers the following programs for low-income residents: Mom’s First, Help me Grow, Family to Family, Foster Care Program, Ministerial Crisis Center, Daycare, Before and After School Program, In-School and Onsite Tutoring, Youth at Risk Program, Teen Wellness, Parenting Education, Better Together, Strong Start, Fatherhood Initiative, and the Senior Connection. HCSC serves as a hub of activity and critical resource for the community.

Cuyahoga Community College (Tri-C) opened in 1963 as Ohio’s first community college and remains Ohio’s oldest and largest public community college. For almost 50 years Cuyahoga

Community College has provided high quality, affordable education and programs to more than 800,000 members of our community. The Tri-C will provide training through their Career Training Workforce Solutions program where their Alternative Energy Program is housed.

Wealth Education Collaboration Opportunity (WECO) Fund, Inc is a Community Development Financial Institution. WECO has made a positive impact in the lives of thousands of Greater Clevelanders since it was established in 1971. Through a continuum of comprehensive services, participants receive education, long-term support and access to capital for the purchase of assets that increase in value. WECO will provide workshops and training through their WECO Microenterprise Center.

The Ohio Community Development Corporation Association (OCDCA) is a statewide membership organization of Community Development Corporations that engages in capacitybuilding, advocacy and public policy development that fosters socially and economically healthy communities. OCDCA's vision is the creation of a community development environment that comprehensively improves life opportunities for all residents.

The Ohio Benefits Bank (OBB) is a web-based expert system designed to secure funds and services for individuals and families working to overcome poverty and to build long term financial stability. OBB is unique as it functions as a benefits eligibility screener, a benefits application filer and as IRS-certified tax preparation software. The approach reduces the amount of time needed to apply for benefits. The information entered is stored securely, so it is simple to apply for new benefits, reapply for benefits, or file tax returns, without having to re-enter information previously supplied.

Fifth Third Bank (5th/3rd) recently opened a full-service branch at the newly constructed Miles Pointe Plaza commercial retail center owned by UMDC. The opening of the branch provided financial services to an underbanked community. 5th/3rd offers a variety of affordable and accessible financial services to residents, SE/MEs and SE/ME employes. The critical components of the resources are outlined in table 9.

Table 9: Resources & Roles for SCOREcard

SCOREcard Roles RESOURCE

SE/ME

Access to Benefits

Financial Services

Neighborhood Residents

X

X

X

Union Miles Development Corporation (UMDC)

X

X

X

Harvard Community Services Center (HCSC)

X

X

Cuyahoga Community College

X

Wealth Education Collaboration Opportunity

X

X

(WECO) Fund, Inc. Ohio Community Development Corporation

X

Association (OCDCA) Ohio Benefits Bank

X

Fifth Third Bank

X

Activities. Skills training and green credentialing will take place at Cuyahoga Community College through their Alternative Energy Program. This certificate-based program provides an overview of the main sources of alternative energy for residential and commercial buildings, as well as a firm technical grounding in residential energy conservation and auditing. Courses include: OSHA Safety for the Construction Industry, Mechanical/Electrical Print Reading, Applied Electricity, Energy Auditing, and Alternative Energy Installation.

Microenterprise services will be provided by the WECO Microenterprise Center through WECO Fund, Inc. The WECO income-generating strategy has allowed individuals with limited access to capital the opportunity to start or expand a small business. Their high-quality approach has garnered the organization a 93% loan success rate. SE/ME will benefit from: Business Plan Development, Loan Packaging/Application Workshops, Coaching, Entrepreneur Assessment, Access to loans of $500 to $35,000, and Individual Technical Assistance & Support.

The Ohio Community Development Corporation Association (OCDCA) has been a successful grantee of the JOLI program in Ohio. UMDC has been a long time member of the Ohio CDC Association, and a sub-grantee of the Assets for Independence, Individual Development Account Program, since 2007. The Ohio CDC Association was one of 11 awardees to receive a JOLI grant in 2008. The project was to assist 34 income eligible individuals in the creation of family child care home businesses. OCDCA provided the opportunities for the JOLI participants to partake in financial literacy, micro-enterprise development, certification programs, and technical assistance. UMDC will work with the Ohio CDC Association for technical assistance, and for the provision of Individual Development Account, federal match for UMDC’s JOLI program participants. This will allow UMDC to have access to the AFI2 system for tracking participant’s progress, a matched savings for their business start-up, and information sharing for a most successful JOLI program in the southeast side of Cleveland.

The Ohio Benefits Bank will allow access to Food and Nutrition, Healthcare Assistance, Taxes, Student Aid, and Other Program. Brief summaries of programs are as the following.

Food and Nutrition Programs. Food Assistance. Formerly called Food Stamps and now also referred to as SNAP, the Food Assistance program is a federal program designed to assist Ohio

families and individuals cover the cost of groceries. The assistance is placed on an EBT card every month, making the program safe, secure and easy to use.

Women Infants and Children (WIC). The WIC program is a nutrition program for pregnant women and children age 5 years and younger, providing access to nutritious foods, information and breastfeeding education.

USDA Child Nutrition Programs. Also referred to as the Free and Reduced Priced Lunch Program, the USDA Child Nutrition Program is available for families with children in primary and secondary school who are in need of the free and low-cost breakfast and lunch programs offered through their public or private school.

Healthcare Assistance Programs. Healthcare Programs for Families and Children. Known as the Healthy Start and Healthy Families Programs, these programs are designed to assist pregnant women, children and/or their parents/guardians in need of health insurance.

Medicaid for the Aged, Blind and Disabled. ABD Medicaid is a healthcare program available for Ohioans who are aged 65 years or older, legally blind or qualified as disabled by the Social Security Administration.

Medicare Premium Assistance. Medicare Premium Assistance is a set of Medicare programs designed to assist low-income Medicare recipients with the cost of their Part A and/or Part B premiums, as well as potentially helping with their cost sharing with Medicare.

Child and Family Health Services (CFHS). Child and Family Health Services is a network of health care resources available throughout Ohio. The network gives families the ability to access

health services, such as physicals, laboratory tests, health and diet counseling, pregnancy-related care and more.

Bureau for Children with Medical Handicaps (BCMH). BCMH is a healthcare program designed to link children with a variety of health care needs to a network of providers and services.

Taxes and Student Aid Programs. File Your Federal and State Tax Returns. Most households that make under $60,000 can file their state and federal taxes for free with The Benefit Bank.

Everyone who files with The Benefit Bank is screened for various credits, including the Earned Income Tax Credit-- credits which are often missed by Ohioans filing their taxes otherwise. By efiling, Ohioans can maximize their refunds, while receiving their refunds in 14 days or less.

Earned Income Tax Credit. The Earned Income Tax Credit (EITC) is a refundable federal tax credit for low- to moderate-income working individuals and families. Individuals between the ages of 25 and 65 with earned income may qualify for the EITC if they meet certain income guidelines.

Free Application for Federal Student Aid. The FAFSA is used to apply for federal financial aid to cover the cost of college and other post-secondary programs. Categories of aid fall into one of three sections: grants, work-study, and loans, each supported through the FAFSA. Other Programs. Home Energy Assistance Program (HEAP). The HEAP program offers utility assistance through the use of a one-time payment on a heating bill during the program season, September through May.

Child Care Assistance. Child Care Assistance, also known as Title XX, helps low-income working families pay for child care. Families are responsible for a co-payment and the Ohio Department of Job and Family Services subsidizes the remaining amount.

Ohio Works First Cash Assistance (OWF). Ohio Works First or OWF Cash Assistance provides financial assistance and work supports such as education, training and help finding a job for lowincome families.

Golden Buckeye Program. The Golden Buckeye Program connects Ohio’s elderly and disabled residents to information about resources in their community and discounts on goods and services, like prescription drugs, banking services and state park admission fees.

Senior Community Service Employment Program (SCSEP). SCSEP helps seniors develop job skills through training and community service opportunities. SCSEP participants are employed part-time at minimum wage and receive valuable on-the-job training.

The activities are outlined in table 10.

Table 10: SCORE Activities SCORE

Activity

Self Employment /

Skills Training & Green Credentialing Courses:

Microenterprise

OSHA Construction Safety Mechanical/Electrical Print Reading Applied Electricity Energy Auditing Alternative Energy Installation

SCORE

Activity Microenterprise Services: Business Plan Development Loan Packaging/Application Workshops Coaching Entrepreneur Assessment Access to loans of $500 to $35,000 Individual Technical Assistance & Support Business Individual Development Account (IDA)

Access to Benefits

Taxes File Federal & State Returns Earned Income Tax Credit Student Aid Programs Free Application for Federal Student Aid Healthcare Assistance Programs Healthcare Programs for Families & Children Medicaid for the Aged, Blind and Disabled Medicare Premium Assistance Child & Family Health Services Bureau for Children with Medical Handicaps Ohio’s Best Rx

Access to Benefits

Food and Nutrition Programs Food Assistance Women Infants & Children USDA Child Nutrition Programs

SCORE

Activity Other Programs Home Energy Assistance Program Child Care Assistance Ohio Works First Cash Assistance Golden Buckeye Program Senior Community Service Employment Program

Affordable & Accessible

Residential Individual Development Account (IDA)

Financial Services

Financial Planning Programs Financial Literacy Financial Coaching Access to Affordable Services, Products and Banking

Self Employment /

Weatherization and Green Rehabilitation of 118 units of housing

Microenterprise

Development and Green Rehabilitation of Distressed Properties in the target area

Opportunities

Coordinate SE/ME opportunities e.g., Housewarming Inspector, Electric Partnership Program (EPP) Inspector, Energy Auditor, Agriculture & Natural Resources Conservation and Enhancement Contractors, Green Construction, etc.

Project Management &

Referrals from Cuyahoga County Jobs and Family Services (TANF recipients),

Administration

Harvard Community Services Center, International Services Center Marketing and Outreach Build connections to support project Document best practices Management and reporting

Outputs. SCORE will increase SE/ME opportunities for low-income individuals and impact residents, SE/ME employees and the community overall. Table 11 outlines the measurable outputs by activity.

Table 11: SCORE Outputs SCORE

Outputs

Self Employment /

352 contact hour certificate-based program for alternative energy for residential and

Microenterprise

commercial buildings, and technical grounding in residential energy conservation and auditing.

20 participants receive Microenterprise Program Services

Access to Benefits

250 Residents, SE/ME Employees and Entrepreneurs annually receive assistance to access tax support, student aid programs, healthcare assistance, food and nutrition programs, and other programs

Affordable & Accessible

13-20 SE/ME open entrepreneur IDA accounts

Financial Services

13-20 SE/ME receive financial planning, literacy and coaching 125 Residents, SE/ME Employees receive financial planning, literacy and coaching 13-20 SE/ME access financial/banking resources 100 Residents, SE/ME Employees and Entrepreneurs annually access financial/ banking resources

Self Employment /

13-20 SE/ME receive apprenticeships for green rehabilitation of 118 units of single-

Microenterprise

family homes

Opportunities

13-20 SE/ME receive green rehabilitation, weatherization subcontracts Year 2 & Year 3 SE/ME Expos for additional opportunities as Inspectors, Energy Auditors, Conservation Contractors, etc.

Project Management &

Referral protocol established with Cuyahoga County Jobs and Family Services,

Administration

HCSC and International Services Center 30,000 flyers and mailers to low-income residents and 50 businesses in target area 20 low-income residents recruited for SE/ME program Regular reporting and evaluation for program improvements along the way

Outcomes. Outcomes for SCORE cluster around increasing SE/ME opportunities for lowincome individuals, providing access to benefits for employees of SE/ME, increasing skills access to green jobs, training, employment and business development opportunities, and overall neighborhood improvement. The detailed outcomes are outlined in table 12.

Table 12: SCORE Outcomes SCORE Outcomes

Increase in low-income individuals with green credentials Increase opportunities for low-income SE/MEs Increase access to benefits Make affordable financial services and banking more accessible to low-income individuals and families Retain local dollars Increase community supported businesses Reduce TANF case loads Create multi-level community financial well being, wealth promotion, and poverty alleviation Increase financial literacy Increase knowledge of opportunities and experience of SE/MEs and financial literacy, management and planning Increase skills of local residents Increase employment and business development opportunities Strengthen local economy Increase revenues for low-income SE/MEs Create viable local sustainable solutions to address poverty Build stronger communities Strengthen communities with increased assets and social capital Increase community connections Mitigate personal and community barriers

Impact. UMDC will effectively collaborate with community and organizations to actualize the outcomes of SCORE. With the proposed outcomes, the impact of this effort and investment will mean the sustainable SE/ME, economic development and individuals and families moved out of poverty. The impacts are outlined in table 13.

Table 13: SCORE Impact SCORE Impact

Sustainable Self-Employment / Microenterprise Increased net income and wealth for low-income individuals and families Sustainable Economic Development Individuals and Families moved out of poverty Building Community Capital & Social Inclusion Improved financial health of low-income residents & reduction in economic disparities and poverty

The components described in detail above are outlined in the logic model in figure 4.

Additional Funding Sources. Additional sources of funding have been secured for the project (see Support Letters). Amounts and sources have been outlined in table 14.

Table 14: Additional Sources of Funding Source

Amount

City of Cleveland Department of Community Development Housing Trust Fund

$300,000

NEO Literacy

$18,000

Neighborhood Stabilization Funds

$540,000

Union Miles Development Corporation

$20,000

TOTAL

$878,000

Figure 4: Logic Model

Competing Activities. UMDC is working in collaboration with HCSC. UMDC and HCSC are the main service providers for the target area. To ensure the effectiveness of SCORE, further collaboration with WECO and the OBB was established so that organizations that are the best at the service they provide can continue to operate at maximum efficiency, and SCORE would build upon the velocity in creating the team of teams to meet the comprehensive needs of SE/MEs and their employees. Collaborators will continue to seek funding for their primary services. SCORE adds value through transformational comprehensive programming.

Capacity to Manage Federal Funds As a 501(c)3 community development corporation with more than 30 years of experience, Union Miles Development Corporation has substantial capacity to manage federal funds. UMDC has developed and manages 118 units of housing, completed two (2) commercial development projects, and managed several millions dollars of community and social service program funding.

UMDC also serves as the fiscal agent for neighborhood groups and block clubs allowing residents to access funds for grassroots projects. UMDC has over $2.5M in assets. The organization completes annual audits. Financial management is conducted in accordance with Generally Accepted Accounting Practices standards. Weekly financial information and monthly financial statements are prepared by the finance manager, while a separate firm completes annual audits. The financial statements are prepared as prescribed in the American Institute of Certified Public Accountants’ Guide for Not-For-Profit Organizations. The organization records transactions on an accrual basis. UMDC complies with Statement of Financial Accounting Standards (SFAS) No. 116, and SFAS No. 117. Financial Statements for the last 2 years are provided to demonstrate capacity to manage funds responsibly, and its ability to adequately

protect and awarded Federal funds. Federal grants managed previously by UMDC are outlined in table 15.

Table 15: Federal Grants Previously Managed by UMDC U.S. Department of Housing and Urban Development

Community Development Block Grant

U.S. Department of Health and Human Services

Neighborhood Stabilization Program funds

HOME Investment Partnerships Program

Low Income Housing Tax Credits

Community Economic Development funds

Clean Ohio Assistance Funds

Assets for Independence

tothe national data for a representative of familyut information gives some the scope ut the information gives some sense sense of ofcross-section the breadth breadth and and scope y sectors.

Wages vary across and region, and “green us investment proposed here in the us investment proposed hereindustry in retrofitting retrofitting the nation. nation.

ut the information gives some sense of the breadth and scope

us investment proposed here in retrofitting the nation.

LANCE

Business Plan - Financial Strategies

APPENDIX A: GREEN-COLLAR JOBS IN THE CONSTRUCTION

cupations in in the the Residential Residential Building Building Construction Construction industry. industry. cupations

LANCE

Table 16 presents a glance at the energy efficiency opportunities. This chart depicts national NOTES NOTES This depicts national wage for selected wage data for selected middle-skill in the Residential Building Construction This chart chart depicts national wage data data foroccupations selected cupations in the Residential Building Construction industry. middle-skill occupations occupations in in the the residential residential building building middle-skill construction construction industry. industry.

industry NOTES illustrating the growth potential for SE/ME.

The percentile describes wages at the This chart depicts national wage data for selected The 25th 25th percentile describes wages atjobs the lower lower end What do green middle-skill lookend like? We can refer to national data for a representative cross-sec middle-skill occupations in the residential building of the the labor labor market. market. of Table 16:inEnergy Efficiency Opportunities at sectors. a Glance Wages vary across industry and regio construction industry. occupations supporting the energy efficiency industry Median Median wage wage marks marks the the center center of of the the wage wage distribudistribution in inThe given occupation.

The 25th percentile describes wages thelower lowerend end of categories, the labor market 25th percentile wages atatthe tion aa given occupation. jobs” don’t fitdescribes neatly into federal statistical but the information gives some sense of the brea

0 0

of the labor market.

Regional ranges and of job opportunities thatoccupational would result from the ambitious investment proposed here in retrofitting the Regional wage wage ranges and more more precise precise occupational Median wage marks therun center thewage wagedistribudistribution in a given occupation marks the Median projections by industry can be aaofstate-by-state basis. projections bywage industry canthe becenter run on onof state-by-state basis. tion in a given occupation.

Typical Typical education education and and training training path: path: M Moderate-term on-the-job training: Requires from Moderate-term on-the-job training.

Requires from one to twelve months of training, which typically M Moderate-term on-the-job training: Requires from one one Regional wage ranges and more precise occupational to twelve months of training, which typically occurs occurs at the workplace. to twelve months of training, typically occurs at at basis. projections by industry can bewhich run on a state-by-state the the workplace. workplace.

Typical education and training path: L Long-term on-the-job training: Requires more more than one one Long-term on-the-job training.

Requires than one year of on-the-job training, or combined work L Long-term training: Requires more than M Moderate-term Thison-the-job chart depicts national wage data forone selected middle-skill occupations in the Residential Building Construction indust on-the-job training: Requires from year of on-the-job training, or combined work experience experience and classroom instruction, and may include apprenticeships. year of on-the-job training, or combined work experience to twelve months of training, which typically occurs at and classroom and classroom instruction, instruction, and and may may include include apprenticeships apprenticeships the workplace.

NOTES $21,310 26,670 of up up to to five five years. laborers Construction of years.

M This chart depicts national wage data for L Long-term on-the-job training: Requires than one $10.24 more 12.82 middle-skill occupations in the residential year of on-the-job training, or combined work experience construction industry.

Source: U.S. of Labor Statistics $21,800 28,230 Source: U.S. Bureau Bureau Laborworkers Statistics and classroom instruction, and may include apprenticeships Sheetof metal L $10.48 13.57 of up to five years.

The 25th percentile describes wage

0

ENERGY EFFICIENCY JOBS AT A GLANCE

0 0

Insulation workers; floorofceiling & wall Source: U.S. Bureau Labor Statistics

0

M

50,800 50,800

Cement masons & concrete finishers

M

50,800

Heating, air conditioning & refrigeration mechanics & installers

L

Hazardous materials removal workers

M

Carpenters

L

& steamfitters

L

$23,660 $11.37

18.45

$12.66

$26,340 16.24

$12.75

$26,530 15.32

$12.88

$26,780 16.52

$13.58 elatively data elatively new; new; we we do do not not have have good good wage wage and and employment employment data reau of Labor Statistics (BLS).

Local research is the most fruitful Plumbers, pipefitters, reau of Labor Statistics (BLS). Local research is the most fruitful $13.84

$28,250 17.39 $28,780 18.38

33,780

Regional wage ranges and more precise o projections by industry can be run on a st Typical education and training path: M Moderate-term on-the-job training: Re to twelve months of training, which typica the workplace.

L Long-term on-the-job training: Require year of on-the-job training, or combined w and classroom instruction, and may includ of up to five years.

31,860 34,370 36,180 38,240

elatively new; we do not have good wage and employment data $30,700 37,650 opment Authority, for is the of standardizing job reau of Labor Statistics (BLS). Local research is Lthe fruitful opment Authority, for example, example, is in inElectricians the process process of most standardizing job $14.76 18.10 And And the the Regional Regional Economic Economic Development Development Institute Institute at at Los Los Angeles Angeles $39,710 Boilermakers ing middle-skill occupations among green construction jobs L ing middle-skill occupations among green construction jobs with with $19.09 24.42 opment Authority, for example, is in the process of standardizing job And the Regional Economic Development Institute at Los Angeles Annual wage Hourly wage uction worker s HVAC operations and maintenance technician uction worker s HVAC operations and maintenance technician ing middle-skill occupations among green construction jobs with an an Source: U.S. Bureau of Labor Statistics Jobs to

of the labor market.

Median wage marks the center of th tion in a given occupation.

38,370

Source: U.S. Bureau of Labor Statistics

50,800

Watch

uction worker s HVAC operations and maintenance technician Some high-demand energy-efficiency jobs are relatively new; we do not have good wage and employme an

because they are not yet tracked by the U.S. Bureau of Labor Statistics (BLS). Local research is the most source of information about these sorts of jobs.

The New York State Energy Research and Development Authority, for example, is in the process of stan titles and skill requirements for energy auditors. And the Regional Economic Development Institute at L Trade-Technical College identifies several emerging middle-skill occupations among green construction highest employment potential:

JOLI Costs per Position The CED cost per position is $15,385 as outlined in table 17 below.

Table 17: JOLI Costs Summary

Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE) Amount of Funds Sought

$200,000

Self Employment /Microenterprise (SE/ME) Created JOLI cost per position

13 $15,385

Success Stories. WECO Microenterprise Music Saves Melanie Hershberger and her husband, Kevin Neudecker, were at the forefront of the proposed development of the North Collinwood Arts district. Shore Bank brought WECO Fund Inc. together with the North Shore Development Corporation (NSDC) to create a financing plan to put Melanie and Kevin in business. NSDC agreed to finance their home (which included a store front) if WECO would finance their business. They applied to the WECO Microenterprise Center for a loan to build out the store front and fill the store with the initial inventory. NSCD then agreed to finance a building. Once both loans were approved, and Melanie and Kevin chose a building close to the Beachland Ballroom in order to open a retail store selling new and used CDs, vinyl records, music magazines and books and concert t-shirts and supplies for the independent bands that play at the Ballroom. Their store, Music Saves, stays open during preand post-concert hours in order to service the Ballroom’s independent pop and rock audience.

Now, this Collinwood neighborhood includes new retail storefronts, service businesses and restaurants – some of which have also been funded by loans from WECO. Melanie and Kevin currently live above their store in a renovated apartment, and have become active and

contributors to the Collinwood community. The Music Saves story shows how WECO and other community organizations can partner to initiate, create and promote the upgrade and improvement of underserved Cleveland neighborhoods.

Rutledge Insurance Agency, Inc. Darwin Rutledge began the operations of Rutledge Insurance after a number of years as an exclusive agent for a well-known insurance carrier. Rutledge moved the new agency into Cleveland Heights, and he and his wife, Deborah, Secretary/Treasurer/COO, who handles all the marketing and promotion for the agency, decided to again move-this time to a storefront location that allows for better signage and walk-in access for his carefully researched target population. The Rutledges WMC microloan was used to build out the office at 11604 Buckeye Road and to provide working capital for a comprehensive marketing campaign.

After 3 years of successful operations, Rutledge Insurance Agency was able to open a second office in East Cleveland to service their steadily increasing business. Both Rutledge offices focus on business, property, life, casualty and health insurance. Initial insurance quotes are provided free of charge; walk-in customers can have their present insurance program evaluated and receive a new quote right on the spot. Darwin Rutledge's attention to customer satisfaction and dedication to providing knowledgeable assistance to an underserved inner-city market has resulted in the expansion of staff. The increase in jobs and the addition of another successful minority-owned enterprise in the City of Cleveland are all part of Darwin and Deborah Rutlege's business ambitions, as well as a fulfillment of the WECO Microenterprise Center's mission and purpose.

Bibliography Federal Reserve Bank (2009). Unemployment in Low-Income Communities. Secondary Unemployment in Low-Income Communities. Secondary Bank, Federal Reserve, 21: 41.

Kate Gordon and Jeremy Hays, “Green-Collar Jobs in America’s Cities: Building Pathways Out of Poverty and Careers in the Clean Energy Economy,” Apollo Alliance and Green For All, 2008.

Miller. C, BL Tessler, et al. (2009). Strategies to Help Low-Wage Workers Advance.

Terry Grobe, Kate O’Sullivan, Sally T. Prouty with Sarah White, “A Green Career Pathways Framework: Postsecondary and Employment Success for Low-Income, Disconnected Youth,” The Green Corps Network, June 2011.

Energy flow data from Lawrence Livermore National Laboratory energy flow chart, last updated in January 2006 (http://eed.llnl.gov/flow/images/LLNL_Energy_Chart300.jpg). The striking figure on U.S. electric utility waste and Japanese power needs is reported in Lisa Margonelli, “Waste Not,” The Atlantic, May 2008.

James Russell, “Vital Signs Online: Carbon Emissions on the Rise, but Policies Growing Too,” Worldwatch Institute, August, 2008.

Weatherization Assistance Program Technical Assistance Center, “Questions and Answers,” US Department of Energy, http://www.waptac.org/si.asp?id=1029.

U.S. Department of Housing and Urban Development, “Energy Efficient Mortgage Home Owner Guide,” http://www.hud.gov/offices/hsg/s$/eem/eemhog96.cfm

"

Organizational Capacity Organizational Profile The Union Miles Development Corporation is a non-profit developer on the southeast region of the Cleveland region. Since its inception, UMDC has had major success in the development of housing and retail projects. As a result of successful developments, UMDC has been a catalyst for employment and the creation of new markets in the local economy. 2011 is a major benchmark for the Union Miles Development Corporation, as it celebrates 30 years of existence.

30 years ago, in 1981, the Union Miles Community Coalition (a community action group) formed a little non-profit organization called Union Miles Development Corporation. The coalition saw a need to address the housing needs in the community as critical to the long-term vitality of the Union Miles community. The first order of business was organizing to challenge Society National Bank’s poor record of minority mortgage loans. After a victory and creating the model of partnering community development corporations with banks to improve homeownership opportunities in the inner city- UMDC began making history as an organization.

In 1983, UMDC began its brick and mortar developments, as it was engaged to purchase and rehab the Cermak building at East 93rd and Union Avenue. In 1987, UMDC completed the construction of two homes on Ferris Avenue. Shortly after that success, UMDC constructed the 8 home mini-development Garret A. Morgan Place, off of Miles Avenue. In 1991 the minidevelopment model had became a trend in Cleveland and UMDC completed 16 homes in the John P. Green Place off of Harvard Avenue. UMDC also began to broaden its reach with the

construction of a small retail plaza at East 131st and Miles Avenue- and tackle some issues relating to economic development needs. Three new stores opened in the Union Miles area as a result of this project, creating new employment opportunities and access to retail for residents. UMDC’s first decade was marked as creating a high standard for CDC’s across the city as a result of their innovative and entrepreneurial approaches to development projects.

As UMDC moved into the mid-1990’s its housing programs continued to flourish. 30 homes were purchased for rehabilitation as a part of an agreement with HUD. In 1994, UMDC created 50 new housing opportunities in the Homes I Project. In 1997 UMDC constructed 43 new homes through its Homes II Project. By 2000, UMDC added 25 new construction homes through its Homes III Project.

In 2001, UMDC celebrated its 20th anniversary and welcomed aboard Executive Director, Debra Prater. The new leadership for the organization ushered in a new era of community stabilization for UMDC. UMDC completed the rehabilitation of the Miles Park Carnegie Library and moved its offices to Miles Park Avenue. UMDC also broadened its home weatherization, EPP, Paint and home repair services.

In 2007, UMDC received Clean Ohio Assistance Funds to demolish 5 vacant and dilapidated buildings on the site and in 2009 UMDC held a ground breaking ceremony. The project opened for business in February 2011, bringing the first bank back to the neighborhood in over 2 decades. In addition, UMDC brought a sports and beauty retail store, and expanded the existing Supermarket. The supermarket expansion and renovation project was made possible by a Health and Human Services, Office of Community Service- Community Economic Development Grant

for $350,000. This CED grant successfully created 23 new positions and retained 39 existing positions as a part of the Miles Pointe Crossing Project.

Union Miles Development Corporation is the sole owner and operator of the Miles Pointe Crossing new retail project, and a development partner to the Miles Supermarket. An additional success of the project is evident through the crime statistics for 131st and Miles Avenue. Within a ¼ miles radius; from 2006 to 2010 crime decreased 39%. This decrease is largely due to the demolition of the depilated buildings that lined Miles and served to close the area off, which made it a ripe area for crime. This project’s success is exciting from a collaborative, catalytic, construction, safety and sustainability perspective and a model for the City of Cleveland.

Currently, UMDC is working on two elderly apartment complex developments on the southeast region of Cleveland. Miles Pointe Elderly will be located at East 119th Street on Miles Avenue, adjacent to the new Miles Elementary School (under construction to open 2012-2013 school year). The Miles Pointe Elderly, will be a 43 unit elderly apartment building, with community meeting space, and the goal is for this building to be Silver LEED certified. The plans also include an intergenerational garden/passive park on the site for the residents of the apartment and the students of Miles Elementary to utilize for outdoor recreation, health and education.

This project is financed through Low Income Housing Tax Credits and will begin construction in the fall of 2011.

As a result of a collaboration between the Union Miles neighborhood CDC and Harvard Community Service Center, a second elderly apartment building has been financed and will also begin construction in the fall of 2011. This project will utilize 4% tax credit bonds, and Neighborhood Stabilization Funding. The “Beehive” Elderly site is located at Lee Road and

Miles Avenue. This site was a former Elementary School which was closed and demolished in 2010. The vacant land will be returned to reuse as a 43 unit elderly apartment building, with community meeting space, and the goal for this building is to be Silver LEED certified. The plans for this building include a green roof, and outdoor seating for relaxation.

As evidenced above, UMDC has created over 150 units of new and rehabilitated housing in the Union Miles area since 1981, and is working on 86 new units of housing by the end of 2012. In addition, UMDC has been the owner and operator of 2 retail plazas boasting 27,850 square feet of retail (including 4 new retail stores), and development partner on Miles Supermarket 32,000 square foot grocery store. UMDC also successfully implemented a Health and Human Service OCS grant creating new employment opportunities for low-income residents. With technical assistance from Ohio CDC Association, UMDC will have all of the partners and experience necessary to implement a successful JOLI program for Micro-enterprise, and construction field green collar training.

Figure 5: Organizational Chart

!

Table 18: Board of Directors Name Carolyn Galloway

Address 4223 East 96th Street

Occupation Office Manager

Cleveland, Ohio 44105 Jeanetta Price Jefferson

7422 Harvard Avenue

Banker

Cleveland, Ohio 44105 Inez Killingsworth

4259 MLK Blvd Cleveland, Ohio 44105

East Side Organizing Project, Board President Foreclosure mitigation and advocacy specialist.

David Mack

4300 East 126th Street

Retired Engineer

Cleveland, Ohio 44105 Albert Peterson

3975 East 121st Street

Retired

Cleveland, Ohio 44105 Tonya Perkins-Stoudermire

4127 East 131st Street

Branch Manager

Cleveland, Ohio 44105 James Wade

14317 Edgewood Ave.

Business Editor

Cleveland, Ohio 44128 Bishop Eugene Ward

3630 East 116th Street

Bishop and Pastor

Cleveland, Ohio 44105 Karen Polk

413 Northfield Road

Banker

Bedford Ohio 44146 Deborah Baker

13422 Kinsman Road Cleveland, Ohio 44120

Social Services Coordinator

Name Serena Johnson

Address 16453 Libby Road

Occupation Banker

Maple Hts, Ohio 44137

Past Performance with Similar Job Creation Projects Union Miles Development Corporation as demonstrated successful experience for a Community Economic Development Grant, and is a member to the Ohio CDC Association who is a successful administrator to the Job Opportunities for Low Income Individuals Grant. The combination of these two successful grants from the Department of Health and Human Service Office of Community Service, will provide the experience necessary to carry out the proposed project for the Southeast Center for Opportunity, Resources & Entrepreneurship (SCORE).

In 2005, Union Miles Development Corporation applied for a Health and Human ServicesOffice of Community Service- Community Economic Development Grant for a $350,000 renovation and expansion of the Miles Supermarket. The Miles Supermarket is a locally owned and operated grocery, adjacent to the Miles Pointe Crossing new construction retail project. The CED grant leveraged additional dollars for the completion of the Miles Pointe Crossing Project, and became an economic catalyst for the commercial corridor. This project is a major accomplishment in a down-economy, and unmatched entrepreneurial success.

Wages ranged from $7.50 per hour to $18.00 per hour. Ten (10) of the full-time positions included benefits. Please see table 19 below describing the job creation success for the previous CED grant to Union Miles Development Corporation for the Miles Supermarket expansion:

Table 19: Miles Pointe Crossing Job Creation

Business Name

Total Jobs

Full time

Part time

Contractual firms

Open positions

Miles Supermarket

55

12

32

7

4

Fifth Third Bank

7

6

1

0

0

62

18

33

7

4

Total

Staff & Position Data The Union Miles Development Corporation is a 30 year-old establishment comprised of seasoned professionals. The in-house staff focused on this project are outlined below, and resumes are included in the Appendix.

Debra L. Prater, Executive Director. Ms. Prater joined UMDC as their Director in July of 2001. Ms. Prater brings over 15 years of banking and finance experience with a concentration in Community Development Lending. Ms. Prater has an Executive MBA from Cleveland State University. Ms. Prater led the development of the Miles Pointe Crossing Project, and the successful implementation of the HHS OCS grant for the improvement and job creation for the Miles Supermarket. Ms. Prater will devote 10% of her time to this project.

Donald Woodruff, Development Director. Mr. Donald Woodruff leads our Development projects with over a 15 years of experience in all phases of real estate planning, development, project and construction management. He has completed many successful housing projects, and works on a daily basis with Union Miles’s Lease Purchase unit’s residents, and contractors making repairs, maintenance, and rehab of vacant units. Mr. Woodruff has an Associates Degree from ETI Technical Collage for Applied Science of Architectural Design, and a Certificate in

Economic Development from National Development Council. Mr. Woodruff will devote 25% of his time to this project.

Sharra Thomas, Housing and Outreach Coordinator. Ms. Sharra Thomas leads our Financial Literacy, Housing Counseling and Community Outreach programs. With over 12 years of experience in housing, career and financial literacy, Sharra currently manages financial literacy, budget management, credit counseling and money management counseling and classroom training. Ms. Thomas, supervises NEO Literacy members who support housing counseling with one-on-one budget counseling sessions, and group education seminars conducted throughout the southeast region for residents. Ms. Thomas is an experience IDA case manager and program developer, formerly with WECO Fund, Inc, and a key component of the Assets for Independence and financial training piece of this project. Ms. Thomas will devote 25% of her time to this project.

Tiffany Andreoli, Development Manager. Mrs. Tiffany Andreoli joined UMDC in 2006, and serves as coordinator and grants manager for many of UMDC’s development and neighborhood planning projects. Mrs. Andreoli also works with local merchants, and industrial business owners to help them improve the physical appeal of their locations, as well as place local residents to their employment opportunities. Mrs. Andreoli has a Bacchelor’s Degree from Cleveland State University, and an Economic Development Certificate from the National Development Council. Mrs. Andreoli will devote 10% of her time to this project.

Diane Hunt, Office Manager. Ms. Diane Hunt, began at the Union Miles Development Corporation in 2000. Ms. Hunt’s 11 years at UMDC has provided her with a hands-onknowledge of the community, residents, and opportunities available for residents. Ms. Hunt has

a Bachelors Degree in History and Education from Lake Erie College. Ms. Hunt will devote 5% of her time to this project.

John Deal, Finance Manager. Mr. John Deal is a consulting finance manager to the Union Miles Development Corporation. Mr. Deal has extensive, working knowledge of federal, state and local grants guidelines and fiscal management in the field of Community Development. Mr. Deal has his Bachelor of Science in Business Administration- Accounting from John Carroll University, and is the owner of the Deal Group, Inc Accounting Firm. Mr. Deal will devote 10% of his time to this project.

All Positions for the management of this program are filled. UMDC is confident of the years of experience and capacity of its team to see the successful completion of this MicroEnterprise Project, SCORE. Table 20: Staff Roles & Time Allocation Staff Member

Role

Time Allocation

Debra Prater, Executive Director

Project Oversight

10%

Donald Woodruff, Development

SE/ME Apprenticeships and subsequent

25%

Director

Contracts

Sharra Thomas, Housing &

Manage SE/ME subcontracted services and

Outreach Coordinator

Financial Education & Training Activities

Tiffany Andreoli, Coordinator &

Manage Grants & Reporting Requirements

10%

Financial reports and accounting

10%

25%

Grants Manager John Deal, Finance Manager

Public Agency Agreements Public Agency Agreements are included for Cuyahoga County Job & Family Services.

Budget & Budget Justification Budget SOURCES

Year 1

Year 2

Year 3

TOTAL

JOLI

$52,923

$138,577

$8,500

$200,000

City of Cleveland Housing Trust Funds

$25,000

$175,000

$100,000

$300,000

$150,000

$390,000

$540,000

$13,000

$13,000

Neighborhood Stabilization Pool Ohio CDC Association NEO LIteracy

$18,000

Union Miles Development Corporation TOTAL SOURCES USES

$18,000

$3,000

$3,000

$98,923

$466,577

$525,500 $1,091,000

Year 2

Year 3

Year 1

$14,000

$20,000

TOTAL

Self employment / Microenterprise (SE/ME) SE/ME Training & Technical Support SE/ME Full-time, full year apprenticeships Opportunities

$3,000

$6,000

$42,000

$122,077

Business IDAs

$1,000

$10,000 $164,077

$26,000

$26,000 $840,000

Green Rehabilitation

$25,000

$325,000

$490,000

Total

$70,000

$453,077

$517,000 $1,040,077

$2,500

$5,000

$2,500

$10,000

Financial Literacy Workshops & Classes

$18,000

$5,500

$4,500

$28,000

Total

$20,500

$10,500

$7,000

$38,000

Marketing, Outreach, & Recruiting

$7,423

$2,000

$500

$9,923

Conference Travel

$1,000

$1,000

$1,000

$3,000

Total

$8,423

$3,000

$1,500

$12,923

$98,923

$466,577

Access to Benefits & Financial Literacy Benefits Screening, Enrollment, Tax & Income Supports

Programming

TOTAL USES

$525,500 $1,091,000

Budget Justification Self Employment / Microenterprise Training and technical support - business plan development, loan packaging workshops, coaching, and access to loans Full-time, full year apprenticeships - full-time, full-year position at minimum wage, which exists for a minimum of 12 months for 13 SE/MEs Business IDAs - match for business IDAs Green Rehabilitation - construction funding for SE/ME contracts and subcontracts Access to Benefits & Financial Literacy Benefits screening, enrollment, tax and income supports - counseling/coaching assistance to access benefits and complete financial aid forms for costs for green credentialing Financial literacy workshops and classes - workshops, classes and coaching Programming Marketing, outreach and recruiting - flyers, mailers, website development, door-to-door engagement, community organizing, presentations at block club meetings, newsletters, public service announcements.

Conference travel - annual travel costs for key staff person to attend ACF sponsored workshops

Bonus Points High TANF Caseload Cleveland has a high TANF caseload representing about 67% of the ADC/TANF recipients for all of Cuyahoga County.

Data Set

Cleveland

Cuyahoga County

All ADC/TANF recipients October 2008

13,548

20,110

All ADC/TANF recipients October 2009

15,966

23,938

All ADC/TANF recipients October 2010

16,546

24,485

Refugee Childcare Microenterprise Development Project N/A Refugee Community Support SCORE will be working in collaboration with the International Services Center to receive referrals from low income refugees. See letter of support.

Assets for Independence (AFI) SCORE is working with the Ohio CDC Association for business IDAs for SE/MEs (see letter of support). Further, UMDC will be funding the match with unrestricted non federal funding.

Child Care SCORE SE/MEs will receive contracts from daycare that is a tenant of commercial property owned by UMDC.

Letters of Support Government Support 1.

Marcia L. Fudge, Member of Congress

2. Sherrod Brown, United States Senator 3. Nina Turner, State Senator 4. Terrell Pruitt, Ward 1 Councilman, City of Cleveland

MOU 5. Jacqueline Ward, Interim Director, Cuyahoga County Employment & Family Services 6. Elaine Gohlstin, President & CEO, Harvard Community Services Center (HCSC)

Collaborator Support Letters 7. Kevin Snape, Ph.D., Vice President of Sustainability and Energy Initiatives, Cuyahoga Community College, Division of Workforce Development 8. Robert Schordock, Interim Executive Director, WECO Fund, Inc. 9. Nate Coffman, Executive Director, Ohio CDC Association 10. Karin Wishner, Executive Director, International Services Center 11. Tanya Perkins-Stoudermire, Assistant Vice President, Fifth Third Bank

Quarterly Timeline Southeast Center for Opportunity, Resources and Entrepreneurship (SCORE)

Task

Effort

1) Award Announcement

Start

End

9/30/11 12:00…

9/30/11 12:00…

2) Marketing

157w

10/3/11 8:00…

10/3/14 5:00…

3) Recruiting & Outreach

104w

10/3/11 8:00…

9/27/13 5:00…

4) Green Credential Training

124w

1/15/12 8:00…

5/30/14 5:00…

5) Financial Literacy & Coaching

152w

11/1/11 8:00…

9/29/14 5:00…

6) Electronic Benefits Access

157w

10/3/11 8:00…

10/3/14 5:00…

96w

1/2/12 8:00…

5/2/13 5:00 PM

7.1) Cohort 1: Class of 10

48w

1/2/12 8:00 AM

11/30/12 5:00…

7.2) Cohort 2: Class of 10

48w

6/1/12 8:00 AM

5/2/13 5:00 PM

4/2/12 8:00…

9/27/13 5:00…

7) Self Employment / Microenterprise…

8) Fulltime, full year Paid Apprenticeship

104w

8.1) Cohort 1 Apprenticeship

52w

4/2/12 8:00 AM

3/29/13 5:00…

8.2) Cohort 2 Apprenticeship

52w

10/1/12 8:00…

9/27/13 5:00…

2w

4/16/12 8:00…

10/19/12 5:00…

9.1) Cohort 1 Business IDAs established

1w

4/16/12 8:00…

4/20/12 5:00…

9.2) Cohort 2 Business IDAs established

1w

10/15/12 8:00…

10/19/12 5:00…

10) Cohort 1 Graduation

12/3/12 12:00…

12/3/12 12:00…

11) Cohort 2 Grauation

6/3/13 12:00…

6/3/13 12:00…

10/3/11 8:00…

12/26/14 5:00…

3w

6/4/12 8:00…

6/6/14 5:00 PM

13.1) 2012

1w

6/4/12 8:00 AM

6/8/12 5:00 PM

13.2) 2013

1w

6/3/13 8:00 AM

6/7/13 5:00 PM

13.3) 2014

1w

6/2/14 8:00 AM

6/6/14 5:00 PM

9) Business IDAs

12) Quarterly Reporting

169w

13) Washington, D.C. Training &…

Southeast Center for Opportunity, Resources and Entrepreneurship (SCORE) Page 1 of 1 Qtr 3/2011

Qtr 4/2011

Award Announcement

Qtr 1/2012

Qtr 2/2012

Qtr 3/2012

Qtr 4/2012

Qtr 1/2013

9/30/11 12:00 AM

Marketing Recruiting & Outreach Green Credential Training Financial Literacy & Coaching Electronic Benefits Access Self Employment / Microenterprise Training & Development Cohort 1: Class of 10 Cohort 2: Class of 10 Fulltime, full year Paid Apprenticeship Cohort 1 Apprenticeship Cohort 2 Apprenticeship Business IDAs Cohort 1 Business IDAs established Cohort 2 Business IDAs established Cohort 1 Graduation

12/3/12 12:00 AM

Quarterly Reporting Washington, D.C. Training & Conference 2012

Southeast Center for Opportunity, Resources and Entrepreneurship (SCORE)

Qtr 1/2013

Qtr 2/2013

Cohort 2 Grauation

Qtr 3/2013

Qtr 4/2013

Qtr 1/2014

Qtr 2/2014

6/3/13 12:00 AM

2013 2014

Qtr 3/2014

Qtr 4/2014

Key Staff Resumes •

Debra Prater

•

Donald Woodruff, III

•

Sharra Thomas

•

Tiffany Andreoli

•

Diane Hunt

•

John Deal

Additional Evidence Nonprofit Status HUD approved Counseling Agency Ohio Benefits Bank Training Certificate

Financial Statements

Additional Funding Neighborhood Stabilization Program (NSP) Areas Eligible Target Area for Funding

Housing Trust Fund $300,000 Award Letter and Draft Contract