EXECUTIVE SUMMARY - Home - United Way Central Indiana › wp-content › uploads › 2017 › 07 › emcc... · EXECUTIVE SUMMARY Edna Martin Christian Center (EMCC) is a private

Edna Martin Christian Center United Way of Central Indiana

1 Great Families 2020 Proposal for the Near Eastside of Indianapolis

EXECUTIVE SUMMARY

Edna Martin Christian Center (EMCC) is a private 501(c) 3, not-for-profit founded in 1941 to

serve the needs of youth and their families in Marion County. EMCC has a 76 year history of

successfully delivering comprehensive services to high-risk children and families working in

partnership with community nonprofits, residents, local and state agencies, foundations, and the

United Way of Central Indiana. Through education, workforce development and community health

programs and services, EMCC strives to help individuals, families and communities thrive and

remain healthy.

EMCC and its contracting partners seek $317,845 from United Way of Central Indiana to

implement the Great Families 2020 (GF 2020) initiative for years one and two respectfully, and

$290,845 for year three. EMCC will serve as the sub-grantee and contract with its partners to serve

100 children ages 0-5 and families living in the Near Eastside. Experienced in the delivery of the

two-generational approach, the GF2020 provides EMCC with critical resources to continue building

an integrated system of providers to comprehensively meet the needs of families.

EMCC plans to target approximately 50 families whose children already attend EMCC’s ECE

and secure the remaining slots from other levels 3/4 ECE providers including area schools.

Families will also be identified from RecycleForce and PACE that will also provide, Family

Economic Success (FES) services along with EMCC’s Center for Working Families. In addition to

the current range of workforce development services and financial coaching, all three providers will

assign case managers to work with families. These individuals will lead the assessment of all

participating families to identify potential needs to be addressed by one of the wraparound service

providers. The case managers will also work with each family to develop and monitor their Family

Services Plan (FSP). This plan will outline the various strategies and goals to be achieved through



their participation in the program and will be monitored and evaluated on a regular basis to

document progress and outcomes.

Working with families to address toxic stress, mental/behavioral health, housing, food and

clothing and transportation challenges, EMCC has identified a number of community/ faith-based

providers standing prepared to work with participating families. Using the flexible funds, these

providers offer a range of wraparound services to help address barriers that might hamper the

progress of children or their parents in achieving positive outcomes from this program.

Committed to increasing the level of economic empowerment, social capital and community

networks throughout this area, EMCC will work to expand opportunities for family members to

participate in community events, resident association meetings, entrepreneurship and leadership

capacity building opportunities. Helping families identify new ways to build their assets and social

capital ensures they own their pathway to success.

Implementing this initiative will require staff and other resources from EMCC, PACE,

RecycleForce and other contracting partners to work together in building a comprehensive network

of resources designed to strengthen families in need. While the overall administrator for the

project will be EMCC’s Chief Executive Officer, a project director and 3 case managers will be

hired to manage the team and families participating in the program. In addition, EMCC will

establish a GF2020 Working Group comprised of representatives from contracting partners to

regularly review the overall process and develop strategies to strengthen the integration of

services. Working with United Way and its third party evaluator, EMCC intends to collect the

necessary data to analyze the impact of the work, document lessons learned and look for ways to

sustain the approach beyond this grant opportunity.



I. PROGRAM DESCRIPTION

A. Describe how the vision, mission, strategic plan, programs and partnerships of your organization are aligned with the purpose and intended outcomes of Great Families 2020.

The Edna Martin Christian Center (EMCC) is a full-service community center that annually serves

nearly 3,000 residents. A 76-year old institution, EMCC is a home mission of the American Baptist

Home Mission Society and is a United Way of Central Indiana agency. Guided by its mission,

vision, and strategic plan, the vision for EMCC — neighborhoods where individuals and families

have everything they need to learn, live, work, and play in a peaceful, connected and thriving

environment, reflects the Board of Directors and staff’s desire to see all families in the community

healthy and thriving. The organization’s mission: to support and nurture individuals and

families in communities throughout Marion County by providing holistic programs and

services to bridge cultural, racial, and economic differences aligns with the vision statement.

By focusing on building strong families and creating healthy community environments, EMCC’s

leadership believes residents can contribute to building vibrant neighborhoods and prospering

communities.

Given its vision and mission, EMCC’s strategic plan outlines specific strategies and goals that

translate into the organization’s program offerings. Today, EMCC provides programs and services

in three strategic areas: education, workforce development, and community health. Working in

collaboration with a number of organizations across Marion County, EMCC’s clients typically reside

in many of the distress neighborhoods comprising the Near Eastside. This is the target area for

EMCC’s Great Families 2020 application.

Working closely with local residents, community leaders and nonprofit partners, EMCC strives

to research, identify, and ultimately deploy evidence-based or promising practices to improve

neighborhood-level and family-level conditions. Ultimately, EMCC seeks to achieve outcomes for



children, adults, seniors and families demonstrating they can all successfully improve

academically, socially, financially, and overall health wise.

EMCC is one of only a few community centers in Indianapolis successfully operating both Early

Childhood Education (ECE); and Family Economic Success (FES) programs. While the

organization’s work spans Marion County, EMCC’s base location at 37 Place and new Leadership

& Legacy Campus serve clients living in neighborhoods in the Near Eastside. EMCC operates a

network of neighborhood action hubs to reach residents with programs and services focusing on

education, workforce development, and supporting community health. These hubs include

area schools, other community centers, and EMCC even provides vocational training services at

partnered employer sites. Additionally, EMCC recently acquired a facility one mile from its 37 Place

location currently under renovation. Upon completion, this facility will house expanded kindergarten

readiness options, youth development programs, family programs, as well as senior activities.

Although EMCC operates both the ECE and FES components, its work always involves

partnering with other organizations sharing similar values and approaches to serving the

community. Over the years, EMCC has forged a number of diverse partnerships including United

Way, LISC, area schools and even community centers such as the Bonner and Martin Luther King.

EMCC recognizes no single organization can address all of the challenges experienced by families

living in the Near Eastside. It is imperative to work with other organizations offering complimentary

services to meet the changing needs of family members. For the GF2020 initiative, EMCC seeks to

build an integrated system to support families by working with recognized organizations such as

Recycle Force and PACE, Indianapolis Public Schools, King Park CDC, Capital City, Brooke’s

Place and other local ECE providers.

The contracting partners working with EMCC stand prepared to implement a two-generation

approach to achieve the Great Families 2020 goals of ensuring children from economically



distressed neighborhoods arrive at kindergarten healthy and ready to succeed; families are

sufficiently housed; and families achieve financial stability and economic empowerment through

increased education and employment. EMCC’s family development model which is inclusive of

both multi-generation and two-generation approaches begins with the organization’s theory of

change. EMCC’s theory of change highlights the need for three levels of interventions: education,

workforce development, and healthy communities.

Below are summaries of past and current initiatives highlighting EMCC’s two-generation

approach. It should be noted that EMCC and United Way of Central Indiana’s 2-generation model

was highlighted nationally by Child Trends: http://www.childtrends.org/moving-parents-and-

children-out-of-poverty-a-two-generation-approach/

Parent Cafe with Martin University—represents an example involving NASA SEMAA Family

Café’s in partnership with Martin University. As a 21st Century Community Learning Center, EMCC

integrated a series of family engagements designed both to share general programmatic updates

with parents and to gauge interest in further comprehensive opportunities offered through the

Center’s social service operations. These efforts stimulated family interests in STEM and post-

secondary opportunities through Martin University, introduced families into the Centers for Working

Families, and provided emergency and crisis-based supports available through the Center. Parents

were also invited to enroll in Martin University’s Baby College to receive resources to help with the

development of their 0-5 children. Today, the Center provides eight engagements for whole

families through the Leadership and Legacy Program.

Martindale-Brightwood Family Stability Program - In 2011, EMCC began providing a training-

to-work opportunity for participants in the Martindale-Brightwood Family Stability Program.

Connected to Center for Working Families, the Martindale Brightwood Family Stability program has

been working for 6 years to stabilize families so they can benefit from wrap-around supports (i.e.

http://www.childtrends.org/moving-parents-and-children-out-of-poverty-a-two-generation-approach/

http://www.childtrends.org/moving-parents-and-children-out-of-poverty-a-two-generation-approach/



emergency assistance, material assistance, and child care supports). The results align with the

GF2020 SIFS target outcome of adults increasing employment stability to help families on the path

to self-sufficiency, while children receive supports to ensure successful social, emotional, academic

development and future achievement. In 2016, the MBFSP had 50 families with 95 children, of

which 17 were 0-5 years old and 78 school age youth. Case management and Center for Working

Families coaching contact was made consistently made with families receiving a range of direct

supports Thus, 38 families are considered stable by not spending more than 30% of their income

on housing and their children did not have disruption to their education.

Chase Family Initiative – In 2016, EMCC worked with Martin Luther King Community Center

(MLKCC) to deliver income support, financial coaching, employment, and adult education services

to families receiving the On My Way PreK and PSP scholarships. From March 2016 to the end of

2016, financial coaching services were provided to 82 combined MLKCC/EMCC area residents

and targeted preschool voucher parents. Specifically, 55 are selected MLKCC/EMCC area

residents with 0-5 children of which 27 are On My Way PreK/Indy preschool Scholarship Program

recipients. The financial services included a number of tasks that focused on: current financial

assessment and planning to achieve goals.

B. Discuss the reach and outcomes of current programs that align with Great Families 2020.

1. Center for Working Families (inclusive of the Martindale-Brightwood Family Stability

Program, and Bridges to Career Opportunities. Since EMCC began operating this program, more

than 700 Center for Working Families members have received services; and 75 % have had at

least one key financial outcome; advanced their education or gained employment or better

employment. CWF members commit to a long-term relationship with EMCC. Services provided



include: workshops, one-to-one coaching, and group activities in the areas of financial literacy and

responsibility, income -support resources, and education and credentialed training opportunities.

2. Edna Martin Childcare Ministry - EMCM is a Level 3 Paths-to-Quality rated facility offering

childcare services for families with children ages 6 weeks to 2 years old as well as kindergarten

readiness for youth ages 3-5. The curriculum focuses on the developmental and social skills

needed for successful kindergarten entry. There are currently 66 enrolled in EMCM. 2017 plans for

EMCM are to move to Level 4 PTQ rating and to begin using ISTAR KR assessments.

3. Leadership and Legacy Academy - The Leadership and Legacy Program focuses on social,

academic, and civic achievement through an array of programs and services for students in grades

PreK through 12. The program offers year-round youth services through after school and weekend

Out-of-School time, as well as summer activities. Specifically, during the school year the Center

strives to increase students' academic proficiency with focus on reading and mathematics as well

as Science Technology Engineering and Mathematics (STEM), via the NASA SEMAA program. In

2016, LLA had 11 PreK youth attending before care, aftercare, and out-of school programming at

LLA. Six successfully, entered kindergarten at various EMCC partnered schools. In fact, those who

transitioned to elementary schools are still apart of LLA programming as school-age youth

participants.

In addition to EMCC’s work, it is important to stress the accomplishments of EMCC’s

contracting partners that will be working alongside EMCC to implement the GF2020 initiative.

RecycleForce is a 501(c) 3, social enterprise offering some of the most comprehensive and

innovative recycling services around while providing life-changing workforce training to formerly

incarcerated individuals. Located in the heart of the Near Eastside area, RecycleForce exclusively

serves offenders. Serving its first cohort in 2005, since that time, more than 1600 offenders have

been served through the RecycleForce’s social enterprise. At least 80% of the clients serves come



from the Near Eastside. Given the population served by RecycleForce this organization will serve

as one of the anchor partners for the GF2020 as it is currently actively involved in the Near

Eastside Plan; working with others to address two of the five goals. The organization is also

involved in the Promise Zone.

PACE is another FES partner and also a CWF site with significant experience working with

formerly incarcerated adults. Established in 1960, the organization has evolved over the years and

honed its focus on helping offenders, ex-offenders, and their families to lead productive and

responsible lives in their community. Providing workforce development training including its fast

track employment program, PACE serves than 5,000 individuals and families each year. In 2016,

PACE served 1335 individuals living in the Near Eastside.

C. Describe the environmental context in which your organization(s) and programs operate (i.e., the neighborhood, its demographics, culture, and political dynamics).

EMCC does not have a traditional catchment area and uses a transportation boundary.

Typically, EMCC’s clients reflect African Americans and Hispanics individuals and families living

somewhere within the Near Eastside of Indianapolis. The clients served often live in some of the

area’s higher crime neighborhoods, experience chronic unemployment and poverty.

Consistent with the data including in the United Way’s grant application, it is clear many of the

households served by EMCC reflect high levels of toxic stress and behavioral health concerns.

Some families have lived in generations of poverty. The majority of EMCC’s clients are women

ages 25-35 with children. Sadly, many of the families served have experienced at least one parent

being incarcerated or living outside the home. These families continue to struggle financially as

skill levels and work experiences of the adults are significantly deficient; many of the clients do not

possess a high school education.

EMCC recognizes there is a long history and culture that exists in many of the neighborhoods it



serves. Using an asset-based approach, EMCC works to understand existing assets, social capital

networks that help define the community’s culture. For example, if resident leaders are hosting

community events, EMCC will work to promote its offering within these events versus only

scheduling its own events. EMCC believes residents must view it as a credible and committed

resource. This requires sitting at the tables of other groups (resident associations, coalitions and

networks) and showing support, while helping to build capacity when necessary.

D. Discuss your approach for annually serving 100-175 families with young children (i.e., a

minimum of 100-175 young children and 100-175 parents/guardians) in one or more targeted neighborhoods in an integrated and comprehensive fashion including how participating in Great Families 2020 will help expand and improve current reach and results. Outline key steps/actions, you will take to plan and implement services.

EMCC and its contracting partners are prepared to annually serve 100 families with young

children, 0-5 living in the Near Eastside target area. The GF2020 initiative will provide EMCC and

its contracting partners the resources to expand their respective capacities and solidify the various

networks to address a range of needs affecting the overall health of participating families (custodial

and noncustodial parents). Building on the goals identified in the Near Eastside plan, service

providers, and other community stakeholder will work with the partners under the GF 2020 initiative

to build a more integrated service delivery system to reach more families residing in the Near

Eastside.

To reach the target of 100 families served, each partner will do a self-assessment to identify

eligible families (those with children age 0-5 in ECE facilities) that are receiving services, but not

integrated services, to enroll in the GF2020 initiative. Edna Martin Childcare Ministry, a level 3

Paths-to-Quality center, currently has 62 young children enrolled with 30 from the target

neighborhood. EMCC will look to open a second site for older pre-school children in the new

Leadership and Legacy facility. An additional 20 seats will be made available for children turning 5



years and those who miss the age cut off for school entry. Therefore, under the combined EMCC

ECEs, residents of the Near Eastside will fill 50 potential spots.

To reach the remaining 50 slots, EMCC has worked with many other PTQ Level 3-4 ECEs on

the near eastside. Those include: Auntie Mame’s, Kingsley Terrace, Immanuel Baptist Church

Childcare, Eastern Star and others. EMCC also has a 10-year track record working with local

schools using a two-generation approach. Therefore, EMCC will look to work with IPS schools

(with ECE programs – tentatively school 42, 51 and 56) and local ECE providers with families who

reside on the Near Eastside. EMCC has a long-standing agreement with IPS schools to deliver

services for the entire family unit. It is currently a 21st Century Community Learning Center for

schools 48, 42, 51, 88; and youth program partners for schools 51, 56, 69 (Kindezi), KIPP,

Paramount and others.

E. Discuss how you will recruit families with young children and engage both adults and children in your integrated service delivery model.

Parents of the preschool children (identified as eligible for this initiative) will be invited to enroll

in one of the three FES locations: EMCC, PACE, or Recycle Force. PACE and Recycle Force will

also work to identify parents in their programs who may also be eligible to participate (these may

be the noncustodial parents) of children 0-5.

In addition, to ensure there are sufficient numbers of families interested in participating in the

program, the partners will jointly publicize the program in the community using social media and

community events. Through marketing efforts, the partners will highlight program benefits to

families living in the Near Eastside. All calls/communication requests regarding the program will be

coordinated by EMCC. Working with the FES partners, enrollment workshops will be conducted to

invite families to participate in the program. At these workshops, partners will use a cross-agency

intake form to collect required data.



Once families have been identified, case managers will discuss expected roles and

responsibilities with adults. Each partner will have case manager(s) who will be responsible for

assessing the families to determine needs, interests, and potential challenges that could hamper

their progress (housing, transportation, childcare, food, etc). A Family Service Plan (FSP) will be

developed with the family and monitored by the case manager. Based upon strategies within the

plan, families will be routed to the appropriate agencies to either start or continue with FES, ECE or

wraparound services. If a family decides not to participate in the program, they will still have access

to the full range of services available by providers in the community. No family will be denied

access to resources.

The case managers will be responsible for monitoring the progress of each participating family,

coordinating with internal staff and external service providers for needs that cannot be addressed

internally, and tracking the overall progress of the families. The case management function serves

as a critical expansion of the coaching provided under the CWF as it helps create a connection

between services provided by one or more of the partners as well as other support services.

Individuals serving as case managers will be expected to either possess or obtain training in the

use of appropriate assessment tools.

F. Discuss how your approach to providing early childhood education and family economic stability interventions adheres to the preliminary evidence described in United Way’s approved Great Families 2020 application.

In operating its Child Care Ministry, EMCC provides high quality early childhood seats for

community residents. Designated as a Level 3 PTQ site and On My Way Pre-K provider. With 66

seats available, EMCC’s childcare center operates with a staff of 10 individuals who possess the

appropriate CDA and early childhood degrees. The main site located at 37 Place, allows parents

convenient access to various wraparound services available in the building. The second childcare

location is about 1 mile from 37 Place and focuses on serving children ages 4-5 but, not yet in



kindergarten. The goal in working with this subset of children includes ensuring these children

receive the necessary education to become kindergarten ready. EMCC is currently working to build

out this center to serve the full range of children.

Area schools and other ECE providers in the area will fill additional seats. Given the demand

for additional seats, EMCC recognizes the fastest strategy for providing more seats requires

building a stronger network of diverse ECE providers that can take additional children. Professional

development services to advance to capacity of ECE providers to move up in levels and expand

their operations will be a high priority for the GF 2020 initiative. EMCC will hire a staff person who

will be responsible for the professional development of EMCC staff as well as peer support for

other ECE providers. This person will be tasked with: (1) building consensus and strengthening

relationships among ECE providers in the area to meet community goals; (2) exploring ways to

lead the development of innovative strategies to ensure the needs of children are effectively met;

(3) connecting providers to other resources to help them grow and move up to either a level 3 or 4;

(4) expanding the number of seats available; and (5) collecting data to track the number of children

participating in the program.

As a Center for Working Families (CWF) and a Bridges to Career Opportunities (BCO) site,

EMCC has delivered integrated workforce development services for 5+ years. As a CWF, the

agency offers core services of employment, income supports and financial coaching. In addition,

EMCC added LISC’s Bridge to Career opportunities component. This enables EMCC to connect

individuals with opportunities to "skill up" and obtain more sustainable employment opportunities.

EMCC also incorporates hard skills training into the service delivery model offering a true

contextualized bridge program.

EMCC is intentional in providing services to meet the condition of the client. The layering of

services, hard skills training, soft skills training, HSE/ABE, income supports coaching, financial



coaching and employment coaching will deepen the impact for the clients we serve. In addition, to

the layering of services, we are exploring offering participants paid internship or On-the-Job (OJT)

opportunities. Participant feedback informs us that program retention can be impacted due to the

participants need to “survive”, which causes them to prioritize work or seeking employment, over

skills training. In most cases, youth and adults need “survival” income in order to stabilize enough

to get to the next level of training and employment. Our training model is based on the concepts of

work; showing up, completing the required tasks, managing and recording time and receiving

“compensation” as a result. Not paying to learn but earning while you learn, creating a paid work-

based experience.

Participants are screened for benefits at enrollment, however, the income supports and

financial coaching relationship allows participants to be proactive when situations arise with their

budget and allows to engage in “crisis control” while participants are within their first six months in

program. We are able to utilize access to public benefits such as FEMA and EAP along with our

own internal benevolence funds to assist those when a barrier to training or employment arises.

G. Discuss strategy for applicant organization to provide or contract for wraparound services related to other components of the Aspen Institute's 2-Generation model (i.e. Toxic stress, Economic Empowerment and Social Capital) to support family stability efforts).

Experienced in working with the target population, EMCC and its contracting partners

recognize the various challenges families experience that threaten their survival on a daily basis.

Adults cannot focus on improving their education and employment if they are concerned about

housing. Children cannot learn if they are stressed due to frequent moves, lack sufficient clothing,

and limited food. In addition, families often face tremendous stress when a family member with

mental or behavioral health issues goes undiagnosed or treated. For some families, inappropriate

behaviors from children or adults may the ‘household norm’ or people are too embarrassed to seek



help. The case management function will now allow trained professionals to help other ECE and

FES staff identify children and adults warranting wraparound services.

EMCC maintains long-standing relationships with behavioral health providers including Capital

City and Brooke’s Place for toxic stress/mental/behavioral services. These organizations will work

with the GF 2020 team to help build staff capacity to become more aware and informed in

determining if a child or adult needs further screening for behavioral health services. Relative to

behavioral health services, for more than 15 years, EMCC has currently offers weekly substance

abuse prevention meetings, shared space, and personnel with other nonprofits. In addition, EMCC

provides quarterly parenting support sessions and working with Brooke’s Place, provides grief

counseling support on a weekly basis. EMCC will explore the possibility of getting wraparound

providers to co-locate at Recycle Force or Pace to expand the reach of these services. EMCC will

be intentional in seeking out additional wraparound service providers who can further assist

families.

Recognizing the importance of economic empowerment, EMCC and RecycleForce will

leverage their expertise as operators of social enterprises to help individuals who may want to

explore entrepreneurship as an alternative source of income. Should families require housing

services (temporary shelter or ultimately to purchase a home, they will be referred to King Park

CDC. EMCC also can offer families the opportunity to establish an Individual Development

Account (IDA) or Twin Account to assist with savings for future investments. EMCC will continue to

provide families with access to its food pantry. Ultimately, in building a network of providers who

can work with families, EMCC anticipates more families will remain in the program.

While the neighborhoods in Near Eastside may have severe economic challenges, EMCC

believes the level of social capital is very high. There are several organizations including resident

associations and faith institutions are working to help improve the conditions of their



neighborhoods. Helping families build their social networks begins with helping them understand

and recognize their current level of social capital through relationships with existing friends, family

members or other residents in the area. EMCC and its contracting partners will help families build

their social capita by working with other stakeholders to convene town hall meetings (information

sharing and networking opportunities), encouraging families to participate in community-wide

events (networking and engagement) and work with other community providers to conduct mini-

resident leadership/civic engagement training sessions for families as well as other interested

residents (engagement and capacity building).

H. Present a program logic model that illustrates your proposed program’s path to achieving the outcomes delineated in Section 1.2.

The logic model has been uploaded as a separate attachment. I. Discuss the qualifications and roles of program staff

EMCC has assembled a team of individuals to implement the GF2020 initiative. Several of

EMCC’s employees are currently working on either the ECE or the CWF programs and will devote

varying percentage of their time to this initiative. A new GF 2020 Project Director will be hired to

guide the overall project as well as 3 case managers. The project director must possess previous

experience managing collaborative initiatives similar to GF 2020 as well as strong facilitation and

project management skills and experience. This person will be responsible for working with the

EMCC’s department leader as well as the contracting partners to gather data required for

reporting. All EMCC staff must complete a mandatory background check. A job description for the

project director has been included as an attachment. The following are the key positions guide this

initiative.

Employee Name

Department % of time to project

Function & Qualifications

Tysha Chief Executive Overall oversight and accountability for EMCC



Employee Name

Department % of time to project

Function & Qualifications

Hardy- Sellers

Officer programs and services. Contracting authority. Community QoLs leader. Tysha has a Master’s Degree in Sociology and more than 25 years of experience in business operations, communications industry, and community development.

Open Position

GF 2020 Project Director

Act as lead convener mobilizing and unifying the Near Eastside around the goals set forth for GF 2020. This will include leading the development of innovative strategies to ensure outcomes for this initiative are met.

Victoria Downs

Chief Financial Officer

Fiscal oversight MBA in Accounting, over 10 years of experience. Extensive and diverse financial experience in public and private sector. Expertise in auditing, forensic accounting, general ledger analysis, controllership, financial procedures/reporting.

Tawnya McCrary

Director of Workforce Development

Oversees outcomes for all education and coaching supports. Has an MBA in Human Resource Management and over 30 years of work experience with 16 years of working with Nonprofit organizations and 5 years of managing the MBCWF.

Alex Hall Director of Early Childhood Education

Responsible for compliance, service delivery, development to Level 4 ECE, oversees classroom environment and director level participation

Immanuel Ivey

CWF Program Manager

Immanuel Ivey has a Master of Science in Human Resource Development. He possesses over 15 years of work experience in business development, financial coaching, and youth mentoring. He has experience in case management/curriculum facilitation.

In addition to EMCC’s team, Recycle Force and PACE will provide the appropriate staffing

including FES coaches and case managers to support their respective case loads. To build a

seamless network of resources for families, a GF2020 Working Group will be established. While

EMCC will assume financial and administrative oversight of the grant, the success of the initiative

requires the collective wisdom from all participating organizations. Each organization will be

required to send a representative to the working group meetings. These meetings will serve to

regularly assess the overall process, implementation strategies and if necessary, develop new

strategies to improve outputs and outcomes.



II. EVALUATION CAPABILITIES

Since 2010, EMCC has worked with an evaluation firm to collect high quality, client level program

data (qualitative and quantitative) throughout multiple program phases. An example includes

EMCC’s work with Limelight Analytics for the Department of Education’s 21st Century Community

Learning Center program. Other examples of data management experience includes Center for

Working Families and Bridges to Career Opportunities data which requires collecting data relative to

adult basic education, vocational training, and employment metrics in addition to credit status and

debt to income ratios. The report is then used to analyze the correlation of increased education and

targeted skill building with successful employment attainment and retention. United Way and the

Federal government use this data to monitor for compliance throughout the year.

EMCC also serves as a partner in the administration of basic needs funding from the Energy

Assistance Program, Community Development Block Grant, and Federal Emergency Management

Association. Each of these federally sourced funds are evaluated for compliance on a annual basis

by external sources including John H. Boner Community Centers, City of Indianapolis, and United

Way of Central Indiana.

EMCC has two staff members who oversee data collection, security, and analysis. Performance

information is consistently collected and reviewed. The performance data is also evaluated and

shared in staff during program meetings in order to analyze the effectiveness of programming.

Currently, EMCC uses ETO to capture data for the CWF. The data produces quantifiable reports

used for board-level planning and as well as for funder reports. If awarded a GF2020 grant, EMCC

will increase its data collection and analytic capacity by adding a program director position that would

have data collection and analysis responsibilities. The individual will be the direct contact with the

external evaluator. EMCC commits to capture and record program data that will be imported into



United Ways' data integration system. Data source files that are used to enter information into the

management systems are kept in secure, locked-storage areas. EMCC has a data retention and

destruction policy, which outlines the procedure and compliance requirements for all documents

collected and maintained by the agency.

III. ORGANIZATIONAL CAPACITY

B. Describe the organization’s readiness and capacity to successfully implement Great Families 2020. EMCC and its proposed contracting partners stand prepared to execute the GF 2020. Given

EMCC’s status as a current ECE and CWF provider and the other proposed ECE, FES and

wraparound service providers, EMCC anticipates a nominal ramp-up period to move the project

forward. The board and executive-level leadership of EMCC recognize the significance of this

initiative and have committed significant match resources. Ms. Tysha Sellers, Chief Executive Office

will serve as the overall administrator of this grant. This will ensure ongoing continuity between the

board’s interest in this initiative and the day to day activities managed by the project director. As part

of the overall administration responsibilities, Ms. Sellers will be responsible for monitoring the quality

of services provided, participating in the GF 2020 Working Group meetings, and working with the

project director to make sure all programmatic, administrative, and financial responsibilities are

addressed in a timely manner.

Guided by a strong and committed board of directors, over the past two years, EMCC has raised

slightly over $8 million through grants and donations in support of a variety of initiatives. Given our

grant income, the Center has maintained the ability to secure and comply with local state and federal

grantors including but not limited: to the Department of Housing and Urban Development via

Community Development Block Grant Funding; U.S. Department of Education Funding, through our



21st Century Community Learning Center; and the Department of Labor. Some of our strongest

partners include: United Way of Central Indiana, American Baptist Churches, USA, the City of

Indianapolis, Lilly Endowment, Central Indiana Community Foundation, Nina Mason Pulliam

Charitable Trust, IUPUI, the Siemer Institute for Family Stability, Local Initiatives Support

Corporation (LISC) and the Indiana Department of Education. Through all of its grants and

contractual arrangements,, EMCC has met all compliance and performance outcomes necessary to

maintain and ultimately grow resources to carry out our long-term mission and vision.

C. Discuss your track record in sustaining and institutionalizing programs that were launched with grant funds or other types of “seed” money.

The GF2020 initiative aligns with the EMCC’s strategic plan. The plan includes funding to

expand high quality early childhood development options and wraparound supports for families to

ensure successful school entry and growth and develop that leads to financial secure futures. As a

result, EMCC has invested in expanding its ECE and youth facilities to offer additional high quality

PreK seats using a fee-for-service approach which will help with the reinvestment into the GF2020

program. ECE services were re-introduced to EMCC using a PNC Grow Up Great Grant to start

“PreK Cool Camp” in 2010. With the grant, EMCC was able to develop the Edna Martin Chilcare

Ministry. Today, EMCM is a level 3 PTQ facility. EMCC is now position to open a new facility.

EMCC projects that by 2020, at least $250,000 will be earned income from its existing and new

ECE site that can be reinvested in programming. Additionally, as a funding diverse center, EMCC

will continue to raise funds from its individual and group donor base. It will be intentional in

directing this unrestricted funding to efforts that support families with young children. EMCC will

also continue to identify grants that fit its mission and service delivery model.

EMCC has experience sustaining and institutionalizing programs launched with use of seed

money. Examples include Village Works mentoring program, Keystone Catering social enterprise;



and the Academic Support Center which received grants in 2008 that launched the programs

which is has in existence today.

D. Document your institutional commitment to the project.

Please see the attached letter confirming EMCC’s institutional commitment.

E. Submit an initial plan for raising the required match for the three-year program period that identifies potential match sources and describes your general approach to planning for program growth and securing long-term financial support.

EMCC will continue to use its undesignated individual and group donations, revenue generating

sources-- childcare fees, Keystone catering, workforce fee-for-services; and layering of multiple

year grant funding (UW base allocation; private foundation support) as a match for the three-year

program period. Additionally, EMCC looks to expand childcare services to generate additional

revenue within the 2017-2018 and 2018-2019 program years. We project additional revenues

being $250,000 to support aligned efforts such as GF2020. This would be in addition to grants

projected to be available over the next three years in which a percentage can be used towards this

project. Additional grants may include Seimer ($50,000); Youth Employment Services ($75,000)

and Children in Poverty ($15,000), and potentially the UW base allocation.

IV. COMMUNITY COALITIONS

A. Demonstrate participation in key community coalitions that are authentic and meaningful to the neighborhood(s) that is/are proposed to be served.

EMCC remains committed to improving the lives of children and families living in the Near Eastside

area and understands community coalitions serve an important role in advancing new plans,

strategies and programs. EMCC assumes different roles and levels of engagement to connect and

advance the work of other initiatives targeting the Near Eastside. Over the years, EMCC has



assumed leadership positions within or supportive of coalitions at the cooperation, coordination,

collaboration levels. EMCC also participates in the various QoL plans. The following summarizes

EMCC’s current work in the community relative to different community coalitions. It is the

expectation of EMCC’s board and executive leadership that EMCC will continue to increase its

involvement with the Near Eastside QoL plan to ensure the work proposed under the GF 2020

initiative is fully aligned with the goals in the QoL plan.

Cooperation – (Safety) Relative to community safety, EMCC recognizes that IMPD’s High Crime

Rate Focus area is 38th & Sherman. The target population for services includes individuals who are

most at risk to re-offend in this area. EMCC supports this objective and the work of IMPD by

making available its current range of wraparound services to this population. EMCC anticipates

continuing to cooperate with IMPD to ensure at risk individuals continue to access its services.

Coordination – (Education) EMCC is involved in helping to coordinate the work between Learn

Indy East plan and the Northeast Corridor QoL (LISC approved plan within NE site). Currently,

EMCC serves on a taskforce and uses an AmeriCorps representative for its youth programming.

EMCC would anticipate bringing on additional AmeriCorps representatives to support its ECE 0-5

programming. EMCC will also continue to support the Learn Indy plan – particularly as it pertains

to its objective to increase successful PreK and school age academic and behavioral outcomes.

Collaboration- EMCC participates on a number of collaboration focusing on Family Strengthening,

Safety, and Education. For the Martin University Education Zone, this collaboration works to

ensure all Near Eastside residents have access to education, healthcare, and social services in

order to successfully enter into age-appropriate education options. Target population of the

initiative is 0-25 years old. EMCC specifically shares staff to target families with children to

increase school readiness and achievement as well as locations and transportation.



As for the LISC Northeast Corridor (included in Near Eastside) QoL Coalition, this collaboration

focuses on helping job seekers receive the necessary services including adult education,

credentialed training options; job placement and advancement assistance. EMCC provides shared

staff, locations, and resources to train and place students of industry based vocational training in

support of this collaboration.

Relative to family strengthening, EMCC along with RecycleForce are part of Work Indy East.

The plan objective being address includes: Increasing skill, education, and financial management

capacity of families so they will be economically secure (NE QoL Priority 1- Section 4.1.1.; 4.2C;

4.3.2). EMCC works to provide expanded capacity and options for Near Eastside residents for

vocational training options provided by EMCC and Bonner through respective Center for Working

Families and Bridges to Career Opportunities. In addition, EMCC provides additional basic need

support through food pantry and emergency services such as Energy Assistance Program, FEMA,

and Emergency Shelter Grant. Lastly, in regards to safety, EMCC seeks to connect to this

collaboration given the supportive services it offers to support the Safe Indy East plan. For

example, given the plan objective to reduce crime through relationships with IMPD and the court

system; providing interventions such as monitoring and increase family support to deter recidivism,

EMCC offers a range of supportive services to help individuals and families. Specific services

include: substance abuse intervention; domestic violence support; parenting support; grief

counseling support.

Response to GF 2020 Questions EMCC

1 January 25, 2017

1. In recruitment, enrollment, and data tracking, how will you ensure that participants are living in the target area and not another portion of EMCC’s service area?

Recruitment: Using an informational flyer with an interest form, and online sign up, program partners will assist with publicizing the effort with specifics to adult education, job placement, and entrepreneurship opportunities for adults (with children 0-5 years old) using the Center for Working Families and LISC BCO models. Our strategy for recruitment also includes gaining referrals from other agencies in the target area. This includes schools with childcare services such as School 51 and independent childcare facilities with families from the target area. EMCC has experience with this approach in its Seimer Family Stability program. After consultation with the school principal, key in-school staff helped EMCC communicate the initiative to eligible families. Additionally, it should be noted that part of our immediate service area is included in the Near Eastside boundaries. Enrollment: The data from all sources will be submitted to EMCC for processing and boundary check. This will be done by using the street boundaries and Census Tract data provided by the SIF team. Each interest form address will be entered into the US Census Geocoding system if another tracking system is not available at the local level. The system provides Census Tract data that can be matched with the SIF grant eligible tracts. After eligibility is established, those potential clients living within the boundary will be invited to an information session to begin the enrollment process. We will distribute forms requesting general as well as project specific information to collect data needed for the GF2020 initiative. Families determined to live outside of the target area will continue in the normal enrollment processing for EMCC or will be referred to other agencies depending on their specific needs. Data tracking: We measure our progress by utilizing Social Solutions Efforts to Outcomes (ETO) software. We keep detailed records and have a process to ensure that all data related to service as well as program support are documented in ETO and placed in source file. This performance information is collected and reviewed weekly and on call as deemed necessary. The performance data is evaluated and shared in staff and program meetings, which produces quantifiable data for weekly, monthly and yearly reports used to project reports to EMCC Board of Directors as well as Funders. Data for the GF2020 group will be identified in ETO under a GF2020 program code. The family function in ETO will be used to ensure the family unit goals are defined in the system for reporting purposes. We have staff onsite who have over 13 years of experience utilizing ETO including data entry, data management and report analysis. 2. How will you recruit Near East families to participate? How will you keep them engaged

over time? How will PACE and Recycle Force meet their numbers given their population of mainly non-custodial parents?

EMCC feels confident the target number of families will be identified through it existing childcare centers, CWF along with our school network and referral partners. We are also committed to continuous outreach communications to other community and faith-based


2 January 25, 2017

organizations operating in or serving the Near Eastside to make them aware of this program. The numbers proposed for PACE and Recycle Force were developed based on an analysis of their current portfolios and an estimate of the population they believe will meet the criteria to participate. As with any program, the team recognizes it must have multiple avenues to identify a pool of client beyond the required goal. Both of the partners understand their financial compensation for participating in the project will be based on the actual number of clients they serve. We will keep families engaged by offering incentives for each step of progress on the Individual Service Plan. Edna Martin Christian Center will assist unemployed or underemployed adult head of household individuals who are age 26 and over, who have at least one dependent child. We will combine parent/family engagement with adult learning as a part of the family sufficiency attainment process. The priority will be to align potential participants with Center for Working Families (CWF) and Bridges to Career Opportunities (BCO) in order to provide opportunities to obtain soft skills, Occupational Skills training leading to certification in a desired career track and employment coaching to maximize employment engagement prospects. We will utilize private individual funding as stipend based “Earn While You Learn” to help program participants eliminate barriers. Participants can earn income supports or stipends during training to provide barrier stabilization in order to allow them opportunity to fully engage in program without having to worry about how to take care of their basic needs the first month of training. This approach is also used by Recycle Force. Barrier removal incentives such as housing supports, connection to childcare subsidies, transportation assistance are offered by all FES partners are will be included as a benefit to enroll. As far as regular communication, the case manager and CWF coaches will contact the participants on a monthly basis. The contact will be used to check up on goals, opportunities, and challenges. Also, participants will be invited to scheduled family nights and community events to ensure the families are engaged in community building. This also expands the resource base and strengthens the community network. 3. Do you understand the procurement process for contractors? Why did Pace and Recycle

Force decide to partner as potential contractors instead of sub grantees? After thoroughly evaluating the RFP and its requirements, all three partners concluded the most appropriate structure to implement the GF 2020 required having one lead partner and multiple contractors (partners). EMCC believes PACE and RecycleForce add an important dimension to this model in striving to serve the entire families including noncustodial parents. Many of the clients served by these two organizations have been incarcerated and/or may be the noncustodial parent of the child being served. Although both organizations operate very successful programs in reaching this specific population, given the full scope of the GF 2020, the range of services most closely aligns with the services already being provided by EMCC. From an administrative perspective, the group concluded it was more efficient to have one lead


3 January 25, 2017

organization with multiple contracting partners to oversee the management of data and finances supporting the project. Given that EMCC is both a FES and ECE, this organization seemed the logical choice to assume this role. Recognizing the importance of implementing a comprehensive community initiative with local partners, the GF2020 Working Group will be established to ensure the partners are all working together to monitor/evaluate/refine strategies being deployed to achieve the stated outcomes. EMCC understands it will be required to issue RFPs for the subcontracts to be awarded. While the current partners have already pledged their support to this project including providing match dollars, EMCC will draft and issue a solicitation requesting specific requirements needed to achieve the outcomes stated in the application. All proposals received will be vetted to determine the contractors most qualified to provide the services EMCC requires for this engagement. 4. How will EMCC manage data needs across the entire project, including MOU partners and

contractors? During the planning phase after the award, EMCC and all of its contracting partners will meet to review the current intake forms used and work to develop a unified form to be used for this project. This form will allow EMCC to ensure consistent information is captured in EMCC’s ETO system. All partners will be required to submit monthly reports to EMCC documenting the specific services provided. 5. Please describe in further detail your approach to wrap around services that include

economic assets, social capital, and health/well-being. What interventions will be provided and what outcomes will be tracked? How will potential financial economic stability contractors gain the capacity onsite to integrate these services?

An inventory services revealed that the FES partners shares the following intervention strategies that will be documented towards achieving the desired outcomes: Outcomes from Logic Model: Families participate in financial strengthening programs Economic Assets-- housing, transportation, financial education, and asset-building, tax assistance, connection to child care subsidies, information and assistance with health insurance enrollment, and food assistance. Proposed Measurements:

# and type of income support services used

Financial value of each service

progress/achievement of wraparound goals in the Individual Service Plan - periodic reassessment/update of ISP with case manager

Outcomes from Logic Model: Families have an increased awareness and access to community activities and supportive services


4 January 25, 2017

Social Capital-- peer support; convener of events and opportunities to improve connections with family, friends, and neighbors; participation in community and faith-based activities; school and workplace contacts; leadership and empowerment programs; use of case managers or career coaches; social networks, such as cohort models and learning communities; and referral to mental health services Proposed Measurements:

# of events, workshops, case management contacts, participation in community events

Self-report (narrative) of self-efficacy based on strong, positive social network Outcomes from Logic Model: Families are connected to supportive services to address needs Health/Well-being-- Assessing families’ mental health needs and connecting families to supportive services Proposed Measurements:

# and type of health-supporting services used

Financial value of each service

# Staff completing Trauma informed care overview

# of Trauma Informed Care participants continuing to receive credential

EMCC is exploring use of a contract mental health therapist to assist families throughout the program. Additionally, all staff of partnering agencies and contractors will be able to attend professional development classes in Trauma Informed Care which may lead to a credential if the participants continue after the initial session. 6. What are your plans to attract the human capital needed for your new staffing roles?

EMCC will distribute the job descriptions throughout the Near East community including reaching out to other community and faith organizations to ensure residents have access to the openings. This will be done in addition to posting the job descriptions using Not for Profit news and other employment sites/publications. EMCC also uses a headhunter for special initiatives. After the resumes are received and a short list of candidates developed, a screening team, will help evaluate applications to narrow the list of possible candidates. When two finalists have been selected, a presentation will be required to ensure the candidates understand the needs of the community served and present ideas on how to innovatively reach the outcomes of the project. The team will score using a rubric. The final decision, based on the data and agency fit, will be made by the executive director.

7. For each organization, describe your match in further detail. What are the specific sources

of the unrestricted funds you intend for this purpose? Unrestricted funding used includes:

Private donors

Board fundraising and donations


5 January 25, 2017

Fee for service revenue from EMCC and Recycle Force

Documents

EXECUTIVE SUMMARY - Home - United Way Central Indiana › wp-content › uploads › 2017 › 07 › emcc... · EXECUTIVE SUMMARY Edna Martin Christian Center (EMCC) is a private