Proposal for Emerging Opportunities Program 2016

Deadline: 12:00 pm (noon) on Friday, March 18, 2016 LATE APPLICATIONS WILL NOT BE ACCEPTED.

Please limit your proposal and responses to the form and space provided. Any materials submitted in addition to this application form will not be considered in the evaluation of the proposal. Do not attempt to unlock or alter this form.

If you need assistance with this proposal or are unclear about how to respond to any questions please contact CDD staff at 266-6520.

Amount Agency or Group: Madison Community Collaboration $24,700 Requested: Title of Proposal: Darbo Rise Up Contact Person: Betty Banks Address: 414 Rethke Ave Telephone: 608 819-6200 E-Mail: [email protected] Is this Group a 501 (C) Yes or No If no, applicant will need to secure a fiscal agent with 501 (C) (3) (3)? No status Applicant Organization 2015 founded (Year): Name of Fiscal Agent Mentoring Positives (if Applicable): Fiscal Agent Contact Will Green Person: Project Description: Low Income Neighborhood Engagement Series ( Approx. 20 Words)

1. Emerging Need or Opportunity: (5000 characters) Please describe the emerging need or unanticipated opportunity that warrants City resources and attention at this time:

The purpose of Madison Community Collaboration (MCC) is to bridge residents, community-based organizations, non-profits, and city agencies to ensure youth and families from isolated communities have access to resources and opportunities. The Madison Community Collaboration model is building off the evidence-based practices of the City of Madison’s Harambee Center (1989-2010). Harambee, a collaborative between city and county agencies, non profits, and residents, has been attributed to reducing the infant morality rates in Madison during the 1990’s, fostering healthy relationship between communities of color and health care providers, and creating synergistic collaborations between non-profits, city agencies, and residents. After the release of the Race to Equity Report (2013), there is a compelling need for more collaboration between community residents, city agencies and local non-profits. The Madison Community Collaboration fills this emerging need.

The Madison Community Collaboration will focus its efforts on the Darbo community, which is one of east Madison’s most ethnically diverse and active neighborhoods. Similar to communities with a high population 1

of low-income residents, racial inequities and opportunities persist and make it difficult for families to break the cycles of poverty. There have been past efforts to improve the quality of life for residents in Darbo. For example, in 2014 city leaders and agencies and the University of Wisconsin Extension held forums and focus groups with residents. Most recently, the City of Madison DPCED Planning visited Darbo to discuss future development plans. In February of 2016, the City of Madison released its “Neighborhood Plan Public Input” and found the following regarding the Darbo: Weaknesses/Threats include: • Lack of resources to help neighborhood with basic needs • No full-service community driven neighborhood center in Darbo • Not able to help/get enough people to utilize the services provided • Lack of participation in available services • Lack of funding opportunities • Disparities between black and white high school students • Low graduation rate for blacks • Abundance of low-paying jobs in and around planning area Opportunities included: • County, City and the United Way coming together to help the community • Fiber optics will be in every household • College preparatory programming • Improving the capacity of various community resources

After years of planning, meeting, and investing led by outside agencies, poverty and inequities continue to exist. As noted above in the “Neighborhood Plan Public Input,” Darbo's residents have voiced their concerns of lack of opportunities, disparities, access, and isolation. There are plenty of positive and effective community-based organizations such as Joining Forces for Families, Mentoring Positives and the Salvation Army; however, these organizations and other initiatives lack the funding, capacity, and resources. Thus, there is an urgent need to reverse the access gaps and there is a great opportunity to help the existing community-based organizations and residents build capacity and attract new resources to assist with their ongoing efforts.

Now that listening sessions, town halls, surveys, and community engagements have taken place, it is time for a Darbo community-based initiative to take the lead to address the challenges and create opportunities for the families and children living in Darbo. The Madison Community Collaborative is a great approach to unite stakeholders, identify the issues, strategize to address and solve the problems, and plan to achieve results. MCC a is community-based collaboration working towards solving community problems with community solutions In January 2016, MCC opened its office in the Darbo community to begin leading a community collaborative effort between African American, Latino, African, and Hmong residents with city, county, and non profit providers.

2. Applicant Organization or Group: (5000 Characters) Please briefly describe the history and structure of your organization. Include information about staffing, your board and/or volunteers. Please describe any successes you have had in the areas of programming or the project described in this proposal.

Beginning in the summer of 2015, several local leaders, a community police officer, Community Ambassadors and residents met with community consultants to design and implement a collaborative approach to address the opportunity gaps that have been highly visible and outlined by the Race to Equity Report, Neighborhood Resource Teams (NRT), and United Way. This working group formed the Madison Community Collaborative (MCC), which is a community-based and community-led initiative that brings together residents, local non-profits, and regional agencies to provide opportunity, access, and stability to the Darbo community. The group wanted to implement a plan for the Darbo community that was results based and successful. After research and conversations with many experience community pratitioners, MCC adopted many of MCC’s principles, methods, and goals rom the Harambee Center.

In 1988, Mayor Paul Soglin recognized that there were gaps in services in the South Madison area. He proposed the idea of a collaboration that improved family support, healthcare delivery, and childhood education. A two-year study was conducted as well as community meetings. With the support of many residents and leaders (some Alders opposed the project), in 1990 the Harambee Collaboration officially began. It was located at the renovated Burr Oaks Bowling Alley on South Park Street and named the South Madison Health and Family Center-Harambee. Partners included but not limited to the following: community residents, Family Enhancement, South Madison Public Library, Head Start, City of Madison Public Health Department, Dane County Health Department, Access Health, Planned Parenthood, UW Family Practices Clinics, Saturday Free Clinics, etc. Harambee used a shared governance (Board of Directors, Consumer Council, Service Delivery Council, community members, etc.). Partners received cultural competence training and team building training. The model provided a comprehensive family support and health services delivery. The Harambee staff was supervised by the Public Health Department and consisted of a coordinator, bi-lingual outreach specialist and administrative support. A federal grant provided some funding for the staff. The staff was responsible for the day-to-day operations. The building was maintained by the City of Madison. The list of activities included: Get Out To Vote Campaign, Healthy Families Fair, Taste of Harambee, Plays, Gun Lock Giveaway, Dr. King Brunch and Celebration, Back to School Night, tours for US presidential candidates and delegations from South Africa, the Ukraine, and South America.

In attempt to try to recreate the success of the Harambee Center, the Madison Community Collaboration partners begin meeting in the summer of 2015. Based on recommendations, health will not be the primary focus for MCC. There are three specific areas: health, youth opportunities, family education and engagement. The backing and support of Mentoring Positives, Joining Forces for Families, the community police officiers, Access Health, Project Babies, residents, and countless other individuals, MCC begin hosting events, registering voters for the elections, hosting open houses, conducting visioning meetings, and inviting regional non profits to share information about their services.

3. Intended Service Population: (2500 characters) Please describe the intended service population (e.g., where they are located, ages, ethnicities, income ranges, English language proficiency etc.).

The Darbo community is located within a one-mile radius. The border streets include: Washington Ave, Clyde Gallagher Ave, Worthington Ave, Rosemary Ave, and Webb Ave. This community is comprised of mostly apartments and low-income housing. Census data and City reports often combine the Darbo and Worthington communities because of their proximities to each other and their relative small population sizes. According to most recent data (smART, 2014, close to 1300 residents live in the Darbo-Worthington neighborhood. Nearly 50% of residents live at or below the poverty line and 13 % unemployment rate, which is nearly 10% higher than the city average. However, majority of the residents who are impoverished poverty and unemployment resident in the Darbo community. Almost all data points from high school dropout rates, suspension disparities, and unemployment gaps are represented in the community. However, despite these negative reports, the resdients in the Darbo work very hard to overcome the challenges that they have no control over. Also the Darbo community is very diverse. There are many African American, Latino, and Hmong families residing side by side in Darbo. 3

4. Innovation: (5000 characters) How does this proposal reflect a new or innovative approach to the stated problem?

The Madison Community Collaboration is innovative and unique because it a community-based collaborative using the best practices and evidence-centered initiatives. One example is using elements from the Collective Impact theory. There is a plethora of literature written about the effectiveness of Collective Impact. Majority of the research and examples of successful Collective Impact models are dependent on large non-profits, school districts, government agencies, and philanthropic organizations coming together to focus their efforts on a common vision, align goals and targeted outcomes. Like many efforts, Collective Impact models may include a few community-based organizations but many leaders of color are getting frustrated with the implementation of Collective Impact because: “It is yet another example of the mainstream community discovering something that has been around for a long time, slapping some academic labels and concepts on it, positioning it as new, and then getting all the attention and resources. Long before CI came out as a formal concept, diverse communities were already working together, sharing information, creating coordinating mechanisms” (Why Communities of Color are Getting Frustrated with Collective Impact, 2015). Other reasons for the backlash include Collective Impact participants bypassing the people who are most affected by issues and engaging and funding larger organizations to tackle these issues, draining away money from grassroots organizations, and leaving the voices and ideas of folks of color out of the solutions.

The Madison Community Collaborative is unique because unlike top down Collective Impact models, the visions, goals, and outcomes are community-centered and specific to the Darbo neighborhood. Madison Community Collaborative understands that although some communities may have similar demographics (such as Allied, Meadowood, Northport, etc.), the needs, resources, and assets may be different. Thus, to be effective and community-centered the Madison Community Collaborative will not use the one size fits all model, instead implement a community-based approach or collective impact (with lower case “c” and lower case “i”).

Another distinguishing characteristic of the Madison Community Collaborative is its Harambee inspired principles. Harambee was one of the most effective service providers in Madison between 1989-2010. The center was a collaboration that improved family support, healthcare delivery, and childhood education in the South Madison community. Some of its accomplishments include: • Successfully serving both African American and Latino families • Developing a coordinated system and health and family support services • Becoming a practice site in the multi-disciplinary education of students in the provision of community- based health and family support services • Sharing expertise and knowledge with delegations from across the world • Building a strong community network and community residents • Drastically reducing the infant mortality rate

What made Harambee successful were the community-based principles guiding the participants, staff, organizations, and residents. The principles include: • Trust others who are knowledgeable about their neighborhoods • Provide opportunities for change to happen under the guidance of those who are working in their neighborhoods • Seek inclusion of those traditionally left out of the process and whose lives are most impacted by inequity • Build an understanding and actually visiting neighborhoods that need support and resources to uplift residents • Seek solutions that are outside of traditional practices

The Madison Community Collaborative is also unique because it focuses on one particular community using the assets, skills, resources, and people to directly address opportunity gaps and racial inequities. 4

Instead of depending on outside leaders and groups to determine the vision and plan for the community, the MCC is guided by a community advisory committee, several non-profit leaders, and community consultants.

5. Project/Program Goals: (5000 characters) Please describe the specific goals, objectives and intended measurable impacts of this program/project. Include the number of people you expect will benefit from this project.

The Madison Community Collaboration has outlined seven goals for its pilot year. The goals include:

GOAL 1: Develop and agree on an agenda, focus area and shared outcomes to guide their collective efforts.

Objective: By May 30, 2016, the MCC will have created a shared vision that will guide residents, organizations and others who bring resources, information or education to the Darbo neighborhood.

Measurement tools: Notes from visioning sessions, attendance logs, completed vision statement

GOAL 2: Draft a Community Collaboration Agreement to ensure fair participation and a commitment from partner organization.

Objective: By May 30, 2016, the MCC organizations will have agreed to expand its collective efforts that will strengthen families and build capacity in the area’s most isolated and under-served neighborhoods.

Measurement tool: Signed Memorandums of Understanding, meeting notes

GOAL 3: Establish a team of Outreach Advocates who will connect with residents and build relationships.

Objective: By December 31, 2016, at least 150 residents will have been contacted and are aware of the MCC.

Measurement tool: contact logs

GOAL 4: Provide opportunities for families and individuals to become more aware of resources from the wider community that will be beneficial to them.

Objective: By December 31, 2016, at least 30 families and 75 individuals will report and increase in knowledge about resources in the Madison area.

Measurement tools: sign-in logs, pre/post surveys

GOAL 5: Provide opportunities for families to strengthen their families.

Objective: By December 31, 2016, at least 40 families will attend playtime or parenting sessions and will report increased competencies because they have learned more about issues that affect their families and have used that information for the well-being of family members and for the betterment of their neighborhood. Measurement: sign-in logs, pre/post surveys

GOAL 6: Provide a welcoming space for families and residents to access and to receive resources and information.

Objective: By December 31, 2016, at least 200 residents will have attended an open house or come to the MCC office seeking information and assistance.

Measurement tool: sign-in logs

GOAL 7: Create activities and events that promote community building and give families and residents opportunities to improve their neighborhood.

Objective: By December 31, 2016, 8 community events will be planned and implemented by residents.

Measurement tools: sign-in logs, pre/post surveys

6. Program/Project design: (5000 characters) Please describe structure of proposed program or project, hours of service/schedule, staffing, curriculum or project/service structure, etc.

The Madison Community Collaborative in partnership with Darbo residents and others will engage in community building and provide education/information and activities that support families and individuals. This core group will: • Seek inclusion of those traditionally left out of the process • Trust others who are knowledgeable about the neighborhood • Introduce the voices whose lives are most impacted by inequity Outreach will be conducted in the neighborhood to ensure that residents: • Can share their ideas and participate in the creation and implementation of programs • Are aware of MCC’s presence in the neighborhood • Can participate in activities designed to support them Since February 2016, outreach has been taking place at the Salvation Army Food Pantry and door-to-door engagement has been productive. Recently we met with more than 20 families (African American, Latino, and Hmong). Voter education, information and registration is another activity that is taking place. An MCC active member has been deputized and has registered residents. Education about the importance of voting and information about what is needed to vote gives residents an opportunity to exercise this right.

Each Friday afternoon from 12pm to 3pm residents are welcome to drop in the MCC office and have refreshments and conversation with a staff of volunteers who coordinate activities. This is an opportunity for sharing ideas and joining a work group. Work groups are assigned an activity that they plan and implement. The following are activities in the planning stages for the months of April-June: • Job Fair • Resource Fair • Community Baby Shower • Flea Market Each Workgroup will have at least 5 participants and they will be given guidelines that act as a roadmap.

We have learned that unemployed and underemployed residents want jobs, and need assistance in resume writing and interviewing skill building. A retired Event Planner will be working with the Job and Resource Fair groups.

The Community Baby Shower will be guided by Project Babies, a local non-profit. Parent Advocates connect with residents in planning this event that provides baby items and information about the care and nurturing of babies and young toddlers.

The Flea Market Workgroup will be guided by a retiree whose hobby is collecting interesting and useful items from second hand stores. She is skilled at repurposing and will mentor those interested in learning more about her hobby. The Market will be free and is a creative outreach technique. 6

Workgroups for July-December activities will be staffed by April 15 and planning begins May 15.

Residents have talked about the need for the creation of more youth activities and specifically, activities for girls. A workgroup of young people will be created. Mentoring Positives will play a major role in this initiative. Participation in these Workgroups builds a sense of ownership, creates informal networks of support and for some new skills are gained. The neighborhood is strengthened because of the education, information and resources that are brought to residents. Activities for families with babies and young children will be guided by Project Babies and will include: • Play, Learn, Grow Sessions • Playtimes • Family Coaching • A Baby’s Closet that is located in the Darbo neighborhood. This closet will be managed by a PB Parent Advocate Neighborhood celebrations, cookouts and other activities will be created and implemented by residents with assistance from MCC. These events are important for building community, creating safer spaces and demonstrating to children and youth the importance of leadership in the neighborhoods you call home.

The Madison Community Collaboration will have a Community Vision and Planning Team that is comprised of two residential youth and two residential adults. Thes youth will be paid a stipend of $100 a month for 10 months and the adults will be paid a stipend of $150 a month for 10 months. There also be a Commmunity Outreach Specialist working 10 hours a week for $15. This team will guide the working groups and community partners and organizations.

7. Community Engagement: (2500 characters) Please describe how community, residents and program and/ or project participants were engaged in the development of this proposal.

As stated earlier, beginning in the summer of 2015 several local leaders, a community police officer, Community Ambassadors and residents met with community consultants to design and implement a collaborative approach to address the opportunity gaps that have been highly visible and outlined by the Race to Equity Report, Neighborhood Resource Teams (NRT), and United Way. This working group formed the Madison Community Collaborative (MCC), which is a community-based and community-led initiative that brings together residents, local non-profits, and regional agencies to provide opportunity, access, and stability to the Darbo community. The group wanted to implement a plan for the Darbo community that was results based and successful. After research and conversations with many experience community pratitioners, MCC adopted many of MCC’s principles, methods, and goals rom the Harambee Center. This proposal is the thoughts, ideas, vision, and input of many years of meetings, forums, and most recently action groups. Receiving funding from the City will give the community hope and build trust that the City agencies listen and are equitable

8. Collaboration: (2500 characters) Please describe the level of involvement with other service providers, schools, funders, government bodies, or other public or private stakeholders in the development of this proposal and its expected implementation.

Beginning in the summer of 2015, several local leaders, a community police officer, community ambassador and residents met with community consultants to design and implement a collaborative approach to address the opportunity gaps in the Darbo community. Based on meetings with MMSD, Race to Equity, Access Health, City Council members and the local non profits in Darbo such as Mentoring Positives, JJF, The Council for Latina Families, Salvation Army, and Darbo residentts, this proposal is the product of solutions and ideas presented.

9. Proposed Timeline for Implementation:

Estimated Start and Completion Activity Dates Create a shared vision that will guide residents, organizations and others who bring resources, information or education to the Darbo May 30, 2016 neighborhood and draft a Community Collaboration Agreement to ensure fair participation and a commitment from partner organization Finalist the working groups and community vision and planning team June 30, 2016 which will be comprised of 3 adult residents and two youth Outreach Advocates who will connect at least 150 with residents December 31, 2016 and build relationships. Provide a welcoming space for families and residents to access and December 31, 2016 to receive resources and information Host a job fair, resource fair, community baby shower, and flea December 31, 2016 market Solicit and partner with regional organizations to provide resources December 31, 2016 for families and opportunities for youth

10. Funding: (500 characters each)

a) What other funding have you sought and/or received to support this project?

We are seeking funding from Forward Community Investments and several national foundations that provide funding to community-based organizations working colllectively.

b) Do you anticipate future funding needs from City sources associated with this proposal? Please describe.

Yes,. In order to make this innovative and impactful collaboration work, the first several years funding from the City and others will be necessary to ensure the sustainability of the efforts.

c) Has your organization received funding from the City of Madison Community Development Division, City of Madison CDBG office, Community Services, the Emerging Opportunities Program or the former Emerging Neighborhoods Program in the last 5 years?

Yes No

11. Budget:

Summarize your project budget by estimated costs, revenue, and fund source.

SOURCE AMOUNT TOTAL AMOUNT OF OF NON- OF NON- BUDGET EXPENDITURES PROJECT CITY $ City CITY COSTS REQUESTED FUNDED REVENUES PORTION A. Personnel Costs (Complete Personnel

chart below) 1. Salaries/Wages (show detail below) 12,200 12,200 2. Fringe Benefits and Payroll Taxes B. Program Costs 8

SOURCE AMOUNT TOTAL AMOUNT OF OF NON- OF NON- BUDGET EXPENDITURES PROJECT CITY $ City CITY COSTS REQUESTED FUNDED REVENUES PORTION 1. Program supplies and equipment 7500 7500 2. Office Supplies 4000 4000 3. Transportation 4. Other (explain) C. Space Costs 5. Rent/Utilities/Telephone 1000 1000 6. Other (explain): D. TOTAL (A + B + C) 24,700

Explanation of “Other” expenses: (500 characters)

12. Personnel Chart: Please list all paid staff that will be working on the proposed program/project.

Title of Staff Position F.T.E.* Proposed Hourly Wage* Youth Community Vision and Planning Member $10 Youth Community Vision and Planning Member $10 Adult Community Vision and Planning Member $15 Adult Community Vision and Planning Member $15 Community Outreach Specialist $15 TOTAL *FTE = Full Time Equivalent (1.00, .75, .50, etc.) 2080 hours = 1.00 FTE Please identify FTE that will be spent in this project.

*Note: All employees involved in programs receiving City of Madison funds must be paid the established Living Wage as required under City of Madison Ordinance 4.20. Effective January 1, 2016 – December 31, 2016, the Living Wage is $12.83 per hour.

13. Fiscal Agent Relationship (if applicable): If applicant organization is not a 501c (3) this section must be completed. If applicant is a 501c (3) please skip to the Signature Page.

Fundamental expectations of the Fiscal Agent and Applicant relationship:

• The Fiscal Agent should read the EOP application and have some confidence that the applicant agency will be able to successfully implement the proposed project or program.

• The Fiscal Agent will accept allocated funds from the City of Madison for the identified program or project and reimburse the applicant for expenses incurred performing the work of the contracted program.

• The Fiscal Agent and the applicant agency will decide who will provide and purchase the necessary insurance coverage for the identified program.

• The Fiscal Agent will ensure that the funded project or program is in compliance with City of Madison Purchase of Service Contact requirements, including but not limited to Living Wage requirements, Non Discrimination and Affirmative Action, and equal benefits protections.

Applicant is expected to provide the Fiscal Agent with the Fiscal Agent Commitment Form. Please indicate date and staff person that received this form.

Date: March 18, 2016 Staff person: Betty Banks Position: Founder Telephone Number: 608 358 7035

-SIGNATURE PAGE-

City of Madison Contracts:

The following information is provided in order to outline city requirements that will apply if your proposal is funded. All allocated funds will be administered through contracts with the City of Madison, community Development Division. If funded, the City of Madison reserves the right to negotiate the final terms of a contract with the selected organization. If funded, applicants will be expected to attend a mandatory meeting on contracting requirements the week of November 17. City purchase of service contracts include requirements regarding non discrimination, and consideration of vulnerable populations along with specific requirements regarding the following three areas:

1. Affirmative Action:

If funded, applicant hereby agrees to comply with City of Madison Ordinance 39.02 and file either an exemption or an Affirmative Action Plan with the Department of Civil Rights. A model Affirmative Action Plan and instructions are available at http://www.cityofmadison.com/dcr/aaplans.cfm.

2. Living Wage Ordinance:

All employees involved in programs supported by City of Madison funds must be paid the established Living Wage as required under City of Madison Ordinance 4.20. The Living wage effective January 1, 2016 is $12.83 per hour. For more information on Living Wage requirements, go to http://www.cityofmadison.com/finance/wage/.

3. Insurance

If funded, applicant agrees to secure insurance coverage in the following areas to the extent required by the office of City Risk Management: • Commercial General Liability • Automobile Liability • Worker’s Comp • Professional Liability The cost of this coverage can be considered in the request for funding. The Certificate of Insurance that will be required at the time of contracting is available on the City of Madison Risk Management website.

A sample contract that includes standard provisions may be obtained by contacting the Community Development Division at (608) 266-6520.

4. Signature:

(Any applications submitted without a signature will be considered incomplete and will not be considered for funding.)

Applicant Signature:

Enter Betty Banks Name: March 18, Date: 2016 By entering your initials You are electronically signing your BB in the box, name and agreeing to the terms