JANE ADDAMS JARC RESOURCE CORPORATION JARC Board of Directors Margaret Haywood, Board Chair Gary H. Smith, Vice Chair Robert Eakins, Treasurer Mark C. Zaander, Secretary Stephen Alexander Hal Baron Real Estate Chrisie Burke Carol B. Conklin Carol B. Conklin, Chair Anne Diffenderffer Becky Lewis-Kaufman Louise McNamara Paul Shadle Manny Rodriguez Gary Smith *Real Estate affiliates are Jane Addams Development and Delta Development Corporations Left to Right Top Row: Manny Rodriguez, Mark C. Zaander, Chrisie Burke, Robert Eakins, Gary H. Smith Bottom Row: Margaret Haywood, Guy Loudon, Carol B. Conklin, Hal Baron Absent: Stephen Alexander, Anne Diffenderffer, Louise McNamara Photography by Tory Bykowski-Newton Dear Friends and Supporters Fiscal Year 2011 was an exciting and successful year at Jane Addams Resource Corporation (JARC). Continued growth and high performance were the outcomes of agency wide efforts to implement the new JARC Strategic Plan, 2011-2014. This year’s annual report includes a recap of the strategic planning process and goals as well as a Year One progress report on the key objectives and outcomes. (Please see report on page 2.) JARC is a Center for Working Families that focuses on job training and workforce development. Its sectoral job training programs target strategic skills gaps in manufacturing and IT, such as Computer Numerical Control (CNC) machinist, welding, and computer support specialist. As a Center for Working Families, JARC provides bundled financial support services such as income supports, financial coaching and employment services. The interplay between these models creates a holistic strategy for helping individuals and families transition out of poverty. 2011 highlights included: • The Careers in Manufacturing Programs cluster had 64 job placements with an average hourly wage of $13.26. JARC’s manufacturing programs continue to be a best option resource for ex-offenders and dislocated workers. (Please see report on pages 4 and 5.) • The Center for Working Families services cluster scaled up with new funding from the Local Initiatives Support Corporation (LISC) and the Social Innovation Fund (SIF). The agency’s stress on meaningful engagement with each program participant resulted in 36.8% of clients receiving 2 of 3 services and 33.4% of clients receiving 3 of 3 services. (Please see report on page 3.) • The Manufacturing Skills Programs provided customized incumbent worker training for 742 workers at 26 companies. 99% of workers receiving training from JARC retained their jobs. (Please see report on page 6.) These last few years have been very challenging for low income workers and families in our communities. Your interest and support in JARC is helping best practice programs that are making a difference and putting people back to work. With your support, JARC program participants have more skills, more resources and more reasons to be optimistic about the future. JARC board and staff are pleased and proud to present the Annual Report for Fiscal Year 2011. Guy Loudon Margaret Haywood Executive Director Chair, JARC Board of Directors 1 JARC Strategic Plan 2011-2014 YEAR ONE Achievements In this year’s Annual Report, the board and staff are proud 1to provide progress updates on the main initiatives. • Both of the new job training programs, Welding Fast Track and Computer Support Specialist, were approved by the Illinois State Board of Education (ISBE). • Both of the new job training programs received WIA Certification through the Department of Family and Support Services to access Individual Training Accounts to train place unemployed adults and dislocated workers. • The Careers in Manufacturing Program recruited and hired a veteran Welder to teach in the new Welding training program; • The new Computer Support Program now has a full time coordinator Managing Growth and a half time instructor. • Both new job training programs were launched; the Welding and Creating program has already adopted the open-entry / open-exit format. • In order to execute the program innovations, the agency added resources and built capacity with a focus on staffing: the Adult Opportunities Learners Program hired the AmeriCorps staff member as a full-time Last year’s Annual Report included an overview of program coordinator to manage the Adult Literacy and ESL the new JARC Strategic Plan, 2011-2014. With this new programs and help expand the programs’ visibility and strategic plan, the agency seeks to assimilate and collaborative partnerships. direct the impact of recent years’ growth with a focus • The agency added a second Employment Coach and two Job on quality and sustainability. During the planning Developers. process JARC board and staff developed a matrix • Business Services executed the first year of its citywide Local for making program decisions and adopted a Industrial Retention Initiative (LIRI), moving from a geographic or values statement. neighborhood-based model to a sectoral model that engages Through this process, it was determined that synergy manufacturing firms throughout the city. between programs and leveraged resources would • JARC’s Business Services collaborated with the Illinois Manufacturing guide JARC during the next period of its evolution Extension Center (IMEC) and the City of Chicago, Department of through 2014. Through this planning process, JARC’s Housing and Economic Development (HED) to host the Supply Chain three year strategic priorities boiled down to three Growth Conference; this event focused on emerging supply chains in main categories of initiatives: the renewable energy, medical and aerospace industries and attracted 42 manufacturing firms. 1.) Program Innovation JARC will expand the Careers in Manufacturing Program by adding a WIA funded welding Infrastructure Improvement program to complement the existing program • The agency formed a Board Governance Committee with a mission that focuses on CNC technology; JARC will to improve governance and develop a process to orientate and reorganize the Community Technology Center attract new members. The committee is comprised of existing around a career pathways approach; and JARC will align Business Services with the sector model JARC board of directors and the executive director. approach used by the training services programs. • JARC formed a Program Evaluation Committee with a goal to address data collection, measurement and evaluation, and retention 2.) Infrastructure Improvement methods. The committee is comprised of JARC’s board chair, JARC will improve its program evaluation process, executive director and program staff. expand its training center and develop a strategy for board development. Policy Engagement 3.) Policy Engagement • JARC convened a Policy Committee, comprised of board members, JARC will engage the external policy environment executive director, director of development and program staff. and its strategic implications for sustainability. The agency is actively engaged in a variety of policy and advocacy efforts. 2 Evaluating Social Impact Center for Working Families (CWF) Since 2007, JARC has employed a holistic approach to help clients become financially self-sufficient. Many clients come to JARC seeking a new or better career, but many also seek (or need) to acquire the tools to meet basic needs and overcome financial pitfalls and barriers. Recognizing this, JARC’s CWF provides bundled services, including Financial Coaching, Employment Services, and Income Supports. As components of an integrated whole, these services address not only the needs which arise as a consequence of unemployment or underemployment, but also those which stem from limited or problematic linkages to mainstream financial institutions. They enable clients to take proactive control, make sound decisions, Social Impact and achieve goals. This strategy is founded on evidence-based models 35% and continuous program evaluation. At JARC, our powerful social 30% impact is verified by rich data. 25% 20% % Increasing JARC’s Center for Working Families site has served 1,253 clients Credit Score 15% since July 1, 2007. % Increasing 10% Net Income 5% 0 Outcomes 1 of 32 of 33 of 3 Key Outcomes # of CWF Services Received 70 60 Job Placement 80% 50 60% 2 of 3 40 Net Income Increases 3 of 3 30 40% Credit Score Increases 20 20% Total 10 Client Approved for 0 at Least One Benet 0 2008 2009 2010 2011 2009 2010 2011 % of Clients Receiving Bundled CWF Services (2008-2011) 52% 32% 39% African-American / Black Male “JARC is an innovative, Female Caucasion/White invaluable partner in LISC/ 48% Chicago’s Centers for Working Other / Multiracial / Bi-racial Families network. Their exper- 29% tise in education, job training and business development is a 9% 23% life line to residents struggling 19% 18-24 36% to stay afloat under increasingly Non-Hispanic 25-34 difficult circumstances.” - Hispanic 36% Susana L. Vasquez, 35-54 Executive Director LISC/Chicago 49% Male 50% Female 40% African-American/Black 30% Caucasion/White Other/Multiracial/Bi-racial 20% 18-24 10% 25-34 35-54 0 55+ JARC CWF Demographics 2011 Demographics 3 Measuring Impact Careers in Manufacturing Programs JARC’s comprehensive training programs serve both manufacturing employers and job seekers. From its initial niche in the stamping industry, JARC’s scope and expertise have expanded over the past 25 years to include a number of trades within the metal fabricating sector. Current program offerings focus on Computer Numerical Control (CNC), welding and the baseline metalworking skills