Agency African American Black Business Association A ... · total revenue 56,167 11,667 42,100 2,400 0 *other govt 2011. source amount. 0 0 0 0 0 ... entrepreneur support & development

E. Business Development - Job Creation

Agency Program Name 2010 Funding 2011 Request $ change % change 2012 RequestAfrican American Black Business Association A. Entrepreneur Support & Development -$ 40,000$ 40,000$ #DIV/0! 40,000$ Common Wealth Development D. Garver Arts Facility -$ n/a n/a 100,000$ Community GroundWorks at Troy Gardens A. Program A 55,410$ n/a n/a 55,410$ Latino Chamber A. Program A 20,000$ n/a n/a 20,000$ Madison Development Corporation A. MBE-WBE-DBE Contractor Mentoring Program 66,941$ n/a n/a 68,574$ Northside Planning Council Kitchen Incubator - Capital project 0 350000 350000 #DIV/0! 0

COMMUNITY DEVELOPMENT DIVISION PROGRAM DESCRIPTION CITY OF MADISON

ORGANIZATION: AFRICAN AMERICAN BLACK BUSINESS ASSOCIATION (AABBA)

PROGRAM/LETTER: A ENTREPRENEUR SUPPORT & DEVELOPMENT

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL

REVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTS

DANE CO HUMAN SVCS 0 0 0 0 0

DANE CO CDBG 0 0 0 0 0

MADISON-COMM SVCS 0 0 0 0 0

MADISON-CDBG 0 0 0 0 0

UNITED WAY ALLOC 0 0 0 0 0

UNITED WAY DESIG 0 0 0 0 0

OTHER GOVT 0 0 0 0 0

FUNDRAISING DONATIONS 1,250 0 1,250 0 0

USER FEES 1,500 0 1,500 0 0

OTHER 0 0

TOTAL REVENUE 2,750 0 2,750 0 0

2. 2011 PROPOSED BUDGET

SOURCE SPECIAL





MADISON-CDBG 40,000 0 37,600 2,400 0



OTHER GOVT* 0 0 0 0 0


USER FEES 2,500 0 2,500 0 0

OTHER** 11,667 11,667 0

TOTAL REVENUE 56,167 11,667 42,100 2,400 0

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

IN-KIND -ULGM 11,667

0

0

0

TOTAL 11,667

Terms

Terms

MISCELLANEOUS OFFICE/CLERICAL/ADMINISTRATIVE SERVICES

ACCOUNT CATEGORY

PROGRAM A - 1 MAY 25, 2010




2012 PROGRAM CHANGE EXPLANATION

Complete only if you are requesting more than your 2011 request.

Note: Additional funding should only be requested where services or programming will change or expand in the second year.

3. PROGRAM UPDATE: If requesting more than 2011, describe any major changes being proposed for the program/service in 2012,

i.e., expansions or narrowing in target population, scope and level of services, geographic area to be served, etc.).

4. 2012 COST EXPLANATION

Complete only if significant financial changes are anticipated between 2011-2012.

Explain specifically, by revenue source, any significant financial changes that you anticipate between 2011 and 2012.

For example: unusual cost increases, program expansion or loss of revenue.


BUDGET SPECIAL





MADISON-CDBG 40,000 0 37,600 2,400 0





USER FEES 2,500 0 2,500 0 0

OTHER** 11,667 11,667 0

TOTAL REVENUE 56,167 11,667 42,100 2,400 0

*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

IN-KIND -ULGM 11,667

0

0

0

TOTAL 11,667

Terms

MISCELLANEOUS OFFICE/CLERICAL/ADMINISTRATIVE SERVICES

ACCOUNT CATEGORY

Terms

ENTREPRENEUR SUPPORT & DEVELOPMENT INCLUDES: (1) MENU STYLE SELECTION OF SERVICES TYPICALLY

REQUIRED BY BUSINESSES TO OPERATE SUCCESSFULLY. EXAMPLES OF SERVICES AVAILABLE FOR

SELECTION INCLUDE LEGAL SERVICES, ACCOUNTING & PAYROLL SERVICES, BUSINESS PLAN DEVELOPMENT

ASSISTANCE, WEBSITE DEVELOPMENT, MENTORING AND MARKETING SERVICES. (2) ACCESS TO SIX

INFORMATION SESSIONS DURING THE YEAR. TOPICS INCLUDE LEGAL ENVIRONMENT OF BUSINESS, TAX

ISSUES, RECORD KEEPING ISSUES, PERSONNEL/EMPLOYMENT ISSUES, MARKETING IDEAS, & CAPITAL

ACQUISITION IDEAS. (3) ACCESS TO ANNUAL NETWORKING EVENT, AND ANNUAL BUSINESS DEVELOPMENT

EVENT, SUCH AS A BUSINESS BOOTCAMP. (4) DEVELOPMENT OF AFRICAN AMERICAN/BLACK BUSINESS

DIRECTORY, INCLUDING ON-GOING UPDATES. THE EXPECTATION IS THAT GIVEN THE TOOLS AND RESOURCES

IDENTIFIED ABOVE, WE WILL SEE AN INCREASE IN THE SUCCESS OF AFRICAN AMERICAN/BLACK BUSINESSES.

SUCCESS WILL BE DEFINED AS A BUSINESS ADDING ONE OR MORE EMPLOYEES FOR ONE OR MORE YEARS,

OR INCREASING BUSINESS INCOME BY 10% OR MORE FOR ONE OR MORE YEARS.

ENTREPRENEUR SUPPORT & DEVELOPMENT OF AFRICAN AMERICAN BLACK BUSINESSES IS NEEDED IN THE

MADISON COMMUNITY SO THAT THERE IS A CENTRALIZED VEHICLE FOR NETWORKING, MENTORING, TRAINING

RESOURCES AND FINANCIAL RESOURCES. HAVING ACCESS TO ALL OF THESE RESOURCES WILL INCREASE

THE LIKLIHOOD FOR BUSINESS SUCCESS, INCLUDING ECONOMIC DEVELOPMENT & THE CREATION OF JOBS IN

OUR COMMUNITY, WHICH WILL POSITIVELY IMPACT UNEMPLOYED AND/OR UNDER EMPLOYED MEMBERS OF

THE AFRICAN AMERICAN/BLACK COMMUNITY, AS WELL AS THE ENTIRE COMMUNITY AT LARGE. THIS

PROGRAM, AND THE AABBA ORGANIZATION IS THE ONLY ONE OF ITS KIND IN THE MADISON AREA. IN THE

ABSENCE OF THE SERVICES PROVIDED BY AABBA, AFRICAN AMERICAN/BLACK BUSINESSES WILL BE LIMITED

IN GROWTH AND DEVELOPMENT, AND JOB CREATION OPPORTUNITIES WILL BE LOST. AABBA BELIEVES THE

EXISTING TARGET POPULATION IS ABOUT 200 BUSINESSES IN THE MADISON AREA, HOWEVER, AABBA

BELIEVES THE POTENTIAL POPULATION IS OVER 1,000.

200 characters (w ith spaces)






PRIORITY STATEMENT:

DESCRIPTION OF SERVICES

6. NEED FOR PROGRAM: Please identify local community need or gap in service that the proposed program will address.

7. SERVICE DESCRIPTION - Describe the service(s) provided including your expectations of the impact of your activities.

8. PROPOSED PROGRAM CONTRACT GOALS: Include clearly defined service goals and process objectives: number of

unduplicated clients to be served, number of service hours to be provided etc.

9. SERVICE HOURS: Frequency, duration of service and hours and days of service availability.

CDBG: E. Business Development - Business creating jobs (CDBG)

SERVICE HOURS FOR MENU STYLE SELECTION OF SERVICES LISTED ABOVE WILL BE ON AN AS-NEEDED

BASIS BASED ON THE NEEDS OF THE INDIVIDUAL BUSINESS. MENTORS WILL CHECK IN WEEKLY TO MONITOR

NEEDS. SERVICE HOURS FOR PREPARATION AND PROVIDING INFORMATION SESSION, ANNUAL NETWORKING

EVENT, AND ANNUAL BUSINESS DEVELOPMENT EVENT WILL AVERAGE 3 HOURS PER MONTH PER EACH

UNDUPLICATED CLIENT.

SERVE 10 BUSINESSES IN YEAR 1, AND 20 BUSINESSES IN YEAR 2 BY PROVIDING MENU STYLE SELECTION OF

SERVICES AS LISTED ABOVE. SERVE 30 UNDUPLICATED CLIENTS PER YEAR WHILE PROVIDING 6

INFORMATION SESSIONS PER YEAR, OR AT THE ANNUAL NETWORKING EVENT, OR AT THE ANNUAL

BUSINESS DEVELOPMENT EVENT. UPDATE AFRICAN AMERICAN/BLACK BUSINESS DIRECTORY ON AN ON-

GOING BASIS, AND DISTRIBUTE UPDATE AT LEAST ANNUALLY TO MEMBERS, AND OFFER TO OTHERS FOR A

NOMINAL FEE. THE NUMBER OF SERVICE HOURS PROVIDED TO EACH BUSINESS WILL AMOUNT TO AN

AVERAGE OF 5 HOURS PER MONTH.

ENTREPRENEUR SUPPORT & DEVELOPMENT INCLUDES: (1) MENU STYLE SELECTION OF SERVICES TYPICALLY

REQUIRED BY BUSINESSES TO OPERATE SUCCESSFULLY. EXAMPLES OF SERVICES AVAILABLE FOR

SELECTION INCLUDE LEGAL SERVICES, ACCOUNTING & PAYROLL SERVICES, BUSINESS PLAN DEVELOPMENT

ASSISTANCE, WEBSITE DEVELOPMENT, MENTORING AND MARKETING SERVICES. (2) ACCESS TO SIX

INFORMATION SESSIONS DURING THE YEAR. TOPICS INCLUDE LEGAL ENVIRONMENT OF BUSINESS, TAX

ISSUES, RECORD KEEPING ISSUES, PERSONNEL/EMPLOYMENT ISSUES, MARKETING IDEAS, & CAPITAL

ACQUISITION IDEAS. (3) ACCESS TO ANNUAL NETWORKING EVENT, AND ANNUAL BUSINESS DEVELOPMENT

EVENT, SUCH AS A BUSINESS BOOTCAMP. (4) DEVELOPMENT OF AFRICAN AMERICAN/BLACK BUSINESS

DIRECTORY, INCLUDING ON-GOING UPDATES. THE EXPECTATION IS THAT GIVEN THE TOOLS AND RESOURCES

IDENTIFIED ABOVE, WE WILL SEE AN INCREASE IN THE SUCCESS OF AFRICAN AMERICAN/BLACK BUSINESSES.

SUCCESS WILL BE DEFINED AS A BUSINESS ADDING ONE OR MORE EMPLOYEES FOR ONE OR MORE YEARS,

OR INCREASING BUSINESS INCOME BY 10% OR MORE FOR ONE OR MORE YEARS.

ENTREPRENEUR SUPPORT & DEVELOPMENT OF AFRICAN AMERICAN BLACK BUSINESSES IS NEEDED IN THE

MADISON COMMUNITY SO THAT THERE IS A CENTRALIZED VEHICLE FOR NETWORKING, MENTORING, TRAINING

RESOURCES AND FINANCIAL RESOURCES. HAVING ACCESS TO ALL OF THESE RESOURCES WILL INCREASE

THE LIKLIHOOD FOR BUSINESS SUCCESS, INCLUDING ECONOMIC DEVELOPMENT & THE CREATION OF JOBS IN

OUR COMMUNITY, WHICH WILL POSITIVELY IMPACT UNEMPLOYED AND/OR UNDER EMPLOYED MEMBERS OF

THE AFRICAN AMERICAN/BLACK COMMUNITY, AS WELL AS THE ENTIRE COMMUNITY AT LARGE. THIS

PROGRAM, AND THE AABBA ORGANIZATION IS THE ONLY ONE OF ITS KIND IN THE MADISON AREA. IN THE

ABSENCE OF THE SERVICES PROVIDED BY AABBA, AFRICAN AMERICAN/BLACK BUSINESSES WILL BE LIMITED

IN GROWTH AND DEVELOPMENT, AND JOB CREATION OPPORTUNITIES WILL BE LOST. AABBA BELIEVES THE

EXISTING TARGET POPULATION IS ABOUT 200 BUSINESSES IN THE MADISON AREA, HOWEVER, AABBA

BELIEVES THE POTENTIAL POPULATION IS OVER 1,000.





10. POPULATION SERVED: Please describe in terms of age, income level, LEP, literacy, cognitive or physical disabilities

or challenges).

11. LOCATION: Location of service and intended service area (Include census tract where service is tract specific).

12. OUTREACH PLAN: Describe your outreach and marketing strategies to engage your intended service population.

13. COORDINATION: Describe how you coordinate your service delivery with other community groups or agencies.

14. VOLUNTEERS: How are volunteers utilized in this program?

15. Number of volunteers utilized in 2010? 7

Number of volunteer hours utilized in this program in 2010? 700

AABBA WILL BE COLLABORATING WITH THE URBAN LEAGUE OF GREATER MADISON TO PROVIDE THE MENU

STYLE SELECTION OF SERVICES TYPICALLY REQUIRED BY BUSINESSES TO OPERATE SUCCESSFULLY, AS

THE ULGM WILL BE PROVIDING A 33% FTE TO FULFILL ADMINISTRATIVE/CLERICAL SERVICES FOR THE

PROGRAM. AABBA WILL ALSO BE COLLABORATING WITH GENESIS DEVELOPMENT CORPORATION AS

AABBA HOPES TO LEASE SPACE FROM THEIR INCUBATOR PROPERTY.

VOLUNTEERS WILL BE UTILIZED TO PROVIDE THE MENTORING, PROGRAM PREPARATION FOR THE

INFORMATION SESSIONS, ANNUAL NETWORKING EVENTS, AND ANNUAL BUSINESS DEVELOPMENT EVENT.

THE OUTREACH AND MARKETING STRATEGIES INCLUDE A TARGETED MEMBERSHIP DRIVE, MAILINGS TO

BUSINESSES INCLUDED IN AFRICAN AMERICAN BLACK BUSINESS DIRECTORY, DISSEMINATION OF

INFORMATION AT ALL INFORMATION SESSIONS, NETWORKING EVENTS, AND BUSINESS DEVELOPMENT

EVENTS, ADVERTISING IN PUBLICATIONS TARGETING THE LOCAL AFRICAN AMERICAN BLACK POPULATION,

AND GENERAL WORD OF MOUTH.

THE POPULATION SERVED INCLUDES BUSINESS OWNERS, AND POTENTIAL BUSINESS OWNERS OF AFRICAN

AMERICAN BLACK HERITAGE. THE AGE GROUP SPANS FROM 24 TO 65 YEARS OF AGE. THE HOUSEHOLD

INCOME LEVEL IS LIKELY BELOW 80% OF THE AREA MEDIAN INCOME. OTHER CHALLENGES OF POPULATION

SERVED INCLUDES OBTAINING RELIABLE, ACCURATE, UNDERSTANDABLE AND UP-TO-DATE BUSINESS

RELATED INFORMATION WITH LITTLE OR NO RUN AROUND.

THE LOCATION OF SERVICE WILL BE 313 W. BELTLINE HWY, AND 2222 S. PARK ST., MADISON, WI 53713. THE

TARGETED SERVICE AREA WILL INCLUDE THE ENTIRE MADISON AREA.





16. BARRIERS TO SERVICE: Are there populations that are experiencing barriers to the service you are proposing,i.e, cultural

differences, language barriers and/or physical or mental impairments or disabilities? Describe the ability of proposed program

to respond to the needs of diverse populations.

17. EXPERIENCE: Please describe how your agency, and program staff experience, qualifications, and past

performance will contribute to the success of the proposed program?

18. LICENSING OR ACCREDITATION: Report program licensing, accreditation or certification standards currently applied.

19. STAFF: Program Staff: Staff Titles, FTE dedicated to this program, and required qualifications for program staff.

Staff Title FTE City $

ADMINISTRATIVE ASST 33%

Qualifications

TOP ADMINISTRATIVE SKILLS

NOT APPLICABLE

THE BARRIERS EXPERIENCED BY THE AFRICAN AMERICAN BLACK BUSINESSES INCLUDES THE OBTAINING OF

RELIABLE, ACCURATE, UNDERSTANDABLE, AND UP-TO-DATE BUSINESS RELATED INFORMATION WITH LITTLE

OR NO RUN AROUND. AABBA AND THE ENTREPRENEUR SUPPORT & DEVELOPMENT PROGRAM OFFERS A

CENTRALIZED VEHICLE TO ACCESS RELIABLE, ACCURATE, UNDERSTANDABLE, AND UP-TO-DATE BUSINESS

RELATED INFORMATION. IT ALSO PROVIDES A CENTRALIZED LOCATION TO REQUEST MENTORING, REQUEST

INFORMATION / MATERIALS, SEEK NETWORKING OPPORTUNITIES, AND COMMUNICATE WITH OTHER

BUSINESSES AT SIMILAR STAGES OF GROWTH OR DEVELOPMENT.

AABBA AND THE ENTREPRENEUR SUPPORT & DEVELOPMENT PROGRAM STAFF, (WHO ARE MEMBERS OF THE

BOARD OF DIRECTORS, AND ALSO AFRICAN AMERICAN BLACK BUSINESS OWNERS), HAVE A TOTAL OF

OVER 100 YEARS OF BUSINESS EXPERIENCE. INFORMATION AND OTHER RESOURCES ARE AVAILABLE TO

SHARE WITH AABBA MEMBERS. AABBA MEMBERS ARE ENCOURAGED TO ASK QUESTIONS SO THAT

AABBA'S RESOURCES CONTINUE TO BE A REFLECTION OF ACCUMULATING RESOURCES THAT ARE

IMPORTANT AND USEFUL TO AABBA'S MEMBERS. AABBA VOLUNTEERS ARE QUALIFIED TO PROVIDE NOT

ONLY GENERAL BUSINESS ADVICE, BUT ALSO MANY VOLUNTEERS ARE AVAILABLE TO PROVIDE SPECIFIC

TECHNICAL ADVICE AS WELL. IN ADDITION EACH OF THESE VOLUNTEERS HAVE A HIGH LEVEL OF

COMMITMENT TO THE AABBA ORGANIZATION / MISSION, THE ENTREPRENEUR SUPPORT & DEVELOPMENT

PROGRAM, & THE ECONOMIC DEVELOPMENT OF THE AFRICAN AMERICAN BLACK BUSINESS COMMUNITY, AND

THE MADISON AREA COMMUNITY AT LARGE.





CDBG DESCRIPTION OF SERVICES SUPPLEMENT

Please provide the following information ONLY if you are applying for projects that meet the "CDD Community Development

Program Goals & Priorities". If not applying for CDBG Office Funds, go to Community Resources Description of

Services Supplement (p. 7), or go to Demographics (p. 8).

20. PARTICIPANT INCOME LEVELS:

Indicate the number of households of each income level and size that this program would serve in 2011-2012.

Income Level

Over 80% of county median income

Between 50% to 80% of county median income


Less than 30% of county median income

Total households to be served

21. If projections for 2012 will vary significantly from 2011, complete the following:

Income Level for 2012






22. AGENCY COST ALLOCATION PLAN: What method does your agency use to determine indirect cost allocations

among programs?

23. PROGRAM ACTIVITIES: Describe activities/benchmarks by timeline to illustrate how your program will be implemented.

Est. Month

Activity Benchmark of Completion

NOV / DEC 2010

DEC2010/JAN2011

FEBRUARY 2011

FEBRUARY 2011

FEB/MAR 2011

APR-JULY 2011

JULY-SEPT 2011

OCTOBER 2011

APR-JUNE 2011

JUNE-DEC 2011WEEKLY CONTACT WITH 10 SELECTED BUSINESSES

REPEAT FOR 2012 - - -SAME ESTIMATED DATES FOR 2012

ANNUAL NETWORKING EVENT (DISSEMINATE INFORMATION ON ENTREPRENEUR SUPPORT &

PLAN 2011 INFORMATION SESSIONS, AND ASSIGN PRESENTORS

SELECT 10 BUSINESSES TO PROVIDE MENU STYLE SELECTION OF SERVICES

BUSINESS DEVELOPMENT EVENT

DEVELOPMENT PROGRAM)

0

25

Number of Households


30

0

15

15

0

0

45

PLAN 2011 BUSINESS DEVELOPMENT EVENT

PROMOTE/ADVERTISE FOR 2011 BUSINESS DEVELOPMENT EVENT

ANNUAL NETWORKING EVENT(PREPARE MAILINGS, PROGRAM, SOLICIT DONORS,ADVERTISE)

ANNUAL NETWORKING EVENT (PREPARE MATERIALS FOR DISSEMINATION)

ANNUAL NETWORKING EVENT (BEGIN TARGETED MEMBERSHIP DRIVE)

20

ALLOCATION BASED ON USEAGE. CURRENTLY THIS IS NOT APPLICABLE AS THERE IS ONLY ONE PROGRAM.





COMMUNITY RESOURCES DESCRIPTION OF SERVICES SUPPLEMENT

Please provide the following information ONLY if you are applying for projects that meet the "Community Resources

Program Goals & Priorities" If not applying for CR Funds, go to Demographics (p. 8).

24. CONTRIBUTING RESEARCH

Please identify research or best practice frameworks you have utilized in developing this program.

25. ACCESS FOR LOW-INCOME INDIVIDUALS AND FAMILIES

What percentage of this program’s participants do you expect to be of low and/or moderate income? 0.0%

What framework do you use to determine or describe participant’s or household income status? (check all that apply)

Number of children enrolled in free and reduced lunch

Individuals or families that report 0-50% of Dane County Median Income

Individual or family income in relation to Federal Poverty guidelines

Other

26. HOW IS THIS INFORMATION CURRENTLY COLLECTED?

27. PLEASE DESCRIBE YOUR USER FEE STRUCTURE AND ANY ACCOMMODATIONS MADE TO ADDRESS

ACCESS ISSUES FOR LOW INCOME INDIVIDUALS AND FAMILIES.








28. DEMOGRAPHICS

Complete the following chart for unduplicated participants served by this program in 2009. Indicate the number and percentage

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

PARTICIPANT PARTICIPANT

DESCRIPTOR # % DESCRIPTOR # %

TOTAL 30 100% AGE

MALE 15 50% <2 0 0%

FEMALE 15 50% 2 - 5 0 0%

UNKNOWN/OTHER 0 0% 6 - 12 0 0%

13 - 17 0 0%

18 - 29 2 7%

30 - 59 25 83%

60 - 74 3 10%

75 & UP 0 0%

Note: Race and ethnic categories are stated TOTAL AGE 30 100%

as defined in HUD standards RACE

WHITE/CAUCASIAN 0 0%

BLACK/AFRICAN AMERICAN 25 83%

ASIAN 0 0%

AMERICAN INDIAN/ALASKAN NATIVE 0 0%

NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER 0 0%

MULTI-RACIAL: 5 17%

Black/AA & White/Caucasian 5 100%

Asian & White/Caucasian 0 0%

Am Indian/Alaskan Native & White/Caucasian 0 0%

Am Indian/Alaskan Native & Black/AA 0 0%

BALANCE/OTHER 0 0%

TOTAL RACE 30 100%

ETHNICITY

HISPANIC OR LATINO 0 0%

NOT HISPANIC OR LATINO 30 100%

TOTAL ETHNICITY 30 100%

PERSONS WITH DISABILITIES 0 0%

RESIDENCY

CITY OF MADISON 27 90%

DANE COUNTY (NOT IN CITY) 3 10%

OUTSIDE DANE COUNTY 0 0%

TOTAL RESIDENCY 30 100%





29. PROGRAM OUTCOMES

Number of unduplicated individual participants served during 2009. 30

Total to be served in 2011. 40

Complete the following for each program outcome. No more than two outcomes per program will be reviewed.

If applying to OCS, please refer to your research and/or posted resource documents if appropriate.

Refer to the instructions for detailed descriptions of what should be included in the table below.

Outcome Objective # 1:

Performance Indicator(s):

Proposed for 2011: Total to be considered in 20 Targeted % to meet perf. measures 100%

perf. measurement Targeted # to meet perf. measure 20



Explain the measurement

tools or methods:




perf. measurement Targeted # to meet perf. measure 7.5




tools or methods:

CALCULATIONS WILL BE PERFORMED ON DATA COLLECTED ABOVE (IN PERFORMANCE

INDICATORS), TO CONFIRM THAT ONE OR MORE EMPLOYEES WERE ADDED TO

BUSINESS FOR ONE OR MORE YEARS, OR THAT GROSS INCOME WAS INCREASED BY

10% OR MORE FOR ONE OR MORE YEARS.

AABBA MEMBERSHIP WILL GROW OVER THE NEXT TWO YEARS AT A RATE OF 20 NEW

BUSINESSES PER YEAR.

COUNT THE NUMBER OF PAID AABBA MEMBERS AT THE END OF YEAR 1 AND END OF

YEAR 2 AND COMPARE TO NUMBER OF PAID AABBA MEMBERS AT END OF 2010.

AABBA WILL HAVE A MINIMUM OF 20 PAID MEMBERS AT THE END OF 2010, AND OUR

GOAL WILL BE TO INCREASE MEMBERSHIP BY 100%, (ADD 20 NEW MEMBERS BY THE

END OF 2011). AABBA WILL EXPECT TO REPEAT THIS GOAL FOR 2012, (AND WILL

WORK TO EXCEED THIS GOAL).

AABBA WILL ENROLL 10 BUSINESSES IN 2011, (20 BUSINESSES IN 2012) IN THE

ENTREPRENEUR SUPPORT & DEVELOPMENT PROGRAM, AND DOCUMENT SUCCESS OF

BUSINESS GROWTH.AABBA WILL CONDUCT BUSINESS SURVEYS TO REQUEST SATISFACTION OF SERVICES

PROVIDED, EFFECTIVENESS OF SERVICES PROVIDED, NUMBER OF EMPLOYEES AT

TIME OF ENROLLMENT, NUMBER OF EMPLOYEES AT END OF YEAR 1, NUMBER OF


COMMUNITY DEVELOPMENT DIVISION AGENCY OVERVIEW CITY OF MADISON

1. AGENCY CONTACT INFORMATION

Organization AFRICAN AMERICAN BLACK BUSINESS ASSOCIATION (AABBA)

Mailing Address P.O. BOX 1544, MADISON, WI 53701-1544

Telephone 608-576-4526

FAX 608-256-0733

Admin Contact JOSEPH ROY

Financial Contact LORI MANN CAREY

Website WWW.AABBA.NET

Email Address [email protected]

Legal Status Private: Non-Profit

Federal EIN: 20-2877968

State CN:

DUNS #

2. CONTACT INFORMATION

A ENTREPRENEUR SUPPORT & DEVELOPMENT

Contact: JOSEPH ROY Phone: 608-576-4526 Email:

B Program B

Contact: Phone: Email:

C Program C


D Program D


E Program E


F Program F


G Program G


H Program H


I Program I


J Program J


K Program K


L Program L


TOTAL

[email protected]

AGENCY OVERVIEW - 1 MAY 25, 2010


3. AGENCY REVENUE DETAILED BY PROGRAM

REVENUE 2009 2010 2011 2011 PROPOSED PROGRAMS

SOURCE ACTUAL BUDGET PROPOSED A B C D

DANE CO HUMAN SVCS 0 0 0 0 0 0

DANE CO CDBG 0 0 0 0 0 0

MADISON-COMM SVCS 0 0 0 0 0 0

MADISON-CDBG 10,429 0 40,000 40,000 0 0 0

UNITED WAY ALLOC 0 0 0 0 0 0

UNITED WAY DESIG 0 0 0 0 0 0

OTHER GOVT 0 0 0 0 0 0

FUNDRAISING DONATIONS 500 1,250 2,000 2,000 0 0 0

USER FEES 1,020 1,500 2,500 2,500 0 0 0

OTHER 0 11,667 11,667 0 0 0

TOTAL REVENUE 11,949 2,750 56,167 56,167 0 0 0

REVENUE 2011 PROPOSED PROGRAMS CONT.

SOURCE E F G H I J K

DANE CO HUMAN SVCS 0 0 0 0 0 0 0

DANE CO CDBG 0 0 0 0 0 0 0

MADISON-COMM SVCS 0 0 0 0 0 0 0

MADISON-CDBG 0 0 0 0 0 0 0

UNITED WAY ALLOC 0 0 0 0 0 0 0

UNITED WAY DESIG 0 0 0 0 0 0 0

OTHER GOVT 0 0 0 0 0 0 0

FUNDRAISING DONATIONS 0 0 0 0 0 0 0

USER FEES 0 0 0 0 0 0 0

OTHER 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0


SOURCE L Non-City

DANE CO HUMAN SVCS 0 0

DANE CO CDBG 0 0

MADISON-COMM SVCS 0 0

MADISON-CDBG 0 0

UNITED WAY ALLOC 0 0

UNITED WAY DESIG 0 0

OTHER GOVT 0 0

FUNDRAISING DONATIONS 0 0

USER FEES 0 0

OTHER 0 0

TOTAL REVENUE 0 0

TOTAL



AGENCY ORGANIZATIONAL PROFILE

4. AGENCY MISSION STATEMENT

5. AGENCY EXPERIENCE AND QUALIFICATIONS

TOTAL

SINCE AABBA'S INCEPTION IN 2005, AABBA HAS BEEN PROVIDING INFORMATION SESSIONS, ANNUAL

NETWORKING EVENTS, BUSINESS DEVELOPMENT EVENTS, (EXAMPLE INCLUDES A BUSINESS BOOTCAMP),

SURVEYING AFRICAN AMERICAN / BLACK BUSINESSES TO ASSESS NEEDS & PROVIDE ADVICE, PROVIDING

TECHNICAL ASSISTANCE GRANTS, REFERING BUSINESSES FOR NEEDED SERVICES, & SERVING AS A

COLLABORATING PARTNER TO COMMUNITY ORGANIZATIONS. AABBA HAS ALSO CREATED & PUBLISHED AN

AFRICAN AMERICAN / BLACK BUSINESS DIRECTORY. AABBA CONTINUES TO DEVELOP A DATABASE OF

INFORMATION & RESOURCES TO SHARE WITH IT'S MEMBERS & POTENTIAL MEMBERS.

OUR MISSION IS TO PROMOTE THE ECONOMIC & SOCIAL DEVELOPMENT OF THE AFRICAN AMERICAN/BLACK

COMMUNITY BY FACILITATING ACCESS TO CAPITAL & EMPOWERING AFRICAN AMERICAN & BLACK BUSINESS

OWNERS TO BUILD, EXPAND & ASSIST ENTREPRENEURS & BUSINESSES IN THE COMMUNITY. WE PROVIDE

FINANCIAL, EDUCATIONAL, LEGISLATIVE & NETWORKING RESOURCES TO OUR MEMBERS & POTENTIAL

MEMBERS.



6. AGENCY GOVERNING BODY

How many Board meetings were held in 2009? 8

How many Board meetings has your governing body or Board of Directors scheduled for 2010? 12

How many Board seats are indicated in your agency by-laws? 6

Please list your current Board of Directors or your agency's governing body.

Name

Home Address

Occupation

Representing

Term of Office 4 YEARS From: 01/2010 To: 12/2013

Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing

Term of Office From: mm/yyyy To: mm/yyyy

Name

Home Address

Occupation

Representing


TOTAL

TAXMANN TAX & ACCOUNTING SERVICES

PUBLISHER,EDITOR

GENESIS INTERNATIONAL

PREPAID LEGAL SERVICES

221 E. HIGH POINT ROAD, #320E, MADISON, WI 53717

WEBSITE DEVELOPMENT, COMPUTER CONSULTING

P.O. BOX 2063, MADISON, WI 53701

BARBER

4522 COMMERCIAL AVENUE, MADISON, WI 53714

ENTREPRENEUR

AGA ENTERPRISE

P.O. BOX 67, ALBANY, WI 53502

AUTHOR, ENTREPRENEUR

UMOJA MAGAZINE

MILELE CHIKASA ANANA

2927 E. WASHINGTON AVENUE, MADISON, WI 53704

LORI MANN CAREY

107 NYGARD STREET, MADISON, WI 53713

ACCOUNTING

AARON PERRY

ROYTEK CONSULTING

TONI KIRKENDOLL

DERRICK WASHINGTON

JOSEPH ROY



AGENCY GOVERNING BODY cont.

Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL



7. STAFF-BOARD-VOLUNTEER DEMOGRAPHICS

Indicate by number the following characteristics for your agency's current staff, board and volunteers.

Refer to application instructions for definitions. You will receive an "ERROR" until completing the demographic information.

Number Percent Number Percent Number Percent

0 0% 6 100% 0 0%

0 0% 3 50% 0 0%

0 0% 3 50% 0 0%

0 0% 0 0% 0 0%

0 0% 6 100% 0 0%

0 0% 0 0% 0 0%

0 0% 5 83% 0 0%

0 0% 1 17% 0 0%

0 0% 6 100% 0 0%

0

0 0% 0 0% 0 0%

0 0% 6 100% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 6 100% 0 0%

0 0% 0 0% 0 0%

0 0% 6 100% 0 0%

0 0% 6 100% 0 0%

0 0% 0 0% 0 0%

*These categories are identified in HUD standards.

TOTAL

HISPANIC OR LATINO

NOT HISPANIC OR LATINO

PERSONS WITH DISABILITIES

ETHNICITY

Asian & White/Caucasian

Am Indian/Alaskan Native & White/Caucasian

WHITE/CAUCASIAN

GENDER

NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER

TOTAL GENDER

TOTAL AGE

TOTAL

Am Indian/Alaskan Native & Black/AA

VOLUNTEER

AGE

LESS THAN 18 YRS

18-59 YRS

DESCRIPTORSTAFF

MALE

UNKNOWN/OTHER

FEMALE

BOARD

TOTAL RACE

TOTAL ETHNICITY

Black/AA & White/Caucasian

AMERICAN INDIAN/ALASKAN NATIVE

60 AND OLDER

RACE*

BLACK/AFRICAN AMERICAN

ASIAN

BALANCE/OTHER

MULTI-RACIAL:



8. AGENCY EXPENSE BUDGET

This chart describes your agency's total expense budget for 3 separate years.

Where possible, use audited figures for 2009 Actual. The 2010 Budget and 2011 Proposed Budget will autofill from

information you provided elsewhere in the application.

2009 2010 2011

Account Description ACTUAL BUDGET PROPOSED

A. PERSONNEL

Salary 0 0 11,667

Taxes 0 0 0

Benefits 0 0 0

SUBTOTAL A. 0 0 11,667

B. OPERATING

All "Operating" Costs 11,949 2,750 42,100

SUBTOTAL B. 11,949 2,750 42,100

C. SPACE

Rent/Utilities/Maintenance 0 0 2,400

Mortgage (P&I) / Depreciation / Taxes 0 0 0

SUBTOTAL C. 0 0 2,400

D. SPECIAL COSTS

Assistance to Individuals 0 0 0

Subcontracts, etc. 0 0 0

Affiliation Dues 0 0 0

Capital Expenditure 0 0 0

Other: 0 0 0

SUBTOTAL D. 0 0 0

SPECIAL COSTS LESS CAPITAL EXPENDITURE 0 0 0

TOTAL OPERATING EXPENSES 11,949 2,750 56,167

E. TOTAL CAPITAL EXPENDITURES 0 0 0

9. PERSONNEL DATA: List Percent of Staff Turnover 0.0%

Divide the number of resignations or terminations in calendar year 2009 by total number of budgeted positions.

Do not include seasonal positions. Explain if you had a 20% or more turnover rate in a certain staff position/category.

Discuss any other noteworthy staff retention issues, or policies to reduce staff turnover.

TOTAL

NOT APPLICABLE



10. PERSONNEL DATA: Personnel Schedule

List each individual staff position by title. Seasonal Employees should be entered at the bottom.

Indicate if the position meets the Living Wage Exception with an asterisk (*).

Indicate the number of 2011 Proposed Full-Time Equivalents (FTEs) in each staff position, across all agency programs.

Indicate the total salaries for all FTEs in that staff position. Do NOT include payroll taxes or benefits in this table.

Est. Est. Proposed Proposed Hourly A B C

Staff Position/Category FTE Salary FTE Salary Wage FTE FTE FTE

ADMINISTRATIVE ASSISTANT 0.00 0 0.33 0 16.83 0.33 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

TOTAL 0.00 0 0.33 0 0.33 0.00 0.00

TOTAL PERSONNEL COSTS: 0

Nbr of Total Hourly Seasonal A B C

Seasonal/Project Employee ONLY Weeks Hours Wage Earnings # HRS # HRS # HRS

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

TOTAL 0 0 0 0.00 0.00 0.00

2011 PROPOSED FTEs DISTRIBUTED BY PROGRAM2010 2011



D E F G H I J K L Non-City

FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


# HRS # HRS # HRS # HRS # HRS # HRS # HRS # HRS # HRS # HRS

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2011 PROPOSED FTEs DISTRIBUTED BY PROGRAM


COMMUNITY DEVELOPMENT DIVISION NON-CITY AGENCY BUDGET CITY OF MADISON


PROGRAM BUDGET

1. 2010 BUDGETED

REVENUE SOURCE SPECIAL

SOURCE TOTAL PERSONNEL OPERATING SPACE COSTS






FUNDRAISING DONATIONS 0 0 0 0

USER FEES 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0









FUNDRAISING DONATIONS 0 0 0 0

USER FEES 0 0 0 0

OTHER** 0 0 0 0


*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

ACCOUNT CATEGORY

Terms

Terms

NON-CITY FUNDING - 1 MAY 25, 2010


ORGANIZATION: Common Wealth Development

PROGRAM/LETTER: D Garver Arts Facility

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL









FUNDRAISING DONATIONS 95,283 8,358 86,713 212

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 95,283 8,358 86,713 212 0


SOURCE SPECIAL









FUNDRAISING DONATIONS 100,000 8,881 90,994 125 0

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 100,000 8,881 90,994 125 0

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY

PROGRAM D - 1 MAY 25, 2010














BUDGET SPECIAL





MADISON-CDBG 100,000 0 0 0 100,000



OTHER GOVT* 11,480,248 0 0 0 11,480,248

FUNDRAISING DONATIONS 3,700,000 0 0 0 3,700,000

USER FEES 0 0 0 0 0

OTHER** 782,706 0 0 0 782,706

TOTAL REVENUE 16,062,954 0 0 0 16,062,954

*OTHER GOVT 2012

Source Amount

New Market Tax Credits 4,750,000

Historic Tax Credit Equity 3,530,248

Other Public Grants 3,200,000

0

0

TOTAL 11,480,248

**OTHER 2012

Source Amount

CWD Deferred Dev. Fee 532,706

WI Focus on Energy 250,000

0

0

0

TOTAL 782,706

Repayment over 10 years

Terms

Includes $600,000 1st mortgage 7%, 20 Yr. term

Terms

ACCOUNT CATEGORY







PRIORITY STATEMENT:








The Garver Arts Incubator w ill serve its tenant businesses year-round. Service activities w ill primarily be

scheduled Monday-Friday during w orking hours but some services w ill be offered in the evenings and on

w eekends.

The Garver Arts Incubator program contract goals are to:

Support the success of start-up and expanding studio art and art related businesses

Create jobs for low -moderate income individuals

Within the first three years of operation w e estimate that w e w ill serve over 50 businesses located in the Garver

Arts Incubator.

The Garver Arts Incubator is a transformational economic and community development project that w ill create

badly needed jobs and renovate a vacant historic landmark into a LEED certif ied publicly accessible arts incubator

facility that w ill benefit all Madison residents. Visitors w ill be able to w atch artists at w ork in their studios and

purchase their w ork, enroll in an art class, view a show in the gallery, enjoy music in the performance space or

dine in the café. Modeled on the successful Torpedo Factory located in Alexandria, Virginia, the Garver Arts

Incubator w ill be an economic generator and a “must see’ for visitors. Over 800,000 people visit the Torpedo

Factory annually and spend over $56 million during their visit in the city.

The Garver Arts Incubator w ill create over 150 jobs and spur economic development in the emerging Atw ood

Avenue arts corridor. During construction and rehab of the building, a total of 300 jobs w ill be sustained or

created including 102 on-site construction jobs.

The Garver Arts Incubator w ill create a community of w orking artists and support their business success. A full-

time on-site manager w ill provide business assistance tailored for the arts, educational and marketing

opportunities. Services w ill include: one-on-one business counseling, assistance referrals, a mentoring program,

w orkshops, artist in residence program, individual and group gallery show s and open studio building-w ide events.

The Garver Arts Incubator w ill also offer affordable studio space, shared equipment and high-speed Internet.

The need for affordable art studio space and business support services for w orking artists is w ell documented

by the 2001 Studio and Incubator Space for Madison's Arts Community Report, the 2003 Art Grow th Summit, and

market research conducted by Next Generation Consulting in 2005. Common Wealth Development (CWD)

contracted w ith Next Generation Consulting (NGC) to conduct market research among Madison area artists to

determine the viability of an arts incubator in Madison. NGC’s research included focus groups and a w eb survey.

Key findings include: 1. There is demand for an arts incubator on Madison’s east side. 2. Artists crave connection.

3. Artists need business coaching and technical assistance.These reports established the need for affordable art

studio facilities and artist demand for an arts incubator on Madison’s east-side.






or challenges).







Common Wealth Development has long standing w orking relationships w ith business assistance providers in the

Madison area. These organizations include: City of Madison Office of Business Assistance, the Small Business

Development Center, Madison Development Corporation, Wisconsin Women’s Business Initiative Corporation and

Madison Gas & Electric. We are also building w orking relationships w ith arts groups such as Arts Wisconsin,

Cycropia Ariel Dance, Madison Center for Photography, VSA Wisconsin and ARTw orking.

Volunteers have supported the Garver Arts Incubator by: Speaking in support of the project at public hearings

and City meetings; w riting letters of support, and supporting the “Vote Yes for Garver” referendum campaign by

attending organizing meetings, contributing time to organize and execute the campaign, assemble & disseminate

yard signs and contribute pro-bono graphic design services.

Throughout the Garver Arts Incubator 4 year pre-development process, w e have built a comprehensive list of

Madison arts community supporters including w orking artists, University of Wisconsin art students and faculty

and art organizations. These supporters have rallied to speak in support of the Garver Arts Incubator at public

hearings and w orked to pass the Garver Referendum. We have also been collecting information on artists

interested in Garver Arts Incubator studios. In June, 2010, w e sent out the first of many Garver Arts Incubator e-

new sletter updates to over 400 supporters. As w e move into the final design phase w e w ill be engaging artists in

specif ic disciplines to consult on the studio and gallery design and to solicit their ideas on how art can be

incorporated into the building. One-year prior to opening the Garver Arts Incubator w e w ill increase our outreach

efforts to through list serves, existing art organizations and presentations to art groups.

We w ill be serving tw o population groups: 1) studio artists and ow ners of art-related businesses, & 2) the public.

The Garver Arts Incubator w ill be a publicly accessible facility that w ill w elcome and serve all Madison residents

w ith diverse activities and events for all age groups from toddlers to seniors. The Garver Arts Incubator w ill not

charge an admission fee. The studio artists and business ow ners w ill be adults, including low /moderate income

individuals, some of w hom may have cognitive or physical disabilities.

The Garver Arts Incubator w ill be located in the renovated Garver Feed Mill building at 109 S. Fair Oaks Avenue in

Census Tract 20 on Madison’s east-side. The service area w ill be the City of Madison.













1 Incubator Manager 0.5

1 Executive Director 0.125

1 Financial Manager 0.125 22 years experience in non-profit development finances

29 years experience in non-profit management

Qualifications

MBA 15 years incubator experience

N/A

The Garver Arts Facility is dedicated to creating an inclusive and fully accessible space. This w ill be

accomplished through ADA building design features as w ell as developing community partnerships. Artw orking,

an initiative designed to support artists w ith cognitive disabilities that w ish to seek a vocation in the field of visual

and creative arts, has expressed interest in locating all or part of their operation in the Garver Arts Incubator.

Artw orking w ould make a major contribution to the diversity of the facility by providing natural opportunities for

professional artists, both w ith and w ithout disabilities to form relationships and exchange ideas and perspectives.

VSA Wisconsin, Inc. has also expressed interest in leasing space to host their Call for Art exhibit and conduct

w orkshops for Madison students w ith and w ithout disabilities. The Garver Arts Facility w ill offer teen

programming such as Project Create, a summer teen art project that has been offered by Common Wealth

Development. Programs like Project Create give youth the opportunity to learn art techniques, meet local artists,

discover their ow n talents, and w ork on a cooperative project. Common Wealth’s Youth Business Mentoring

Program w ill also w ork to place students in jobs w ith studio artists and include the Garver Arts Incubator in their

career tours. Partnerships w ill be formed w ith neighborhood centers, the Madison School Metropolitan School

District, Centro Hispano, MATC, UW-Madison and existing artist organizations to design programming to serve a

w ide variety of groups

Common Wealth Development is a non-profit, 501c (3) community development corporation that has developed

and managed numerous innovative economic, community and housing development projects during its 31-year

history. All of Common Wealth Development’s projects have a track record of creative leveraging of private and

public sector dollars and providing long-term benefits to community residents.

Common Wealth Development operates tw o successful business incubators, the Madison Enterprise Center

(MEC) and Main Street Industries (MSI) that have supported the success of hundreds of small businesses

including many art businesses. Both facilities are f inancially self suff icient and have solid job creation records.

Common Wealth also operates The Foundry Art Studios, located on the 3rd f loor of the Madison Enterprise Center

that offers six affordable studios. The Common Wealth Gallery, Madison’s only community art gallery, is located in

the MEC adjacent to the Foundry Art Studios.

Common Wealth staff has extensive incubator development, management and consulting experience. We have

assembled a strong Garver Arts Incubator team that includes: Hasbrouck Peterson Zimoch Sirirattumrong (HPZS)

Architects, Vogel Brothers Building Company, Suby, Von Haden & Associates Certif ied Public Accountants and

Foley & Lardner LLP.











Income Level














among programs?


Est. Month


September, 2010

October, 2010

October, 2011

March, 2011

December, 2011

December, 2012

March, 2013

New Construction

Building Occupancy Begins

Final Design

Developer Agreement

Land Use Approvals

Fundraising

Building Remediation & Stabilization

0

0

0


0

0

0

0

0

0


0

Indirect costs shared by all programs are split on a pro rata share based on individual program staff hours divided

by total agency staff hours.
















Other











28. DEMOGRAPHICS





TOTAL 0 0% AGE

MALE 0 0% <2 0 0%

FEMALE 0 0% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 0 0%

30 - 59 0 0%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 0 0%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 0 0%

ETHNICITY





RESIDENCY











Total to be served in 2011.











tools or methods:



Proposed for 2011: Total to be considered in Targeted % to meet perf. measures 0%


Proposed for 2012: Total to be considered in Targeted % to meet perf. measures 0%



tools or methods:

Starting in 2013 when the facility opens, job creation information will be collected annually.

Business owners will report the number of FTE positions created and the wage rate. Employees

will verify their income prior to their employment. Within the first two years of operation at least

20 new jobs paying at least the City's living wage will be created and 51% of those positions will

be taken by LMI individuals.

51% of 20 jobs created in 2012-2015 (see measurement tools below)

Create jobs for low-moderate income individuals that pay at least the City's living wage.


COMMUNITY DEVELOPMENT DIVISIONECONOMIC DEVELOPMENT-CAPITAL PROJECTS

CDBG SUPPLEMENTAL PAGES

CITY OF MADISON


ECONOMIC DEVELOPMENT-CAPITAL PROJECTS

Please provide the following information -- if you are applying for programs that meet the CDD Community

Development Program Goals & Priorities Outcome

Objective E- Economic Development -- if it involves real estate purchase or rehab.

Real Estate Project Data Summary

Enter the site address (or addresses) for the proposed project and answer the identified questions by column

for each address site.

1. Real Estate Project Data Summary

Total # Tenants Appraised Appraised

Sq. Footage to be Value Value Purchase Accessible Accessible

of Property Displaced Current Post-Project Price Current? Post-Project?

Address:

106,124 0 N/A N/A $1 No Yes

Address:

Address:

Address:

Address:

If no specific site has been identified, use the average of the high-low range or your best estimate of costs.

2. FUNDS NEEDED: Please describe why CDBG funds are needed to ensure the viability of this project.

Other (List)

Holding Costs/Taxes

Project Contingency:

Furnishings:

Reserves Funded from Capital:

Operating Reserve

Replacement Reserve

Maintenance Reserve

Vacancy Reserve

Lease Up Reserve

Other: (List)

TOTAL COSTS:

*If CDBG funds are used for items with an asterisk (*), the total cost of these items may not exceed 15% of the CDBG amount.

**Note: Each amount for each source must be listed separately, i.e., Acquisition: $30,000 HOME, $125,000 Capitol Revolving Fund. Identify if grant or loan and terms.

109 S. Fair Oaks Ave.

CDBG funding is critical to the success of the Garver Arts Incubator. This is a large capital project and CDBG’s

participation is an important foundation building block in the overall funding package and w ill leverage additional

funds.

ECONOMIC DEVELOPMENT-CAPITAL PROJECTS - 1 MAY 25, 2010



CITY OF MADISON


3. CAPITAL BUDGET

Enter the proposed capital budget for the proposed project. Identify the fund source and amount for each total line item.

For ex: acquisition $300,000, $100,000 from CDBG, $200,000, from Anchor Bank@ 5% interest/15 years.

TOTAL Amount Source/Terms** Amount Source/Terms**

Acquisition Costs:

Acquisition 1 $1 Common Wealth Development

Title Insurance and Recording 10000 10000 Private Grants 0

Appraisal 5000 5000 Private Grants 0

Predvlpmnt/feasibility/market study* 0 0 0

Survey 10000 10000 Private Grants 0

Marketing* 50000 50000 Private Grants 0

Relocation 0 0 0

Other (List)

Environmental Assessment 12500 12500 Private Grants 0

Construction:

Construction Costs 11605299 4750000 New Market Tax Credits 6855299 Private & Public Grants

Soils/Site Preparation 0 0 0

Construction Mgmt 1048063 1048063 Historic tax credit equity

Landscaping, Play Lots, Signage 0 0 0

Construction Interest 98750 98750 Historic tax credit equity 0

Permits; Print Plans/Specs 0 0 0

Other (List)

Construction Insurance 10000 10000 Historic tax credit equity 0

Fees:

Architect 411372 411372 Historic tax credit equity 0

Engineering 20000 20000 Historic tax credit equity 0

Accounting* 25000 25000 Historic tax credit equity 0

Legal* 50000 50000 Historic tax credit equity 0

Development Fee* 1055855 1055855 Private grants 0

Leasing Fee* 0 0 0 2224145

Other (List)

Holding Costs/Taxes 72075 72075 Historic tax credit equity 0

Project Contingency: 1059040 1059040 Historic tax credit equity 0

Furnishings: 100000 100000 Historic tax credit equity 0


Operating Reserve 0 0 0

Replacement Reserve 0 0 0

Maintenance Reserve 0 0 0

Vacancy Reserve 0 0 0

Lease Up Reserve 420000 420000 Private Grants 0

Other: (List)

0 0 0

TOTAL COSTS: 16062955 9207656 6855299






CITY OF MADISON

Amount Source/Terms** Amount Source/Terms**

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0

0

0 0

0 0

0 0

0

0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0

0 0

0 0

0 0




CITY OF MADISON


4. TOTAL PROJECT PROFORMA

Enter total Revenue and Expense information for the proposed project for a 15 year period.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6

Revenue:

Gross Income 129,000 209,125 287,250 295,868 304,743 313,885

Less Vacancy/Bad Debt 0 0 0 0 0 0

Income from Non-Residential Use* 30,000 30,000 0 0 0 0

Total Revenue 159,000 239,125 287,250 295,868 304,743 313,885

Expenses:

Office Expenses and Phone 400 412 424 437 450 463

Real Estate Taxes 17,600 18,128 18,672 19,232 19,809 20,403

Advertising, Accounting, Legal Fees 8,000 7,090 7,183 7,278 7,377 7,478

Payroll, Payroll Taxes and Benefits 4,875 5,021 5,172 5,327 5,487 5,652

Property Insurance 7,000 7,210 7,426 7,649 7,879 8,115

Mtc, Repairs and Mtc Contracts 15,075 15,528 15,994 16,474 16,968 17,477

Utilities (gas/electric/fuel/water/sewer) 63,000 64,890 66,837 68,842 70,907 73,034

Property Mgmt 72,800 74,984 77,234 79,551 81,937 84,395

Operating Reserve Pmt 4,770 7,174 8,618 8,876 9,142 9,417

Replacement Reserve Pmt 0 0 14,363 14,793 15,237 15,694

Support Services 0 0 0 0 0

Other (List)

0 0 0 0 0 0

0 0 0 0 0 0

Total Expenses 193,520 200,437 221,921 228,459 235,193 242,128

Net Operating Income -34,520 38,688 65,329 67,409 69,550 71,757

Debt Service:

First Mortgage 55,498 55,498 55,498 55,498 55,498 55,498

Second Mortgage 0 0 0 0 0 0

Other (List)

0 0 5,000 10,000 10,000 15,000

0 0 0 0 0 0

Total Debt Service 55,498 55,498 60,498 65,498 65,498 70,498

Total Annual Cash Expenses 249,018 255,935 282,419 293,957 300,691 312,626

Total Net Operating Income -90,018 -16,810 4,831 1,911 4,052 1,259

Debt Service Reserve 0 0 0 0 0 0

Cash Flow -90,018 -16,810 4,831 1,911 4,052 1,259

*Including laundry facilities, vending machines, parking spaces, storage spaces or application fees.

Assumptions

Vacancy Rate 10.0%

Annual Increase 3.0%

Other

Deferred Development fee




CITY OF MADISON

Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15

323,302 333,002 342,991 353,281 363,880 374,796 386,039 397,621 409,550

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

323,302 333,002 342,991 353,281 363,880 374,796 386,039 397,621 409,550

477 492 506 521 537 553 570 587 605

21,016 21,646 22,295 22,964 23,653 24,363 25,094 25,846 26,622

7,582 7,690 7,800 7,914 8,032 8,153 8,277 8,406 8,538

5,821 5,996 6,176 6,361 6,552 6,748 6,951 7,159 7,374

8,358 8,609 8,867 9,133 9,407 9,690 9,980 10,280 10,588

18,001 18,541 19,097 19,670 20,261 20,868 21,494 22,139 22,803

75,225 77,482 79,807 82,201 84,667 87,207 89,823 92,518 95,293

86,927 89,535 92,221 94,987 97,837 100,772 103,795 106,909 110,117

9,699 9,990 10,290 10,598 10,916 11,244 11,581 11,929 12,287

16,165 16,650 17,150 17,664 18,194 18,740 19,302 19,881 20,478

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

249,272 256,631 264,209 272,015 280,056 288,338 296,867 305,654 314,704

74,030 76,371 78,782 81,266 83,824 86,458 89,172 91,967 94,846

55,498 55,498 55,498 55,498 55,498 55,498 55,498 55,498 55,498

0 0 0 0 0 0 0 0 0

18,000 20,000 20,000 20,000 0 0 0 0 0

0 0 0 0 0 0 0 0 0

73,498 75,498 75,498 75,498 55,498 55,498 55,498 55,498 55,498

322,770 332,129 339,707 347,513 335,554 343,836 352,365 361,152 370,202

532 873 3,284 5,768 28,326 30,960 33,674 36,469 39,348

0 0 0 0 0 0 0 0 0

532 873 3,284 5,768 28,326 30,960 33,674 36,469 39,348




Organization Common Wealth Development

Mailing Address 1501 Williamson St.

Telephone 256-3527

FAX 256-4499

Admin Contact Marianne Morton

Financial Contact Ted Parker

Website cwd.org




State CN:

DUNS # 30460778


A Youth Business Mentoring Program

Contact: Tariq Pasha Saqqaf Phone: 256-3527-13 Email:

B JobSmart Workshops

Contact: Tariq Pasha Saqqaf Phone: 256-3527-13 Email:

C Affordable Rental Housing

Contact: Paul Jasenski Phone: 256-3527-14 Email:

D Garver Arts Facility

Contact: Sarah Hole Phone: 256-6565 Email:

E Program E


F Program F


G Program G


H Program H


I Program I


J Program J


K Program K


L Program L


TOTAL

[email protected]

[email protected]

[email protected]

[email protected]






DANE CO HUMAN SVCS 79,860 98,400 98,400 98,400 0 0 0


MADISON-COMM SVCS 71,998 86,998 102,459 84,459 18,000 0 0

MADISON-CDBG 52,680 0 216,000 0 0 216,000 0



OTHER GOVT 123,413 95,160 0 0 0 0 0

FUNDRAISING DONATIONS 148,041 366,805 474,962 125,644 0 0 100,000

USER FEES 1,027,230 1,031,118 893,602 0 0 0 0

OTHER 108,912 0 0 0 0 0 0

TOTAL REVENUE 1,612,134 1,678,481 1,785,423 308,503 18,000 216,000 100,000




DANE CO CDBG 0 0 0 0 0 0 0





OTHER GOVT 0 0 0 0 0 0 0


USER FEES 0 0 0 0 0 0 0

OTHER 0 0 0 0 0 0 0



SOURCE L Non-City


DANE CO CDBG 0 0


MADISON-CDBG 0 0



OTHER GOVT 0 0

FUNDRAISING DONATIONS 0 249,318

USER FEES 0 893,602

OTHER 0 0

TOTAL REVENUE 0 1,142,920

TOTAL






TOTAL

Common Wealth Development is a non-profit community development corporation that has a successful 31-year

track record w orking on community revitalization. Common Wealth has completed many innovative programs and

initiatives that have improved our community through development of quality affordable and accessible housing;

creation of jobs for low -moderate income households; and access for teens to employment opportunities, earned

income and supportive relationships w ith adult mentors.

Common Wealth has a diverse and experienced staff committed to carrying out its mission. Our Executive

Director, Marianne Morton, has 29 years of community and economic development experience and is skilled in

putting together f inancing sources, mobilizing community support and delivering programs and initiatives. Common

Wealth’s Financial Manager, Ted Parker, has over 22 years of non-profit f inancial management experience.

Common Wealth’s Program Managers for business, youth and housing –have a combined total of 42 years of non-

profit experience. Common Wealth’s staff is skilled and experienced in w orking w ith people from a w ide variety of

cultural and racial backgrounds. They regularly attend trainings and stay abreast of best practices on w orking

w ith culturally diverse and high-needs populations.

Common Wealth continues to operate its tw o successful business incubators, the Madison Enterprise Center and

Main Street Industries. These tw o incubators have supported the success of over 100 small businesses that

have created 544 new jobs during their incubator stay. In 1997, the City of Madison’s Economic Development

Commission presented Common Wealth Development w ith the Partners in Economic Development Aw ard in

recognition of our business incubation success.

In 2005, Common Wealth received the 30 Year Madison Community Development Aw ard from the City of Madison

CDBG office for its housing and economic development w ork. Common Wealth ow ns and manages 99 units of

long-term affordable rental housing. Yahara River View Apartments, Common Wealth’s 60-unit mixed-income

housing development, w as recognized in Madison Gas and Electric’s 2009 study of multi-family buildings in its

service area, as being the most energy cost eff icient apartment building in the Madison area.

Since launching our Youth Program tw enty years ago, Common Wealth has provided over 7,000 youth w ith

opportunities to improve their quality of life by economically empow ering themselves. Common Wealth’s

employment and financial programs enable low -income and at-risk youth to develop and apply employment and

money management skills, explore careers and higher education, and have access to employment opportunities,

earned income, matched savings accounts and supportive relationships w ith adult mentors. Common Wealth’s

long-history of delivering need-based and result-producing employment programs to economically disadvantaged

and at-risk youth led to Common Wealth receiving the 2007 Governor’s Aw ard for Financial Literacy.

Common Wealth Development’s mission is “To continue to build and sustain a vibrant, diverse, engaged, inclusive

and safe community”. Common Wealth’s goals are: 1) to provide job training, placement, f inancial education and

mentoring for low -income teens; 2) to promote the creation of new living w age jobs; 3) to create affordable

housing; 4) to preserve and improve existing housing stock; and 5) to involve the people living and w orking in our

neighborhoods in community-building activities.






How many Board seats are indicated in your agency by-laws? 6 to 18


Name

Home Address

Occupation

Representing

Term of Office 2008-2010 From: 12/2008 To: 12/2010

Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

Secretary

Reference Librarian

Dane County Individual

Vice President

1134 Spaight Street, Madison, WI 53703

Self-Employed Entertainer

605 West Dean Avenue, Monona, WI 53716


Attorney

1131 Jenifer Street, Madison, WI 53703

Shift Worker

Gretchen Ede

Treasurer


LPN

706 South Baldwin Street, Madison, WI 53703

Retired Senior Mechanical Engineer

Russ Lerum

Full-Time Student

405 Hummingbird Lane, Madison, WI 53714

Will Green


President

Michael DiIorio

Irene Erwin

1813 Schlimgen Avenue, Madison, WI 53704

Polly Westmont

Marquette Neighborhood Association


Elizabeth Hambleton

Truly Remarkable Loon

Executive Director/Mentor




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

1224 Spaight Street, Apt. 1, Madison, WI 53703

Elisabeth Howard

Neighborhood Individual

266 Junction Road, Apt. 32, Madison, WI 53717

Advisor

Associate Attorney

1436 Morrison Court, Madison, WI 53703


Gia Mason

Andy Rubin

Master Painter




Business Owner

Deborah Mulligan

Attorney


Michelle Rutta-Wahe

100 Coyle Parkway, Madison, WI 53703




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL







27 100% 13 100% 88 100%

11 41% 6 46% 41 47%

16 59% 7 54% 47 53%

0 0% 0 0% 0 0%

27 100% 13 100% 88 100%

9 33% 0 0% 0 0%

16 59% 12 92% 82 93%

2 7% 1 8% 6 7%

27 100% 13 100% 88 100%

0

15 56% 11 85% 56 64%

10 37% 2 15% 19 22%

0 0% 0 0% 4 5%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

2 7% 0 0% 3 3%

1 50% 0 0% 2 67%

1 50% 0 0% 1 33%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 6 7%

27 100% 13 100% 88 100%

1 4% 0 0% 6 7%

26 96% 13 100% 82 93%

27 100% 13 100% 88 100%

0 0% 0 0% 0 0%


TOTAL


ETHNICITY



WHITE/CAUCASIAN

GENDER

TOTAL GENDER

TOTAL AGE

60 AND OLDER

RACE*

TOTAL


VOLUNTEER

AGE

LESS THAN 18 YRS

18-59 YRS

DESCRIPTORSTAFF

MALE

UNKNOWN/OTHER

FEMALE

BOARD



ASIAN

TOTAL RACE

TOTAL ETHNICITY



BALANCE/OTHER

MULTI-RACIAL:


HISPANIC OR LATINO







2009 2010 2011


A. PERSONNEL

Salary 534,675 545,947 571,831

Taxes 44,928 53,946 51,759

Benefits 83,061 85,959 95,116

SUBTOTAL A. 662,664 685,852 718,706

B. OPERATING


SUBTOTAL B. 614,806 632,496 508,965

C. SPACE

Rent/Utilities/Maintenance 78,994 114,942 114,972

Mortgage (P&I) / Depreciation / Taxes 281,466 219,091 226,900

SUBTOTAL C. 360,460 334,033 341,872

D. SPECIAL COSTS

Assistance to Individuals 4,005 11,100 15,000



Capital Expenditure 110,524 15,000 200,880

Other: 0 0 0

SUBTOTAL D. 114,529 26,100 215,880

SPECIAL COSTS LESS CAPITAL EXPENDITURE 4,005 11,100 15,000

TOTAL OPERATING EXPENSES 1,641,935 1,663,481 1,584,543

E. TOTAL CAPITAL EXPENDITURES 110,524 15,000 200,880





TOTAL











Executive Director 0.75 40,700 0.75 41,917 26.87 0.13 0.00 0.00

Financial Manager 0.80 43,414 0.80 44,712 26.87 0.20 0.03 0.03

Youth Programs Director 1.00 48,191 1.00 50,503 22.89 0.48 0.03 0.00

Youth Programs staff 3.00 93,709 4.00 121,577 16.81 3.30 0.20 0.00

Housing Developer 1.00 55,302 1.00 56,852 27.23 0.00 0.00 0.15

Rehab Specialist 0.75 37,565 0.75 38,810 21.75 0.00 0.00 0.00

Maintenance staff 0.88 33,283 0.88 34,953 18.04 0.00 0.00 0.00

Office Manager 0.75 27,926 0.75 29,910 19.10 0.00 0.00 0.00

Compliance/Financial Specialist 0.68 31,817 0.68 32,767 23.25 0.00 0.00 0.00

Business Incubator Manager 1.00 52,733 1.00 54,284 26.00 0.00 0.00 0.00

Housing Manager 1.00 45,423 1.00 48,086 0.00 0.00 0.00 0.00

Americorps members* 3.00 35,400 2.00 23,600 0.00 1.80 0.20 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

TOTAL 14.60 545,463 14.60 577,971 5.90 0.45 0.18

TOTAL PERSONNEL COSTS: 595,679



Urban Farming Youth Asst. Coordinator 15 301 12.00 3,612 0.00 0.00 0.00

Youth Urban Farm Workers* 15 1,762 8.00 14,096 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

TOTAL 30 2,063 17,708 0.00 0.00 0.00






0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.63

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.55

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.85

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.88

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.68

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.08



0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 301.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,762.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2,063.00





PROGRAM BUDGET

1. 2010 BUDGETED



DANE CO HUMAN SVCS 0




OTHER GOVT 75,000 46,515 13,485 0 15,000

FUNDRAISING DONATIONS 188,194 122,161 62,394 3,639 0

USER FEES 1,031,118 306,748 400,776 323,594

OTHER 0 0 0 0 0

TOTAL REVENUE 1,294,312 475,424 476,655 327,233 15,000









FUNDRAISING DONATIONS 249,318 171,221 74,157 3,940 0

USER FEES 893,602 298,354 265,327 329,921

OTHER** 0 0 0 0 0

TOTAL REVENUE 1,142,920 469,575 339,484 333,861 0

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

ACCOUNT CATEGORY

Terms

Terms



ORGANIZATION: Community GroundWorks at Troy Gardens

PROGRAM/LETTER: A Program A

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL









FUNDRAISING DONATIONS 0 0 0

USER FEES 0 0 0 0 0

OTHER 35,360 4,000 0 0 31,360

TOTAL REVENUE 35,360 4,000 0 0 31,360


SOURCE SPECIAL





MADISON-CDBG 55,410 26,813 4,900 2,280 21,417



OTHER GOVT* 9,750 9,750 0 0

FUNDRAISING DONATIONS 0 0 0 0 0

USER FEES 0 0 0 0 0

OTHER** 25,760 0 0 0 25,760

TOTAL REVENUE 90,920 36,563 4,900 2,280 47,177

*OTHER GOVT 2011

Source Amount

USDA/DATCP Risk Management Agency 9,750

0

0

0

0

TOTAL 9,750

**OTHER 2011

Source Amount

TBD 5,000

TBD 6,000

TBD 4,000

TBD 8,000

TBD 2,760

TOTAL 25,760

Private funding to double value of FoodShare and WIC coupons

WWBIC training to write business plans + $2000 for cart licensing

ACCOUNT CATEGORY

CGW Administrative & Fiscal Management at 12%

Terms

Grant requested by WI Dept of Ag (DATCP) for Green Carts Facilitator Salary

Terms

Allied Wellness Cooperative - train and support neighborhood residents as Green Carts apprentices

Centro Hispano - train and support neighborhood residents as Green Carts apprentices















BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

Green Carts w ill open 2 new carts in 2012, but the 2 original carts w ill be self-sustaining, so the budget w ill

remain the same. 8 new farmers & 4 new cart operators w ill train in 2012.





PRIORITY STATEMENT:








Prep & training in w inter; sales May-Nov. Carts open 7 days/w k,10 hrs/day = 1960 hours/season

Jobs created for cart operators: 8 new jobs, each .58 FTE = 4.64 FTE (4 carts, 2 staff/cart, 40 hrs/w k, 7 months

per year = 1204 hours per year @ $12/hour = $14,448) (All of the 6 current Farley Center farmers are Madison

residents. We w ill expand to serve 8 new farmers in 2012, likely also Madisonites.

• Hire Green Carts Marketing Facilitator

• Design operational procedures w ith Green Carts Advisory Team

• Recruit cart entrepreneurs/operators

• With WWBIC, provide business plan development class, special components for agricultural related

business, job training, microlending & support for 4 cart operators in 2011, 4 more in 2012 & 6 farmers in 2011, 8

more in 2012

• Get permits, build carts w ith MATC, set up sales procedures, schedule deliveries of produce, launch

carts

Green Carts w ill bring produce into underserved Madison neighborhoods. Farmers from the Farley Center Farm

Incubator w ill supply culturally-appropriate produce. Green Carts w ill make our Madison food system more

sustainable. In 2010, our business advisor w ill produce a feasibility study w ith f inancials, to include review of

these factors:

• Lessons from Green Carts in NYC, administered by Karp Resources & Acción

• Options for cart design, ow nership, contracts, insurance, micro-loans

• Staff - number & skill sets for entrepreneurs /cart operators

• Scale - number & neighborhood locations of carts

• Amount & types of produce needed

• Hours open, best sites w ithin the neighborhoods

• Vendor permitting & licensing

In 2011, our strong Advisory Team w ill guide the design of program plans. Then partners at MATC w ill build carts,

WWBIC w ill train entrepreneurs, and new operators w ill launch carts in pilot neighborhoods. In 2012, additional

carts w ill be opened. By 2013, start up investment w ill be complete, links to farmers w ill be strong, and

entrepreneurs w ill run the carts sustainably.

With Green Carts stationed in shady spots in our neighborhoods, residents w ill f ind it easy and fun to w alk out to

Green Carts w ill create jobs for cart operators in CDBG target neighborhoods, support small farm businesses

ow ned by and employing Madison residents, and make healthy produce available in low -income neighborhoods.

Each cart w ill serve a “food desert” neighborhood, w ithout grocery stores and w ith many residents w ho receive

WIC and FoodShare. Green Carts w ill build on the farmers market model, but provide longer hours of access, so

that healthy food can compete w ith junk food that is all too available. WIC Farmers Market Nutrition Program

provides coupons for free produce. In 2009, only 53% of those coupons w ere redeemed in WI, so about

$500,000 w as unspent. More w ill be redeemed by families that need the convenience of a Green Cart.

Immigrant farmers seek new markets for their produce. Profits at farmers markets in low -income neighborhoods

are often very low . Koua Vang, of United Asian Services, estimates that Hmong farmers earn as little as $1 an

hour.






or challenges).






Number of volunteer hours utilized in this program in 2010? 2,140

A broad collaboration of agencies have committed to helping launch Green Carts: Farley Center for Peace,

Justice & Sustainability (hire staff, ow n carts, off ice home base, farmer supply links), WWBIC (training and micro-

lending for entrepreneurs), Thrive - UW-Extension’s Agricultural Innovation Center (business planning), Allied

Wellness Cooperative (neighborhood partners, recruit, publicize, manage apprentices), Community GroundWorks

at Troy Gardens (f iscal agent), United Asian Services (outreach), Centro Hispano of Madison (neighborhood

partner and outreach), Madison Area Technical College Carpentry (design & build Green Carts, w ith neighborhood

apprentices), WI Dept of Ag, Trade & Consumer Protection (farm & marketing programs), WI Dept of Health

Services (help vendors accept WIC FMNP & FoodShare), UW-Madison Center for Cooperatives (business

planning). Staff of some of these groups w ill form the Advisory Team, and others w ill consult w ith staff one-on-

one in program development.

The Farley Center Director, Gene Farley, is a full-time volunteer. We expect to have 1 - 3 volunteer interns each

semester starting in fall of 2010, likely MATC and UW-Madison students in business, sustainability, agriculture, and

food systems.

In May w e received a Willy Street Coop Grant to begin the groundw ork and outreach for Green Carts. This

summer, the Allied Wellness Cooperative is surveying Allied residents to assess interest and spread the w ord

about Green Carts. We have already heard interest from potential cart entrepreneurs /operators in Allied, and w e

w ill recruit qualif ied applicants through our other community partner agencies. Partners Centro Hispano and

United Asian Services w ill help us publicize through Spanish-language media, Hmong Radio on WORT and by

w ord of mouth. Cart location w ill be crucial for good visibility in our w alkable, densely populated neighborhoods.

Our community partner groups that are co-creating this project w ill spread the w ord w hen each cart opens for

business. WIC staff suggest locating carts at their sites in Darbo and South Madison. Judging from the success

of mobile produce vending in New York and LA, w e expect that the new s w ill spread quickly w hen carts open.

A range of ages from children to elderly w ill be involved as employees, entrepreneurs and customers. Most

customers w ill be low -income, w hile new hires and entrepreneurs w ill be in moderate income brackets since they

earn a living w age. Most of the farmers and likely some of the cart operators w ill be LEP, and their skills in

Spanish and Hmong w ill be vital since many of the farmers and customers are recent immigrants and LEP. Carts

may be staffed by low -literacy w orkers, and many of the customers and farmers w ill be low -literacy and illiterate.

Training at WWBIC & Farley Center. Carts in CDBG target areas, based on market demand & partner groups -

Allied-CT 6, South Transfer Point/Harambee/Centro Hispano-CT 14.01, Darbo-CT 20 & TBD.













Green Carts Marketing Facilitator 0.5 Yes

Farley Center Farm Incubator Facilitator0.5 Yes

Farley Center Director 1 No

Qualifications

Nonprofit administration; peace, justice and sustainability activism

Business background (preferably related to fresh produce and/or mobile vending), interpretation skills in Hmong or Spanish, project management experience & interest in community development

Masters in Land Resources, Exp in food system & organic farming activism; community organizing; nonprofit administration; bilingual in Spanish or Hmong

Green Carts w ill be licensed as farmers markets if they are on private property, or as food carts if they are on

public property, for instance street terraces, sidew alks, etc.

The neighborhoods w here Green Carts w ill sell produce w ere selected because they are some of the most

culturally diverse in Madison and include high concentrations of low income individuals. The project w ill be

culturally responsive and accessible:

• With our partner organizations, w e w ill reach out to LEP and low income people as both w orkers &

customers.

• Cart operators w ill be recruited from the pilot cart communities, reflect the cultural diversity of their

neighborhoods, and many w ill be bilingual.

• All of our program staff w ill be bilingual.

• Unemployed or underemployed people w ill be a focus of recruitment for cart operators.

• Most of the current farmers at Farley Center are immigrants, some LEP, most low income; new farmers

w ill likely be similar.

• Many of our customers w ill be LEP, so bilingual cart operators w ill be vital.

• Carts w ill have EBT card sw ipe machines so that customers can pay w ith food stamps (FoodShare) or

bank cards.

• Carts w ill accept WIC Farmers Market Nutrition coupons.

• Carts w ill be much more accessible than farmers markets - in densely populated neighborhoods,

accessible w ithout a car, and open long hours every day.

Community GroundWorks at Troy Gardens (CGW) in Madison, a national model of sustainability and cross-cultural

integration through gardening and farming, is the fiscal agent for the Farley Center Farm Incubator and its Green

Carts initiative.

The Farley Center w ill manage Green Carts, w orking closely w ith an Advisory Team and community partners

including WWBIC, Allied Wellness Cooperative, and Cooperative Extension. Please note that w ith the CGW Board

of Directors list (section 6), w e included the Farley Center Farm Incubator ’s Advisory Committee. Many

institutional and community partners are supporting Green Carts and have committed resources (section 13). To

design a strong and realistic program, w e have put together a Green Carts Advisory Team:

• Ruth Rohlich, Wisconsin Women’s Business Initiative Corporation (WWBIC)

• Greg Law less, Thrive - UW-Extension’s Agricultural Innovation Center

• Jeff Glazer, Allied Wellness Cooperative & Dunns Marsh Neighborhood Assoc President

• John Stephany, Madison Area Technical College Carpentry

• Alfonso Morales, Assistant Professor of Urban and Regional Planning, UW-Madison (research focus is

public markets)

WWBIC w ill offer Green Carts entrepreneurs business planning and business management/operations as

requested. If there is a need for micro-lending to any for-profit entities, a WWBIC representative w ill meet one-on-

one or hold a seminar w ith the potential borrow ers and discuss a variety of f inancing options. WWBIC w ould be











Income Level














among programs?


Est. Month


Sep-10

Dec-10

Jan-11

Mar-11

May-11

Nov-11

Dec-11

Apr-11

May-11

May-11

Dec-11

11

22

Contractor completes feasibility study and business plan w/ financials & study of NYC program

Hire Green Carts Marketing Facilitator

0

0



10

0

0

5

5

Support cart launch including permitting, supply, operational procedures

Support existing carts while repeating the above timeline to launch 2 more carts in 2012

Recruit & WWBIC trains cart operators - business planning and business management/operations with special components for agricultural related businesses

11

Evaluate year 1 and prepare for year 2

Allied Wellness Coop surveys; Farley Center researches feasibility & seeks start-up funding

MATC Carpentry partners build carts

Launch carts in 2 pilot neighborhoods

Work with Advisory Team to design program plan & operational procedures

Ongoing support for cart operators & links to farmers for supply

Ongoing support and training in business plan development for farmers

Within Community GroundWorks programs, indirect expenses are shared betw een programs based on the

percent of the total agency budget allocated to each program. With the Farley Center funding, indirect costs are

allocated at a rate of 12%, and include fiscal oversight.













Number of children enrolled in free and reduced lunch X

Individuals or families that report 0-50% of Dane County Median Income X


Other




The program hasn't begun yet, but w e w ill collect information through a simple demographic form for cart

operators and farmers. The box above for free & reduced lunch is incorrect, but the pull-dow n menu doesn't

allow unchecking it.

Program partner WWBIC brings decades of experience in business planning w ith entrepreneurs to this effort. We

w ill rely on their programs as w e recruit, train, and support cart operators and strengthen farm businesses

ow ned by Madison residents w ho farm at the Farley Center Farm Incubator.

Green Carts w ill be modeled on a program in New York City that brings fresh produce vendors into low -income

neighborhoods that have limited or no access to grocery stores. See coverage of that large and successful

Green Carts program. (“Customers Prove There’s a Market for Fresh Produce,” New York Times. 6/10/09

http://w w w .nytimes.com/2009/06/11/nyregion/11carts.html) Through information sharing w ith Green Carts NY

operators Karp Resources and Acción, w e w ill benefit from their experience launching almost 1000 produce

carts in recent years.

Green Carts in Madison w ill innovate by selling locally-grow n produce in season and fresh from the farm, so they

w ill generate the w hole range of environmental, economic, and community benefits of locally-grow n food. Small

scale farm-direct produce vending is common in other parts of the w orld, including Laos, Thailand and Latin

America. Green Carts w ill rely on know ledge and traditions of our immigrant farmers and cart operators to bring

this strategy to Madison.

According to a study released in February by the UW-Madison’s Center for Integrated Agricultural Systems, better

farm-to-market delivery is needed in Wisconsin. Distribution systems like carts maintain the allure of farm-direct

foods, w hich is important to customers w ho appreciate know ledge of their food’s production. (Day-Farnsw orth,

2009)

Locating in convenient-to-reach venues is a key to influencing customers’ purchasing habits and encouraging

sales of fresh produce. (Keeling Bond, 2009) Street markets are the research focus of our advisor Alfonso

Morales, UW-Madison professor of Urban & Regional Planning. We w ill tap his know ledge of best practices

around the w orld.

To facilitate involvement of entrepreneurs w ho are low -income, WWBIC w ill offer micro-loans. Since w e know

that many neighborhood residents w ho w ould like to w ork as cart operators may not have strong credit histories,

some cart operators w ill be simply employees, w ithout investment required. WWBIC business plan training is

subsidized by grant funding, so students w ill not have to cover the full tuition cost of $300 per student. Green

Carts w ill be sited in CDBG target areas, in “food deserts”. Food stamps and WIC coupons w ill be accepted at

every cart.





28. DEMOGRAPHICS





TOTAL 22 100% AGE

MALE 11 50% <2 0 0%

FEMALE 11 50% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 6 27%

30 - 59 14 64%

60 - 74 2 9%

75 & UP 0 0%





ASIAN 6 27%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 22 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Green Carts Marketing Facilitator and WWBIC partners will work with the entrepreneurs, cart

operators, and farmers to assess success at each cart and farm business and document the

model of how Green Carts function, for dissemination to other cities. Green entrepreneurs earn

profits and continue managing the carts in years to come. Farmers continue in the field and

expand operations to the level that they desire, earning a living wage for themselves and their

employees.

Madison Green Carts succeed as viable and sustainable marketing ventures for locally grown

produce.

Entrpreneurs and farmers report solid earnings, cart operators succeed at their jobs, workers

express satisfaction with their involvement with Green Carts.

Staff will interview workers to determine how successful their ventures are, including gathering

information on profits and level of job satisfaction.

A strong start with prepared workers and good sales in pilot years of 2011 and 2012, then the

carts become fully independent, sustainable and profitable from 2013 forward.

Unemployed adults earn a living wage or better as green entrepreneurs, Green Cart operators,

and farmers.



Organization Community GroundWorks at Troy Gardens

Mailing Address 3601 Memorial Drive, Suite 4 Madison, WI 53704

Telephone 240-0409

FAX 240-1487

Admin Contact Jill Jacklitz, Executive Director

Financial Contact Also Jill

Website www.troygardens.org




State CN:

DUNS # 18-970-0730


A Program A

Contact: Janet Parker Phone: 257-2748 Email:

B Program B


C Program C


D Program D


E Program E


F Program F


G Program G


H Program H


I Program I


J Program J


K Program K


L Program L


TOTAL

[email protected]






DANE CO CDBG 0 0 0 0 0 0 0


MADISON-CDBG 0 0 55,410 55,410 0 0 0


UNITED WAY DESIG 3,095 3,095 0 0 0 0 0

OTHER GOVT 25,000 25,000 9,750 9,750 0 0 0

FUNDRAISING DONATIONS 26,019 96,618 0 0 0 0 0

USER FEES 70,212 152,000 0 0 0 0 0

OTHER 80,530 156,175 423,288 25,760 0 0 0

TOTAL REVENUE 204,856 432,888 488,448 90,920 0 0 0




DANE CO CDBG 0 0 0 0 0 0 0





OTHER GOVT 0 0 0 0 0 0 0


USER FEES 0 0 0 0 0 0 0

OTHER 0 0 0 0 0 0 0



SOURCE L Non-City


DANE CO CDBG 0 0


MADISON-CDBG 0 0



OTHER GOVT 0 0


USER FEES 0 0

OTHER 0 397,528

TOTAL REVENUE 0 397,528

TOTAL





TOTAL

Community GroundWorks at Troy Gardens (w w w .troygardens.org) is the f iscal agent for the new Farley Center

Farm Incubator (w w w .farleycenter.org) and its marketing intitiative, Green Carts. Community GroundWorks at

Troy Gardens manages 26 acres of open space land for community-based food production and natural areas

restoration management. Our programs are developed in order to fulf ill the organization's goals of developing the

land in a sustainable manner, improving food security for Madison's Northside residents, and providing educational

programs on gardening, natural areas restoration, food preparation, nutrition, and environmental education. Troy

Gardens serves many low -income families including immigrants and LEP individuals. The Troy Community Farm

has been a successful urban agriculture business since 2001. The farm sells primarily through CSA, but also to

stores and at Northside Farmers Market. The Farm Manager, Claire Strader, is on the advisory committee for the

Farley Center Farm Incubator and w ill be a key connector. In 2009, CGW launched a second commercial

enterprise. Madison FarmWorks is an innovative business w here gardening and farming intersect. Our staff

designs, installs and maintains organic production gardens of any size at homes, businesses and schools. This

spring w e installed an edible garden at the southw est corner of the Capitol building w hich has gotten recent

media attention and is as educational as it is ornamental.

Janet Parker is the Farm Incubator Facilitator at the Farley Center, and she has tw enty years of experience

w orking in urban agriculture, community organizing, and environmental education. She is a simultaneous

interpreter in Spanish and holds a master degree in Land Resources from the Nelson Institute for Environmental

Studies at UW-Madison. With CDBG support, the Farley Center w ill hire a Green Carts Marketing Facilitator. We w ill

seek a candidate w ith a background in business (preferably related to fresh produce and/ or mobile vending),

interpretation skills in Hmong or Spanish, project management experience and an interest in community

development. In 2010, w e plan to contract w ith a business consultant to perform a feasibility study for the project.

A good candidate to do this w ork is Amy Bruner Zimmerman of Green Link Consulting. She has a strong

background in project management and marketing for local and sustainable food and farming businesses,

including w ith the Buy Local, Buy Wisconsin program. The Allied Wellness Cooperative, an alliance of key

organizations in Allied Drive, including the Allied Wellness Center and Madison Apprenticeship Program, w ill be

neighborhood partners for the pilot launch of Green Carts.

The project has received funding from Willy Street Coop and an anonymous donor. We have gotten encouraging

feedback on our Green Carts applications to MG&E and USDA (submitted on our behalf by WI Dept of Ag

(DATCP). Details are in the Green Carts budget spreadsheet, emailed along w ith our CDBG application.

The Linda and Gene Farley Center for Peace, Justice and Sustainability is located in Springdale, Wisconsin. The

Center, now in the process of becoming a 501(c)3 nonprofit, is located on 43 acres of forest and farmland and

includes a large passive-solar hexagonal house that functions as a conference center. We w ill offer three

services:

1. an ecologically-sound and sustainable natural green burial grounds, w hich w ill in the long term produce

a steady income for the center;

2. a farm incubator and community garden, w here new farmers w ill be supported w ith land, tools,

education, and links to a variety of local food and farming community efforts; and

3. a small conference center to facilitate the good w ork of a w ide array of groups in the region w orking

on peace, justice, and sustainability.

The farm incubator w ill expand on the community gardening projects long supported on this land by Gene and

Linda Farley. The Center creates jobs and supports new entrepreneurs by providing land, shared equipment,

education, marketing support, and mentoring for new farmers. Currently 10 acres of the Center land is cultivated

by 4 farm business and several more families grow ing for their ow n sustenance. Ow ners of an adjacent property

have given the Center the use of an additional 20 acres for cultivation. The four farm businesses at the Center

have expanded their operations to plant in this new land in 2010. A new land-link program connects new

grow ers w ith available farmland also.

The gardens at the Center w ere started by a group of mostly immigrant grow ers, including Hmong, Latinos, and

Troy Gardens w as born of a community vision for a unique parcel of land. Community GroundWorks at Troy

Gardens is now one of Madison’s hidden treasures, and a place that many people call home.

We envision a w orld in w hich more people cultivate sustainable abundance in their communities.

Our mission is:

• To nurture a meaningful relationship betw een people and the land,

• To grow w holesome and organic food for local tables,

• To regenerate urban natural areas,

• To cultivate a diverse learning community,





How many Board seats are indicated in your agency by-laws? max 21


Name

Home Address

Occupation

Representing

Term of Office From: 01/2002 To: 12/2012

Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

Marge Pitts - CGW Board of Directors

Orthopedic and Renal Transplant Coordinator, UW - Veterinary Medical Teaching Hospital

Gerianne Holzman - CGW Board of Directors

University of Wisconsin

Farm Representative

Sam Dennis - CGW Board of Directors

658 Pickford St, Madison, WI 53711

UW-Madison Associate Professor Dept of Landscape Architecture and Nelson Institute for Environmental Studies

Learning Community

Kurt Schneider - CGW Board of Directors

Vincent Smith - CGW Board of Directors

7437 Terrace Ave, Middleton, WI 53562

5219 Shorecrest Dr, Middleton, WI 53562

Martha Worcester - CGW Board of Directors

564 Troy Drive, Madison, WI 53704

Community volunteer, retired from editing/ publishing/ event management

Terrie Anderson - CGW Board of Directors

At-large Member

Tom Popp - CGW Board of Directors

2413 E. Dayton St, Madison, WI 53704

Acct Rep & Marketing Dir, Badger Cab

Northside Planning Council Rep

1409 Iowa Dr, Madison, WI 53704

Educational Consultant Curriculum & Product Development

Graduate Student, Nelson Institute for Environmental Studies

9 South Owen Dr, Madison, WI 53705

Community Gardens

3617 Harper Rd, Madison WI 53704

Freelance Writer, Waiter at Tornado Club, Owner of Birdlady, LTD

Co-housing

Retired city administrator

At-large Member



Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

John Hendrickson

N1749 Yerges Rd, Reeseville, WI 53579

Professor of Community and Environmental Sociology, Nelson Institute for Environmental Studies, UW-Madison

2318 Rowley Ave, Madison, WI 53726

Outreach Specialist, UW-Madison Center for Integrated Agricultural Systems

Farley Center Farm Incubator Advisory Committee


Jack Kloppenburg, PhD

Samuel Pratsch - CGW Board of Directors

Troy Community Farm Manager

At-large Member

2210 Calypso Rd, Madison, WI 53704

1814 Sheridan Ave, Madison, WI 53704

4817 Sheboygan Ave #317, Madison, WI 53705

1170 Hageman Rd, Belleville, WI 53508

PhD Dissertator, Nelson Institute for Environmental Studies, UW-Madison; Project Assistant, UW-Cooperative Extension; Project Assistant, Center for Integrated Agricultural Systems, UW-Madison

CPA at Bremset Group, Inc, Financial Administrator for Community Car and Madison Environmental Group

Holly Sledge - CGW Board of Directors



Claire Strader

Bill Warner and Judy Hageman

Owners of Snug Haven Farm, former managers of the Dane County Farmers Market, former managers of Homegrown Wisconsin vegetable marketing cooperative

Gergens Polynice - CGW Board of Directors

PhD Student in Development Studies, UW-Madison

Attorney Whyte Hischboeck Dudek S.C.

5714 Hammersley Rd, Madison, WI 53711

At-large Member

Anne Pryor - CGW Board of Directors

4206 Bagley Pkwy, Madison, WI 53705

Phillip Bower - CGW Board of Directors

At-large Member

5317 Lighthouse Bay Dr, Madison, WI 53704

Folk and Traditional Arts Specialist Wisconsin Arts Board

At-large Member

At-large Member



Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL


1000 Edgewood College Dr, Madison, WI 53711

Farmers on 1/2 acre at the Farley Center, launching Seed by Seed, a 20-member CSA this year


Sharon Lezberg, PhD

Policy Program Director, Michael Fields Agricultural Institute

Sara Cawthon & Megan Taft


Yee Ythao

Kiera Mulvey


Oscar Ferreira

2524 Chamberlain Ave, Madison, WI 53705

Farmer on 1+ acres at the Farley Center, beekeeper

9 Oakbridge Court, Apt 7, Madison, WI 53717

PO Box 7814, Madison, WI 53707

Executive Director, Madison Area Community Supported Agriculture (CSA) Coalition

Margaret Krome

1102 Sequoia Trail, Madison, WI 53713

Medical assistant, St Mary's Hospital, interpreter for community gardens throughout Madison, Member of the Madison Community Gardens Committee

441 Sidney St, Madison, WI 53703

Associate Scientist, Sustainability Studies - Environmental Resources Center, UW-Madison


John Peck, PhD

812 Jenifer St, Madison, WI 53703

Executive Director, Family Farm Defenders


Juan Gonzalez


4914 E Buckeye Rd, Madison, WI 53716


Farmer on 3+ acres at the Farley Center, vendor at Northside Farmers Market, several Southside farmers markets, and Latino grocery stores in Madison

1830 Sheridan St, Madison, WI 53704

Farmer on 3+ acres at the Farley Center, vendor at Northside Farmers Market and other markets in Madison & Milwaukee, Bilingual Resource Specialist, Madison Public Schools


Nina Xiong & Cha Yang






8 100% 13 100% 527 100%

2 25% 7 54% 247 47%

6 75% 6 46% 280 53%

0 0% 0 0% 0 0%

8 100% 13 100% 527 100%

0 0% 0 0% 35 7%

8 100% 11 85% 475 90%

0 0% 2 15% 17 3%

8 100% 13 100% 527 100%

0

8 100% 12 92% 378 72%

0 0% 1 8% 69 13%

0 0% 0 0% 64 12%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 3 1%

0 0% 0 0% 3 100%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 13 2%

8 100% 13 100% 527 100%

0 0% 0 0% 13 2%

8 100% 13 100% 514 98%

8 100% 13 100% 527 100%

0 0% 0 0% 37 7%


TOTAL

TOTAL RACE

TOTAL ETHNICITY



60 AND OLDER

RACE*


ASIAN

BALANCE/OTHER

MULTI-RACIAL:

VOLUNTEER

AGE

LESS THAN 18 YRS

18-59 YRS

DESCRIPTORSTAFF

MALE

UNKNOWN/OTHER

FEMALE

BOARD

TOTAL


WHITE/CAUCASIAN

GENDER


TOTAL GENDER

TOTAL AGE

HISPANIC OR LATINO



ETHNICITY








2009 2010 2011


A. PERSONNEL

Salary 177,580 220,750 257,700

Taxes 15,145 18,396 21,399

Benefits 10,360 8,424 10,783

SUBTOTAL A. 203,085 247,570 280,133

ERROR

B. OPERATING


SUBTOTAL B. 69,202 67,235 72,135

ERROR

C. SPACE



SUBTOTAL C. 18,229 22,256 24,536

ERROR

D. SPECIAL COSTS


Subcontracts, etc. 12,180 44,540 13,180


Capital Expenditure 0 51,287 51,287

Other: See program details for Green Carts in attached spreadsheet 0 0

SUBTOTAL D. 12,180 95,827 111,644

ERROR

SPECIAL COSTS LESS CAPITAL EXPENDITURE 12,180 44,540 60,357


E. TOTAL CAPITAL EXPENDITURES 0 51,287 51,287





TOTAL

We had 1 resignation in 2009 out of a staff of 6 people.










Associate Director 0.50 17,877 0.50 17,877 0.00 0.00 0.00 0.00

Natural Areas Coordinator 0.50 16,100 0.50 16,100 0.00 0.00 0.00 0.00

Education Director 1.00 36,630 1.00 36,630 0.00 0.00 0.00 0.00

Farm Manager 1.00 39,312 1.00 39,312 0.00 0.00 0.00 0.00

Assistant Farm Manager 1.00 29,328 1.00 29,328 0.00 0.00 0.00 0.00

Program Manager 1.00 28,330 1.00 28,330 0.00 0.00 0.00 0.00

Bookkeeper/Admin. Assistant 0.50 13,520 0.50 13,520 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

At the Farley Center: 0.00 0 0.00 0 0.00 0.00 0.00 0.00

Green Carts Marketing Facilitator 0.00 0 0.50 15,600 15.00 0.50 0.00 0.00

Farley Center Farm Incubator Facilitator 0.50 15,600 0.50 15,600 15.00 0.50 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

Entrepreneurs: 0.00 0 0.00 0 0.00 0.00 0.00 0.00

Cart Operators - over 2 years, 8 new jobs, each .58 FTE = 4.64 FTE (4 carts, 2 staff/cart, 40 hrs/wk, 7 months per year = 1204 hours per year @ $12/hour = $14,4480.00 0 2.32 14,448 12.00 0.00 0.00 0.00

Farmers - 6 retaining their jobs & growing their businesses, 8 new farmers in 2011, all 40 hrs/wk ++ March - November = .75 FTE4.50 ?? 4.50 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

TOTAL 11.50 238,697 14.32 268,745 1.00 0.00 0.00




0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

TOTAL 0 0 0 0.00 0.00 0.00






0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.32

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.32



0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00





PROGRAM BUDGET

1. 2010 BUDGETED






UNITED WAY DESIG 3,095 3,095 0 0 0

OTHER GOVT 25,000 22,000 0 0 3,000

FUNDRAISING DONATIONS 96,618 36,019 6,281 7,000 47,318

USER FEES 152,000 86,456 38,779 15,256 11,509

OTHER 120,815 96,000 22,175 2,640

TOTAL REVENUE 397,528 243,570 67,235 22,256 64,467










USER FEES 0 0 0 0 0

OTHER** 397,528 243,570 67,235 22,256 64,467

TOTAL REVENUE 397,528 243,570 67,235 22,256 64,467

*OTHER GOVT 2011

Source Amount

Department of Natural Resources

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

none specifically identified at this time-- 2011 budget has not yet been developed458,038

0

0

0

0

TOTAL ERROR

ACCOUNT CATEGORY

ACCOUNT CATEGORY

Terms

Terms



ORGANIZATION: Latino Chamber of Commerce of Dane County


PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL



DANE CO CDBG 15,000 7,600 3,000 2,400 2,000







USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 15,000 7,600 3,000 2,400 2,000


SOURCE SPECIAL



DANE CO CDBG 20,000 12,000 3,600 2,400 2,000







USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 20,000 12,000 3,600 2,400 2,000

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY















BUDGET SPECIAL



DANE CO CDBG 20,000 12,000 3,600 2,400 2,000







USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 20,000 12,000 3,600 2,400 2,000

*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

Terms

ACCOUNT CATEGORY

Terms

NA

NA





PRIORITY STATEMENT:







CDBG: X Access to Community Resources - Informational Services

Currently w e have one part-time employee w ho is available Tues and Thurs from 2 to 9 PM and Saturdays from 9

AM to 2PM at our office at Centro Hispano. The members of the board are also available and respond to requests

for assistance at the times that are opportune for both them and the persons asking for assistance.

Reach out to a minimum of 5 businesses per month w ith our programs and services (this includes w alk-ins and

businesses or indiviuals w e reach out to). Provide monthly netw orking meetings (w hich last about 2 hours) w ith

presentations on business related topics to members and interested parties to groups of 12 or more. Increase our

membership numbers from 50 to 25 more each year. Provide 4 or more 4 hour seminars and classes to groups of

14 or more (one per quarter). Continue w ith our monthly board meetings to share information on the status of our

programs and plan and adopt new ones.

We provide various services from netw orking meetings monthly w here w e visit new businesses allow ing them

the exposure to other interested parties, members and business related agencies, and informational presentations

at these events. We also conduct seminars and w orkshops on business related topics as w e identify the need

for them from our members and interested parties such as "w riting your ow n business plan," "opening and

managing your business," tax and registration requirements for businesses information, QuickBooks (beginers

and advanced, in Spanish) and various other courses. We have a w ebsite w ith information and links to resource

centers and upcoming events that w e or other agencies are providing and an emerging directory that w ill assist

businesses and interested parties in collaborating. We now have an off ice, centrally located at Centro Hispano

that provides "w alk-ins" and persons w ith appointments information on how to start their business or to expand it.

Our goal like our mission is to be visible, reach out to businesses w ho either do not know about us w ho need our

assistance and services, and to provide the necessary tools and information to these Latino businesses to

empow er them to survive and succeed in these tough economic times. The impact w e anticipate to have is to

continue to provide the necessary aid to the Latino businesses and community to enable and empow er them to do

w ell and provide jobs and a to have a positive economic impact on the community as a w hole.

The Latino population in Madison and the surrounding area is grow ing continually as are Latino run businesses

throughout the community. They range in size from "mom and pop" tw o person store fronts to larger businesses

hiring many persons offering everything from restaurants, day care centers, cleaning and maintenance and

computer services, to mention a few . With this evolvement has come the need for an organization, such as ours,

w ho's main mission is servicing their needs from start ups to expanding businesses. Our services w ill continue

to f ill that need.






or challenges).







We collaborate and coordinate w ell w ith the agencies in the community such as MATC, Wisconsin Womens

Business Initiative Corp (WWBIC), Centro Hispano, the Greater Madison Chamber of Commerce through the

Minority Business Advisory Committee w e sit on, the Minority Business Resource Center (MBRC), and various

other agencies and media resources to get the w ord out about our programs and events. One of our success

stories is the tw o previous business expositions and recognition dinners w e held in November of last year and

the year before last w here w e allow ed Latino and other interested businesses and organizations to display their

products and services. At our dinner w e provided recognition to the top Latino businesses in Madison and the

surrounding area.

Our volunteers are typically our members and persons w ho are interested in becoming members. We also get a

lot of assistance from the organizations I mentioned above and some of our sponsors for particular events.

We reach out to the community by various means and media. We frequently publish articles and press releases in

the tw o Latino Community new spapers, La Comunidad and La Voz, do interview s on the radio station La Movida

at their morning "el Debate" program. We call, email and w rite businesses w e hear about or f ind out about via the

internet, new spapers, w ord of mouth and other resources such as "LaSup" w hich is a Latino professional

netw ork that allow s us to post information on events on their w ebsite. We also have our ow n w ebsite w hich is

w ell know n throughout the region and w here w e have received requests for information from as far aw ay as

Central and South America. At our seminars and w orkshops, as w ell as our netw orking events, w e ask for

inputs pertaining to our programs and seminars and the persons or businesses w ho could profit through our

associatioin w ith them.

Persons w e provide services to vary in ages from 18 to 65 and are predominantly Latinos. Income levels vary

from $12,000 to about $30,000+. Literacy levels range from high school to some college and in some instances

bachelor or higher degrees from their country of origin, in some instances.

The location of our service is mostly out of our office at Centro Hispano, 810 W Badger Rd, Madison, WI 53713.

We provide some of seminars and classes at various sites such as at members businesses.












Staff Title FTE City $ Qualifications

Some of our members are licensed in real estate, accounting and teaching at the university level.

One of the biggest barriers that w e experience is language and all the various dialects of Spanish from Mexico to

Argentina. Fortunately, our members are equally diverse and most came from various backgrounds and cultures

from Mexico to Argentina. The varying educational levels of our clients, from high school to university, pose a

challenge at times so w e must ensure the information w e provide is useful to all these levels to ensure no one is

excluded. We also assist a lot of persons and businesses navigate through the registration and licensing issues

they face w hich often times do not provide service or information in Spanish or do not have translators avaialbe

to assist. We are making a lot of in-roads w ith a lot of these agencies to get them to provide some level of

bilingual information. Agencies such as the SBA have a lot of their information avaiable in Spanish as w ell and

w e are able to access it and share it w ith our clients via the internet. Our seminars and w orkshops are provided

mostly in Spanish and w e can do them in both English and Spanish w here the need arises.

Our board members are a core group w ho have now w orked together on average of three years. Our

backgrounds, professional expertise and educational levels compliment the types of programs w e provide. Some

of our members are accountants, HR specialists, real estate agents, bankers, teachers and have other skills and

experiences they share gladly to assist the persons and businesses w e service. Our recent acquisition of a part

time off ice coordinator w ho has experience in accounting and research as he w orks on his PhD in international

studies is a real plus as he is able to help us maintain and evolve our programs w ith a good level of understanding

as to their cultures and needs.











Income Level














among programs?


Est. Month


Oct

Dec

Nov

Dec

Sep

Dec

Sep

Nov

Begin to establish a mentorship program for new Latino Businesses

Continue our monthly networking meetings

Host a general assembly meeting for all the membership

Advanced QuickBooks course, in Spanish, in colloboration with MATC

Have our annual recognition dinner to recognize outstanding Latino businesses

Update our business directory in our website

0

0

0



50

0

0

0

50

0

0

Increase our membership by 50% (i.e. form 50 to 75)

Provide 4 business related seminars

We have the experience of having careully allocated these resources for over 3 years tow ard successful results

in reaching and assisting the community. Our treasurer, w ho is also and accountant, along w ith the talents of

some of our other members, w ho have served in various governtmental and nonprofit roles, have provided us

w ith a real good foundation for evaluating our needs and determining the costs and indirect costs for our

programs and how the funds are allocated. This has w orked out in providing w orthw hile programs at minimal

costs.














Individuals or families that report 0-50% of Dane County Median Income X


Other X




Information is gathered at our intake interview s w here w e ask participants, w ho are w illing to provide it, about

their income status. Some of this information is shared at some our meetings and seminars, in a non threatening

manner, for informational purposes and to set a base line on w here w e are and w here w e need to go w ith our

programs.

Tw o years ago, w e hired a consultant to survey and interview Latino businesses in the community to determine

the busines commuity's numbers, needs, and to see w hat types of programs w ere needed to assist them. We

have formed and evolved our programs around those findings and are contiunally updating the community's needs

based on the feed back questionaires w e provide after each of our classes. We get a lot of good inputs from the

participants at our netw orking sessions and at our other social events. We have been in contact w ith agencies

such as the Greater Madison Chamber of Commerce and the Hispanic Chamber of Commerce in Milw aukee. Both

have provided us great inputs on how w e can improve our products and services.

We typically provide access to our members to our w orkshops, seminars or events at either a free or discounted

rate. For example, w e provide members a 50% rebate upon successful completion of the QuickBook classes.

Our dues continue to be low , $100 per year for small businesses and $50 for individuals interested in the

business community. We do not charge for our referral services and a lot of persons take advantage of this free

service as "w alk-ins" or w ith appointments. Our hope is that most of them w ill be successful w ith our guidance

and return to us in the future as members.





28. DEMOGRAPHICS





TOTAL 116 100% AGE

MALE 94 81% <2 0 0%

FEMALE 22 19% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 27 23%

30 - 59 89 77%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 0 0%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 116 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

If we offer a minimum of 4 workshops or seminars and we complete at least 4, we will have

achieved 100% of that objective. Our hope is to be able to do more.

Increase our membership to 75

50%

We currently have 50 members. If we increase our numbers to 75 by the end of the year, that

will be a 50% increase. If we increase it to 100 in 2012, that'll be 100% vs our numbers in 2010,

thus far.

Provide 4 seminars/workshops to approximately 60 individuals.

25%




Organization Latino Chamber of Commerce of Dane County

Mailing Address PO Box 259851, Madison, WI 53725-9851

Telephone 608 712-3522

FAX 608 255-2975

Admin Contact Joel Chargoy 608 712-3522

Financial Contact Julia Arata-Fratta 608 698-6256

Website www.camaradecomerciolatina.org




State CN: 11264-800

DUNS #


A Program A

Contact: Gabriel A. Sanchez Phone: 608 772-2393 Email:

B Program B


C Program C


D Program D


E Program E


F Program F


G Program G


H Program H


I Program I


J Program J


K Program K


L Program L


TOTAL

[email protected]







DANE CO CDBG 30,030 15,000 20,000 20,000 0 0 0

MADISON-COMM SVCS 0 0 0 0 0 0

MADISON-CDBG 0 0 0 0 0 0




FUNDRAISING DONATIONS 0 0 0 0 0 0

USER FEES 0 0 0 0 0 0

OTHER 0 0 0 0 0 0

TOTAL REVENUE 30,030 15,000 20,000 20,000 0 0 0




DANE CO CDBG 0 0 0 0 0 0 0





OTHER GOVT 0 0 0 0 0 0 0


USER FEES 0 0 0 0 0 0 0

OTHER 0 0 0 0 0 0 0



SOURCE L Non-City


DANE CO CDBG 0 0


MADISON-CDBG 0 0



OTHER GOVT 0 0


USER FEES 0 0

OTHER 0 0

TOTAL REVENUE 0 0

TOTAL






TOTAL

We now have a core group of board members (10) w ho have 3 years or more experience w orking together to

provide information and programs to the Latino community w e service. We represent several years of w ork

experience in various professional and businesses levels in various capacities from restaurants, accounting, HR,

landscaping businesses and other governmental and nonprofit organizations to provide an invaluable resource to

all w ho come to our organization for assistance. Our members talents include our current president, w ho has 21

years of military experience as an off icer in the USAF and has held many other jobs, among them restaurant

manager. Our treasurer has w orked many years in a major accounting f irm and w e have many talented and

dedicated members w ho are either are professionals or w ho have their ow n businesses and w ho all form a solid

foundation for our programs. Our organization has now been in existence for over 5 years and teaming up w ith

Centro Hispano, as collaborators, has afforded us a credible alliance w ith an organization that provides a

centralized location that is w ell know n to most of the community w e service. Their notew orthy accomplishments

are w ell know n throughout the Latino community. This has provided us w ith a great opportunity to provide, along

w ith other collobratiing agencies housed in the same facility, a "one stop shopping" location for the persons w ho

come here in search of assistance in various areas. We are looking forw arded to a long and fruitful relationship

w ith them as w e expand the reach and usefulness of our services.

To provide services, information and resources to the Latino community in Madison and the surrounding areas to

empow er small Latino businesses and entreprenuers to start up or expand their businesses. We do this as a

non-profit organization volunteering our experience, education and background to assist others to become

successful business members of the community.






How many Board seats are indicated in your agency by-laws? 10+


Name

Home Address

Occupation

Representing

Term of Office President From: 06/2007 To: 06/2010

Name

Home Address

Occupation

Representing

Term of Office Vice President From: 06/2007 To: 06/2010

Name

Home Address

Occupation

Representing

Term of Office Treasurer From: 06/2007 To: 06/2010

Name

Home Address

Occupation

Representing

Term of Office Secretary From: 06/2007 To: 06/2010

Name

Home Address

Occupation

Representing

Term of Office Board Member From: 06/2007 To: 06/2010

Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

Wegner CPAs

Bureau of Program Mgmt & Special Populations Division of Employment & Tranining

WIFLi, Inc.

Department of Public Health Madison & Dane County (Harambie Center)

5811 Danville Dr, Fitchburg, WI 53719

Independent Contractor/Real Estate Agent

2532 Fairfield Place, Madison, WI 53704

Chief Human Capital Officer (HR)

1124 Erin St, Madison, WI 53715

Outreach Specialist

Associated Bank

2966 Settlement Dr, Madison, WI 53713

Assitant Bank Manager

State of Wisconsin Department of Workforce Developmen

Juan Jose Lopez

507 W Wilson St, Apt 202, Madison, WI 53703

6205 Oak Hollow Dr, Oregon, WI 53575

Julia Arata-Fratta

2911 Melissa Cir, Fitchburg, WI 53711

Accountant

Monica Gonzalez

202 Railroad St, Brooklyn, WI 53521

Owner/Manager

First Weber Group, Fitchburg-West Madison

Noemi Mendoza

Claudio Diaz

Southern Services, LLC

Park Bank

Rafael Curutchet

Gabriel A Sanchez

Assistant Bank Manager

Reyna Jarquin




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

6315 Century Ave, Apt #7, Middleton, WI 53562

Baltazar DeAnda-Santana

Proactive Media, LLC

140 Spring St, Columbus, WI 53925

Program Planner

Owner/CEO

Madison Area Technical College

Antonio Molina-Rivas




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL







1 100% 10 100% 0 0%

1 100% 6 60% 0 0%

0 0% 4 40% 0 0%

0 0% 0 0% 0 0%

1 100% 10 100% 0 0%

0 0% 0 0% 0 0%

1 100% 10 100% 0 0%

0 0% 0 0% 0 0%

1 100% 10 100% 0 0%

0

1 100% 10 100% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

1 100% 10 100% 0 0%

1 100% 10 100% 0 0%

0 0% 0 0% 0 0%

1 100% 10 100% 0 0%

0 0% 0 0% 0 0%


TOTAL

HISPANIC OR LATINO



ETHNICITY



WHITE/CAUCASIAN

GENDER


TOTAL GENDER

TOTAL AGE

TOTAL


VOLUNTEER

AGE

LESS THAN 18 YRS

18-59 YRS

DESCRIPTORSTAFF

MALE

UNKNOWN/OTHER

FEMALE

BOARD

TOTAL RACE

TOTAL ETHNICITY



60 AND OLDER

RACE*


ASIAN

BALANCE/OTHER

MULTI-RACIAL:







2009 2010 2011


A. PERSONNEL

Salary 18,830 6,300 10,140

Taxes 1,600 1,000 1,500

Benefits 362 300 360

SUBTOTAL A. 20,792 7,600 12,000

B. OPERATING

All "Operating" Costs 0 3,000 3,600

SUBTOTAL B. 0 3,000 3,600

C. SPACE

Rent/Utilities/Maintenance 0 0 0

Mortgage (P&I) / Depreciation / Taxes 0 2,400 2,400

SUBTOTAL C. 0 2,400 2,400

D. SPECIAL COSTS





Other: 0 2,000 2,000

SUBTOTAL D. 0 2,000 2,000

SPECIAL COSTS LESS CAPITAL EXPENDITURE 0 2,000 2,000







TOTAL

Lost the Executive Director (LTE) position in 2009 for budget reasons and replaced him w ith an office coordinator

w ith few er hours at a lesser rate.










0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

TOTAL 0.00 0 0.00 0 0.00 0.00 0.00




Office Coordinator (LTE)* 15 hrs per week 33 495 13.00 6,435 495.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

TOTAL 33 495 6,435 495.00 0.00 0.00






0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00



0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00





PROGRAM BUDGET

1. 2010 BUDGETED









USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0






DANE CO CDBG 0 0





USER FEES 0 0 0 0 0

OTHER** 0 0 0 0


*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

ACCOUNT CATEGORY

Terms

Terms



ORGANIZATION: Madison Development Corp.

PROGRAM/LETTER: A MBE-WBE-DBE Contractor Mentoring Program

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL










USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0



SOURCE SPECIAL





MADISON-CDBG 66,941 32,268 22,173 0 12,500





USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 66,941 32,268 22,173 0 12,500

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY















BUDGET SPECIAL





MADISON-CDBG 68,574 33,236 22,838 0 12,500





USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 68,574 33,236 22,838 0 12,500

*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

Terms

ACCOUNT CATEGORY

Terms

3% COLA. In 2012 w e expect to add 5 more mentee businesses and w iden the program outside of construction

into other viable industry sectors.






PRIORITY STATEMENT:








5 Mentees w ill each receive 100 hours of business development and mentorship assitance. Needs assessments

w ill require 10 staff hours by staff team, per mentee business. Each mentee business w ill receive up to $2,500

"scholarship" funds for use to hire professional business service providers. (MDC w ill reimburse costs out of

grant funds.)

MDC w ill recruit 5 MBE-WBE or DBE mentee businesses in, or w ith Madison-based operations . MDC w ill complete

a needs assessment of these businesses. MDC w ill recruit a minimum of 3 large prime contractor f irms as pro

bono, mentors. MDC staff and the mentor w ill prepare a training and development plan for each mentee business,

and oversee completion of that plan, including making referral to community and free resources, and recruit pro

bono professional service providers. The program shall also fund up to $2,500 per mentee for paid professional

services. (= $12,500 of "special costs")

MDC w ill initiate a MBE-WBE-DBE Mentorship Program for early-stage, but existing small businesses, tightly

targeted to the construction industry or related supplier/services for construction trades. These w ill be already

certif ied f irms planning grow th and additional hiring. The targeted construction sector has been chosen for the

purpose of focusing efforts in recruiting mentor and mentee businesses, and also for the economic reasons cited

in the section above. These businesses may be recent MDC loan applicants or potential applicants, but shall not

be restricted by that criteria. MDC and our community partners w ill assess the business development needs of

these businesses, connect them w ith mentors in the major construction prime contractor community, provide

coordinated training resource referral, and pass through "scholarships" for the businesses to contract w ith

specif ically identif ied professional service needs-including: accounting, legal, I.T. and softw are, human relations,

insurance/bonding and marketing. Our expectations is that mentee businesses shall improve their management,

f inancial controls, bidding and estimating skills and general development of their business' capacity. This in turn,

shall impact the businesses' ability to obtain sub-contracts, perform, grow , increase employment, and succeed.

They w ill also be prepared to obtain future grow th capital in the form of MDC or even conventional bank loans.

MDC has found a lack of capacity and preparation among MBE-WBE and DBE loan applicants. MDC has also

experienced higher business failure among start-up businesses, particularly MBE applicants w hich are usually

start-ups. MBE-WBE-DBE businesses, especially early-stage and start-ups lack experience, peer netw orking,

and resources for professional services to properly develop their grow ing business. At the same time, large and

publicly funded construction projects establish goals for MBE-WBE-DBE subcontracts w hich too often are unmet.

This provides a potentially lucrative market even during a severe economic dow nturn that has ravaged many

other sectors of the local economy. As the location of ongoing and planned public contsruction projects

developed or funded by the State, UW, City, and Federal stimulus funding, the Madison construction sector is

hurting, yet still represents a bright spot for small business and job grow th, and opportunity for MBE-WBE-DBE.






or challenges).





15. Number of volunteers utilized in 2010?

Number of volunteer hours utilized in this program in 2010?

MDC w ill coordinate w ith the Urban League of Greater Madison as w ell as the State Dept of Commerce-Minority

Business, Wisconsin Supplier Development Council, SCORE, UWSBDC, and the Greater Madison Chamber of

Commerce-Minority Business Advisory Council, and minority Chambers. MDC now partners w ith these groups

and has discussed formal cooperation regarding the Mentor Program to most groups listed prior to our application.

MDC w ill recruit professional service providers including accountants, attorneys, IT and others on a pro bono

basis. MDC w ill recruit a minimum of 3 large prime construction contractors and enlist support form various staff

at those firms.

MDC's Business Developemnt Associate w ill reach out to government agencies certifying MBE-WBE and DBE's to

recruit suitable candidates. Business w ill need to be certif ied and in business a minimum of 1 year. Outreach w ill

also include other business and minority or w omen assistance groups, banks, and prime contractors including,

but not limited to mentor f irms. Business hiring outreach w ill include business and employment partners, but may

require hiring from Union lists. New hires w ill be restricted to Madison residents.

5 small MBE, WBE, or DBE business ow ners w ill be directly served. Each business w ill be required to show

plans to hire at least one FTE new hire during the mentorship program year (2011). New FTE hires w ill be

surveyed for income level prior to hire.

City of Madison, city-w ide.













VP of Finance 0.08 Yes

Business Dev. Associate 0.25 Yes

Controller/Operations Director 0.02 Yes

Maintenance Supervisor 0.02 Yes

Bus Dev Asst/Office Coord 0.125 Yes

Qualifications

20 yrs in Non-Profit Sector, lending, housing and service agencies

25+ years in business development and lending w/agency

7 yrs in Community Development agency, outreach for housing, bus. Dev.

20 yrs in Construction and Management

2 yrs in Banking

200 characters (w ith spaces) None applicable.

Cultural differences often play into the lack of entrepreneurial experience and history for start up businesses,

particularly MBE's. The intent of the program is to overcome those differences and lack of peer contact and

support. Additionally some selected mentee businesses may have some language barriers. If so, partner non-

profits or other community agencies w ould be sought for assistance.

MDC has 30 years of experience w ith the f inancial and business development needs and requirements of

successful small businesses. The MDC President and Vice president each have 25 years of experience w ith

start-up and early stage business. MDC's Business Development Associate has done outreach in the minority

and w oman-ow ned business community for the last 18 months.











Income Level














among programs?


Est. Month


January

March

March

December

June

December

Mentee Businesses make new hires.

0

0

0

Recruit Mentee Businesses. First Quarter

Mentee Needs Assessment. First Quarter

Recruit Mentors

Business Development Plan Implementation. Ongoing Quarters 2 through 4

Evaluation.

0

5bus.; 5 FTE hires



0

0

5 business owners ; 5 FTE hires

0

0

Indirect costs are applied to the program based on direct labor proportional to the direct labor percentage.
















Other X




Annual Job surveys and self identif ied forms. Verif ied by payroll review .

MDC has used our recent experiences w ith small business and MBE/WBE as evidence for the need for the

program. The program is patterned somew hat after a program no longert in operation called the LEAP Program for

WBE. A somew hat similar program w as found in Ohio.

Businesses are required to make "best efforts" to hire lmi individuals. Business sign commitment letters to that

effect.





28. DEMOGRAPHICS





TOTAL ERROR 0% AGE

MALE 0 0% <2 0 0%

FEMALE 0 0% 2 - 5 0 0%

UNKNOWN/OTHER 10 100% 6 - 12 0 0%

13 - 17 0 0%

18 - 29 4 40%

30 - 59 6 60%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 1 10%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 10 100%

ETHNICITY





RESIDENCY










Number of unduplicated individual participants served during 2009. ERROR












tools or methods:








tools or methods:

Review payroll prior to entering program, re-review payroll at program completion. Verify job

creation of minimum 1 FTE.

Success and Growth of Mentee Businesses

Businesses grow revenues by at least 25% from prior year. Business stays in business for 3

years.

Review financial statements for 2011 relative to 2010. Interview business and assess condition.

New hires by Mentee businesses

Businesses add at least one new FTE in 2011.




Organization Madison Development Corp.

Mailing Address 550 W. Washington, Madison, WI 53703

Telephone (608)256-2799

FAX (608)256-1560

Admin Contact Frank Staniszewski

Financial Contact Joan Frost

Website www.mdcorp.org




State CN:

DUNS # 058076621


A MBE-WBE-DBE Contractor Mentoring Program

Contact: Frank Staniszewski, President Phone: 256-2799, ext 212Email:

B Program B


C Program C


D Program D


E Program E


F Program F


G Program G


H Program H


I Program I


J Program J


K Program K


L Program L


TOTAL

[email protected]


mailto:[email protected]





DANE CO HUMAN SVCS 0 0 0

DANE CO CDBG 0 0 0

MADISON-COMM SVCS 0 0 0

MADISON-CDBG 0 66,941 66,941

UNITED WAY ALLOC 0 0 0

UNITED WAY DESIG 0 0 0

OTHER GOVT 147,525 234,472 0

FUNDRAISING DONATIONS 0 0 0

USER FEES 0 0 0

OTHER 1,704,575 1,611,376 0

TOTAL REVENUE 0 1,852,100 1,912,789 66,941 0 0 0



DANE CO HUMAN SVCS

DANE CO CDBG

MADISON-COMM SVCS

MADISON-CDBG

UNITED WAY ALLOC

UNITED WAY DESIG

OTHER GOVT

FUNDRAISING DONATIONS

USER FEES

OTHER



SOURCE L Non-City


DANE CO CDBG 0

MADISON-COMM SVCS 0

MADISON-CDBG 0

UNITED WAY ALLOC 0

UNITED WAY DESIG 0

OTHER GOVT 234,472

FUNDRAISING DONATIONS 0

USER FEES 0

OTHER 1,611,376

TOTAL REVENUE 0 1,845,848

TOTAL






TOTAL

MDC w as chartered in 1977. For over 30 years, MDC has provided business assistance in the form of loans for

hard to f inance businesses that create jobs and diversify and strengthen the local economy. MDC has made over

400 loans to small businesses including dozens to MBE and WBE. MDC provides limited f inancial technical

assistance to small businesses, w hcih w ill be greatly augmented by the requested grant application-if funded.

MDC also ow ns and manages over 225 affordable rental apartments occupied by low er income residents.

MDC is designed to coordinate the activites of the public and private sectors so as to constructively use the

resources of each in the achievement of County-w ide economic development, providing high quality affordable

housing, and neighborhood development.








Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

MAYORAL DESIGNEE

Stock Broker

BUSINESS/FINANCIAL REP

State D.O.A.

Mary E. Strickland

307 Glenthistle Ct

COUNTY BOARD REPRESENTATIVE

110 Merrill Crest

County Supervisor

2519 Richardson St., Fitchburg

Brett Hulsey

Godwin A. Amegashie

2809 Curry Pkwy # D


CITIZEN APPOINTEE

702 E. Washington Ave.

President, Qualitemps

1039 Rutledge St

Attorney

Vicki L. Bankston

7140 East Pass

I.T. Consultant

Thomas P. Solheim

EMPLOYMENT AND TRAINING REP

Jay Loewi

Editor

Paul M. Zukowski



Michelle Behnke

222 Midvale Blvd. Suite 17

Attorney




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

MDC ELECTED REPRESENTATIVE - 3


Credit Analyst


3626 Fellowship Rd

Real Estate Management

Attorney

3102 Hawks Haven Trl., DeForest


Ron Bergenthal

W10628 Becker Road , Poynette

Mark Taber

4181 Cherokee Dr

William Beisenstein

Stuart Levitan

Vacant

Accountant

ECON DEV EXPERIENCE




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL







10 100% 12 100% 2 100%

5 50% 9 75% 1 50%

5 50% 3 25% 1 50%

0 0% 0 0% 0 0%

10 100% 12 100% 2 100%

0 0% 0 0% 0 0%

10 100% 11 92% 2 100%

0 0% 1 8% 0 0%

10 100% 12 100% 2 100%

0

7 70% 9 75% 2 100%

2 20% 3 25% 0 0%

0 0% 0 0% 0 0%

1 10% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

10 100% 12 100% 2 100%

0 0% 0 0% 0 0%

10 100% 12 100% 2 100%

10 100% 12 100% 2 100%

0 0% 0 0% 0 0%


TOTAL


ETHNICITY



TOTAL RACE

TOTAL ETHNICITY


BALANCE/OTHER

MULTI-RACIAL:


HISPANIC OR LATINO


WHITE/CAUCASIAN

GENDER


TOTAL GENDER

TOTAL AGE


60 AND OLDER

RACE*


ASIAN

VOLUNTEER

AGE

LESS THAN 18 YRS

18-59 YRS

DESCRIPTORSTAFF

MALE

UNKNOWN/OTHER

FEMALE

BOARD

TOTAL







2009 2010 2011


A. PERSONNEL

Salary 443,411 447,371 460,792

Taxes 36,378 36,220 37,307

Benefits 88,883 89,014 91,684

SUBTOTAL A. 568,672 572,605 542,162

B. OPERATING

All "Operating" Costs 1,418,155 1,182,539 1,255,885

SUBTOTAL B. 1,418,155 1,182,539 1,255,885

C. SPACE



SUBTOTAL C. 61,373 75,277 79,041

D. SPECIAL COSTS

Assistance to Individuals 0 0 12,500



Capital Expenditure 33,974 21,679 23,201

Other: 0 0 0

SUBTOTAL D. 33,974 21,679 35,701

SPECIAL COSTS LESS CAPITAL EXPENDITURE 0 0 12,500

TOTAL OPERATING EXPENSES 2,048,200 1,830,421 1,889,588

E. TOTAL CAPITAL EXPENDITURES 33,974 21,679 23,201





TOTAL

The primary source of turnover w as in the maintenance dept. of housing operations. A Maintenance

Supervisor/Construction Manager w as hired at the end of 2009 to provide direction, oversisight and planning for

this dept.










President/Admin 1.00 93,261 1.00 96,059 0.00 0.00 0.00 0.00

VP of Finance 1.00 60,588 1.00 62,406 0.00 0.08 0.00 0.00

Controller/Operations Director 1.00 59,810 1.00 61,604 0.00 0.02 0.00 0.00

Maintenance Supervisor/Construction Mgr 1.00 55,000 1.00 56,650 0.00 0.02 0.00 0.00

Business Development Associate 0.63 27,124 0.63 27,938 0.00 0.25 0.00 0.00

Sr. Property Mgr 1.00 35,190 1.00 36,246 0.00 0.00 0.00 0.00

Jr. Property Mgr. 1.00 24,450 1.00 25,184 0.00 0.00 0.00 0.00

Maintenance Tech II 1.00 35,000 1.00 36,050 0.00 0.00 0.00 0.00

Maintenance Tech I (vacant) 0.50 13,500 0.50 13,905 0.00 0.00 0.00 0.00

Laborer 0.63 14,526 0.63 14,962 0.00 0.00 0.00 0.00

Office Coordinator/Bus Dev Assistant 1.00 28,922 1.00 29,790 0.00 0.13 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

0.00 0 0.00 0 0.00 0.00 0.00 0.00

TOTAL 9.75 447,371 9.75 460,792 0.50 0.00 0.00




0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

TOTAL 0 0 0 0.00 0.00 0.00






0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00



0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00





PROGRAM BUDGET

1. 2010 BUDGETED







OTHER GOVT 147,525 142,766 4,759 0 0


USER FEES 0 0 0 0 0

OTHER 1,704,575 429,839 1,177,780 75,277 21,679

TOTAL REVENUE 1,852,100 572,605 1,182,539 75,277 21,679








OTHER GOVT* 234,472 122,181 112,291 0 0


USER FEES 0 0 0 0 0

OTHER** 1,611,376 387,714 1,121,421 79,041 23,201

TOTAL REVENUE 1,845,848 509,894 1,233,712 79,041 23,201

*OTHER GOVT 2011

Source Amount

Bus. Loan Program 234,472

0

0

0

0

TOTAL 234,472

**OTHER 2011

Source Amount

MDC Rental Program 1,583,955

DCDC Loan Fund 21,421

Interest on Holdings 6,000

0

TOTAL 1,611,376

200+ rental units, mixed income/use

Management Fees for administration of privately funded revolving loan fund

Interest on cash accounts

ACCOUNT CATEGORY

ACCOUNT CATEGORY

Terms

Terms

Madison CDBG - Program Income




CITY OF MADISON

ORGANIZATION: Madison Northside Planning Council (NPC)

ECONOMIC DEVELOPMENT-CAPITAL PROJECTS

Please provide the following information -- if you are applying for programs that meet the CDD Community

Development Program Goals & Priorities Outcome

Objective E- Economic Development -- if it involves real estate purchase or rehab.

Real Estate Project Data Summary

Enter the site address (or addresses) for the proposed project and answer the identified questions by column

for each address site.

1. Real Estate Project Data Summary

Total # Tenants Appraised Appraised

Sq. Footage to be Value Value Purchase Accessible Accessible

of Property Displaced Current Post-Project Price Current? Post-Project?

Address:

26400 0 466000 750000 350000 Yes Yes

Address:

Address:

Address:

Address:

If no specific site has been identified, use the average of the high-low range or your best estimate of costs.

2. FUNDS NEEDED: Please describe why CDBG funds are needed to ensure the viability of this project.

Other (List)

Project Contingency:

Furnishings:


Operating Reserve

Replacement Reserve

Maintenance Reserve

Vacancy Reserve

Lease Up Reserve

Other: (List)

TOTAL COSTS:



2430 Pennsylvania Ave., Madison, WI 53704

Kitchen Incubators only succeed in providing new jobs & w orkforce training w hen construction costs are fully

paid by opening date and they need little or no loan repayment. CDBG funds w ill insure that this Economic

Development & Workforce Training site can immediately begin serving new entrepreneurs and provide a site for

Madison Urban Ministry’s Bakery & Food Service training program.




CITY OF MADISON


3. CAPITAL BUDGET

Enter the proposed capital budget for the proposed project. Identify the fund source and amount for each total line item.

For ex: acquisition $300,000, $100,000 from CDBG, $200,000, from Anchor Bank@ 5% interest/15 years.

TOTAL Amount Source/Terms** Amount Source/Terms**

Acquisition Costs:

Acquisition 350000 350000 CDBG Acquisition - Grant 0

Title Insurance and Recording 225 225 donations/fundraising 0

Appraisal 250 250 donations/fundraising 0

Predvlpmnt/feasibility/market study* 20000 20000 State of Wis. Dept. of Commerce 0

Survey 1500 1500 donations/fundraising 0

Marketing* 5000 5000 donations/fundraising 0

Relocation 0 0 0

Other (List)

0 0 0

Construction:

Construction Costs 650000 90000 CDBG Capitol Revolving -grant 410000 donations/fundraising

Soils/Site Preparation 0 0 0

Construction Mgmt 60000 60000 CDBG Acquisition - grant 0

Landscaping, Play Lots, Signage 2500 2500 0

Construction Interest 0 0 0

Permits; Print Plans/Specs 5000 5000 donations/fundraising 0

Other (List)

0 0 0

Fees:

Architect 5000 5000 ind-kind donation 0

Engineering 0 0 0

Accounting* 2500 2500 donations/fundraising 0

Legal* 3000 3000 ind-kind donation 0

Development Fee* 0 0 0

Leasing Fee* 0 0 0

Other (List)

0 0 0

Project Contingency: 30000 30000 fundraising/donations 0

Furnishings: 1500 1500 donations 0


Operating Reserve 80000 80000 Forward Comm. Inv. Loan 5% 10 yr repay 0

Replacement Reserve 0 0 0

Maintenance Reserve 10000 10000 Forward Comm. Inv. Loan 5% 10 yr repay 0

Vacancy Reserve 0 0 0

Lease Up Reserve 0 0 0

Other: (List)

0 0 0

TOTAL COSTS: 1226475 666475 410000






CITY OF MADISON

Amount Source/Terms** Amount Source/Terms**

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

50000 Madison Community Foundation 100000 CDBG Energy Conserv. Fund

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

50000 100000




CITY OF MADISON


4. TOTAL PROJECT PROFORMA

Enter total Revenue and Expense information for the proposed project for a 15 year period.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6

Revenue:

Gross Income 93,500 140,000 170,000 180,000 189,000 194,670

Less Vacancy/Bad Debt 0 0 0 0 0 0

Income from Non-Residential Use* 0 24,000 24,000 24,000 24,000 24,720

Total Revenue 93,500 164,000 194,000 204,000 213,000 219,390

Expenses:

Office Expenses and Phone 1,200 1,250 1,300 1,350 1,400 1,442

Real Estate Taxes 7,500 7,650 7,800 7,900 8,000 8,240

Advertising, Accounting, Legal Fees 5,000 5,000 5,500 6,000 6,000 6,180

Payroll, Payroll Taxes and Benefits 70,000 72,000 75,000 78,000 78,000 80,340

Property Insurance 1,200 1,300 1,450 1,550 1,650 1,700

Mtc, Repairs and Mtc Contracts 10,000 10,000 10,000 10,000 10,000 10,300

Utilities (gas/electric/fuel/water/sewer) 20,000 24,000 29,143 30,857 32,400 33,372

Property Mgmt 0 0 0 0 0 0

Operating Reserve Pmt 20,000 20,000 20,000 20,000 10,000 10,300

Replacement Reserve Pmt 5,000 5,000 15,000 15,000 20,000 20,600

Support Services 5,000 5,000 5,000 5,000 5,000 5,150

Other (List)

2,573 4,128 3,753 3,359 2,945 2,509

0 0 0 0 0 0

Total Expenses 147,473 155,328 173,946 179,016 175,395 180,133

Net Operating Income -53,973 8,672 20,054 24,984 37,605 39,257

Debt Service:

First Mortgage 4,108 7,327 7,702 8,096 8,510 8,945

Second Mortgage 0 0 0 0 0 0

Other (List)

0 0 0 0 0 0

0 0 0 0 0 0

Total Debt Service 4,108 7,327 7,702 8,096 8,510 8,945

Total Annual Cash Expenses 151,581 162,655 181,648 187,112 183,905 189,078

Total Net Operating Income -58,081 1,345 12,352 16,888 29,095 30,312

Debt Service Reserve -90,000 0 0 0 0 0

Cash Flow 31,919 1,345 12,352 16,888 29,095 30,312

*Including laundry facilities, vending machines, parking spaces, storage spaces or application fees.

Assumptions

Vacancy Rate 15.0%

Annual Increase 3.0%

Other

Loan Interest




CITY OF MADISON

Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15

200,510 206,525 212,721 219,103 225,676 232,446 239,420 246,602 254,000

0 0 0 0 0 0 0 0 0

25,462 26,225 27,012 27,823 28,657 29,517 30,402 31,315 32,254

225,972 232,751 239,733 246,925 254,333 261,963 269,822 277,917 286,254

1,485 1,530 1,576 1,623 1,672 1,722 1,773 1,827 1,881

8,487 8,742 9,004 9,274 9,552 9,839 10,134 10,438 10,751

6,365 6,556 6,753 6,956 7,164 7,379 7,601 7,829 8,063

82,750 85,233 87,790 90,423 93,136 95,930 98,808 101,772 104,825

1,750 1,803 1,857 1,913 1,970 2,029 2,090 2,153 2,217

10,609 10,927 11,255 11,593 11,941 12,299 12,668 13,048 13,439

34,373 35,404 36,466 37,560 38,687 39,848 41,043 42,275 43,543

0 0 0 0 0 0 0 0 0

10,609 10,927 11,255 11,593 11,941 12,299 12,668 13,048 13,439

21,218 21,855 22,510 23,185 23,881 24,597 25,335 26,095 26,878

5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 6,720

2,052 1,571 1,065 533 60 0 0 0 0

0 0 0 0 0 0 0 0 0

185,003 190,012 195,159 200,449 205,974 212,091 218,454 225,009 231,756

40,969 42,739 44,574 46,476 48,359 49,872 51,368 52,908 54,498

9,403 9,884 10,390 10,921 4,713 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

9,403 9,884 10,390 10,921 4,713 0 0 0 0

194,406 199,896 205,549 211,370 210,687 212,091 218,454 225,009 231,756

31,566 32,855 34,184 35,555 43,646 49,872 51,368 52,908 54,498

0 0 0 0 0 0 0 0 0

31,566 32,855 34,184 35,555 43,646 49,872 51,368 52,908 54,498




Organization Madison Northside Planning Council (NPC)

Mailing Address 2702 International Lane, Suite 203, Madison, WI 53704

Telephone 608-661-0060

FAX 608-661-0064

Admin Contact Scott Heinig, Executive Director

Financial Contact Dana Slowiak, Accounts Specialist

Website www.northsideplanningcouncil.org




State CN: 507824

DUNS #


A Engaging the Community and Building Neighborhood Capacity

Contact: Ellen Barnard Phone: 250-1928 Email:

B Small Office Home Office (SOHO), Entrepreneurial Assistance

Contact: Mary Schumacher Phone: 242-1879 Email:

C Program C


D Program D


E Program E


F Program F


G Program G


H Program H


I Program I


J Program J


K Program K


L Program L


TOTAL

[email protected]

[email protected]








MADISON-COMM SVCS 58,172 58,172 62,437 62,437 0 0 0

MADISON-CDBG 0 15,400 0 15,400 0 0




FUNDRAISING DONATIONS 22,304 17,000 17,000 17,000 0 0 0

USER FEES 0 0 0 0 0 0

OTHER 75,030 82,511 83,600 77,000 6,600 0 0

TOTAL REVENUE 155,506 157,683 178,437 156,437 22,000 0 0




DANE CO CDBG 0 0 0 0 0 0 0





OTHER GOVT 0 0 0 0 0 0 0


USER FEES 0 0 0 0 0 0 0

OTHER 0 0 0 0 0 0 0



SOURCE L Non-City


DANE CO CDBG 0 0


MADISON-CDBG 0 0



OTHER GOVT 0 0


USER FEES 0 0

OTHER 0 0

TOTAL REVENUE 0 0

TOTAL






TOTAL

NPC began in 1993 w ith City support and has grow n into one of Madison’s most successful and effective

community organizations. NPC has w on numerous aw ards for its 17 years of community achievement, including

the National Neighborhood of the Year Aw ard from Neighborhoods USA and the CDBG 30 Year Madison

Community Development Aw ard. NPC w orks w ith diverse community leaders from 26 neighborhood, business,

senior, faith, school and community center groups. Our citizen leaders, supported by professional capacity-

building staff, assess the needs of the Northside community, develop partnerships and actively lead advocacy

and organizing efforts to meet our community’s goals and address issues.

Over 17 years, NPC has partnered w ith the City to transform an unorganized, socially fragmented and politically

ignored community into Madison’s most engaged, informed and best-organized community w ith a strong identity

and high quality of life. Major accomplishments include organizing 11 new neighborhood associations, partnering

w ith the City to build Warner Park Community Recreation Center, organizing the aw ard-w inning Troy Gardens

project, successfully advocating for a new grocery store, an expanded library and better schools, publishing the

Northside New s community new spaper, and developing the “Northside Brand” and “Community Vision.”

Today, the most signif icant issues facing Madison’s Northside Neighborhood, center around economic hardship

(poverty, job loss, disinvestment, visual blight, etc.). NPC recognizes w e must further engage our community to

enhance the Northside Neighborhood’s capacity, so as to better lead Community-based Economic Development

(CED) opportunities (actively inspiring the rebuilding and investment of our community economically from w ithin),

promote new jobs and foster investments to positively impact low and moderate income families and youth. Now ,

more than ever, NPC’s 17 years of community organizing experience is needed to engage the community and build

neighborhood capacity that w ill create new and stronger partnerships, connecting and addressing the needs of

both the residential and business community, to invest and promote strategies that w ill enhance the entire

Northside Neighborhood.

NPC has hired a seasoned CED professional as their new Executive Director to lead these capacity building

efforts and implement the follow ing goals and objectives over the next tw o years:

GOAL ONE

CREATE NEW AND INCREASED CAPACITY

Advocate CED/Northside Neighborhood strategies through creating and expanding new and stronger partnerships

w ith community leaders: Northside Business Association; Small Office Home Office; NPC Community Membership;

Neighborhood Associations and Organizations; Independent Businesses; Not for profit Organizations; Local

Government; and Education and Workforce Development.

GOAL TWO

INVESTING IN ECONOMIC DEVELOPMENT, BEAUTIFICATION AND COMMUNITY BETTERMENT

A. Business/Entrepreneur Assistance

• Create and support a Small Office Home Office (SOHO), Entrepreneurial Assistance Program

• Seek opportunities to retain, expand and recruit businesses to the area and promote the creation of an

informational database to optimize business investment

• Investing in local businesses, entrepreneurs and opportunities to train the local w orkforce and utilize

existing Business Development Centers/Agencies, CDBG, RLF, TIF, BID and other programs

B. Beautif ication/Northside Identity

• An Art & Design Team shall w ork to “Brand” the Northside and promote visual and aesthetic

enhancement throughout the community

• Redefine the “Image” of Madison’s Northside as a vibrant and beautiful Neighborhood, investing in

To improve the quality of life for all Northside residents through advocating and supporting the economic grow th,

stability and connectivity of the Northside community, enhancing opportunities for all businesses and residents by:

I. Investing in econ. development, beautif ication and community betterment

A. Business/Entrepreneur Assistance; B. Beautif ication/Northside Identity; C. Econ. Develop. Projects

II. Promoting community connectivity, participation and voice on issues

A. Northside New s; B. Community Representation and Involvement; C. Community Outreach








Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

Ellen Barnard, Chair

Education/Administration

Lorie Walker

Sherman; Brentwood Village; Northside Timebank

Friends of Lake View Hill Park; Berkley Oaks; North East Side Senior Coalition

Diane Brown

1826 Windom Way, Madison, WI 53704

Public Services

Cherokee Park; Northside Business Association; Whitetail Ridge

Jeff Shokler, Vice Chair

Anita Weier

1529 Lake View Avenue, Madison, WI 53704

22 Golf Course Road, Madison, WI 53704

Char Tortorice, Treasurer

1520 Drewry Lane, Madison, WI 53704


Nikki Moriarity, Secretary

Community GroundWorks; Troy Gardens Community Housing; Friends of Cherokee Marsh

Terrie Anderson

1509 Hooker Avenue, Madison, WI 53704


East Bluff; Northport Apartments

501 East Bluff, Madison, WI 53704

Public Services

Communications

1409 Iowa Drive, Madison, WI 53704

Sherman Triangle; East Area PTO Coalition; Mendota Hills

925 Burning Wood Way, Madison, WI 53704

Private Business

Lake View Hill; Nobel Park; Maple Bluff

Varied

Cherokee Townhouses; Cherokee II Condos; Cherokee Garden




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL

Facilities Management

1622 Randy Lane, Madison, WI 53704

Kelly Olson

Lakeview Lurtheran Church; Vera Court Neighborhood Center




Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


Name

Home Address

Occupation

Representing


TOTAL







4 100% 9 100% 134 100%

1 25% 1 11% 53 40%

3 75% 8 89% 81 60%

0 0% 0 0% 0 0%

4 100% 9 100% 134 100%

0 0% 0 0% 0 0%

4 100% 6 67% 107 80%

0 0% 3 33% 27 20%

4 100% 9 100% 134 100%

0

4 100% 9 100% 113 84%

0 0% 0 0% 10 7%

0 0% 0 0% 5 4%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 0 0%

0 0% 0 0% 6 4%

4 100% 9 100% 134 100%

0 0% 0 0% 0 0%

4 100% 9 100% 134 100%

4 100% 9 100% 134 100%

0 0% 0 0% 0 0%


TOTAL

TOTAL RACE

TOTAL ETHNICITY



60 AND OLDER

RACE*


ASIAN

BALANCE/OTHER

MULTI-RACIAL:

VOLUNTEER

AGE

LESS THAN 18 YRS

18-59 YRS

DESCRIPTORSTAFF

MALE

UNKNOWN/OTHER

FEMALE

BOARD

TOTAL


WHITE/CAUCASIAN

GENDER


TOTAL GENDER

TOTAL AGE

HISPANIC OR LATINO



ETHNICITY









2009 2010 2011


A. PERSONNEL

Salary 82,650 104,917 109,746

Taxes 6,850 8,026 9,091

Benefits 14,170 4,200 0

SUBTOTAL A. 103,670 117,143 118,837

B. OPERATING


SUBTOTAL B. 34,838 32,140 35,800

C. SPACE


Mortgage (P&I) / Depreciation / Taxes 0 0 0

SUBTOTAL C. 8,225 8,400 8,400

D. SPECIAL COSTS


Subcontracts, etc. 0 0 15,400



Other: 0 0 0

SUBTOTAL D. 0 0 15,400

SPECIAL COSTS LESS CAPITAL EXPENDITURE 0 0 15,400







TOTAL

We only have four positions (2.3 FTE). The Lead Organizer retired from the profession at the end of 2009. In

preparation for this change, NPC also reorganized, creating a new internal structure, and replaced the Lead

Organizer w ith an Executive Director. The new Executive Director w as hired in December of 2009.











Editor, Northside News 0.8 28,080 0.8 29,640 19.00 0.8 0.0 0.0

Desktop Publishing Specialist 0.5 17,680 0.5 18,200 17.50 0.5 0.0 0.0

Accounts Specialist 0.1 3,157 0.1 3,906 21.70 0.1 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

0.0 0 0.0 0 0.00 0.0 0.0 0.0

TOTAL 2.3 104,917 2.3 109,746 2.2 0.1 0.0




0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

0 0 0.00 0 0.00 0.00 0.00

TOTAL 0 0 0 0.00 0.00 0.00






0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0



0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00



Agency African American Black Business Association A ... · total revenue 56,167 11,667 42,100 2,400 0 *other govt 2011. source amount. 0 0 0 0 0 ... entrepreneur support & development

Documents