Pathway Works Adult Workforce Institute

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Executive Summary

Pathway Works Adult Workforce Institute is a nonprofit in Illinois that trains unemployed and underemployed adults for good jobs in industries where employers are hiring. Our short, hands-on programs prepare adults for careers in logistics and warehouse operations and in advanced manufacturing, with a third track in IT support beginning in Year 3. Participants earn industry-recognized credentials, get a modest stipend, childcare and transportation help so that cost and caregiving do not stop them, and work with a Career Coach who stays with them from the first week until a year after they start work.

Many adults who are out of work do not lack drive. They lack a way to get from where they are to a job that pays a living wage. Employers in our region tell us they cannot find workers with basic technical skills, safety training and credentials, while many people who would be excellent employees have been laid off, have been out of the workforce caring for family, have been out of school for years or have a past that makes every application a barrier. Training is often too long, too expensive or too far away, and it rarely comes with help getting hired. We close that gap by building our programs with the employers who will hire, teaching the exact skills they say they need and removing the barriers that keep people from finishing.

With this grant we will enroll about 80 adults in Year 1 in four cohorts of about 20. Each cohort begins with a short bridge in foundational math, reading and digital skills, then moves into 8 to 10 weeks of hands-on, industry-aligned training. We expect about 64 graduates, with about 54 earning at least one industry-recognized credential, and our goal is that about 45 are working within 90 days. We do not promise a job to any participant. We work with employers who agree to interview our graduates and who are open to hiring people with a past, in line with fair chance hiring practices.

Our Year 1 budget is about $464,500, growing to about $738,000 by Year 5 as we add instructors, a third training track and serve about 195 adults a year. Each year's budget is planned to balance, with a small surplus each year. We have 6 paid staff in Year 1 and 9 by Year 5. Seats sponsored by the local workforce board, employers and state training funds grow from about 19% of our income in Year 1 to about 36% in Year 5, so grants fall from about 75% to about 56%.

We are asking the Prairie State Workforce Foundation for $95,000 for one Training Instructor, participant stipends, childcare and transportation support, credential exams and training materials, and an adult education bridge contract. Sponsored seats, other grants and donors cover the rest, so this grant is one part of a shared funding plan.

I am Gloria Simmons, the Executive Director. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Pathway Works Adult Workforce Institute is a nonprofit organization in Illinois. We are a 501(c)(3) public charity (or a program of one, through a fiscal sponsor), governed by a volunteer board of directors. We will provide our IRS determination letter, board list and most recent financial statements with this proposal.

Our mission. To connect adults who are out of work to good jobs by giving them the skills, the credentials and the support to succeed.

What we believe. People who have lost a job or never had a steady one are not the problem. The system that is hard to navigate is. Adults learn best by doing, with respect, in programs that fit their lives. Training works when it is built with employers and aimed at jobs that exist. A modest stipend, childcare and a ride are not luxuries: they are often the difference between finishing and dropping out. Everyone deserves a fair chance, including people with a criminal record, people with gaps in their work history and people who did not finish school.

How we started. Pathway Works began when the plant manager of a regional distribution center, the director of a community college adult education program and a church job club leader started meeting after the manager said he was turning away good applicants because they lacked basic forklift and safety training. They set up an evening class in a church hall using a borrowed forklift and a volunteer instructor. In two years, 58 adults went through the class, 49 earned a credential and 38 were hired by local employers. Other employers began asking for graduates, and the county workforce board asked whether we could offer the training regularly. This proposal asks for support to turn that class into a staffed, year-round institute.

What we offer:
- Foundational skills bridge. A 2-week course in applied math, reading for work and digital skills, taught with an adult education partner, for participants who need a boost. Participants without a high school diploma are helped to enroll in a high school equivalency program alongside their training.
- Logistics and warehouse track. About 8 weeks of hands-on training in warehouse operations, safety and forklift operation, leading to credentials such as OSHA 10-hour general industry training, a forklift operator training certificate and the Certified Logistics Associate credential.
- Advanced manufacturing track. About 10 weeks of training in basic industrial maintenance, safety, blueprint reading, measurement, quality and teamwork, leading to credentials such as OSHA 10-hour and the Certified Production Technician credential.
- IT support track (beginning Year 3). About 10 weeks of training in computer hardware, networks and help desk skills, leading to an entry-level IT credential such as CompTIA IT Fundamentals.
- Supports. A training stipend, childcare help, bus passes or gas cards and help with work boots, tools and ID documents.
- Career coaching and placement. Resume help, interview practice, introductions to employers, follow-up for 12 months after hire and help with the first problems on the job.
- Employer partnership. Employers help design and review the training, host plant tours, interview graduates and may sponsor seats.

What we do not do. We do not promise any participant a job or a wage. We do not charge participants for any part of the program. We do not provide medical, mental health or legal services, and we refer to providers.

How we are run. A seven-member volunteer board of directors oversees the organization and approves the budget each year. The board includes a plant manager, a distribution center human resources director, a community college adult education director, a union apprenticeship coordinator, a graduate of our pilot class, a pastor and a certified public accountant. The Executive Director manages the organization and employer partnerships, the Program Director leads the training, and an outside accountant reviews our books every year.

Where things stand today. Six employers have signed letters offering interviews, plant tours and instructor support, and the local workforce board has invited us to apply to be an approved training provider. We have a letter of intent for a 6,000 square foot flex space with a classroom, a shop and a small loading dock. Before we begin, an attorney will review our lease, our stipend and participant policies and our employer agreements.

Problem & Opportunity

Why this program is needed.

Employers across Illinois report that they struggle to find workers, while many adults are out of work or stuck in jobs that do not pay a living wage. Jobs in logistics, warehousing and manufacturing are among the largest sources of employment in our region, and many of them pay well above the minimum wage and offer benefits and a path to advance. The gap is rarely a lack of jobs. It is a lack of a fast, affordable way for people to get the specific skills and credentials that employers ask for.

The gaps we see:
1. Skills and credentials. Many jobs require a forklift certificate, a safety card or basic technical knowledge that applicants do not have. Employers often will not train from scratch.
2. Foundational skills. Many adults left school years ago and need a refresher in math, reading and computers before they can succeed in technical training.
3. Cost and time. Many training programs are expensive, take months or years and require people to stop working. An adult who is supporting a family cannot go without pay.
4. Childcare and transportation. A missing ride or a childcare gap can end an adult's training in a week. These barriers fall hardest on women, single parents and people in places with poor transit.
5. Barriers to being hired. Gaps in work history, a criminal record, a lack of references or a lack of a diploma can mean an application is rejected before anyone meets the person. Many employers are open to fair chance hiring if someone they trust vouches for the candidate.
6. Training not matched to jobs. Some programs teach skills that employers do not need. Without employer input, graduates may finish and still not get hired.
7. Little support after hire. The first 90 days are when many new workers quit or are let go because of a problem such as a ride, childcare or a misunderstanding. Few programs stay in touch.
8. Unequal access. Black, Latino and other residents, people with disabilities and people who live in under-resourced neighborhoods face higher unemployment and less access to training in many communities. Programs need to reach them and be shaped by them.

Why training that is built with employers works. Training programs that work closely with employers, that lead to credentials employers value and that provide supports and coaching tend to do better at helping people get and keep jobs. Results vary by program and place, and we will measure and report our own results honestly.

How we know people want this. In our pilot class, 58 adults enrolled, 49 earned a credential and 38 were hired by local employers. Six employers told us they would hire or interview more graduates if we could offer the training regularly. The workforce board told us it has a waiting list of eligible adults for forklift and manufacturing training.

How we will show the need. Before we submit this proposal, we will add the unemployment and labor force participation rates in our county and in our target neighborhoods from the U.S. Bureau of Labor Statistics and the Census Bureau, the number of job openings in logistics, warehousing and manufacturing from the Illinois Department of Employment Security and employer letters, the typical hourly wage for the target jobs from the Bureau of Labor Statistics and local postings, the share of adults without a high school diploma and the number of adults on the workforce board's waiting list.

Who benefits first. Adults 18 and older who live in our service area and are unemployed or underemployed, including laid-off workers, long-term unemployed adults, parents returning to work, people who did not finish high school, people with a criminal record, veterans and people with disabilities who can do the work with reasonable accommodations.

Products & Services

What the grant will pay for and what we will do.

1. Recruit and enroll adults. We recruit through the workforce board's career centers, churches, libraries, adult education programs, reentry organizations, veterans' groups and word of mouth. Applicants attend an information session, complete a short application and an interview, and take a brief assessment so that we can match them to a track and any bridge help they need. We look for reliability and a desire to work, not for a particular degree or a clean record. About 20 adults join each cohort, with four cohorts in Year 1.

2. Provide a foundational skills bridge. A 2-week course in applied math, reading for work and digital skills, taught with an adult education partner. Participants who need a high school equivalency are helped to enroll in a program that fits around their training.

3. Teach hands-on, industry-aligned training. Classes are small, held in our shop and classroom, and taught by instructors with industry experience and certification.
- Logistics and warehouse track (about 8 weeks): warehouse safety and OSHA 10-hour training, inventory and scanning, pallet jack and forklift operation, order picking and shipping, supply chain basics and teamwork. Participants complete forklift operator training and evaluation, and earn credentials such as OSHA 10-hour and the Certified Logistics Associate.
- Advanced manufacturing track (about 10 weeks): safety and OSHA 10-hour training, shop math and measurement, blueprint reading, basic electrical, mechanical and pneumatic systems, quality and teamwork. Participants earn credentials such as OSHA 10-hour and the Certified Production Technician.
- IT support track (beginning in Year 3): hardware, operating systems, networks, customer service and help desk skills, leading to an entry-level credential such as CompTIA IT Fundamentals.
Employers review the curriculum each year, and participants practice on the same kinds of equipment they will use on the job.

4. Remove barriers. Each participant receives a training stipend of $500 over the program, tied to attendance. We also pay for childcare, bus passes or gas cards, work boots, tools and ID documents, directly to providers or vendors whenever possible. Participants who receive unemployment benefits are helped to check with the state agency about how training and stipends affect their benefits and work search rules.

5. Coach every participant to a job. The Career Coach and Employer Liaison works with each participant from the first week: resume and interview practice, a plan for explaining a gap or a record honestly, mock interviews with employers, introductions to hiring managers and follow-up on every application. We ask employers to follow fair chance hiring practices, such as considering a candidate's skills and the relevance of any record before asking about it. We do not promise a job.

6. Support the first year. The Career Coach checks in at 30, 90, 180 and 365 days after hire, helps with problems like a ride or a schedule, and helps with a next credential or promotion when a participant is ready.

7. Partner with employers. Employers help review curriculum, host tours, give talks, interview graduates and may sponsor seats. About 12 employers take part in Year 1.

How we will measure results. We track enrollment, attendance, completion, skills gains, credentials earned, employment at 90 days, 6 months and 12 months, starting wages and hours, job retention and earnings. We report measures similar to those used by the federal workforce system, such as employment in the second and fourth quarters after leaving the program, median earnings, credential attainment and measurable skill gains. We ask every participant and employer for feedback.

Our Year 1 goals:
- About 80 adults enroll in four cohorts, with at least 80% completing the program, about 64 graduates.
- At least 85% of graduates earn at least one industry-recognized credential, about 54.
- At least 70% of graduates are working within 90 days, about 45.
- At least 75% of graduates who are hired are still employed at 6 months.
- At least 90% of participants say they would recommend the program.
- At least 90% of employers who hire a graduate say they would hire another.
- About 12 employers take part, with at least 6 interviewing or hiring graduates.
These are goals, and we will report our real results to the Foundation, including where we fall short. We do not promise a job or a wage to any participant.

Market Analysis

Who we serve and how many.

The people. Adults 18 and older who are unemployed or underemployed, and who live in our service area. We welcome everyone, whether or not they have a diploma or a clean record, and we reach out especially to laid-off workers, long-term unemployed adults, single parents, parents returning to work, people with a criminal record, veterans, people with disabilities who can do the work with reasonable accommodations, and residents of neighborhoods with high unemployment. Participants must be authorized to work in the United States, as employers and funders require.

Where we work. Our training space is a leased flex space near a bus line and an industrial corridor. Information sessions are held in libraries, churches and career centers around the county.

How many we will reach:
- Year 1: about 80 adults in four cohorts, about 64 graduates, about 54 credentials and about 45 employed within 90 days, with 36 seats sponsored.
- Year 2: about 100 adults in five cohorts, about 80 graduates and about 56 employed within 90 days, with 50 seats sponsored.
- Year 3: about 125 adults in six cohorts, adding a third instructor and the IT support track, about 100 graduates and about 70 employed within 90 days, with 66 seats sponsored.
- Year 4: about 155 adults in eight cohorts, about 124 graduates and about 87 employed within 90 days, with 85 seats sponsored.
- Year 5: about 195 adults in ten cohorts, with a fourth instructor, about 156 graduates and about 109 employed within 90 days, with 105 seats sponsored.
Over five years we expect to enroll about 655 adults and graduate about 524.

Who else benefits:
- Families. A parent with a steady job can support children, and children see a parent finish a program and start a career.
- Employers. They gain trained, credentialed, committed workers who have been prepared for the job, and a partner who helps them keep new hires.
- The workforce system. The workforce board gains a training provider that reaches people who are hard to serve.
- The community. Money earned by graduates is spent locally, and employment lifts neighborhoods.
- Taxpayers. Graduates who work pay taxes and need less public assistance, though we do not promise specific savings.

How we will size the need before we submit. We will add unemployment and labor force participation in our county and target neighborhoods, the number of openings and typical wages in the target jobs, the number of employers who have said they will hire graduates, the share of adults without a high school diploma and the number of people on the workforce board's waiting list. These come from the U.S. Bureau of Labor Statistics, the Census Bureau, the Illinois Department of Employment Security and employer letters.

Competitive Landscape

Other options adults have, and how we fit.

- Community college and technical programs. They offer valuable credentials and degrees, often with college credit. But they usually take a full semester or more, may require placement tests and a high school diploma, are offered during the day and do not usually provide stipends, childcare or direct job placement. We work with the community college, refer students both ways and aim to align our credentials so that graduates can continue their education.
- Private training schools. Some offer fast training for a high price, and results vary. Our program is free to participants and employer-aligned.
- Union apprenticeships. They provide excellent paid training in the trades but often require a diploma, tests and a long application. Our programs can serve as a pre-apprenticeship, and we have a relationship with the local union's apprenticeship coordinator.
- American Job Centers and the workforce board. They provide job search help and fund training. We are applying to be an approved training provider so that eligible adults can use workforce funds for our program, and we work with career center staff to refer participants.
- Temp agencies and staffing firms. They connect people to work, but they usually do not provide training, and wages and benefits can be lower. We encourage participants to consider direct hire where possible.
- Online courses. Flexible, but most lack hands-on practice, employer connections and supports.
- Employer-run training. Some employers train their own staff. This helps their own hires but does not serve people who are not yet employed.

The gap we fill. In our service area, no program combines free, short, hands-on, employer-aligned training, a foundational skills bridge, stipends, childcare and transportation help, credentials, career coaching and 12 months of follow-up, open to adults with and without a diploma or a record.

Our partners:
- Six employers in logistics, distribution and manufacturing, which advise on the curriculum, host tours, interview graduates and may sponsor seats.
- The local workforce development board and its career centers, which refer participants and may sponsor seats.
- A community college adult education program, which provides the bridge and a path to further education.
- A union apprenticeship program, which provides pre-apprenticeship pathways.
- A reentry organization, a veterans' group and several churches, which help recruit.
- A fair chance employer network, which encourages employers to hire people with a record.

Marketing & Sales Strategy

How participants, employers and supporters will find us and how we keep them engaged.

Reaching participants:
- The workforce board's career centers. Career advisors refer adults who are eligible and interested.
- Employers. Employers tell applicants who are close to qualifying about the program.
- Community partners. Churches, libraries, reentry organizations, veterans' groups, adult education programs and neighborhood centers share flyers and host information sessions.
- Word of mouth. Graduates who are working are our best advocates, and they speak at information sessions.
- A simple website and a text number in English and Spanish, with a calendar of start dates and an easy way to sign up.
- Social media and local radio and newspapers in English and Spanish.
- Hiring events. We hold a job fair for graduates twice a year.

Making it easy to join:
- Information sessions are held in the evening and on Saturdays, with a meal and childcare.
- Training is offered in the morning or the evening, so that people who work part-time can attend.
- The program is free, and we tell applicants up front about the schedule, the stipend, the credential exams and the background checks some employers require.
- We help applicants who need it with the application, and we do not require a diploma to start.

Keeping participants engaged:
- Small cohorts, so participants get to know one another and study together.
- Hands-on work from the first week, so participants see progress.
- If a participant misses two classes, the Program Coordinator calls the same week to solve the problem, such as a ride, a childcare gap or a work conflict.
- A goal-setting conversation in week one and progress reviews every two weeks.

Reaching employers:
- The Career Coach and Employer Liaison visits employers, explains the program, invites them to join the advisory group and asks them to consider fair chance hiring practices.
- Employers are invited to class visits, mock interviews and graduation, and can interview graduates before they graduate.
- We follow up with employers after a hire to hear what is working.

Reaching supporters. Employers, banks, businesses and individuals are invited to sponsor a seat, a cohort or the childcare fund. We share results twice a year with funders and partners as totals.

Outreach budget. Employer engagement and outreach are about $6,000 a year in Year 1, growing about 5% a year. The sign, outreach brochures and website are paid for once from startup money ($3,000).

Operations Plan

How the program will be carried out.

Timeline for Year 1:
- Months 1 to 3: Attorney review of the lease, stipend and participant policies and employer agreements, sign the lease, prepare the shop and classroom, hire the Program Director, two Training Instructors and the Career Coach, buy and install the equipment, sign the adult education bridge contract and apply to be an approved training provider.
- Month 4: Staff training in adult learning, safety and trauma-informed teaching, instructors complete required certifications, host employer visits and recruit and interview applicants for Cohort 1.
- Months 5 to 7: Cohort 1 runs (bridge and training). Recruit Cohort 2.
- Months 7 to 9: Cohort 2 runs. Cohort 1 graduates begin their job search with the Career Coach.
- Months 9 to 12: Cohorts 3 and 4 run. First job fair. First employment results. First 12-month plans. Review of results, a year-end report to funders and planning for Year 2.

Space. A leased flex space of about 6,000 square feet near a bus line and an industrial corridor, with a classroom for 20, a training shop, a small loading dock, a small office and accessible restrooms. Training space and utilities are about $30,000 a year in Year 1. Flooring, ventilation, lighting and safety signage for the shop and training area are a one-time cost of $12,000, with a deposit and first month of rent of $8,000.

Equipment. We buy about $40,000 of equipment once at the start: a used sit-down forklift for operator training, with safety equipment ($14,000), pallet racking, pallet jacks and a mock loading dock ($6,000), industrial maintenance training stations with basic electrical, pneumatics and mechanical trainers and hand tools ($12,000), and twelve laptops, classroom furniture, a projector and whiteboards ($8,000). In Year 3, we add an IT training lab (about $12,000 from the equipment budget). After Year 1, we set aside about $4,000 to $12,000 a year to replace and add equipment. Training supplies and equipment upkeep are about $12,000 a year in Year 1.

Staffing. In Year 1: an Executive Director, a Program Director, two Industry-Certified Training Instructors, a Career Coach and Employer Liaison and a part-time Program Coordinator. A third instructor joins in Year 3 with the IT support track, and a second Career Coach in Year 3. A fourth instructor joins in Year 5. Instructors have industry experience and hold the credentials they teach.

Safety. Safety comes first. Every participant receives safety training in the first week and personal protective equipment, such as safety glasses, gloves, steel-toe boots and hearing protection, before working in the shop. Forklift training follows the Occupational Safety and Health Administration (OSHA) standard, with classroom instruction, hands-on practice and an evaluation by a qualified trainer. Participants are not allowed to operate equipment without an instructor present. The shop has first aid kits, fire extinguishers, an eyewash station and a posted emergency plan, and instructors are trained in first aid and CPR. In an emergency, staff call 911. We record and review every incident and near miss.

Credentials and standards. Credential exams are given by the credentialing bodies or approved testing partners, and fees are paid from our budget. Credential exams and training materials are about $14,000 a year in Year 1.

Stipends and unemployment benefits. Stipends are paid in installments tied to attendance and are for training time, not wages. An attorney and our accountant review how stipends and training are treated for tax and benefit purposes before we begin. Participants who receive unemployment benefits are helped to ask the state agency whether training is approved and how it affects their work search requirements, because rules differ and a participant should not lose benefits by mistake.

Fair chance and equal opportunity. We are open to people of every background and follow all laws on equal opportunity and reasonable accommodations. We ask employers to follow fair chance hiring practices and to consider a candidate's skills and the relevance of any record. We are honest with participants about which employers and jobs require background checks or drug tests, and we help them prepare.

Support controls. Childcare, transportation and work gear are paid directly to providers, transit agencies or vendors whenever possible. Each payment is approved by the Program Director and recorded, and the board reviews a list each quarter.

Privacy. Participants' information is kept in a locked cabinet and a secure, password-protected system, and shared with employers or funders only with the participant's written permission, except where the law or our funders require it. We report results to funders only as totals, never with a participant's name.

Insurance and records. We carry general liability, property, professional liability and workers' compensation insurance, and we confirm that the training is covered. Insurance is about $9,000 a year in Year 1. Grant money is tracked separately so we can show each funder how their money was spent, and an outside accountant reviews our books every year.

Management & Organization

Who leads the organization.

Gloria Simmons, Executive Director. Gloria leads the organization, raises money, manages grants and employer and workforce board partnerships, supervises staff and reports to the board. She spent 12 years in human resources at a regional distribution company, helped hire hundreds of entry-level workers and co-led our pilot class. Planned salary: $62,000 a year.

Program Director. Leads the curriculum and instruction, supervises instructors and the bridge, works with employers on the content and oversees safety and credentials. Must have experience in industrial training, adult education or workforce development. Planned salary: $54,000 a year.

Industry-Certified Training Instructor. Teaches the logistics, manufacturing and, later, IT support tracks, with hands-on experience in the industry and the relevant credentials. Two in Years 1 and 2, three in Years 3 and 4 and four in Year 5, at a planned salary of $50,000 each. The Prairie State Workforce Foundation grant would support the first Training Instructor.

Career Coach and Employer Liaison. Coaches participants, builds relationships with employers, arranges mock interviews and hiring events and follows graduates for 12 months. One in Years 1 and 2 and two from Year 3, at a planned salary of $44,000 each.

Program Coordinator (part-time). Handles applications, attendance, stipends, childcare and transportation support, records and scheduling, about 25 hours a week. Planned pay: $26,000 a year.

Pay figures include payroll taxes and workers' compensation insurance.

Staff in each year: 6 paid staff in Years 1 and 2 (five full-time and one part-time), 8 in Years 3 and 4 and 9 in Year 5.

Guest instructors and mentors. About 15 industry professionals, supervisors and graduates who teach sessions, give talks and mentor participants.

The board. A seven-member volunteer board approves the budget, reviews results twice a year and helps raise money. Board members serve three-year terms. The board's certified public accountant chairs the finance committee. The board's plant manager, HR director and graduate help keep the program grounded in what employers and participants need.

People who help us. An outside accountant who reviews our books every year, an attorney who reviews our lease, stipend policy and employer agreements, an insurance agent who understands training programs, and an employer advisory group that meets each semester to tell us what skills they need and what is working.

Training. Instructors complete training in adult learning, trauma-informed teaching and safety before the first cohort, and attend at least two trainings a year.

Money management. Grant money is tracked separately for each funder. The Executive Director and a board member must both approve any payment over $2,500.

Milestones Narrative

Our goals for each year and how we will measure them.

- Year 1: Open the institute, run four cohorts and enroll about 80 adults, with about 64 graduates, about 54 credentials and at least 70% of graduates working within 90 days. A balanced budget of about $464,500, with a small surplus of about $14,500. 6 paid staff.
- Year 2: Run five cohorts, enrolling about 100 adults and graduating about 80. Begin 12-month follow-up with Year 1 graduates and hold the first employer advisory summit. A balanced budget of about $488,000, with a small surplus of about $14,400. 6 paid staff.
- Year 3: Add a third instructor, a second Career Coach and the IT support track, running six cohorts, enrolling about 125 adults and graduating about 100. A balanced budget of about $612,000, with a small surplus of about $14,400. 8 paid staff.
- Year 4: Run eight cohorts, enrolling about 155 adults and graduating about 124. Invite graduates to mentor new participants. A balanced budget of about $646,000, with a small surplus of about $14,300. 8 paid staff.
- Year 5: Add a fourth instructor and run ten cohorts, enrolling about 195 adults and graduating about 156, with sponsored seats covering about 36% of our budget. Report five years of results and share our curriculum with other programs. A balanced budget of about $738,000, with a small surplus of about $14,700. 9 paid staff.

What we measure:
- Applications, enrollment, attendance and completion by cohort.
- Skills gains, credentials earned and safety incidents.
- Employment at 90 days, 6 months and 12 months, wages and hours, and retention.
- Participant and employer satisfaction.
- Seats sponsored by employers, the workforce board and the state.
- Stipend and support payments and the cost per graduate and per placement.
- Results by race, gender and background so that we can find and fix gaps.

How we review results. The Program Director reviews attendance and progress every week. After each cohort, staff, instructors and our employer advisory group review the results and change what is not working. Twice a year, the board reviews results and we share them with funders and partners as totals. Every number in this plan is a goal, and we will report what really happens.

Funding Request

What we are asking for, and how the money will be used. Our request: $95,000 from the Prairie State Workforce Foundation for one Training Instructor, participant stipends, childcare and transportation support, credential exams and training materials, and an adult education bridge contract, for July 2027 through June 2028.

The request is spread across these budget lines:
- Personnel: Training Instructor salary, $50,000.
- Other: Participant training stipends, $20,000 (other funds add $20,000).
- Other: Childcare and transportation support, $10,000 (other funds add $8,000).
- Other: Credential exams and training materials, $9,000 (other funds add $5,000).
- Contractual: Adult education bridge contract, $6,000 (other funds add $6,000).

Other money in the program. Sponsored seats, other grants and local donors pay the other $39,000 of those lines, plus the Executive Director's salary ($62,000), the Program Director ($54,000), the second Training Instructor ($50,000), the Career Coach and Employer Liaison ($44,000), the part-time Program Coordinator ($26,000), training supplies and equipment upkeep ($12,000), training space and utilities ($30,000), employer engagement and outreach ($6,000), insurance ($9,000) and evaluation, data and administration ($15,000).

Year 1 budget: about $464,500, planned to balance with a small surplus (about $14,500 after the yearly wear on equipment). Year 1 money coming in: grants $349,500 (this request plus other grants we are applying for), workforce board, employer and state sponsored seats $90,000 (36 seats at $2,500 each) and donations and local sponsors $25,000. Year 1 costs: Executive Director $62,000; Program Director $54,000; two Training Instructors $100,000; Career Coach and Employer Liaison $44,000; Program Coordinator $26,000; participant training stipends about $40,000 ($500 for each of 80 participants); childcare and transportation support about $18,000; credential exams and training materials about $14,000; training supplies and equipment upkeep about $12,000; adult education bridge contract about $12,000; training space and utilities about $30,000; employer engagement and outreach about $6,000; insurance about $9,000; evaluation, data and administration about $15,000; and about $13,200 a year for the wear on equipment.

About sponsored seats. An employer, the workforce board or a state training program may pay $2,500 for a seat when they expect to hire the graduate or when the participant is eligible for workforce funding. A sponsor pays for training, not for a hire, and a participant is free to apply anywhere. Approval as a workforce training provider can take months, so Year 1 is planned with 36 sponsored seats out of 80, growing to 105 out of 195 by Year 5. The amounts are planning estimates, not promises. Payments often arrive weeks after we bill, so we plan for about $32,515 owed to us at the end of Year 1.

One-time startup costs. Startup costs of $80,500 are paid once from startup money, not from the yearly budget: $40,000 of equipment (a used forklift, pallet racking and a mock dock, industrial maintenance training stations, and laptops and classroom furniture), $12,000 for flooring, ventilation, lighting and safety signage, $8,000 for the lease deposit and first month of rent, $5,000 for the opening supply of protective equipment, consumables and workbooks, $1,500 for the eligible training provider application and state approval fees, $6,000 for an attorney's review of the lease, stipend and participant policies and employer agreements and for accounting setup, $3,000 for the sign, brochures and website, and $5,000 for background checks, instructor certification training and the first insurance payment.

How we got our startup number. The Funding Need Calculator in this plan adds the startup costs ($80,500), the cash we need to cover the wait for the first payments (about $10,000) and a cash cushion of about $110,500, which is about three months of Year 1 costs. That comes to $201,500. We start with $30,000 of our own savings and $190,000 in startup support from a community foundation, two employers and our board, $220,000 in all, which covers that amount with room to spare.

The next five years. Our budget grows from about $464,500 in Year 1 to about $738,000 in Year 5. Grants are planned at $349,500, $331,000, $407,000, $383,500 and $415,500 in Years 1 to 5. Sponsored seats grow from $90,000 to $262,500, and donations and local sponsors grow from $25,000 to $60,000. We add a third instructor, a second Career Coach and the IT support track in Year 3 and a fourth instructor in Year 5. Grants fall from about 75% of our income in Year 1 to about 56% in Year 5.

Savings. We plan to keep several months of costs in savings. The lowest year-end balance in the plan is about $170,000, at the end of Year 1.

After the grant. Our plan is for sponsored seats to cover a growing share of the cost, because employers and the workforce system get trained, credentialed workers, and for employers, banks and businesses to sponsor cohorts. We will also apply to state and federal workforce and apprenticeship programs and share our curriculum with other programs for a fee in later years.

Risks and how we will handle them:
- Too few applicants or too many dropouts. We recruit through many channels, hold information sessions with meals and childcare, call after two missed classes and build in supports.
- Graduates cannot find jobs. We build the program with employers, host hiring events and offer career coaching for 12 months. We do not promise jobs.
- A safety incident. We train every participant in safety, supervise all equipment use, require personal protective equipment, carry insurance and review every incident.
- Approval as a workforce training provider takes longer than planned. We plan with fewer sponsored seats in Year 1 and keep a cash cushion.
- An employer drops out or the economy slows. We have many employers, track hiring trends and adjust tracks to match demand.
- A grant ends. We keep savings, grow sponsored seats and donors each year.

If you are just starting. A new organization can begin before it has its own 501(c)(3) status through a fiscal sponsor: an established nonprofit that receives grants for you and passes them to your program, usually for a fee (commonly around 5% to 10% of the grant, sometimes more; ask before you agree). Another way is to start smaller: one cohort of about 12 participants in borrowed space with a volunteer instructor and two employer partners, tracked carefully. Strong results from a small start make larger grants easier to win.

Appendix Notes

Documents to attach with this proposal:

- Your IRS 501(c)(3) determination letter, or your fiscal sponsor agreement.
- Your most recent financial statements and your current year budget.
- A list of your board members and what each one does.
- Resumes and credentials for your Executive Director, Program Director and Training Instructors.
- Your curriculum outlines and the credentials each track leads to.
- Letters from employers about interviews, tours, sponsored seats and hiring plans.
- A letter from the workforce board, or proof you have applied to be an approved training provider.
- The letter of intent for the lease, or a letter from the landlord.
- Results from your pilot class, shown as totals.
- Your participant application, stipend policy, attendance policy, safety policy and incident report form.
- Proof of liability and workers' compensation insurance, or quotes.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Grant Revenue: $349,500 in Year 1, then $331,000, $407,000, $383,500 and $415,500.
- Workforce Board, Employer and State Sponsored Seats: $2,500 per sponsored seat. 36 seats in Year 1 ($90,000), then 50 ($125,000), 66 ($165,000), 85 ($212,500) and 105 ($262,500).
- Donations and Local Sponsors: $25,000 in Year 1, growing to $60,000.
- Participants: 80 in Year 1 (four cohorts of 20), then 100, 125, 155 and 195, with about 80% completing.
- Pay (a full year, per person, including payroll taxes and workers' compensation): Executive Director $62,000, Program Director $54,000, Industry-Certified Training Instructor $50,000 (two in Years 1 and 2, three in Years 3 and 4, four in Year 5), Career Coach and Employer Liaison $44,000 (one in Years 1 and 2, two from Year 3), Program Coordinator (part-time) $26,000.
- Other yearly costs in Year 1: Participant Training Stipends $40,000 ($500 per participant, growing about 25% a year), Childcare and Transportation Support $18,000, Credential Exams and Training Materials $14,000, Training Supplies and Equipment Upkeep $12,000, Adult Education Bridge Contract $12,000, Training Space and Utilities $30,000, Employer Engagement and Outreach $6,000, Insurance $9,000, Evaluation, Data and Administration $15,000. The other costs grow between 4% and 25% a year.
- Equipment: $40,000 at the start, then $4,000 to $12,000 a year (including an IT training lab in Year 3).
- Startup costs: $80,500, paid once from $220,000 in startup money.
- About 7% of each year's income is still owed to us at year end.
- Tax: none, as a nonprofit.
- Every dollar amount is an estimate. Replace them with your own quotes and real budget.

Startup Costs