Cornerstone Trades Apprenticeship Alliance

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Executive Summary

Cornerstone Trades Apprenticeship Alliance is a nonprofit in Maryland that opens the door to careers in the construction trades for people who have never had a way in. Our free pre-apprenticeship program teaches the basics of carpentry, electrical, plumbing and the building trades, safety and math, builds strength and confidence and then connects graduates to registered apprenticeships with contractors and joint labor-management training programs, where apprentices earn a paycheck while they learn. After placement, an Apprenticeship Navigator stays with each apprentice through the hard first two years, because getting in is only half the challenge and staying in is the other half.

Construction is one of the few fields where a person can start with no debt, earn good wages and benefits while training and finish with a nationally recognized credential and a career. Contractors across our region say they cannot find enough skilled workers, and many experienced tradespeople are nearing retirement. Yet most people who would make excellent tradespeople, including women, people of color, young adults who did not go to college, veterans, and people with a past, do not know how to get into an apprenticeship. The application and testing process is confusing, the first months are physically and financially tough, and a missing ride, a missing set of tools or a lack of childcare can end a start before it begins.

With this grant we will enroll about 60 adults in Year 1 in three cohorts of about 20. Each completes an 11-week pre-apprenticeship, including 10-hour OSHA construction safety training, first aid and CPR, hands-on work in the trades, math and aptitude test preparation and a visit to job sites. We expect about 51 graduates, and our goal is that about 36 are working in a registered apprenticeship or a skilled trades job within six months. A stipend, a tool kit, boots and safety gear, and help with childcare and transportation remove the costs that stop people. We are not an employer and we do not promise any participant a place in an apprenticeship.

Our Year 1 budget is about $501,000, growing to about $814,000 by Year 5 as we add instructors and navigators and serve about 160 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. Contracts with apprenticeship sponsors, contractors and the workforce board grow from about 18% of our income in Year 1 to about 33% in Year 5, so grants fall from about 77% to about 59%.

We are asking the Chesapeake Building Futures Fund for $100,000 for one Pre-Apprenticeship Instructor, participant stipends, tool and safety gear kits, childcare, transportation and emergency support, and certifications and test preparation. Contracts, other grants and donors cover the rest, so this grant is one part of a shared funding plan.

I am Raymond Cole, the Executive Director and a retired journeyman electrician. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Cornerstone Trades Apprenticeship Alliance is a nonprofit organization in Maryland. 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 build a stronger, more inclusive skilled trades workforce by preparing people for apprenticeships and helping them finish.

What we believe. Skilled trades work is honorable, essential and a path to a stable life. Talent is everywhere and opportunity is not, so the trades should be open to everyone who is willing to work hard, including women, people of color and people who have been left out. An apprenticeship is the best way to learn a trade, because the apprentice earns while learning and is mentored by journey-level workers. Preparation and support make the difference between getting in and finishing. A safe jobsite is a right, and a respectful one is too.

How we started. Cornerstone began when a retired electrician, a union apprenticeship coordinator and a church job club leader noticed the same pattern: many of the men and women who came to the job club wanted to work in the trades but did not know how to apply, could not pass the math test or did not have the money for boots and tools. They started a Saturday class in a church hall using donated tools and a few volunteer journeyworkers. In two years, 71 people took the class, 52 completed it and 34 entered an apprenticeship or a skilled trades job. Contractors and apprenticeship programs 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 alliance.

What we offer:
- An 11-week pre-apprenticeship. A free, full-time (or evening) program that follows the Multi-Craft Core Curriculum, developed by North America's Building Trades Unions and recognized by many apprenticeship programs. Participants learn the basics of carpentry, electrical, plumbing and other building trades, blueprint reading, construction math, tools, safety and the habits of a successful apprentice. Each participant earns OSHA 10-hour construction safety certification, first aid and CPR and other credentials sponsors value.
- Aptitude test preparation. Practice with the math, reading and mechanical reasoning tests that many apprenticeship programs require.
- Direct connections to apprenticeships. Agreements with apprenticeship sponsors, which include joint labor-management training committees and contractor-sponsored programs, to interview graduates, and in some cases admit them directly. We are a pre-apprenticeship provider and an intermediary, not an employer or an apprenticeship sponsor.
- Starter kits. A tool kit, work boots and safety gear for each apprentice who is accepted, because most programs require them on day one.
- Support to finish. A stipend during training, childcare help, transportation help and emergency help paid directly to providers.
- Apprenticeship navigation and retention. An Apprenticeship Navigator who supports each apprentice for the first two years, helping with problems such as a ride, a schedule, a conflict or an exam, and who connects apprentices to mentors and peers.
- Women in the Trades and peer circles. Monthly gatherings for women and for others who are underrepresented on job sites.
- Employer and sponsor partnership. Sponsors and contractors review the curriculum, speak to classes, host job site visits and sponsor seats.

What we do not do. We are not an employer. We do not set wages and we do not promise any participant a place in an apprenticeship or a job. We do not charge participants for any part of the program. Registered apprenticeship programs are sponsored and operated by employers and joint committees, who make their own hiring decisions.

How we are run. A seven-member volunteer board of directors oversees the organization and approves the budget each year. The board includes a union apprenticeship coordinator, a contractor, a woman journeyworker, a community college dean, a workforce board representative, a graduate of our pilot class and a certified public accountant. The Executive Director manages the organization and partnerships, the Program Director leads training, and an outside accountant reviews our books every year.

Where things stand today. Eight apprenticeship sponsors and contractors have signed letters offering interviews, job site visits 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 7,000 square foot industrial space with a shop, a classroom and a loading dock. Before we begin, an attorney will review our lease, our stipend and participant policies and our sponsor agreements.

Problem & Opportunity

Why this program is needed.

The construction industry is a major employer in Maryland and across the country, and many contractors report that they cannot find enough skilled workers. A large share of experienced tradespeople are approaching retirement. At the same time, public investments in infrastructure, housing and clean energy are creating demand for new skilled workers for years to come. Registered apprenticeship is the best-established way to train them: apprentices are paid employees who learn on the job under journey-level workers, take classroom instruction and earn a nationally recognized credential when they finish.

The gaps we see:
1. People do not know how to get in. Many apprenticeship programs accept applications only a few times a year, require tests and interviews and do not advertise widely. People without a personal connection to the trades often miss the window.
2. Testing and basic skills. Many programs require a math and reading test. Applicants who have been out of school for years often need a refresher to pass.
3. Up-front costs. Apprentices must buy tools, boots and safety gear, and may have to pay for a ride to a distant job site. These costs can reach hundreds of dollars before the first paycheck.
4. Childcare and transportation. Construction work often starts at 6 or 7 a.m. at changing locations. A single parent without a car can find that the job is impossible without help.
5. Underrepresentation. Women make up only a small share of construction workers, and Black, Latino and other workers are underrepresented in many trades and in apprenticeship. Harassment, isolation and bias can push people out.
6. Barriers for people with a past. Many people with a criminal record are shut out of the trades or do not know that some programs accept them, and some employers have fair chance practices.
7. Early dropout. Many apprentices leave in the first one to two years. Reasons include money, a lack of mentoring, transportation, a poor fit and a hostile jobsite. Few programs provide support during this time.
8. Training not tied to hiring. Some training programs produce graduates with no connection to the sponsors who run apprenticeships. Employers want candidates they know are prepared and committed.

What the evidence says. Pre-apprenticeship programs that follow recognized curricula, that have formal relationships with apprenticeship sponsors and that provide supports tend to help more people enter and complete apprenticeships than programs that do not. Results vary, and we will measure and report our own.

How we know people want this. In our pilot class, 71 people enrolled, 52 completed and 34 entered an apprenticeship or a skilled trades job. Eight contractors and sponsors told us they would interview more of our graduates if we could offer training regularly. The workforce board has a waiting list of eligible adults interested in the trades.

How we will show the need. Before we submit this proposal, we will add the number of construction and skilled trades job openings and the share of workers expected to retire in our region from the U.S. Bureau of Labor Statistics, the Maryland Department of Labor and sponsor letters, the typical wages for apprentices and journey-level workers in our area from the Department of Labor and sponsors, the share of women and workers of color in the trades locally and the number of adults on the workforce board's waiting list.

Who benefits first. Adults 18 and older in our service area who want to work in the construction trades, especially women, people of color, veterans, people with a criminal record, young adults without a college degree and people who are unemployed or underemployed.

Products & Services

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

1. Recruit and enroll. We recruit through the workforce board's career centers, high school career programs, churches, veterans' groups, reentry organizations, women's organizations and word of mouth. Applicants attend an information session and an interview and take a short assessment. We look for reliability and willingness to work hard, not for experience. Participants must be 18 or older and eligible to work in the United States. Many apprenticeships require a valid driver's license, so we help applicants with a license if they need it. About 20 people join each cohort, with three cohorts in Year 1.

2. Teach the pre-apprenticeship. The program runs 11 weeks, about 30 hours a week, in a shop and classroom, with day and evening options. It follows the Multi-Craft Core Curriculum and covers:
- Safety. OSHA 10-hour construction certification, fall protection awareness, personal protective equipment, first aid and CPR.
- Tools and trades. Hands-on work in carpentry, electrical, plumbing and other trades, including using hand and power tools safely.
- Blueprint reading and construction math. Measurement, fractions, geometry and reading drawings.
- Aptitude test preparation. Practice with the math, reading and mechanical tests that apprenticeship programs use.
- Physical conditioning and teamwork. Lifting, ladder and body safety, and working in crews.
- Workplace skills. Being on time, communicating, handling conflict, understanding pay and benefits and what an apprenticeship requires.
- Respect and inclusion. Training on harassment, bias and how to speak up and support others.
- Job site visits. Tours of active job sites and training centers.
Instructors are experienced journey-level tradespeople.

3. Connect to apprenticeships. We help each graduate apply to the sponsors that fit their goals and strengths, prepare for tests and interviews and, when a sponsor has a direct-entry agreement, present graduates for consideration. A sponsor makes its own decisions. We do not promise any placement.

4. Provide starter kits and supports. Each participant receives a stipend of $750 over the program, tied to attendance. Participants who are accepted into an apprenticeship receive a starter kit with tools, work boots and safety gear, about $400 each. We pay for childcare, bus passes or gas cards and emergency help, directly to providers and vendors whenever possible. About 40 starter kits are planned in Year 1.

5. Support apprentices for two years. The Apprenticeship Navigator checks in monthly for the first year and every other month in the second year, helps with problems before they become reasons to quit, connects apprentices to mentors and peers and helps with exams and coursework. We invite apprentices to monthly peer circles, including a Women in the Trades circle.

6. Partner with sponsors and contractors. Sponsors help review the curriculum, speak to classes and host job site visits. About 10 sponsors and contractors take part in Year 1. Some may sponsor seats, which supports the program. We never accept payment for a hire, and sponsors pay for training and support services only.

7. Make job sites safer and fairer. We offer short trainings for contractors and crews on respectful job sites, and we help apprentices report harassment or safety concerns to their sponsor, the state apprenticeship agency or the appropriate authorities.

How we will measure results. We track applications, enrollment, attendance, completion, credentials earned, applications to apprenticeships, acceptances, entry into apprenticeships and skilled trades jobs within 6 months, retention at 12 and 24 months, wages and hours, and satisfaction. We break results out by gender, race and background so that we can find and fix gaps.

Our Year 1 goals:
- About 60 adults enroll in three cohorts, with at least 85% completing the program, about 51 graduates.
- At least 90% of graduates earn OSHA 10-hour certification and first aid and CPR.
- At least 70% of graduates enter a registered apprenticeship or a skilled trades job within 6 months, about 36.
- At least 40% of participants are women or people of color, in line with our recruitment goals.
- At least 80% of those who enter an apprenticeship are still in it after 12 months.
- At least 90% of participants say they would recommend the program.
- About 10 sponsors and contractors take part, with at least 6 interviewing or admitting graduates.
These are goals, and we will report our real results to the Fund, including where we fall short. We do not promise any participant a place in an apprenticeship or a job.

Market Analysis

Who we serve and how many.

The people. Adults 18 and older who live in our service area and want to work in the construction trades. We welcome everyone, whether or not they have trades experience, a diploma or a clean record, and we reach out especially to women, people of color, veterans, people with a criminal record, young adults who did not go to college, parents returning to work and people who are unemployed or underemployed. Participants must be authorized to work in the United States, as sponsors and funders require.

Where we work. Our training space is a leased industrial space near a bus line, with job site visits throughout the region. Information sessions are held in libraries, churches and career centers.

How many we will reach:
- Year 1: about 60 adults in three cohorts, about 51 graduates and about 36 entering apprenticeships or skilled trades jobs, with 30 seats sponsored.
- Year 2: about 77 adults in four cohorts, about 65 graduates and about 46 entering apprenticeships or jobs, with 42 seats sponsored.
- Year 3: about 98 adults in five cohorts, adding a third instructor and a second Apprenticeship Navigator, about 83 graduates and about 58 entering, with 56 seats sponsored.
- Year 4: about 126 adults in six cohorts, about 107 graduates and about 75 entering, with 72 seats sponsored.
- Year 5: about 161 adults in eight cohorts, with a third Apprenticeship Navigator, about 137 graduates and about 96 entering, with 90 seats sponsored.
Over five years we expect to enroll about 520 adults and graduate about 440.

Who else benefits:
- Families. An apprentice earns a paycheck from the first day and benefits as they advance, and children see a parent build a career.
- Contractors and apprenticeship sponsors. They gain prepared, safety-trained, motivated candidates and a partner who helps them keep their apprentices.
- The workforce system. It gains a pre-apprenticeship provider that reaches people who are hard to serve.
- The trades. A more inclusive workforce is a stronger one, and it replaces retiring workers.
- The community. Skilled workers build the homes, schools, roads and clean energy systems that communities need.

How we will size the need before we submit. We will add the job openings and expected retirements in the construction trades in our region, the typical apprentice and journey-level wages, the share of women and workers of color in the trades locally, the number of apprenticeship openings and applicants and the number of people on the workforce board's waiting list. These come from the U.S. Bureau of Labor Statistics, the Maryland Department of Labor, sponsor letters and the workforce board.

Competitive Landscape

Other options people have, and how we fit.

- Union apprenticeship programs and joint training committees. They provide excellent paid training and benefits, and are the destination for many of our graduates. They often have limited application windows, tests and interviews. We prepare people to succeed in their process and, where they agree, present graduates for direct entry.
- Contractor-sponsored and non-union apprenticeships. Many contractors and associations run registered apprenticeships and are open to graduates. We work with them, too, and help participants find the right fit.
- Community college and technical school programs. They offer valuable classroom training and credentials, often for a fee, and usually do not provide a paid job, a stipend or childcare help. We refer participants for further study and encourage college credit for apprenticeship.
- Other pre-apprenticeship programs. Some operate in our region, often for specific groups, such as young adults or people leaving incarceration. We coordinate and refer to each other, and we serve adults they do not.
- Job Corps and youth programs. Serve young people up to age 24. We serve adults of all ages.
- Temp agencies and general laborer work. Provide quick income but little training or advancement. We help people enter careers.
- Online videos and courses. Offer information, but no hands-on practice, employer connections or support.

The gap we fill. In our region, no program combines a free pre-apprenticeship following a recognized curriculum, aptitude test preparation, direct connections to apprenticeship sponsors, starter kits, childcare and transportation help, and two years of support after placement, open to adults with and without a diploma or a record and designed to include women and people of color.

Our partners:
- Eight apprenticeship sponsors and contractors, including a joint labor-management committee, which review the curriculum, interview graduates and host job site visits.
- The local workforce development board and its career centers, which refer participants and may sponsor seats.
- A community college, which provides classroom space for math and college credit pathways.
- A women in construction association, a reentry organization and a veterans' group, which help recruit and support.
- The state apprenticeship agency, which provides guidance and registration.
- Churches and community groups, which host information sessions.

Marketing & Sales Strategy

How participants, sponsors 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 interested and eligible.
- Apprenticeship sponsors and contractors. They tell applicants who are close to qualifying about the program.
- Community partners. Churches, libraries, high school career counselors, reentry organizations, veterans' groups, women's organizations and neighborhood centers share flyers and host information sessions.
- Graduates. Our best recruiters are apprentices who completed the program. They speak at information sessions and on social media, with their permission.
- A simple website and a text number in English and Spanish, with start dates and an easy way to sign up.
- Social media, local radio and community newspapers, featuring tradespeople, including women.
- Open house events. Twice a year, we invite the community to tour our shop, try tools and meet instructors and apprentices.

Making it easy to join:
- Information sessions are held in the evening and on Saturdays, with a meal and childcare.
- Day and evening classes, so that people who work can attend.
- The program is free, and we tell applicants up front about the schedule, the stipend, the physical demands, background checks and drug tests that sponsors may require.
- We do not require a diploma to start, and we help applicants who need it with the application.

Keeping participants engaged:
- Small cohorts that train and build together.
- Hands-on work from the first week, so participants see themselves become tradespeople.
- If a participant misses two classes, the Program Coordinator calls the same week to solve the problem.
- A goal-setting conversation in week one and progress reviews every two weeks.

Reaching sponsors and contractors:
- The Executive Director and Program Director visit sponsors and contractors, explain the program and invite them to join our advisory group.
- Sponsors can interview students, join graduation and give feedback on the curriculum.
- We follow up after a placement and tell sponsors when apprentices are doing well, and offer help when they are not.

Reaching supporters. Contractors, banks, businesses and individuals are invited to sponsor a seat, a cohort or a starter kit. We share results twice a year with funders and partners as totals.

Outreach budget. Mentorship and employer engagement 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 sponsor agreements, sign the lease, prepare the shop and classroom, hire the Program Director, two Pre-Apprenticeship Instructors and the Apprenticeship Navigator, buy and install the equipment and apply to be an approved training provider.
- Month 4: Instructor training in adult learning, safety and respectful teaching, host sponsor visits and recruit and interview applicants for Cohort 1.
- Months 5 to 8: Cohort 1 runs, followed by applications and interviews with sponsors. Recruit Cohort 2.
- Months 8 to 11: Cohort 2 runs. First graduates enter apprenticeships. Navigator check-ins begin.
- Months 11 and 12: Cohort 3 starts. Year-end review of results, a report to funders and sponsors and planning for Year 2.

Space. A leased industrial space of about 7,000 square feet near a bus line, with a shop, a classroom for 20, a small office, a loading dock and accessible restrooms. Training shop space and utilities are about $36,000 a year in Year 1. Electrical outlets, ventilation, flooring, lighting and safety signage for the shop are a one-time cost of $15,000, with a deposit and first month of rent of $9,000.

Equipment. We buy about $47,000 of equipment once at the start: carpentry training equipment, such as workbenches, sawhorses, hand and power tools, and mock framing and stair stations ($18,000), electrical and plumbing trainer boards, conduit benders and pipe tools ($12,000), fall protection, ladder and scaffold training equipment ($6,000), twenty laptops, classroom furniture, a projector and whiteboards ($9,000), and first aid stations, an eyewash station, fire extinguishers and a dust collection system ($2,000). After Year 1, we set aside about $5,000 to $9,000 a year to replace and add equipment. Training shop supplies and materials are about $20,000 a year in Year 1.

Staffing. In Year 1: an Executive Director, a Program Director, two Pre-Apprenticeship Instructors, an Apprenticeship Navigator and Retention Specialist and a part-time Program Coordinator. A third instructor and a second Navigator join in Year 3, and a third Navigator in Year 5. Instructors are journey-level tradespeople with teaching skills and safety certifications.

Safety. Safety comes first. Every participant receives safety training in the first week and personal protective equipment, such as safety glasses, gloves, boots, hearing protection and hard hats, before working in the shop. Power tools are used only after training and with an instructor present. The shop has first aid kits, fire extinguishers, an eyewash station, dust collection and a posted emergency plan. Instructors are trained in first aid and CPR. In an emergency, staff call 911. We record and review every incident and near miss. Certifications and aptitude test preparation are about $8,000 a year in Year 1.

Respectful training. We have a written policy against harassment and discrimination and a way for participants to report concerns safely, and a woman instructor or mentor is available to every cohort. We train staff and participants on respectful behavior, and we act quickly on any report.

Stipends and starter kits. 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 check with the state agency about how training affects their benefits and work search rules. Starter kits are bought from approved vendors and given to participants who are accepted into an apprenticeship. About 40 kits, at about $400 each, are planned in Year 1.

Support controls. Childcare, transportation and emergency help 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.

Sponsor relationships and fair practice. We are a pre-apprenticeship provider and an intermediary, not an employer. Sponsors make their own decisions on who to admit, and we share a participant's information only with the participant's permission. We never accept payment for a hire. Sponsors pay for training seats and support services under written agreements, and an attorney reviews each agreement. We ask sponsors to follow fair chance hiring and equal opportunity rules. We are honest with participants about which programs require background checks, drug tests and a driver's license.

Privacy. Participants' information is kept in a locked cabinet and a secure, password-protected system, and shared with sponsors 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 $12,000 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.

Raymond Cole, Executive Director. Raymond leads the organization, raises money, manages grants and sponsor and workforce board partnerships, supervises staff and reports to the board. He is a retired journeyman electrician who worked 28 years in the trades, served 6 years as a training instructor and co-led our pilot class. Planned salary: $62,000 a year.

Program Director (journey-level). Leads the curriculum and instruction, supervises instructors, works with sponsors on the content, oversees safety and credentials and builds relationships with apprenticeship programs. Must be a journey-level tradesperson with teaching or training experience. Planned salary: $58,000 a year.

Pre-Apprenticeship Instructor (journey-level). Teaches the shop and classroom lessons, coaches participants and prepares them for tests and interviews. Two in Years 1 and 2 and three from Year 3, at a planned salary of $54,000 each. The Chesapeake Building Futures Fund grant would support the first Pre-Apprenticeship Instructor.

Apprenticeship Navigator and Retention Specialist. Helps graduates apply to apprenticeships and supports apprentices for two years after placement. One in Years 1 and 2, two in Years 3 and 4 and three in Year 5, at a planned salary of $46,000 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 20 journey-level tradespeople, apprentices and contractors, including women in the trades, 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 apprenticeship coordinator, contractor and woman journeyworker help keep the program grounded in what sponsors 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 sponsor agreements, an insurance agent who understands training programs, and a sponsor 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 alliance, run three cohorts and enroll about 60 adults, with about 51 graduates and at least 70% of graduates entering a registered apprenticeship or a skilled trades job within 6 months. A balanced budget of about $501,000, with a small surplus of about $15,600. 6 paid staff.
- Year 2: Run four cohorts, enrolling about 77 adults and graduating about 65. Begin 12-month and 24-month follow-up with Year 1 apprentices. A balanced budget of about $529,500, with a small surplus of about $14,800. 6 paid staff.
- Year 3: Add a third instructor and a second Apprenticeship Navigator, running five cohorts, enrolling about 98 adults and graduating about 83. A balanced budget of about $667,500, with a small surplus of about $16,100. 8 paid staff.
- Year 4: Run six cohorts, enrolling about 126 adults and graduating about 107. Invite apprentices to mentor new participants. A balanced budget of about $711,500, with a small surplus of about $15,600. 8 paid staff.
- Year 5: Add a third Apprenticeship Navigator and run eight cohorts, enrolling about 161 adults and graduating about 137, with sponsor, contractor and workforce board contracts covering about 33% of our budget. Report five years of results and share our curriculum with other programs. A balanced budget of about $814,000, with a small surplus of about $16,300. 9 paid staff.

What we measure:
- Applications, enrollment, attendance and completion by cohort.
- Credentials earned and safety incidents.
- Applications and acceptances to apprenticeships, and entry into apprenticeships and skilled trades jobs within 6 months.
- Retention in apprenticeship at 12 and 24 months, and wages.
- Participant, sponsor and contractor satisfaction.
- Seats sponsored by sponsors, contractors and the workforce board.
- Results by gender, race and background so that we can find and fix gaps, and any reports of harassment and how they were resolved.
- Stipend and support payments, and the cost per graduate and per placement.

How we review results. The Program Director reviews attendance and progress every week. After each cohort, staff, instructors and our sponsor 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: $100,000 from the Chesapeake Building Futures Fund for one Pre-Apprenticeship Instructor, participant stipends, tool and safety gear starter kits, childcare, transportation and emergency support, and certifications and aptitude test preparation, for July 2027 through June 2028.

The request is spread across these budget lines:
- Personnel: Pre-Apprenticeship Instructor salary, $54,000.
- Other: Participant training stipends, $20,000 (other funds add $25,000).
- Other: Tool, boot and safety gear starter kits, $12,000 (other funds add $4,000).
- Other: Childcare, transportation and emergency support, $8,000 (other funds add $10,000).
- Other: Certifications and aptitude test preparation, $6,000 (other funds add $2,000).

Other money in the program. Sponsor, contractor and workforce board contracts, other grants and local donors pay the other $41,000 of those lines, plus the Executive Director's salary ($62,000), the Program Director ($58,000), the second Pre-Apprenticeship Instructor ($54,000), the Apprenticeship Navigator ($46,000), the part-time Program Coordinator ($26,000), training shop supplies and materials ($20,000), training shop space and utilities ($36,000), mentorship and employer engagement ($6,000), insurance ($12,000) and evaluation, data and administration ($15,000).

Year 1 budget: about $501,000, planned to balance with a small surplus (about $15,600 after the yearly wear on equipment). Year 1 money coming in: grants $386,000 (this request plus other grants we are applying for), apprenticeship sponsor, contractor and workforce board contracts $90,000 (30 seats at $3,000 each) and donations and local sponsors $25,000. Year 1 costs: Executive Director $62,000; Program Director $58,000; two Pre-Apprenticeship Instructors $108,000; Apprenticeship Navigator $46,000; Program Coordinator $26,000; participant training stipends about $45,000 ($750 for each of 60 participants); tool, boot and safety gear starter kits about $16,000 (about 40 kits); childcare, transportation and emergency support about $18,000; certifications and aptitude test preparation about $8,000; training shop supplies and materials about $20,000; training shop space and utilities about $36,000; mentorship and employer engagement about $6,000; insurance about $12,000; evaluation, data and administration about $15,000; and about $14,800 a year for the wear on equipment.

About sponsored seats. An apprenticeship sponsor, a contractor or the workforce board may pay $3,000 for a seat when they expect to consider the graduate or when the participant is eligible for workforce funding. A sponsor pays for training and support, 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 30 sponsored seats out of 60, growing to 90 out of 161 by Year 5. The amounts are planning estimates, not promises. Payments often arrive weeks after we bill, so we plan for about $35,070 owed to us at the end of Year 1.

One-time startup costs. Startup costs of $96,500 are paid once from startup money, not from the yearly budget: $47,000 of equipment (carpentry equipment, electrical and plumbing trainers, fall protection equipment, laptops and classroom furniture, and safety stations), $15,000 for outlets, ventilation, flooring, lighting and safety signage, $9,000 for the lease deposit and first month of rent, $8,000 for the opening supply of materials and protective equipment, $2,000 for state approvals, fire inspection and permits, $6,500 for an attorney's review of the lease, stipend and participant policies and sponsor agreements and for accounting setup, $3,000 for the sign, brochures and website, and $6,000 for background checks, instructor safety certification training and the first insurance payment.

How we got our startup number. The Funding Need Calculator in this plan adds the startup costs ($96,500), the cash we need to cover the wait for the first payments (about $10,100) and a cash cushion of about $119,000, which is about three months of Year 1 costs. That comes to $226,000. We start with $30,000 of our own savings and $215,000 in startup support from a community foundation, two contractors and our board, $245,000 in all, which covers that amount with room to spare.

The next five years. Our budget grows from about $501,000 in Year 1 to about $814,000 in Year 5. Grants are planned at $386,000, $371,500, $457,500, $443,500 and $479,000 in Years 1 to 5. Sponsor, contractor and workforce board contracts grow from $90,000 to $270,000, and donations and local sponsors grow from $25,000 to $65,000. We add a third instructor and a second Navigator in Year 3 and a third Navigator in Year 5. Grants fall from about 77% of our income in Year 1 to about 59% in Year 5.

Savings. We plan to keep several months of costs in savings. The lowest year-end balance in the plan is about $187,900, at the end of Year 1.

After the grant. Our plan is for sponsor, contractor and workforce board contracts to cover a growing share of the cost, because they get prepared, committed apprentices and fewer early dropouts, and for contractors, banks and businesses to sponsor seats and kits. We will also apply to state and federal apprenticeship and infrastructure workforce funds, and explore registering as a sponsor of a group apprenticeship program 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 are not accepted into apprenticeships. We build the program with sponsors, prepare graduates for tests and interviews, work with several sponsors and offer help for a second try. We do not promise placements.
- A safety incident. We train every participant in safety, supervise all equipment use, require protective equipment, carry insurance and review every incident.
- Harassment or a hostile jobsite. We train staff, participants and crews, provide mentors and peer circles and help apprentices report concerns.
- Approval as a workforce training provider takes longer than planned. We plan with fewer sponsored seats in Year 1 and keep a cash cushion.
- Construction hiring slows. We work with many sponsors, track hiring trends and adjust cohort sizes.
- 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 shop space with volunteer journey-level instructors and two sponsor 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 trade credentials for your Executive Director, Program Director and Instructors.
- Your curriculum outline and how it matches the Multi-Craft Core Curriculum.
- Letters from apprenticeship sponsors and contractors about interviews, direct entry, job site visits and sponsored seats.
- 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, harassment 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: $386,000 in Year 1, then $371,500, $457,500, $443,500 and $479,000.
- Apprenticeship Sponsor, Contractor and Workforce Board Contracts: $3,000 per sponsored seat. 30 seats in Year 1 ($90,000), then 42 ($126,000), 56 ($168,000), 72 ($216,000) and 90 ($270,000).
- Donations and Local Sponsors: $25,000 in Year 1, growing to $65,000.
- Participants: 60 in Year 1 (three cohorts of 20), then 77, 98, 126 and 161, with about 85% completing.
- Pay (a full year, per person, including payroll taxes and workers' compensation): Executive Director $62,000, Program Director $58,000, Pre-Apprenticeship Instructor $54,000 (two in Years 1 and 2, three from Year 3), Apprenticeship Navigator and Retention Specialist $46,000 (one in Years 1 and 2, two in Years 3 and 4, three in Year 5), Program Coordinator (part-time) $26,000.
- Other yearly costs in Year 1: Pre-Apprentice Training Stipends $45,000 ($750 per participant, growing about 28% a year), Tool, Boot and Safety Gear Starter Kits $16,000 (about $400 each), Childcare, Transportation and Emergency Support $18,000, Certifications and Aptitude Test Preparation $8,000, Training Shop Supplies and Materials $20,000, Training Shop Space and Utilities $36,000, Mentorship and Employer Engagement $6,000, Insurance $12,000, Evaluation, Data and Administration $15,000. The other costs grow between 4% and 28% a year.
- Equipment: $47,000 at the start, then $5,000 to $9,000 a year.
- Startup costs: $96,500, paid once from $245,000 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