Summer Works Youth Employment Collaborative

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Executive Summary

Summer Works Youth Employment Collaborative is a nonprofit in Connecticut that gives teenagers and young adults their first real paycheck. Each summer, we place young people ages 14 to 21 in paid, supervised, six-week jobs at nonprofits, city departments and small businesses, after a week of work readiness training. Youth are paid as employees, by direct deposit into a bank account we help them open. Along the way they learn how to show up, how to work with others, how to handle money and what a career could look like, and they leave with a reference, a resume and, for many, a connection to a year-round job or internship.

A first job is one of the most valuable things a young person can have, and it is becoming harder to get. Fewer teenagers hold summer jobs than a generation ago, and young people from low-income neighborhoods, young people of color, young people in foster care, young people with disabilities and young people who are out of school and out of work are the least likely to find one. Without a first job, it is hard to get a second. Research on some large summer jobs programs has found that they can improve young people's school attendance and reduce their involvement in violence, though results vary by program, and we will measure and report our own results honestly.

With this grant we will employ about 100 young people in Year 1. About 85 are expected to complete the program. Each works about 25 hours a week for six weeks at $15 an hour, in a job matched to their interests and age, at one of about 40 worksites where a trained supervisor coaches them. Seasonal Site Leaders run work readiness training and check in with youth and supervisors each week. We follow federal and state child labor laws, which limit the hours and tasks of young workers, and we place youth only in suitable jobs. We do not promise any young person a year-round job.

Our Year 1 budget is about $611,000, growing to about $968,500 by Year 5 as we add coordinators and worksite developers and employ about 181 young people a summer. Each year's budget is planned to balance, with a small surplus each year. We have 5 year-round paid staff in Year 1 and 7 by Year 4, plus seasonal staff each summer. Youth slots paid by the workforce board, the city and employers grow from about 20% of our income in Year 1 to about 23% in Year 5, with grants making up the rest of what we need.

We are asking the Constitution State Youth Fund for $90,000 for one Youth Program Coordinator, a share of youth wages and payroll costs, a financial literacy and savings match and transit passes and work attire. The workforce board, the city, employers, other grants and donors cover the rest, so this grant is one part of a shared funding plan.

I am Andre Whitfield, the Executive Director, and my first job at 15 changed how I saw my future. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Summer Works Youth Employment Collaborative is a nonprofit organization in Connecticut. 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 give young people their first paycheck, a chance to learn and a path to the future.

What we believe. Every young person has talent and deserves a chance to prove it. Work teaches skills that school alone cannot, and a good first job can shape a life. Young people learn best when they are paid fairly, treated as capable and supported by caring adults. Worksites should be safe, respectful and good places to learn. Youth voices matter, so young people help design and lead our program.

How we started. Summer Works began when a city recreation director, a credit union branch manager and a high school guidance counselor decided to pay for ten teenagers to work on a summer cleanup crew. The young people showed up, did the work and asked for more. Over three summers, the program grew to 64 youth at 22 worksites. Supervisors said the young people had grown in confidence, and several hosts hired participants for the next year. City officials, the workforce board and local businesses asked whether we could grow. This proposal asks for support to build a staffed, professionally run summer employment program.

What we offer:
- Paid summer jobs. Young people ages 14 to 21 work about 25 hours a week for six weeks at $15 an hour, in jobs at nonprofits, city departments, libraries, summer camps, health centers and small businesses. Youth are our employees, paid by direct deposit through payroll.
- Work readiness training. A week of paid training before the job starts, covering workplace expectations, communication, teamwork, handling conflict, safety, workers' rights, digital skills and financial basics. Youth also learn how to talk with a supervisor and what to do if something does not feel right.
- Trained supervisors. Every worksite supervisor completes a short training on supervising young workers, child labor rules, safety and respect, and receives a guide and a weekly check-in.
- Site Leaders and mentors. Seasonal Site Leaders visit worksites every week, coach youth and supervisors and solve problems. Older youth who have done the program serve as paid team leads.
- Financial capability. Each young person opens a bank or credit union account, learns to read a pay stub and budget, and receives a small savings match when they save part of their first paychecks.
- A path forward. Career and college conversations, resumes and references, and connections to year-round jobs, internships, school-year programs and training for those who want them.
- Supports. Transit passes and work attire for youth who need them, and accommodations for youth with disabilities.

Who we serve. Young people ages 14 to 21 who live in our service area, with priority for those who face the most barriers, including young people from low-income families, young people in foster care or the juvenile justice system, young people with disabilities, young parents, immigrant youth and young people who are out of school and out of work. Youth under 18 need a parent or guardian's consent. We do not charge youth or families.

What we do not do. We do not promise any young person a year-round job. We do not place youth in jobs that child labor laws prohibit. We do not provide medical or mental health treatment, 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 city recreation director, a credit union manager, a small business owner, a high school counselor, a young adult who was in our pilot, a workforce board representative and a certified public accountant. The Executive Director manages the organization and partnerships, the Program Director leads operations and safety, and an outside accountant reviews our books every year.

Where things stand today. Thirty-two worksite hosts have signed letters offering jobs for the next summer, the city and the workforce board have indicated interest in sponsoring slots and a credit union has agreed to open accounts for participants. We have a letter of intent for a small office and training room. Before we begin, an attorney will review our child labor compliance plan, employment and host agreements and privacy policies, and we will set up payroll and workers' compensation insurance.

Problem & Opportunity

Why this program is needed.

A first job teaches young people how to work, how to manage money and how to be part of a team, and it builds the résumé and the references that lead to the next job. Yet teen employment has fallen sharply over the past generation. Young people from low-income households, young people of color, young people with disabilities, young people who have been in foster care or the justice system, and young people who are out of school and out of work are the least likely to find a job on their own. They often live in neighborhoods with fewer businesses, have no family networks to open doors and face competition from older workers for the few entry-level jobs available.

The gaps we see:
1. Too few jobs. In many neighborhoods there are few places that hire teenagers, and the jobs that exist often go to those with connections.
2. No experience, no references. Young people with no work history are caught in a loop: employers want experience, and the only way to get it is a job.
3. Work readiness. Many young people have never been shown how to apply, interview, handle a conflict with a supervisor or manage a first paycheck. Without support, a first job may end badly.
4. Money skills and banking. Many young people have no bank account and no experience with budgeting, saving or the costs of check cashing. A first paycheck is a chance to start good habits.
5. Barriers for the youngest and most vulnerable. Child labor laws limit the hours and tasks of young workers, and many employers do not know the rules, so they do not hire young workers. Youth with disabilities, in foster care or with a record face further barriers.
6. Summer learning loss and safety. Summer is a time when young people from low-income families may lose ground in school, and unstructured time can increase risks. A structured, paid job gives young people a place to be.
7. Supervisors need support. Many small businesses and nonprofits want to hire a young person but lack the time to train and supervise them.
8. Inequity. Young people of color are far less likely to have summer jobs than white peers in many places. Programs must be designed to reach them.

What the evidence says. Studies of several large summer youth employment programs have found benefits for participants, such as lower involvement in violent crime and better school outcomes, in some cases lasting beyond the summer. Not every program has shown benefits, and the quality of the job, the supervision and the supports appear to matter. We will measure our own results and report them honestly.

How we know people want this. In our pilot summers, 64 young people worked at 22 worksites. We had more than 180 applications for 64 slots in the last summer. Thirty-two worksite hosts have signed up to host the next summer, and supervisors told us that most participants exceeded their expectations.

How we will show the need. Before we submit this proposal, we will add the youth unemployment and labor force participation rates for our area from the U.S. Bureau of Labor Statistics and the Census Bureau, the number of opportunity youth who are out of school and out of work, the number of young people in public housing and foster care in our service area, the number of applicants and the waiting list for last summer's program, and local data on youth violence and school attendance.

Who benefits first. Young people ages 14 to 21 in our service area, especially those who are from low-income families, in foster care, with disabilities, with justice involvement, young parents, immigrants and young people who are out of school and out of work. Also the worksites and the community that gain from their work.

Products & Services

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

1. Recruit and enroll. We recruit through high schools, youth centers, public housing, foster care and juvenile justice agencies, churches, libraries and word of mouth. Applicants complete a short application and interview in the spring. For youth under 18, a parent or guardian signs consent, and we confirm age and work eligibility, including any working papers the state requires. We use a lottery within priority groups when we have more applicants than slots, and we are open about how slots are given. About 100 young people are placed in Year 1.

2. Hire youth as employees. Each young person completes employment paperwork, is paid $15 an hour through our payroll, with taxes withheld, and is covered by workers' compensation insurance. Young people work about 25 hours a week for six weeks. Pay is by direct deposit into the account they open in the first week. Wages and payroll costs are about $2,500 per young person, or about $250,000 in Year 1.

3. Teach work readiness first. Before the job starts, a paid week of training covers what employers expect, communication, teamwork, handling conflict, safety, workers' rights, digital skills, how to read a pay stub and budget, and what to do if something is wrong or feels unsafe. Youth practice with real scenarios and meet their supervisors.

4. Match youth to jobs. Youth are matched with worksites based on their interests, age, location and needs. Jobs include office and administrative work, helping with children's programs, library and museum work, health center and hospital support, parks and gardening, retail and food service, and light technology help. We place 14 and 15 year olds only in jobs and hours that federal and state law allow. We do not place anyone under 18 in jobs the law considers hazardous, such as operating certain power-driven machinery, roofing or excavation. About 40 worksites take part in Year 1.

5. Train and support supervisors. Every supervisor completes a one-hour training before the first day on child labor rules, safety, respectful communication and how to give feedback, and receives a short guide. Supervisors check in weekly with a Site Leader. Small worksites receive a small stipend for supplies and the supervisor's time.

6. Coach youth at the worksite. Seasonal Site Leaders visit each worksite every week, meet with the youth and the supervisor, and solve problems early. Older youth who have done the program serve as paid team leads and mentors.

7. Build financial capability. Each young person opens a bank or credit union account in the first week and learns to read a pay stub, budget and save. Youth who save at least $100 by the end of the program receive a savings match of up to $50. Financial literacy classes are held in the training week and in weekly lunch sessions.

8. Remove barriers. We provide transit passes and work attire to youth who need them, accommodations for youth with disabilities, and support for young parents such as help finding childcare. Payments for supports are made to vendors whenever possible.

9. Plan the next step. At the end of the summer, each young person gets a letter of reference, a resume and a one-on-one conversation about what comes next: school, year-round jobs, internships, training and college. We connect interested youth to year-round employment programs, and we invite them to the fall follow-up.

How we will measure results. We track applications, enrollment, attendance, completion, hours worked, supervisor ratings, youth skills gains on a short work readiness assessment at the start and end, bank accounts opened, savings, hosts' satisfaction and connection to a next step. With youth and family permission, we track school attendance and year-round employment after the summer. We break results out by age, race, neighborhood and background so that we can find and fix gaps.

Our Year 1 goals:
- About 100 young people are placed, with at least 85% completing the program, about 85 completers.
- At least 90% of completers receive a positive rating from their supervisors.
- At least 70% of youth open a bank or credit union account, and at least 60% of completers save at least $100.
- At least 75% of completers show higher scores on the work readiness assessment at the end than at the start.
- At least 30% of completers are connected to a year-round job, internship or training within 6 months.
- At least 90% of hosts say they would host a young person again.
- About 40 worksites take part.
These are goals, and we will report our real results to the Fund, including where we fall short. We do not promise any young person a year-round job.

Market Analysis

Who we serve and how many.

The young people. Ages 14 to 21 who live in our service area. We welcome all young people, with priority for those who are from low-income families, in foster care or the juvenile justice system, with disabilities, young parents, immigrant youth and young people who are out of school and out of work. Young people must be authorized to work in the United States, as the law requires, and under 18 need a parent or guardian's consent.

Where we work. Our office and training room are near a bus line and a downtown transit hub. Worksites are located throughout the city and nearby towns, with an emphasis on places reachable by public transit.

How many we will reach:
- Year 1: about 100 young people at about 40 worksites, about 85 completers, with 50 slots sponsored.
- Year 2: about 116 young people at about 46 worksites, about 99 completers, with 58 slots sponsored.
- Year 3: about 135 young people at about 54 worksites, with a second Youth Program Coordinator, about 115 completers and 68 slots sponsored.
- Year 4: about 156 young people at about 62 worksites, with a second Worksite Developer and Supervisor Trainer, about 133 completers and 78 slots sponsored.
- Year 5: about 181 young people at about 72 worksites, about 154 completers and 91 slots sponsored.
Over five years we expect to employ about 690 young people and about 590 to complete the program.

Who else benefits:
- Families. Young people's earnings help households, and parents see their children grow.
- Worksites. Nonprofits, city departments and small businesses gain energetic summer help and a chance to mentor a young person.
- Schools. Young people return in the fall with more confidence, and counselors gain a partner.
- Employers. They gain future employees who have had a first job and a trained supervisor behind them.
- The community. Young people who are busy, paid and learning contribute to neighborhoods in positive ways.

How we will size the need before we submit. We will add the number of young people ages 14 to 21 in our area, the youth unemployment rate, the number of opportunity youth, and the number of applicants and waiting list for last summer's program. These come from the U.S. Census Bureau, the U.S. Bureau of Labor Statistics, the Connecticut Department of Labor, the school district and our own records.

Competitive Landscape

Other options young people have, and how we fit.

- Finding a job on their own. Some young people find work through family and friends. Those without connections often cannot. We open doors for them and provide training and a supervisor.
- City and state summer youth employment programs. Some cities run programs, often with limited slots and funding that varies from year to year. We partner with the city and the workforce board and add capacity, supervisor training and financial capability.
- Workforce board youth programs. They fund work experience for eligible young people, often year-round and in school or out of school. We coordinate and refer young people to them for year-round support.
- Summer camps and enrichment programs. They offer learning and recreation, usually for a fee. Many older teens want to earn money. We hire older youth as camp helpers at host sites.
- Volunteer and service programs. They teach service and leadership but do not pay. Youth who must earn money often cannot take part. We pay youth for real work.
- Apprenticeship and career and technical programs. They provide strong pathways for older youth. We help connect our participants to them.
- Private internships. Often unpaid and available to those with connections. Ours are paid and open.

The gap we fill. In our service area, no program offers paid, supervised summer jobs for young people ages 14 to 21 with training in the week before, trained supervisors, weekly site coaching, bank accounts and a savings match, and connections to year-round opportunities, with priority for young people who face the most barriers.

Our partners:
- Thirty-two worksite hosts, including nonprofits, city departments, a library system, a health center and small businesses, which provide jobs and supervision.
- The city and the workforce board, which may sponsor slots and provide referrals.
- A credit union, which opens accounts, teaches financial lessons and provides the savings match.
- High schools, a foster care agency, a juvenile justice agency and a youth center, which refer young people.
- A disability services organization, which advises on accommodations.
- Churches and community groups, which help recruit and provide volunteers.

Marketing & Sales Strategy

How young people, worksites and supporters will find us and how we keep them engaged.

Reaching young people:
- Schools. Counselors, teachers and coaches in high schools tell students about the program and help with applications.
- Agencies. Foster care, juvenile justice, public housing, youth centers and disability services organizations refer young people.
- Peers. Past participants are our best recruiters. They speak at schools and youth centers and post about their summer, with their permission.
- Community partners. Churches, libraries, recreation centers, barbershops and neighborhood groups share flyers and host application nights.
- A simple website and a text number, in English and Spanish, with a short application and deadlines.
- Social media and local radio featuring young workers.

Making it easy to apply:
- Applications open in the winter, with help at school, at the library and at our office.
- Applications are short, and we help young people who need it. We do not require grades, references or experience.
- We explain how slots are given, and we use a lottery within priority groups when needed.
- We provide interpretation and materials in Spanish and other languages used in our area, and accommodations for young people with disabilities.
- We tell families up front about the schedule, pay and rules.

Keeping young people engaged:
- A paid week of training so that youth are ready on day one.
- Weekly lunch sessions on money, careers and what is going well and what is hard.
- Weekly visits from a Site Leader, so that someone is always checking in.
- Recognition for good work, such as reference letters and a celebration for youth, families and supervisors at the end.

Reaching worksites:
- The Worksite Developer and Supervisor Trainer visits nonprofits, city departments and small businesses, explains the program and offers a simple host agreement and training.
- Hosts receive a short guide, a weekly check-in, a stipend if they are a small site and a thank-you from the young person.
- We invite hosts to the end-of-summer celebration, and we ask them to consider year-round opportunities.

Reaching supporters. The city, the workforce board, employers, banks and individuals are invited to sponsor a slot or a worksite. We share results twice a year with funders and partners as totals.

Outreach budget. Worksite host support and supervisor training are about $10,000 a year in Year 1, growing about 10% a year. Program banners, youth-designed branding, outreach brochures and the website are paid for once from startup money ($2,500).

Operations Plan

How the program will be carried out.

Timeline for each year (Year 1 shown):
- Months 1 to 3 (fall and winter): Attorney review of the child labor compliance plan, employment and host agreements and privacy policies, set up payroll and workers' compensation, sign the lease, hire the Youth Program Coordinator and the Worksite Developer and Supervisor Trainer, buy equipment and begin recruiting worksite hosts.
- Months 4 to 6 (spring): Recruit and interview youth, confirm age and work eligibility, collect parent consent forms, sign host agreements, hire Seasonal Site Leaders and train supervisors.
- Months 7 and 8 (early summer): Paid work readiness week for each group of youth, then the six-week jobs, with weekly Site Leader visits and weekly lunch sessions.
- Months 8 and 9 (late summer): End-of-summer celebration, reference letters, surveys and next-step conversations.
- Months 10 to 12 (fall): Follow-up with youth and hosts, connections to year-round opportunities, review of results, a year-end report to funders and planning for the next summer.

Space. A small leased office with a training room for 25 youth and workspace for staff, near a bus line. Office and training space is about $18,000 a year in Year 1. Paint, flooring and a private meeting room are a one-time cost of $4,000, with a deposit and first month of rent of $4,000.

Equipment. We buy about $20,000 of equipment once at the start: twenty laptops and a charging cart ($10,000), training room furniture, a projector and whiteboards ($5,000), safety training gear ($2,000), and tablets and a secure timekeeping system ($3,000). After Year 1, we set aside about $3,000 to $4,000 a year to replace and add equipment.

Staffing. Year-round, in Year 1: an Executive Director, a Program Director, a Youth Program Coordinator, a Worksite Developer and Supervisor Trainer and a part-time Payroll and Data Specialist. A second Youth Program Coordinator joins in Year 3 and a second Worksite Developer in Year 4. Each summer we also hire about 6 Seasonal Site Leaders and Work Readiness Facilitators for about 10 weeks, at a cost of about $36,000 in Year 1, who are counted separately from year-round staff.

Child labor compliance. We follow federal and state child labor laws, which limit the hours, times of day and tasks for young workers, with stricter rules for 14 and 15 year olds and a list of hazardous jobs that young people under 18 may not do. When federal and state rules differ, we follow the stricter one. We confirm age, collect parent consent and any working papers or age certificates the state requires, and keep records. An attorney reviews our compliance plan each year, and every host signs an agreement listing the tasks and hours allowed.

Pay and employment. Youth are our employees. We pay wages through payroll with taxes withheld, carry workers' compensation insurance, follow wage and hour laws, provide pay stubs and set up direct deposit into accounts youth control. Wages and payroll costs are about $250,000 in Year 1. An attorney and our accountant review our employment setup before we begin. We help youth and families understand how earnings may affect benefits such as housing assistance or Medicaid, and we refer them to the agencies involved. Work permits, background checks and orientation are about $6,000 a year in Year 1.

Safety and respect. Safety comes first. Hosts complete a safety checklist before the first day, and Site Leaders confirm it on their first visit. Youth receive safety, heat and first aid information in training week. We have a written policy against harassment and discrimination, a clear way for youth to report problems directly to their Site Leader or a hotline, and we act quickly on any report. Staff are mandated reporters and follow the law on reporting suspected abuse or neglect of a minor. Youth are never required to work alone with an adult in a closed space. In an emergency, staff call 911, and a young person in emotional crisis is offered the 988 Suicide and Crisis Lifeline and a staff member stays with them until help arrives.

Background checks and hosts. Host supervisors who work with minors complete a background check, and we confirm that hosts have insurance. We visit every site before and during the program, and we move a youth to another site if a site is not working.

Savings match and supports. The savings match is paid into the young person's own account when they meet the savings goal. Transit passes and work attire are paid to vendors whenever possible. Each payment is approved by the Program Director and recorded, and the board reviews a list each quarter.

Privacy. Youth information is kept in a locked cabinet and a secure, password-protected system, shared only with parent or guardian and youth permission, except where the law requires, and used only for the program. We report results to funders only as totals, never with a young person's name.

Insurance and records. We carry general liability, workers' compensation, commercial auto, property and abuse and molestation liability insurance. Insurance is about $10,000 a year in Year 1, in addition to workers' compensation costs included in payroll. 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.

Andre Whitfield, Executive Director. Andre leads the organization, raises money, manages grants and city, workforce board and employer partnerships, supervises staff and reports to the board. He worked 10 years in youth development at a city recreation department, directed its summer jobs pilot and helped start our program. Planned salary: $60,000 a year.

Program Director. Oversees operations, child labor compliance, safety, payroll coordination and the Seasonal Site Leaders. Must have experience in youth programs, employment or education. Planned salary: $52,000 a year.

Youth Program Coordinator. Recruits and enrolls youth, matches youth to jobs, leads work readiness planning and follows up with youth and families. One in Years 1 and 2 and two from Year 3, at a planned salary of $44,000 each. The Constitution State Youth Fund grant would support the first Youth Program Coordinator.

Worksite Developer and Supervisor Trainer. Recruits and trains worksite hosts, checks worksite safety and compliance and supports supervisors. One in Years 1 to 3 and two from Year 4, at a planned salary of $44,000 each.

Payroll and Data Specialist (part-time). Handles timekeeping, payroll, records and reports, about 25 hours a week. Planned pay: $26,000 a year.

Seasonal Site Leaders and Work Readiness Facilitators. About 6 each summer for about 10 weeks, who lead training week, visit worksites weekly and mentor youth, at a cost of about $36,000 in Year 1. Many are college students or recent graduates, and some are alumni of the program.

Pay figures include payroll taxes and workers' compensation insurance.

Year-round staff in each year: 5 paid staff in Years 1 and 2 (four full-time and one part-time), 6 in Year 3 and 7 from Year 4 on.

Volunteers. About 25 volunteers, including professionals who speak at lunch sessions and mentors who help youth with resumes. Volunteers complete a background check and orientation and do not handle confidential records or money.

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 young adult member and a youth advisory council help keep the program grounded in what young people need.

People who help us. An outside accountant who reviews our books every year, an attorney who reviews our child labor compliance plan, employment and host agreements, an insurance agent who understands youth employment programs, and a Youth Advisory Council of current and past participants who meet each semester.

Training. All staff and seasonal staff complete training in youth development, child labor rules, safety, mandated reporting, harassment prevention and cultural humility before starting, and again each 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 program and place about 100 young people at about 40 worksites, with about 85 completers and at least 30% of completers connected to a year-round job, internship or training within 6 months. A balanced budget of about $611,000, with a small surplus of about $15,000. 5 year-round paid staff.
- Year 2: Place about 116 young people at about 46 worksites. Begin tracking school attendance and year-round employment for past participants. A balanced budget of about $664,500, with a small surplus of about $15,600. 5 year-round paid staff.
- Year 3: Add a second Youth Program Coordinator and place about 135 young people at about 54 worksites. A balanced budget of about $771,000, with a small surplus of about $17,000. 6 year-round paid staff.
- Year 4: Add a second Worksite Developer and Supervisor Trainer and place about 156 young people at about 62 worksites. Invite alumni to serve as team leads. A balanced budget of about $886,500, with a small surplus of about $18,300. 7 year-round paid staff.
- Year 5: Place about 181 young people at about 72 worksites, with sponsored slots covering about 23% of our budget. Report five years of results and share our toolkit with other communities. A balanced budget of about $968,500, with a small surplus of about $19,200. 7 year-round paid staff.

What we measure:
- Applications, placements, attendance and completion.
- Supervisor ratings and youth skills gains on the work readiness assessment.
- Bank accounts opened and savings.
- Connection to year-round jobs, internships and training within 6 months.
- School attendance and enrollment for past participants, with permission.
- Host and youth satisfaction, and any safety or conduct incidents and how they were resolved.
- Slots sponsored and the cost per youth.
- Results by age, race, neighborhood and background so that we can find and fix gaps.

How we review results. The Program Director reviews attendance and safety every week during the summer. After each summer, staff, hosts and our Youth Advisory Council 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: $90,000 from the Constitution State Youth Fund for one Youth Program Coordinator, a share of youth wages and payroll costs, a financial literacy and savings match, and transit passes and work attire, for July 2027 through June 2028.

The request is spread across these budget lines:
- Personnel: Youth Program Coordinator salary, $44,000.
- Other: Youth wages and payroll costs, $30,000 (other funds add $220,000).
- Other: Financial literacy, bank accounts and savings match, $6,000 (other funds add $4,000).
- Other: Transit passes and work attire, $10,000 (other funds add $2,000).

Other money in the program. Workforce board, city and employer-sponsored youth slots, other grants and local donors pay the other $226,000 of those lines, plus the Executive Director's salary ($60,000), the Program Director ($52,000), the Worksite Developer and Supervisor Trainer ($44,000), the part-time Payroll and Data Specialist ($26,000), the Seasonal Site Leaders and Work Readiness Facilitators ($36,000), worksite host support and supervisor training ($10,000), work permits, background checks and orientation ($6,000), office and training space ($18,000), insurance ($10,000) and evaluation, data and administration ($14,000).

Year 1 budget: about $611,000, planned to balance with a small surplus (about $15,000 after the yearly wear on equipment). Year 1 money coming in: grants $456,000 (this request plus other grants we are applying for), workforce board, city and employer-sponsored youth slots $125,000 (50 slots at $2,500 each) and donations and local sponsors $30,000. Year 1 costs: Executive Director $60,000; Program Director $52,000; Youth Program Coordinator $44,000; Worksite Developer and Supervisor Trainer $44,000; Payroll and Data Specialist $26,000; youth wages and payroll costs about $250,000 (about $2,500 for each of 100 young people); seasonal site leaders and work readiness facilitators about $36,000; financial literacy, bank accounts and savings match about $10,000; transit passes and work attire about $12,000; worksite host support and supervisor training about $10,000; work permits, background checks and orientation about $6,000; office and training space about $18,000; insurance about $10,000; evaluation, data and administration about $14,000; and about $6,800 a year for the wear on equipment.

How we planned wages. Each young person works about 25 hours a week for six weeks at $15 an hour, or about $2,250 in wages plus about $250 for payroll taxes and workers' compensation, about $2,500 in all. Wages grow about 16% a year, to about $453,000 in Year 5, as we employ about 181 young people. Slots paid by the workforce board, the city and employers pay $2,500 each, and cover about half of the young people we employ. These amounts are planning estimates, not promises. Payments often arrive after we bill, so we plan for about $42,770 owed to us at the end of Year 1.

About sponsored slots. The workforce board, the city and employers may pay $2,500 for a slot. Federal workforce funds for youth, including funds for summer employment, are awarded for set periods with rules about eligibility and documentation. We plan for grants and donors to cover the gap if sponsors are delayed or reduce slots.

One-time startup costs. Startup costs of $45,500 are paid once from startup money, not from the yearly budget: $20,000 of equipment (laptops, training room furniture, safety training gear and timekeeping tablets), $4,000 for paint, flooring and a meeting room, $4,000 for the lease deposit and first month of rent, $3,000 for the opening supply of workbooks, vests and emergency attire, $1,000 for the business license and permits, $6,000 for an attorney's review of the child labor compliance plan, employment and host agreements and for payroll, workers' compensation and accounting setup, $2,500 for banners, branding and the website, and $5,000 for the background check system, supervisor and youth safety training and the first insurance payment.

How we got our startup number. The Funding Need Calculator in this plan adds the startup costs ($45,500), the cash we need to cover the wait for the first payments (about $23,800) and a cash cushion of about $148,000, which is about three months of Year 1 costs. That comes to $217,500. We start with $25,000 of our own savings and $195,000 in startup support from a community foundation, the credit union and our board, $220,000 in all, which covers that amount.

The next five years. Our budget grows from about $611,000 in Year 1 to about $968,500 in Year 5. Grants are planned at $456,000, $481,500, $555,000, $635,500 and $671,000 in Years 1 to 5. Sponsored slots grow from $125,000 to $227,500, and donations and local sponsors grow from $30,000 to $70,000. We add a second Youth Program Coordinator in Year 3 and a second Worksite Developer in Year 4.

Savings. We plan to keep several months of costs in savings. The lowest year-end balance in the plan is about $176,200, at the end of Year 1.

After the grant. Our plan is to grow slots paid by the workforce board, the city and employers, since a summer job program has benefits for neighborhoods and employers, and to grow individual and business donors, including past participants. We will also apply to federal and state youth workforce and violence prevention funds, and invite employers to hire year-round participants, which can reduce summer costs.

Risks and how we will handle them:
- A young person is injured at a worksite. We vet every worksite, train youth and supervisors, carry workers' compensation, follow child labor rules and review every incident.
- A worksite is not suitable or a young person is treated poorly. Site Leaders visit weekly, youth can report directly and we move a youth to another site when needed.
- A child labor law violation. We follow the stricter of federal and state rules, an attorney reviews our plan, hosts sign agreements and we audit records.
- Too few worksites or too few young people. We recruit hosts early, keep a waiting list of sites and recruit youth through many channels.
- Sponsors delay or reduce slots. We plan with a cash cushion, apply to other funders and set final slot numbers after funding is confirmed.
- Young people do not stay engaged. We pay a training week, match jobs to interests, visit weekly and celebrate progress.
- A grant ends. We keep savings, grow sponsored slots 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: 20 young people at 8 worksites for one summer, with a part-time coordinator and a partner who handles payroll, 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 for your Executive Director and Program Director and job descriptions for the Coordinator, Worksite Developer and Seasonal Site Leaders.
- Letters from worksite hosts, the city, the workforce board and the credit union.
- Your child labor compliance plan and an attorney's confirmation of review.
- Your host agreement, youth and parent consent forms, supervisor training outline and worksite safety checklist.
- Your harassment policy, mandated reporting policy, emergency plan and confidentiality policy.
- Results from your pilot summers, shown as totals.
- The letter of intent for the lease, or a letter from the landlord.
- Proof of workers' compensation, general liability and abuse liability 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: $456,000 in Year 1, then $481,500, $555,000, $635,500 and $671,000.
- Workforce Board, City and Employer-Sponsored Youth Slots: $2,500 per sponsored slot. 50 slots in Year 1 ($125,000), then 58 ($145,000), 68 ($170,000), 78 ($195,000) and 91 ($227,500).
- Donations and Local Sponsors: $30,000 in Year 1, growing to $70,000.
- Young people: 100 in Year 1, then 116, 135, 156 and 181, with about 85% completing. Each works about 25 hours a week for 6 weeks at $15 an hour, about $2,500 with payroll taxes and workers' compensation.
- Pay (a full year, per person, including payroll taxes and workers' compensation): Executive Director $60,000, Program Director $52,000, Youth Program Coordinator $44,000 (one in Years 1 and 2, two from Year 3), Worksite Developer and Supervisor Trainer $44,000 (one in Years 1 to 3, two from Year 4), Payroll and Data Specialist (part-time) $26,000.
- Other yearly costs in Year 1: Youth Wages and Payroll Costs $250,000 (growing about 16% a year), Seasonal Site Leaders and Work Readiness Facilitators $36,000, Financial Literacy, Bank Accounts and Savings Match $10,000, Transit Passes and Work Attire $12,000, Worksite Host Support and Supervisor Training $10,000, Work Permits, Background Checks and Orientation $6,000, Office and Training Space $18,000, Insurance $10,000, Evaluation, Data and Administration $14,000. The other costs grow between 4% and 16% a year.
- Equipment: $20,000 at the start, then $3,000 to $4,000 a year.
- Startup costs: $45,500, 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