Greater Washington Workforce Development Collaborative
Request for Proposals:
Accelerating Advancement Initiative
Program Objective: The Accelerating Advancement Initiative (AAI) will help low-income adults
acquire the skills and credentials they need to advance their careers and
wages. To this end, AAI will provide support for programs that help low-
income adults earn a post-secondary credential. AAI grantees will help
workers address barriers to post-secondary success and connect workers
to career pathways in key industries and occupations. “Credentials”
include noncredit and credit-bearing certificates and degrees offered by
accredited US higher education institutions.
Deadline to Apply: Proposals must be submitted via the Community Foundation’s online
application system no later than 4pm on April 13, 2012.
Applicant Information
Webinar:
An applicant information webinar will be held March 22nd at 10am.
All applicants are strongly encouraged to participate. To register, please
contact Benton Murphy at [email protected].
Eligible Applicants: Grants will be awarded to 501(c)3 nonprofit organizations, including
post-secondary institutions.
Joint applications from multiple organizations (“partnerships”) are
encouraged. A 501(c)3 nonprofit organization must serve as the lead
applicant and fiscal agent for each partnership.
Because this grant aims to help workers obtain a post-secondary
credential, at least one partner must be an accredited US higher
education institution.
The lead applicant for all proposals – by individual organizations or
partnerships – must have a physical location in the metropolitan
Washington region and have been operating in the metropolitan
Washington region for at least one year.
Grants Available:
Up to $350,000 will be awarded. Grants will range from $50,000 to
$150,000 and will last 24 months.
Awards Announced:
Awards will be announced by early July 2012.
Contact: Please direct all questions to Benton Murphy, Program Officer, at 202-
263-4765 or [email protected].
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The Accelerating Advancement Initiative
The Greater Washington Workforce Development Collaborative (“Workforce Collaborative”) invites
interested nonprofits to apply for funding through our new Accelerating Advancement Initiative (AAI).
AAI aims to help low-income adults acquire the skills and credentials they need to advance their
careers and wages. To this end, AAI will provide support for programs that help low-income adults
earn a post-secondary credential. AAI grantees will help workers address barriers to post-secondary
success and connect workers to career pathways in key industries and occupations.
An initiative of the Community Foundation for the National Capital Region, the Workforce
Collaborative is a coalition of philanthropic and business investors working to build a stronger
workforce development system for the metropolitan Washington region. The Workforce
Collaborative’s contributors include the Annie E. Casey Foundation, the Consumer Health
Foundation, the Eugene and Agnes E. Meyer Foundation, the Herb Block Foundation, Kaiser
Permanente, Microsoft, the Moriah Fund, the Morris and Gwendolyn Cafritz Foundation, the National
Fund for Workforce Solutions, the Northern Virginia Health Foundation, Patricia Weiss Fagen,
Rockefeller Philanthropy Advisors, United Way of the National Capital Area, and the Washington Area
Women’s Foundation.
Through the generosity of the Workforce Collaborative’s contributors, up to $350,000 will be
awarded through the Accelerating Advancement Initiative in 2012. Grants will range from $50,000
to $150,000 and will last 24 months. Proposals must be submitted via the Community Foundation’s
online application system no later than 4pm on April 13, 2012.
Background
Many working adults in our region are employed full-time but struggle to make ends meet. Based on
Wider Opportunities for Women’s Family Economic Security calculations, a single adult worker with
no dependents would need to earn a minimum of $31,656 a year to achieve economic security in
our region.1 Yet, according to the Bureau of Labor Statistics, in 2010, more than 345,000 workers in
metropolitan Washington worked in occupations where the average annual earnings for full-time
workers fell below this level.2 Moreover, many of these workers are not single adults, but parents
and caregivers with additional family financial obligations. As shown in Table 1 below, the cost of
economic security is significantly higher for these workers.
1 The Basic Economic Security Tables™ are tabulated by Wider Opportunities for Women and the Center for
Social Development at Washington University in St. Louis as part of the National BEST Initiative led by WOW.
See http://www.wowonline.org/ourprograms/dc/dc_fess/documents/DCBESTReport.pdf 2 Bureau of Labor Statistics, May 2010 Metropolitan and Nonmetropolitan Area Occupational Employment and
Wage Estimates Washington-Arlington-Alexandria, DC-VA-MD-WV,
http://www.bls.gov/oes/current/oes_47900.htm
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Table 1. BEST Estimates for the Washington Metro Region by Family Type
In order to achieve family economic security, many low-income workers need to increase their skills
and credentials. Nearly half of today’s jobs are “middle-skill” occupations requiring more than high
school but less than a four-year college degree. Another third require a four-year degree. As a result,
nearly 8 in 10 jobs are beyond the reach of workers who lack a postsecondary credential.3 Moreover,
the potential earnings gap between low- and high-skilled workers has grown from 40 percent in
1980 to 74 percent today. If the current trend of demand continues, this gap is projected to increase
to 96 percent in 2025.4
Research has found that acquiring a post-secondary credential can be a “tipping-point” for low-
income workers on their path to family-sustaining employment. A study of Washington State
community college students found that students who took at least one year’s worth of college
courses and earned a credential earned significantly more than students who did not reach that
threshold.5
Unfortunately, many adults encounter barriers that delay or derail their pursuit of a post-secondary
credential. Academic readiness is a significant challenge for many adults: about 60 percent of
incoming community college students are referred to at least one developmental (remedial) course.6
Less than one quarter of community college students who enroll in developmental education
3 National Skills Coalition, Toward Ensuring America’s Workers and Industries the Skills to Compete (2009):
http://www.nationalskillscoalition.org/assets/reports-/toward-ensuring-americas.pdf 4 Georgetown Center on Education and the Workforce, The Undereducated American (2011):
http://www.agu.org/education/pdf/undereducated_american.pdf 5 Jenkins, Davis, Community College Research Center, A Short Guide to "Tipping Point" Analyses of Community
College Student Labor Market Outcomes (CCRC Research Tools No. 3 - April 2008):
http://ccrc.tc.columbia.edu/Publication.asp?uid=600 6 Bailey, Thomas, Community College Research Center, Challenge and Opportunity: Rethinking the Role and
Function of Developmental Education in Community College (Working Paper No. 14 - November 2008):
http://ccrc.tc.columbia.edu/Publication.asp?UID=658
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complete a degree or certificate within eight years of enrollment in college.7 Other workers struggle
to balance work with education, face personal challenges related to child care or transportation, or
aren’t sure which fields of study are most likely to lead to employment. AAI was developed to address
all of these challenges and put more workers on a path to family economic security.
The AAI Approach AAI will help low-income adults earn a post-secondary credential. AAI grantees will help workers
address barriers to post-secondary success and connect workers to career pathways in key
industries and occupations.
Eliminating Barriers to Post-Secondary Success
In recent years, a number of promising practices have emerged that help adult students with
barriers. Sometimes called “bridge programs,” these efforts help adults get the academic, work
readiness, and technical skills they need to enter and succeed in postsecondary education and
training.8 They help workers address personal barriers, accelerate learning, and allow them to “see
the meaning of what they are learning and how that moves them closer to their goals.”9 Examples
include:
The Integrated Basic Education and Skills Training (I-BEST) approach popularized in
Washington State, which utilizes co-teaching by technical and basic skills (ABE/GED/ESL)
instructors to deliver curriculum that integrates basic skills competencies with technical skills
instruction.10
Community-college/nonprofit partnerships, such as those highlighted by the Aspen Institute’s
Courses to Employment project (see http://aspenwsi.org/WSIwork-HigherEd.asp), pair
community colleges’ training expertise with nonprofits’ expertise in helping low-income
workers address individual barriers.
“Contextualized” or “embedded” literacy approaches where Adult Basic Education (ABE) and
English for Speakers of Other Languages (ESOL) course content is contextualized, usually
with an occupational focus, to help students learn more and faster.
Supplemental instruction approaches such as the Community College of Baltimore County’s
Accelerated Learning Program, where select students bypass traditional developmental
education and are “mainstreamed” into college-level courses then simultaneously enrolled in
7 Bailey, Thomas and Sung-Woo Cho, Community College Research Center, Developmental Education in
Community Colleges,http://www2.ed.gov/PDFDocs/college-completion/07-developmental-education-in-
community-colleges.pdf 8 Workforce Strategy Center, What Works: BridgeConnect Stories from the Field (August 2011):
http://www.workforcestrategy.org/what-works-bridgeconnect-stories-from-the-field-what-is-a-bridge-
program.html 9 Jobs for the Future: Breaking Through: Helping Low-Skilled Adults Enter and Succeed in College and Careers
(2004): http://www.breakingthroughcc.org/sites/default/files/BreakingThrough.pdf 10 See http://sbctc.edu/college/e_integratedbasiceducationandskillstraining.aspx and
http://flightline.highline.edu/ibest/
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a developmental companion course taught by the same instructor, allowing them to earn
post-secondary credits faster.11
Compressing material from multiple courses into the time requirements of a single course—
an approach sometimes called “accelerated learning.”
Modular approaches to instruction that break developmental courses into smaller chunks,
allowing students to take only the modules they need.
It is also worth noting that recent research has called into question the validity of some placement
exams and found that some students tracked into development coursework are, in fact, capable of
passing post-secondary coursework without remediation.12 These findings suggest that another
strategy to reduce barriers to academic success might be to utilize a broader range of placement
tools to identify those students who truly need developmental coursework vs. those who are likely to
succeed without it.
Traditional tutoring, peer supports, and cohort learning approaches may also help adult students
increase their success. Above and beyond academic readiness, the Aspen Institute Workforce
Strategies Initiative has identified several other noteworthy barriers to post-secondary success, as
well as promising solutions:13
Barrier Sample Traps Promising Solutions
Enrollment
and
Registration
Difficulty navigating/lack of familiarity
with process
Difficulty completing applications
correctly
Financial holds
Testing issues
High-touch enrollment
process/navigation assistance
Assistance with financial holds
Testing support (practice tests, etc.)
Financial
Aid Application process
Timing
Aid policies
High-touch application assistance
Advance financial planning
assistance
Supplemental assistance
Counseling College counseling is transactional –
student: counselor ratios very high,
no follow-up
Students face many non-academic
challenges – counselors not
equipped to help
College counseling set up for needs
of traditional transfer students
Specially trained, highly skilled
counselors provide extra counseling
for adults with barriers
Case management model- usually by
nonprofit.
Long-term, intensive relationships
with students
Assistance with supports (child care,
transportation, etc.)
11 See
http://faculty.ccbcmd.edu/~padams/ALP/Site%20Folder/Fall%202010/others/alpdescriptionOther.html 12 See Scott-Clayton, Judith, Community College Research Center, Do High-Stakes Placement Exams Predict
College Success? (2012): http://ccrc.tc.columbia.edu/Publication.asp?UID=1026 and Belfield, Clive & Peter
M. Crosta, Community College Research Center, Predicting Success in College: The Importance of Placement
Tests and High School Transcripts (2012): http://ccrc.tc.columbia.edu/Publication.asp?UID=1030. 13 Webinar (08/17/11): Overcoming Common College Traps: Strategies to Help Struggling Students Navigate
the College System
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Barrier Sample Traps Promising Solutions
Transition
to
Employment
College counselors lack industry
connections/knowledge
No opportunities for employer
networking
Students lack realistic employment
expectations
Training completion vs. employment
is traditional goal of colleges
Sector-specific training
Personalized career coaching
Job placement services
Meaningful employer engagement
Training in simulated work
environment
Internships
Post-graduation follow-up services
Connecting Workers to Career Pathways Career pathways - also referred to as “career ladders” or “career lattices” – are an approach to
workforce development that allows workers to continually advance their careers and wages within a
specific industry or occupation through sequential education, training, and work experience
activities. Career pathways link occupations with shared skills via “stackable” credentials. Table 2
provides an example of the basic framework for common career pathways:
Table 2. Basic Career Pathway Architecture
In the perfect world, workers would be able to take time off from work to focus on education and
training until they reached their ultimate career goal. This scenario simply doesn’t reflect the reality
for most workers, who often forego the long-term economic benefits of education and training to
take the first job that comes available so they can support their families. Career pathways attempt to
reconcile near-term economic needs with the longer-term goal of family-sustaining employment by
breaking education and training into chunks that can be completed over several years in shorter
timeframes and/or at the same time an individual is working to support their family.
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Career pathways help workers be aware of the career opportunities available to them and
understand the specific education, training, and work experience they need to advance their careers.
They also help to demonstrate how some entry-level jobs can be a stepping stone to more rewarding
opportunities in the future. Finally, they articulate and provide for smoother student transitions
across the education continuum, from pre-college developmental education to post-secondary
education and from training to employment.
When utilizing career pathways to assist workers, workforce providers typically engage in two
activities: pathway mapping and career coaching.
Career Pathway Mapping To assist workers in goal-setting, workforce providers work with employers to “map” selected
pathways. For example, a basic career pathway map for an individual pursuing a career in the retail
industry might look like Table 3:
Table 3. Sample Career Pathway: Retail
For many high-demand occupations, career pathways are already well-documented and may be
adapted from existing maps created by other organizations. In other instances, it may be necessary
to develop a new map by working with employers to understand the skills, credentials, and
experience they expect workers to acquire for specific occupations. The Kentucky Community and
Technical College System and KnowledgeWorks Foundation have created a guide that provides
helpful questions for workforce providers to consider when mapping a career pathway – see
http://bit.ly/zDxsKe.
Career pathways must target key regional industries and occupations. Career opportunities are,
ultimately, driven by employers’ skill needs. Post-secondary education and training programs that
Education Level:
High School Diploma
Work Experience:
0-2 years
Job:
Entry-Level Retail
Wages:
$7.25-12.50/hr
Education Level:
Retail Management Certificate
Work Experience:
2-5 years
Job:
Store Manager
Wages:
$10-25/hr
Education Level:
Business Management AA
Work Experience:
5+ years
Job:
Regional Manager
Wages:
$20+/hr
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target specific industries and occupations where there is a current or projected demand for workers
are more likely to produce positive wage and employment outcomes for their participants.14
To successfully target the right industries and occupations and ensure that education and training
programs are equipping workers with the right skills to take advantage of opportunities in those
fields, workforce providers need good data and meaningful relationships with employers. Data on
employment trends can be obtained via the Bureau of Labor Statistics (http://www.bls.gov/), local
workforce investment boards, as well as industry associations and individual employers. Strategies
to build meaningful relationships with employers include:
Outreach to employers to understand their skill needs;
Engaging employers in the design of training curriculum;
Inviting employers to serve as guest speakers or provide training on specific skills;
Acquiring employer assistance in setting up a simulated work environment;
Identifying employers who can host on-site training;
Recruiting employers to serve as internship sponsors;
Securing contributions of financial support, materials, or equipment; and
Inviting employers to serve on boards or advisory committees.
Career Coaching Once mapping is completed, workforce providers use career pathway maps for career coaching (also
sometimes called “career counseling”). Career coaches work with workers to explore their career
interests, match their interests to targeted industries and occupations, set career goals, and develop
an individualized career development plan. Career coaches may also help workers address barriers
to work (e.g., child care, transportation), navigate college application and financial aid processes,
and/or troubleshoot soft skills challenges (e.g., habitual tardiness, disputes with co-workers).
As an example, an individualized career development plan for a worker interested in the retail career
pathway shown above might look like Table 4:
Table 4. Sample Individualized Career Development Plan for Retail
14 See Maguire, Sheila and Joshua Freely, Carol Clymer, Maureen Conway and Deena Schwartz, Tuning In to
Local Labor Markets: Findings From the Sectoral Employment Impact Study
(July 2010): http://www.ppv.org/ppv/publications/assets/325_publication.pdf
Entry-Level Retail Work Experience +
Child Care Assistance
Retail Management Certificate + English for
Speakers of Other
Languages
Store Manager Work
Experience
Business Management
AA + Developmental
English
Regional Manager
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Grant Requirements AAI will provide support for programs that help low-income adults earn a post-secondary credential.
AAI grantees must help workers address barriers to post-secondary success and connect workers to
career pathways in key industries and occupations. Successful applicants will propose projects that
reflect one or more of the promising practices described above and will make a compelling case that
there is a current or projected demand for workers in the industries/occupations they wish to target.
Population to Be Served The target population for this grant is working poor adults who reside in the metropolitan Washington
region. Specifically, this includes:
Individuals who are 18 or older.
Individuals with less than a two-year credential. “Credentials” include noncredit and credit-
bearing certificates and degrees offered by accredited US higher education institutions.
Individuals whose families are not “economically secure” based on the definitions developed
by Wider Opportunities for Women’s Family Economic Security (FES) program.15
Individuals with at least one barrier to post-secondary success (e.g., English literacy,
academic readiness, etc.).
Individuals who reside in the District of Columbia, Suburban Maryland (Prince George’s
County + sub-jurisdictions; Montgomery County + sub-jurisdictions), and Northern Virginia
(Arlington County, the City of Alexandria, Loudoun County, and Fairfax County + sub-
jurisdictions).
Individuals who have some work experience but find themselves stagnating in low-wage
employment and wish to advance their careers and wages. This can include employed,
under-employed, and un-employed individuals.
How Success Will Be Evaluated AAI aims to help low-income adults acquire the skills and credentials they need to advance their
careers and wages. Specific performance measures will be customized for each grantee, but the
core measures for this initiative are as follows:
15 See http://www.wowonline.org/ourprograms/dc/dc_fess/index.asp
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Desired Outcome Indicators of Progress
Post-secondary readiness
Advancements in literacy, numeracy, and computer literacy
Post-secondary completion
Course credits earned
Documented skills acquisition
Advancing along a career pathway as evidenced by advancing
from one level of training to the next
Credentials earned
Sustained employment in the
targeted industry/occupation
Employment in the targeted industry/occupation
Job retention
Career Advancement
Establishing specific career goals associated with a career
pathway in a targeted industry/occupation
Relevant work experience
Wage gains
Promotions
Family Economic Security
Measurable progress towards Family Economic Security
wages (as defined by WOW)
This is a performance-based grant. Grantees who fail to demonstrate reasonable progress may have
their funding reduced or terminated.
Additional Program Requirements In addition to the programmatic requirements described above, applicants should also be aware of
the following requirements:
1. Data Collection. All grantees will be required to track demographic, activity, and outcomes
data for all program participants. Although grants are limited to 24 months or less, the
grantmakers recognize that some of the outcomes listed above may occur after the 24-
month grant period has ended. To ensure that the outcomes of this initiative are well
documented, each grantee will be asked to continue to monitor participant outcomes for one
year beyond their grant period (i.e., through June 2014). A small stipend will be provided to
cover data collection costs in the third year.
2. Peer Learning and Technical Assistance. This initiative has the dual goals of assisting
workers and helping to strengthen and grow the programs that serve them. Grantees will be
required to participate in a variety of technical assistance, training, and peer learning
activities.
AAI Grant Awards Process
Application Instructions Organizations interested in participating in AAI must complete the following steps:
1. Determine your eligibility to apply:
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a. Grants will be awarded to 501(c)3 nonprofit organizations, including post-secondary
institutions.
b. Joint applications from multiple organizations (“partnerships”) are encouraged. A
501(c)3 nonprofit organization must serve as the lead applicant and fiscal agent for
each partnership.
c. Because this grant aims to help workers obtain a post-secondary credential, at least
one partner must be an accredited US higher education institution.
d. The lead applicant for all proposals must have a physical location in the metropolitan
Washington region and have been operating in the metropolitan Washington region
for at least one year.
2. Please follow the guidelines described in Appendix A: Grant Proposal Formatting
Requirements to develop your proposal.
3. All applications must be submitted via the Community Foundation’s online grants application
system. Please see Appendix B: How to Use the Community Foundation’s Online Grant
Application System for instructions on how to submit your application. Applications that are
incomplete or received after 4pm on April 13, 2012 will not be considered.
Review Process Applications will be reviewed by a committee comprised of Collaborative donors and workforce
development experts. Key criteria the review committee will use to evaluate and score each
application include:
1. Organizational capacity and fiscal fitness
2. Whether the proposed activities…
a. Will help low-income adults earn a post-secondary credential (“Credentials” include
noncredit and credit-bearing certificates and degrees offered by accredited US higher
education institutions)
b. Reflect promising practices in helping workers overcome barriers to post-secondary
success
c. Incorporate a focus on connecting workers to career pathways in key industries and
occupations
3. The breadth and quality of services each applicant is capable of providing
4. The number of individuals each organization anticipates it will be able to serve
5. Applicants’ ability to demonstrate a history of success in helping workers advance towards
and achieve:
a. Post-secondary readiness
b. Post-secondary completion
c. Sustained employment in the targeted industry/occupation
d. Career Advancement
e. Family Economic Security
6. Applicants’ ability to make a compelling case that there is a current or projected demand for
workers in the targeted industries/occupations
7. The strength of the proposed strategies for employer engagement
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8. Organizational capacity to use data to monitor outcomes and continuously improve service
delivery
In order to provide broad access to as many individuals as possible, the review committee will also
consider geographic distribution and expertise in serving specific populations when making awards.
Award Decisions Finalists will be notified by early May and contacted to schedule a site visit. Final award decisions will
be announced by early July 2012.
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Appendix A: Grant Proposal Formatting Requirements This section provides an overview of all the materials you must include in your application packet.
Incomplete proposals will not be considered. For your convenience, an application packet checklist is
included in Appendix C.
Please note that all items uploaded as part of your application package must be submitted in PDF
format. Please see Appendix B for a list of PDF creation resources. If you must use a document
scanner to create a PDF, please ensure that the resulting file is easy to read. Illegible applications
will not be considered.
I. Cover Page 1. Lead Organization Information. (Required for all applications) Please provide the following
information for your organization. If you are applying as a partnership, provide this
information for your partnership’s lead organization (fiscal agent).
a. Organization name and address and full contact info
b. Name of Executive Director and email/phone/fax
c. Name of main contact for this proposal, if other than Executive Director and
email/phone/fax
d. Tax exempt status/EIN Number
e. Organization’s mission [Limit: 75 words]
f. Total organizational budget (current year)
g. Fiscal year (MM/YYYY – MM/YYYY)
h. Geographic area(s) currently served
i. Population(s) currently served
2. Partner Information. (Required only for partnerships) If you are applying as a partnership,
please provide a list of your partners.
3. Proposal Summary. (Required for all applications) Limit to one page.
a. Total requested Amount
b. Purpose of Request [Limit: 75 words]
c. Geographic area(s) to be served
d. Population(s) to be served
II. Narrative Your narrative must not exceed 10 pages. Please use 11 pt font or larger and 1-inch margins.
Background The background section should introduce the review committee to the applicant(s). Please:
1. Describe your organization’s (or organizations’, for partnerships) mission, history, and key
programs.
a. If you are applying as a partnership, please note whether the partners have worked
together in the past and, if so, in what context.
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2. Discuss why you wish to participate in the Accelerating Advancement Initiative.
a. How does this project support your organization’s/organizations’ mission(s)?
b. What challenges will this opportunity help you address?
c. Is this a new project or a continuation/expansion of an existing effort?
3. Make the case that your organization/partnership has the capacity to help low-income adults
earn a post-secondary credential. What evidence can you provide that your organization (or
partnership) has a demonstrated track record of helping low-income adults achieve:
a. Post-secondary readiness?
b. Post-secondary completion?
c. Sustained employment in the targeted industry/occupation?
d. Career Advancement?
e. Family Economic Security?
Proposed Project Describe the activities you propose to carry out if selected for funding through the Accelerating
Advancement Initiative:
1. Program Design
a. Which industries or occupations will your project focus on? (choose one or more)
b. What evidence do you have to demonstrate that there is a demand for workers in this
field?
c. How are you currently and/or how will you engage employers from this field in your
project?
d. Which employers or employer groups, if any, have committed to working with you?
e. Are career pathways in the targeted industry or occupation already well documented?
If so, what steps will you take to adapt these career pathways to the local labor
market? If not, describe how you will go about mapping career pathways.
f. Which post-secondary credentials will you help participants earn?
g. Who are the workers you will serve?
h. How will you engage these workers?
i. What are their barriers to completing a post-secondary credential/advancing their
careers?
j. What services will you provide for workers?
k. How will the services you provide help eliminate their barriers?
2. Anticipated Outcomes
a. How many workers do you anticipate that you will be able to serve with this grant?
b. What specific outcomes do you anticipate that you will be able to accomplish if you
are selected to participate in this initiative? Please describe your anticipated
outcomes related to:
i. Post-secondary readiness
ii. Post-secondary completion
iii. Sustained employment in the targeted industry/occupation
iv. Career Advancement
v. Family Economic Security
c. Please describe the tools/processes you will use to track these outcomes.
3. Project Management
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a. Please include a brief timeline of all proposed grant activities.
b. If you are applying as a partnership, please briefly describe your strategy for
managing your efforts across multiple organizations.
III. Attachments 1. Lead Applicant Supporting Documents. (Required for all applications) Please provide the
following information for your organization. If you are applying as a partnership, provide this
information for your partnership’s lead organization (fiscal agent):
a. Site visit availability table. All finalists will be contacted in late April or early May to
schedule a site visit with the review committee. Using the table below, please identify
three dates/times when your organization (or partnership) is able to host a site visit
and hold these times on your calendars to ensure your availability. Site visits should
include senior staff from the lead applicant organization as well as any other key staff
(from the lead organization and/or their partners) and employer partners who will
work on the proposed project.
Time Tues
05/01
Weds
05/02
Thurs
05/03
Fri
05/04
Mon
05/07
Tues
05/08
Weds
05/09
10am-12pm
1pm-3pm
3pm-5pm
b. A one-page organizational chart. Indicate number of full-time and part-time
employees.
c. List of board members and board of directors with terms, occupations, and places of
employment and related racial/ethnic and gender demographic information and
describe your commitment to diversity of board and staff members.
d. Financial Documentation:
i. For current fiscal year:
1. Organizational budget v. actual, for both revenue and expenses.
2. List of major funders (indicate name of funder and amount of support
received). Include amounts and indicate whether these have been
received or are committed or projected.
ii. For previous fiscal year:
1. Organizational budget v. actual, for both revenue and expenses.
2. List of major funders (indicate name of funder and amount of support
received).
iii. If this application is being made during the last quarter of the organization’s
fiscal year, provide:
1. Organization’s projected/proposed draft budget for the next fiscal
year.
2. List of five major funders (indicate name of funder and amount of
projected funding).
iv. Comparative organizational balance sheet for January 2012 vs. January
2011 (or most recent month available)
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v. Most recent audited financial statements (include auditor’s management
letter). If you do not have an audit more recent than 2009, provide pages 1-6
of most recent IRS Form-990.
vi. Name and contact information for preparer of financial statements.
2. Key Staff Profiles. (Required for all applications) Please provide short biographies (no more
than 1/2 page each; not resumes) of all staff and volunteers essential to the success of this
request. For applications by partnerships, this should include key staff at the lead
organization and from each of the partnering organizations.
3. Partner Profiles. (Required only for partnerships) For each member of your partnership,
provide a one-page profile with the information listed below. Please note that it is not
necessary to provide a partner profile for the lead applicant since the lead applicant’s profile
is included in the cover page (as described above).
a. Organization name and address and full contact info
b. Name of Executive Director and email/phone/fax
c. Name of main contact for this proposal, if other than Executive Director and
email/phone/fax
d. Tax exempt status/EIN Number
e. Fiscal Agent Organization name, address, and Executive Director (when applicable)
f. Organization’s mission [Limit: 75 words]
g. Total organizational budget (current year)
h. Fiscal year (MM/YYYY – MM/YYYY)
i. Geographic area(s) currently served
j. Population(s) currently served
4. Memorandum of Understanding (Required only for partnerships) If you are submitting a joint
application in partnership with multiple organizations, please include a Memorandum of
Understanding (MOU) outlining the roles, responsibilities, and deliverables of each partner
that will receive funding and/or provide services under this grant. Your MOU should be
signed by the Executive Director for each proposed partner.
5. Grant Budget (Required for all applications) All applications must include the following
budget information:
a. A detailed program budget that summarizes expenses for each year of the grant.
When applicable, please include information on other resources (cash or in-kind) that
will be leveraged to provide the services described in your proposal. You may use the
template shown below if you wish. (Required for all applications)
b. A 1-page budget narrative. Budgets accompanying applications from partnerships
should clearly state how much funding will be allocated to each partner. (Required for
all applications)
17
SAMPLE BUDGET TEMPLATE
Expenses FY2012 FY2013 FY2014
TO
TA
LS
AAI
Grant
Other
Grants
or
Contra
cts*
In-
Kind*
AAI
Grant
Other
Grants
or
Contra
cts*
In-
Kind*
AAI
Grant
Other
Grants
or
Contra
cts*
In-
Kind*
Personnel
Partner 1
Partner 2
Fringe Benefits
Partner 1
Partner 2
Materials and Supplies
Partner 1
Partner 2
Meetings and Local Travel
Partner 1
Partner 2
Overhead
Partner 1
Partner 2
TOTALS
* If applicable. Please describe sources in budget narrative.
TOTAL FUNDS REQUESTED: $_______________
Please note that you may modify or add to the Expense categories listed above as needed.
6. Addendum (Optional) You may include any other supporting materials you wish in your
addendum. However, your addendum should not exceed 10 pages. Letters of support from
current or prospective employer partners are encouraged.
18
Appendix B: How to Use the Community Foundation’s Online Grant
Application System
To start a new application, click on this link:
https://www.GrantRequest.com/SID_966?SA=SNA&FID=35051
Please note, if you already started an online application and wish to return to your account to view
and finish it, please click on the following link instead:
https://www.grantrequest.com/SID_966/?SA=AM
Application Process
1. Application Form. Click on the following link to access the online application form:
https://www.GrantRequest.com/SID_966?SA=SNA&FID=35051
2. Create an Account. Creating an account allows you to save and continue working on an
application. ALL new applicants must create an account. Only an email address is needed to
create an account. Please write down your password for future use.
3. Enter Data. Enter your organization’s contact information into the online application form.
4. Upload Proposal and Attachments. The next page of the online application system allows
you to upload the required proposal and attachments.
a. Each item on the checklist must be individually uploaded into the system and
properly labeled.
b. Documents will only be accepted in PDF file format.
5. Save & Finish Later. At the bottom of any page of the application, you can click Save &
Finish Later to save the data entered thus far and return later to complete the application
prior to the submission deadline. To access your account and finish your partially completed
application click here:
https://www.grantrequest.com/SID_966/?SA=AM
6. Submit your application. Carefully review your application for completeness. Click the submit
button to send your application to The Community Foundation. You will receive an email
confirming receipt of your application. Please check your spam filter then contact us if you do
not receive a confirmation.
System Requirements
Applicants must have a functioning Internet connection and one of the following browsers, with
cookies enabled:
Internet Explorer v7 or higher
FireFox v3 or higher
19
PDF Conversion Programs
Please note that all application materials must be submitted as PDF documents. The list below
contains some of the PDF generators available, many of which are free or very inexpensive. The
Community Foundation does not endorse any particular software.
If you must use a document scanner to create a PDF, please ensure that the resulting file is easy-to-
read. Illegible applications will not be considered.
When naming your file, please do not use special characters (such as /, *,% , etc.) or spaces in the
file names. Such files are unrecognizable as PDFs to some systems.
Adobe: http://www.adobe.com/products/acrobatstd/main.html
CutePDF: http://www.cutepdf.com
Google free PDF writer: www.google.com
Open office: http://download.openoffice.org
o Also includes Microsoft compatible Office apps – large download
Primopdf: www.primopdf.com/
PDF4free: www.pdfpdf.com/pdf4free.html
PDFcreator: http://docupub.com
20
Appendix C: Application Checklist
Cover Page (Required for all applications)
Lead Organization Information. (Required for all applications)
Partner Information. (Required only for partnerships)
Proposal Summary. (Required for all applications)
Narrative (Required for all applications)
Attachments (Required for all applications)
Lead Applicant Supporting Documents (Required for all applications)
Site visit availability table (Required for all applications)
A one-page organizational chart (Required for all applications)
List of board members (Required for all applications)
Financial Documentation (Required for all applications) – All of the following:
For current fiscal year:
Organizational budget v. actual, for both revenue and expenses.
List of major funders
For previous fiscal year:
Organizational budget v. actual, for both revenue and expenses.
List of major funders
If this application is being made during the last quarter of the organization’s fiscal year,
provide:
Organizational budget v. actual, for both revenue and expenses.
List of major funders
Comparative organizational balance sheet for January 2012 vs. January 2011 (or most
recent month available)
Most recent audited financial statements (include auditor’s management letter). If you do
not have an audit more recent than 2009, provide pages 1-6 of most recent IRS Form-990.
Name and contact information for preparer of financial statements.
Key Staff Profiles. (Required for all applications)
Partner Profiles. (Required only for partnerships)
Memorandum of Understanding (Required only for partnerships)
Grant Budget (Required for all applications)
A detailed program budget. (Required for all applications)
A 1-page budget narrative. (Required for all applications)
Addendum (Optional)