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SUBSIDIZED JOB PROGRAMS




SUMMERYOUTHEMPLOYMENTPRO
          GRAM
              2012
Far and away the best prize
 that life has to offer is the
chance to work hard at work
         worth doing.
    Theodore Roosevelt




              1
Preface
This document statesthe road that has been walked on and the steps that have been
followed to bring us to this goal.
This goal, once the land of dreams and aspirations,is now a reality.
This goal, once far and away, is now at the grasp of our hands.


The name of this goal is Subsidized Job Programs.
Subsidized Job Programs bring mental relief and opportunities for economic and
personal development. They keep the people that benefit from them away from
committing criminal activities, hunger, being unable to pay for school expenditures and
homelessness, among other socio-economic and health related concerns.


The economic and personal benefits are enormous.
These benefits enable the person to live better and strengthen self-esteem.
They also give hope for the future andempower them to achieve their goals.
This is the potential of one opportunity.


This document centers itself in a byproduct of Subsidized Job Programs.
It focuses on Subsidized Youth Employment Programs.
Youth today need opportunities. They need a chance for success, a chance at…life.


Subsidized Youth Employment Programs allow the targeted youth to save for college, pay
for food and, in some cases, avoid homelessness.1


Subsidized Youth Employment Programs provide new knowledge and skills; it can even
launch a career. They basically provide a new future for those that are benefitted by
them.

Let us be all we can be.
Sincerely,

                                           Christopher LaFayelle

1
 Alejandra Cancino. Another jobless summer for Illinois youth, The Chicago Tribune, May 2d 2011.
Found online at http://articles.chicagotribune.com/2011-05-02/business/ct-biz-0503-teen-unemployment-20110502_1_summer-
jobs-labor-market-studies-teen-unemployment


                                                          2
Ask not what
 your country
can do for you;
 ask what you
can do for your
   country.
John Fitzgerald
   Kennedy
       3
YEAR 2012
We are on a road, a road to provide the chance for personal development via a job.
Acquiring new skills and work experience is paramount for the advancement of any
person.
New skills provide a door to new and exciting opportunities, these opportunities which
would have remained unknown had it not been for those new skills.
Employment is every person’s chance to make a difference in their world.
Since many of today’s youth lack meaning and purpose in their lives, purpose is what
Subsidized Youth Employment Programs are all about.
Last year there were no opportunities, this year the opportunities are back.
One chance is all they need.


Today’sSubsidized Youth Employment Programs provide the teens and youth that really
need a job and a platform, a platform from where they can see a clear, hopeful and real
future, not only for themselves but for their families too.
Much has been said but it is time for action now.
Everybody knows that if you give somebody a chance and provide them with the skills
and preparation to succeed, then you’ll be preparing that person to reach new personal,
educational, economical and moral heights.
These Subsidized Youth Employment Programs have the necessary tools and structure to
truly change lives forever.
Be a part of this life-changing experience today.
Be a witness of the road to success.




                                              4
The Foundations
Department of Family and Support Services Background
In 2009, the Department of Family and Support Services was created out of several
former city departments and offices, including the Departments of Children and Youth
Services, Human Services, and Senior Services, the Mayor’s Office of Domestic Violence
and parts of the Mayor’s Office of Workforce Development, and the Ten Year Plan to End
Homelessness, in order to provide more coordinated services for the city’s most
vulnerable citizens.
Its mission is as follows:
The Chicago Department of Family and Support Services is dedicated to supporting a
continuum of coordinated services to enhance the lives of Chicago residents, particularly
those most in need, from birth through the senior years. The department works to promote
the independence and well-being of neighborhoods by providing direct assistance and
administering resources to a network of community-based organizations, social service
providers and institutions.


The Request for Proposals for a Summer Youth Employment Program
The Department of Family and Support Services has issued a request for proposals
seeking interested and qualified Respondents to provide training and job placement
services for its Summer Youth Employment Program.
The program will serve youth participants ages 16-24 by providing summer employment
opportunities which allow for skill development leading to increased youth employability.
This is an invitation for providers of this service to bid on the right to supply the training
and job placement services for its Summer Youth Employment.
This is a competitive process open to all entities: non-profit, for-profit, faith-based,
private and public.




                                              5
Summer Youth Employment ProgramOutline
Goals of the Summer Youth Employment Program
The goals of the Summer Youth Employment Program are to:
1) Provide career-oriented summer employment placements for youth ages 16-24.
2) Help young people develop transferable skills to increase employability through job
readiness training.
3)Provide youth with professional guidance, training, and supervision.
4) Leverage theCity’s corporate allies, sister agencies and community-based organization
partners to create meaningful and quality summer work experiences for Chicago’s youth.
5) Provide youth with the opportunity to attend educational workshops, participate in
health and fitness activities and other life enriching experiences. It is anticipated that the
program will serve approximately 1,400 youth, and include thoughtful soft skills training,
adequate supervision, work readiness training and structured work experiences in public
and nonprofit organizations as well as private sector businesses.


Target Demographic and Purpose of the Summer Youth Employment Program
The target demographic isyouth ages 16-24 whom will develop work readiness and
employability skills.
The program will provide opportunities to receive coaching and mentoring, gain career
exposure and develop employability skills through training coupled with real world work
experience during the six weeks of the summer. It will identify and secure structured
work experiences in public and nonprofit organizations as well as private sector
businesses.


Participation of Youth Enrolled in the Summer Youth Employment Program
Youth enrolled in the Summer Youth Employment Program will participate in a minimum
of 120 hours of combined soft skills development, training, recreation and positive work
experience during a six week period from July 9thto August 17th, 2012.
The SummerYouth Employment Program will operate an anticipated 20 hours per week
with youth ages 16–20 being engaged in a paid work experience for up to 12 hours per
week and the remaining eight hours spent in educational, soft skill and recreational
activities. These youth 16-20 will receive a $600 stipend based on attendance.

Older youth ages 21-24 will be hired as coaches to the program and work up to 20 hours
per week for the same six week period. They will receive a $1,000 stipend.


                                              6
All youth will participate in a one-day skills orientation and additional training and
recreational activities.
Youth participant’s stipends assume a minimum wage of $8.25 per hour.
All youth enrolled in the Summer Youth Employment Program must have:
a) Proof of Chicago residency,
b) A valid social security card or ITIN;
c) A valid Chicago Public School or State of Illinois ID card or driver’s license,
d) Completed a One Summer Chicago or OSC+ application;
e) And submit a signed consent form if under the age of 18.




                                              7
Summer Youth Employment ProgramStipulations
Program Funding Sources
This initiative is administered by the Department of Family and Support Services through
corporate funds of the City of Chicago. Consequently, all guidelines and requirements of
the City of Chicago must be met.
In addition to City of Chicago corporate funds, Federal and State funds may be used to
support this program during the contract term contemplated under theRequest for
Proposals. Selected Respondents will be required to comply with all laws, regulations,
policies and procedures imposed by funding sources.
Additionally all Delegate Agencies must comply with the Single Audit Act if applicable.
There will be a 10 % in-kind match requirement for this program. It is anticipated that
this match will be used to leverage resources needed to provide the life enriching,
education and recreational portion of the program. Additionally, administrative costs will
be capped at 10%.
The Department of Family and Support Services currently anticipates funding up to 14
organizations each capable of handling up to 105 youth.Funding is subject to the
availability of funds. Respondents should be aware that payment for services by the City
will be made on a reimbursement basis.
Respondents should not plan to receive their first payment until up to 60 days after the
execution of the delegate agreement.


Term of Contract
The term of contract(s) executed under the Request for Proposals will run from June
1st2012-May 31st2013 with the entirety of program dollars to be expended from June 1st–
September 1st2012.
The program will be in active operation from June 25th–August 24th2012.
The Department of Family and Support Servicesmay extend this term for up to two
additional periods, each not to exceed one year.
This extension option is contingent upon successful performance of the program and the
services provided, and upon availability of funds.
Should the initial Respondent’s contract be terminated or relinquished for any reason,
the Department of Family and Support Services reserves the right to return to the pool of
Respondents generated from this Request for Proposals to select another qualified
Respondent.


                                             8
Project Location and Accessibility to People with Disabilities
Respondent must be committed to achieving full physical and programmatic accessibility
as defined by the Americans with Disabilities Act (ADA).
Additionally, the Department of Family and Support Services reserves the right to
guarantee the availability of all mandated services in each geographic region, and
provided in a linguistically and culturally appropriate manner.


               Scope of Summer Youth Employment Program Services
Program Design
The Department of Family and Support Services’ Summer Youth Employment Program is
designed to connect Chicago’s youth workforce, ages 16–24, with job skills and workplace
experiences in community-based organizations, sister agencies and private sector
businesses.


Operating Budgets
This program is open to interested Respondents with operating budgets of $500,000.00
or more who are able to leverage at least a 10 percent in-kind match to be used to
provide soft skills, educational and life enrichment activities.
Administrativecosts will be capped at 10 percent.
All respondents should be able to develop and deliver life enrichment and recreational
opportunities, place and manage the summer work experience program outlined below
for no fewer than 105 youth.
This program assumes a 1:15 youth coach to youth ratio.


Services Provided
The Summer Youth Employment Program will provide up to eight hours of soft skills, life
enrichment and recreational opportunities per week and also develop and coordinate
workplace experiences for its enrolled youth for up to 12 hours per week for the duration
of the program.
Youth stipends are capped at $600 for youth ages 16-20 for a maximum of six weeks of
training and employment.
Recruited worksites will provide youth with a safe, well defined experience that allows
youth to gain valuable soft skills.
Programmatic responsibility and expectations are more specifically outlined below.




                                              9
Respondentsto the Summer Youth Employment Program
Responding Organizations

Guidelines and Eligibility for Respondents
Respondents should be aware that payment for services by the City will be made on a
reimbursement basis, due to the reimbursement nature of this program, respondents
must demonstrate an operating budget of $500,000.00 or more, administrative costs for
this program will be capped at 10%. There is also a 10% in-kind match requirement.


Eligible Respondents
This is a competitive process open to all entities: non-profit, for-profit, faith-based,
private and public.
Ideal Respondents should be able to demonstrate specific knowledge and experience in
youth development and employment practices, work experience development and
placement, youth mentoring in the specific neighborhoods, communities and schools
whose youth they propose serving.
Ideal Respondents will also be asked to coordinate and provide a life enrichment
component of the program. This component can consist of educational and soft skills
training, fitness and team building activities or any other appropriate life enriching, age
appropriate activities.
Due to the reimbursement nature of this program, respondents must demonstrate an
operating budget of $500,000 or more.
Respondents whose existing contracts with Department of Family and Support Services
are not in good standing will not be considered for a contract.
Agencies not eligible include those that:
1) Have had a City contract terminated for default, and/or
2) Are currently debarred and/or
3) Have been issued a final determination by a City, State or Federal Agency for
   performance of a criminal act, abridgement of Human Rights or illegal/fraudulent
   practices.




                                             10
Eligibility & Selection of Participants
Determining Program Eligibility
Eligible youth must be Chicago residents between the ages of 16 and 24 that have
applied online using the City of Chicago, One Summer Chicago application and have
obtained parental/guardian consent if under the age of 18.
All youth enrolled in the Summer Youth Employment Program must have:
1) Proof of Chicago residency,
2) A valid social security card or ITIN;
3) A valid Chicago Public School or State of Illinois ID card or driver’s license,
4) Completed a One Summer Chicago or OSC+ application; and
5) Submit a signed consent form if under the age of 18.


Youth Application Selection Process
In 2012, Department of Family and Support Services intends to move towards
randomization of selected applicants with approximately 60% of youth selected for the
program being randomly identified and the remaining 40% identified via respondent
referral. All potential participants must have completed the on-line application to be
considered for the participation.

Respondents will administer the Employability Assessment to all youth participants, ages
16–24. The Employability Assessment is an observed assessment of 16 core 21stcentury
college and career skills.
The Department of Family and Support Services will train respondents on how to
administer the Employability Assessment and report outcomes and scoring in the
Cityspan system.
Please refer to Attachment A for a copy of the Employability Assessment.
This assessment will be used after youth have been enrolled in the program to gather
baseline information.
Respondents will develop and implement an outreach and recruitment plan to
identifyand enroll eligible youth for the program.
The Department of Family and Support Services,will randomly select potential youth
participants through the One Summer Chicago application database, and provide
respondents with a list of eligible participants to contact, verify eligibility and enroll in
the Summer Youth Employment Program.



                                               11
Youth Soft Skill, Life Enrichment and Recreational Activities
Respondents will provide youth with information on program requirements and
expectations, through an orientation and in writing to each enrolled participant.
Respondents will also provide a one-day work readiness skills training (6-8 hours) to all
participating youth during the first week.
In addition, each subsequent week will feature up to eight (8) hours of planned soft skills,
life enrichment and recreational activities.
Activities may include, but are not limited to:
1) Work ethic and character,
2) Problem solving,
3) Computer and financial literacy,
4) Interviewing techniques,
5) Résumé preparation and interpersonal skills development.

During the remaining twelve (12) hours of the time per week youth should be engaged in
a work experience that relates to their interests, relevant prior experiences, and
strengths.

Youth hired as coaches to the program must be at least 21 years of age and qualified and
able to make work-site visits and provide support and guidance to youth placed in
worksites.




                                               12
The Worksite
Worksite Development
Respondents will work with private companies, community-based agencies, not-for-
profits, local businesses, faith-based communities, etc. to create summer work
experiences.
Respondents’ responsibilities regarding this area will include:
1) Identifying work sites and number of available placements,
2) Verifying and approving work experience activities submitted by worksites,
3) Hosting worksite liaison orientations & training and
4) Providing on-going program monitoring at such worksites.

The Department of Family and Support Services will provide a worksite application form
to awarded respondents. Respondents will also be responsible for developing selection
criteria and matching youth to appropriate workplace experiences.
Workplace experiences for youth 16–20 should be a maximum of 12 hour per week and
last at least six weeks in their duration. Youth ages 16–20 receive stipend of $600 for six
weeks.


Worksite Monitoring-Adult Supervision
Every program will need to designate a youth coach for worksites with 15 or more youth
employees.
Youth coaches will provide program, administrative and youth supports including daily
supervision of and ongoing feedback to youth participants.
In addition, coaches will be responsible for conducting site visits, securing timesheets
and administering the Employability Assessment to youth participants.
Additionally, coaches will need to be supervised by a designated employee of the
Respondent agency with a ratio not to exceed one (1) designated employee to seven youth
coaches.
The target demographic for these jobs will be youth ages 21–24.
Coaches will be paid a stipend of $1,000 for six weeks.


Worksite Matching
Respondents will assist youth in identifying their career interests and match youth to an
appropriate work experience based on theirgoals, interests and worksite job needs.




                                             13
Data Collection System
Data Collection
The Department of Family and Support Services offers a unified data collection system
that captures information on opportunities, employers and youth.
Selected applicants will be required to use this system, known as Cityspan, to maintain
participant time and attendance records.
The Department of Family and Support Services will offer agencies training prior to
program start and ongoing technical support.


Payroll System
Respondents must have the capacity to operate a payroll and timekeeping system that
assures that all youth are paid on time according to an established schedule.
Youth should be paid twice and receive half their stipend mid-way through the program
and the remaining half at the end of the program.
Programs will last six weeks.

This payroll system can be operated directly by a funded Respondent or via a Fiscal
Agent named at the time of application.
This Fiscal Agency may include payroll processing companies.
It is anticipated that programs will operate on a reimbursement basis; therefore it is
important that all applicants have adequate and available resources to meet program and
payroll expenditures on a weekly basis.

In addition to managing payroll responsibilities, all respondents must maintain general
liability insurance and Workman’s Compensation coverage for all youth employed
through the program.
At the end of the calendar year, the payroll administrator must send tax forms directly to
program participants and respond to inquiries or issues during the program period.




                                            14
Surveys
Employability Assessment and Youth & Employer Surveys
Respondents will be responsible for administering the Employability Assessment to all
youth participants, ages 16–24.
The Employability Assessment is an observed assessment of 16 core 21stcentury college
and career skills.
Department of Family and Support Services will trainrespondents on how to administer
the Employability Assessment and report outcomes 10 and scoring in the Cityspan
system.
Please refer to Attachment A for a copy of the Employability Assessment.
This assessment tool should be administered once at the beginning of the program and
once at the end of the program.
Additionally, the Department of Family and Support Services will provide respondents
with post-program surveys for distribution to employers.
Respondents will be responsible for distributing surveys to and collecting from employers
and making them available to the Department of Family and Support Services.


Record Keeping
Successful respondents will be expected to maintain complete and accurate records on
program participants.
Individual case files shall be kept for each program participant and will include, but is
not limited to:
1) Program eligibility documentation,
2) Employability assessment scorecard,
3) Evidence of outcomes,
4) Referrals made and
5) Documentation of support services provided by the Respondent (e.g. clothing,
   transportation, etc.) to ensure retention in the program.

In addition, successful respondents will maintain comprehensive information on worksite
placements that will include, but is not limited to:
1) Work site agreements and
2) Documentation of participant hours spent at the work site.




                                             15
Tracking of time and attendance will be entered by the respondent into the participant
tracking system known as Cityspan.
Participants will be paid only for the time that can be verified through Cityspan
timesheets and attendance records.


Reporting
Awarded respondents will also complete a Department of Family and Support Services
close out reporting form.
The close out report will summarize the contractor/service provider’s activities,
accomplishments and youth experiences including, but not limited to:
1) Number of youth served,
2) Aggregate hours worked,
3) The sites at which work was performed,
4) Type of work completed at each site,
5) Individual youth information (total hours worked, completion status,
6) Reason for not completing) evaluations by participants of their experience and
7) Reason for not completing evaluations by supervisors of the youth.

Successful respondents will be expected to maintain complete fiscal and accounting
records and report financial information to the Department of Family and Support
Services on the forms designated and at the intervals specified by the Department.
These reports must be submitted by the deadlines established by the Department of
Family and Support Services.
Failure to comply with these reporting requirements may be cause for termination of the
contract, or for the delay or withholding of payment.


Performance Outcome Measures
The outcomes of the Summer Youth Employment Programinclude:
1) Of the youth placed, 90% will complete the full six weeks of the subsidized work
   experience.
2) 80% of enrolled youth will successfully complete the total planned program of 120
   hours.
3) Youth that participated in the Employability Assessment, 80% will meet standards for
   the following: Work Ethic/Character, Problem Solving, andInterpersonal Skills.


                                            16
Operating Budget, Administrative Costs and In-Kind Match Requirements
The program states three very important issues regarding the operational budget.
First of all, respondents must demonstrate an operating budget of a minimum of
$500,000.00 or more.
The administrative costs for the program will be capped at 10% of the total of the
operating budget. There is also a 10% in-kind match requirement.
This in-kind cost share is donated or loaned; by a third party that is a partner investor to
the applicant which the applicant is using as part of their state granting agenciesmatch.
In general, the value of in-kind services or property used to fulfill a state granting
agencies match will be the fair market value of the services or property. Thus, the value
is determined by the cost of obtaining such services or property if they had not been
donated, or of obtaining such services or property for the period of the loan.
The applicant must document the in-kind services or property used to fulfill the state
granting agencies match and give a dollar amount for all in-kind contributions.


If the respondent (applicant) demonstrates an operating budget of $2,000,000.00, this
means that it will cost $200,000.00 (10% of the operating budget) in administrative costs
to run the program for the term specified in the Request for Proposals.
The partner investor can be sure of a secured state repayment of his investment, which is
the 10% in-kind match requirement ($200,000.00).


Notice that even though Youth participant’s stipends assume a minimum wage of $8.25
per hour, thissize of an operating budget,may allowthis one respondent (applicant)to
benefit 800 youth whommay receive $2,000.00 each over a period of 6-8 weeks, to work
in a subsidized employment program such as the Summer Youth Employment Program.




                                             17
18
YEAR 2011
Last year there were no funds for Subsidized Youth Employment Programs.
Federal funds were cut, and these sorts of programs were unavailable, hence youth
unemployment is at a record high. It is a sad fact that most of theyouth that benefit from
these programs live in under-privileged areas, low-income communities.
Without Subsidized Youth Employment Programs, these youth need a job to commute to
school, they even run therisk of dropping out of school; some others might even end up
living in homeless shelters and needing a job to commute to school, others need the job
tobuy food to support their family.
Without opportunities, these teens and youth, are stuck in the same situation as their
parents have been.
These Chicago teenagers are also in danger, danger of losing their friends to violence and
of resorting to illegal ways to get money, such as selling drugs.
Lack of opportunities for youth create a vicious cycle formed by unemployment, lack of
education, lack of health, violence, poverty and psychological unrest.


In 2011, the youth that would have benefitted from a Subsidized Youth Employment
Programs had nowhere to turn. The door was shut in their face, with little to no real
explanation, just political bureaucracy.
Human needs understand not bureaucracy; bureaucracy understands nothing about real
life struggles.
In 2011, there were no career development opportunities throughout thecity.
The youth of the community felt a ubiquitous sense of powerlessness and hopelessness
rush within them.
These opportunities would have served to empower young people with the knowledge,
experience, and confidence they need to achieve their fullest potential.




                                             19
20
YEAR 2010
The year 2010 was a different year for many teens and youth.
The year 2010 will remain engraved in their minds as the summer of opportunity, the
year that set them on the road to empowerment.
They obtained the necessary tools to achieve confidence, which derived on acquisition of
knowledge, and gaining experience, all this allowed them to reach their potential.
This is the work done by Universidad Popular’s Department of Program Development,
which teamed up with Government Sponsored Programs, Federal/State Job Programs
such as Put Illinois to Work and Youth Employment for the Summer.
This is their story.




                                            21
UNIVERSIDAD POPULAR



 Internal Confidential Report
           Job Programs End Report
                              Christopher Lafayette
                                     Director
                        Program Development Department
                                   25/10/2010




Report on the development of the Federal/State Job Programs in Universidad Popular, ana-
       lyzing their implementation, progress and their outcome and consequences

                                        22
Acknowledgments

I would like to thank all of those involved in the progress of the Program Development
Department.
I would like to thank all of those involved in the history, development, progress, past and
present of Universidad Popular.
I would like to thank you for giving me theopportunity to be a part of this great
Community Based Organization.
I would like to thank you for giving me the possibility to make a difference, a long lasting
difference.


I’m thankful for all of those of you who believe.
I’m thankful for all of those of you who believe in true progress and true change.
I’m thankful for all of those of you who believe in the power of community, to all of those
of you who believe in the history of our great land.
I’m thankful for all of those of you who still believe in the American Dream, who still
believe in the land of the free and the home of the brave.


I’m thankful for all of those of you who care.
I’m thankful for all of those of you who care for their city, who care for their State, who
care for their Homeland.
I’m thankful for all of those of you who care for their neighbor, who care for their
children’s    progress,   who   care   for   their   community’s   safety,   development   and
improvement.


To you, present here, thank you.
To you, reading this, thank you.
To you, who are ready to change your world, thank you.
To you, who knows that the road is narrow and the workers few, thank you.
To you, who are strong, determined, faithful and one of those few workers, thank you.
Sincerely,


                                       Christopher Lafayette

                                                23
Table of Contents



ACKNOWLEDGMENTS ................................................................................................................................................................ 23

TABLE OF CONTENTS .................................................................................................................................................................. 24

PRESENTATION .......................................................................................................................................................................... 27

PROLOGUE ................................................................................................................................................................................. 28

PUT ILLINOIS TO WORK PROGRAM (PITW) EXECUTIVE SUMMARY ............................................................................................ 29

YOUTH EMPLOYMENT FOR THE SUMMER PROGRAM (YES) EXECUTIVE SUMMARY ................................................................... 32

SECTION ONE: UNIVERSIDAD POPULAR’S ORGANIZATIONAL DESCRIPTION ............................................................................... 34

   CHAPTER ONE: FROM LATIN CENTER TO UNIVERSIDAD POPULAR ................................................................................................................. 35
   CHAPTER TWO: UNIVERSIDAD POPULAR’S PRESENT .................................................................................................................................. 36
   CHAPTER THREE: UNIVERSIDAD POPULAR’S MISSION ................................................................................................................................ 37
SECTION TWO: THE MISSING LINK ............................................................................................................................................. 38

   CHAPTER ONE: PROJECT DEVELOPMENT ................................................................................................................................................. 39
   CHAPTER TWO: THE VISION .................................................................................................................................................................. 40
   CHAPTER THREE: THE MISSION ............................................................................................................................................................. 41
   CHAPTER FOUR: THE PROGRESS ............................................................................................................................................................ 43

SECTION THREE: THE PARTNERSHIP-SERVING OUR COMMUNITY TOGETHER ............................................................................ 44

   CHAPTER ONE: THE FEDERAL/STATE JOB PROGRAMS ................................................................................................................................ 45
   CHAPTER TWO: PUT ILLINOIS TO WORK PROGRAM (PITW) ....................................................................................................................... 46
     Part One: Invitation then Research and Investigation ............................................................................................................... 47
     Part Two: Enrolling as a Worksite .............................................................................................................................................. 48
     Part Three: Synergizing the PITW Program into UP’s Programs ................................................................................................ 49
     Part Four: Searching for Applicants ........................................................................................................................................... 50
     Part Five: Interviews and Hiring ................................................................................................................................................. 51
     Part Six: Information Processing ................................................................................................................................................ 52
     Part Seven: Inviting Others to Participate (Member 2 Member) ............................................................................................... 53
     Part Eight: Processing the Paperwork ....................................................................................................................................... 54
     Part Nine: Adjustments and Continuity ..................................................................................................................................... 55
   CHAPTER THREE: YOUTH EMPLOYMENT FOR THE SUMMER PROGRAM (YES) ................................................................................................. 56
     Part One: Discovering the Need and Acting Proactively ............................................................................................................ 57
     Part Two: The Protest ................................................................................................................................................................ 58
     Part Three: Invitation then Research and Investigation ........................................................................................................... 59
     Part Four: Enrolling as a Worksite ............................................................................................................................................. 60
     Part Five: Three: Synergizing the YES Program into UP’s Programs .......................................................................................... 61
     Part Six: Searching for Applicants .............................................................................................................................................. 62
     Part Seven: Interviews and Hiring .............................................................................................................................................. 63
     Part Eight: Information Processing ............................................................................................................................................ 64
     Part Nine: Inviting others to Participate (Member 2 Member) ................................................................................................. 65
     Part Ten: Processing the Paperwork .......................................................................................................................................... 66
     Part Eleven: Adjustments and Continuity Paperwork Change #2 .............................................................................................. 67
     Part Twelve: Paperwork Change #3 ........................................................................................................................................... 68



                                                                                             24
SECTION FOUR: GETTING READY TO WORK ............................................................................................................................... 69

   CHAPTER ONE: SHARING SOCIAL CONSCIOUSNESS..................................................................................................................................... 70
   CHAPTER TWO: MULTI-VOCATIONAL TRAININGS ...................................................................................................................................... 71
   CHAPTER THREE: CATEGORIZATION OF THE DIFFERENT JOBS........................................................................................................................ 72
   CHAPTER FOUR: DISTRIBUTION OF THE WORKFORCE ................................................................................................................................. 73
   CHAPTER FIVE: ADJUSTMENTS AND CONTINUITY – CHANGING JOBS ............................................................................................................. 74
SECTION FIVE: THE WIDE WORLD OF WORKSITES ...................................................................................................................... 75

   CHAPTER ONE: ONE TO ONE OUTREACH TO SPREAD THE WORD ................................................................................................................. 76
   CHAPTER TWO: CONVINCE THE BUSINESSES OF THE BENEFITS ..................................................................................................................... 77
   CHAPTER THREE: PROCESSING FORMAL AND INFORMAL WORKSITES ............................................................................................................ 78
   CHAPTER FOUR: CONSTANT AVAILABILITY OF TRANSPARENT INFORMATION ................................................................................................... 79
   CHAPTER FIVE: SUPPORTING LEGAL DOCUMENTATION................................................................................................................................ 80

SECTION SIX: PROGRAM DEVELOPMENT IN ACTION .................................................................................................................. 81

   CHAPTER ONE: PROGRAM DEVELOPMENT’S PROGRAMS ............................................................................................................................ 82
     Part One: Public Relations ......................................................................................................................................................... 83
     Part Two: Social Networking ..................................................................................................................................................... 84
     Part Three: Web Design ............................................................................................................................................................. 85
     Part Four: Photography ............................................................................................................................................................. 86
     Part Five: Writers: ...................................................................................................................................................................... 87
     Part Six: Media Outreach ........................................................................................................................................................... 88
     Part Seven: Fundraising ............................................................................................................................................................. 89
     Part Eight: Strategic Alliances and Partnerships ....................................................................................................................... 90
     Part Nine: Testimonials .............................................................................................................................................................. 91
     Part Ten: Administration ........................................................................................................................................................... 92
     Part Eleven: Database Entry and Administration ...................................................................................................................... 93
     Part Twelve: Research & Investigation ...................................................................................................................................... 94
     Part Thirteen: Research & Development ................................................................................................................................... 95
     Part Fourteen: Grant Research .................................................................................................................................................. 96
     Part Fifteen: Grant Writing ........................................................................................................................................................ 97
     Part Sixteen: UP Somos Arte (Art Club) ..................................................................................................................................... 98
   CHAPTER TWO: PROGRAM DEVELOPMENT’S PILOT PROGRAMS ................................................................................................................... 99
     Part One: In The Community – School Clubs ............................................................................................................................ 100
     Part Two: UPrint ...................................................................................................................................................................... 101
     Part Three: Parking Lot ............................................................................................................................................................ 102
     Part Four: FEMA Disaster Recovery Center .............................................................................................................................. 103
     Part Five: Voter Registration.................................................................................................................................................... 104
     Part Six: Takin’ It To The Streets .............................................................................................................................................. 105
     Part Seven: Beautify UP ........................................................................................................................................................... 106
     Part Eight: Hispanic Literacy Council ....................................................................................................................................... 107
     Part Nine: SW Chicago-Mexican Coalition ............................................................................................................................... 108
     Part Ten: UP Ambassadors ...................................................................................................................................................... 109
     Part Eleven: High School UPrising ............................................................................................................................................ 110
     Part Twelve: UP College Preparation ....................................................................................................................................... 111
   CHAPTER THREE: UNIVERSIDAD POPULAR’S PROGRAMS ........................................................................................................................... 112
     Part One: FILIPRO .................................................................................................................................................................... 113
     Part Two: DILIPRO.................................................................................................................................................................... 114
     Part Three: UPrising ................................................................................................................................................................. 115
     Part Four: LETOS ...................................................................................................................................................................... 116


                                                                                              25
Part Five: HEALIN’ .................................................................................................................................................................... 117
       Part Six: PRO SE LEGAL CLINIC ................................................................................................................................................. 118
       Part Seven: FLT Chicago Lawn ................................................................................................................................................. 119
       Part Eight: Special Events- La Feria Del Mole .......................................................................................................................... 120

SECTION SEVEN: SOCIAL IMPACT ............................................................................................................................................. 121

   CHAPTER ONE: THE PLAN................................................................................................................................................................... 122
   CHAPTER TWO: PROJECTS ACCOMPLISHED ............................................................................................................................................ 123
   CHAPTER THREE: THE FOUNDATION FOR THE FUTURE .............................................................................................................................. 124

SECTION EIGHT: ECONOMIC IMPACT ....................................................................................................................................... 125

   CHAPTER ONE: THE PLAN................................................................................................................................................................... 127
   CHAPTER TWO: THE RESULTS .............................................................................................................................................................. 129
   CHAPTER THREE: CONTINUING INTO THE FUTURE ................................................................................................................................... 130

SECTION NINE: TESTIMONIALS ................................................................................................................................................. 131

   CHAPTER ONE: TESTIMONIAL LETTERS FROM WORKSITES ......................................................................................................................... 132
   CHAPTER TWO: TESTIMONIAL LETTERS FROM PARTICIPANTS ..................................................................................................................... 133
   CHAPTER THREE: TESTIMONIAL LETTERS FROM GROUP LEADERS ................................................................................................................ 134

SECTION TEN: FINAL NOTES ..................................................................................................................................................... 135

   CHAPTER ONE: NOT EXACTLY AS I THOUGHT… ...................................................................................................................................... 136
   CHAPTER TWO: BUT… ....................................................................................................................................................................... 137
   CHAPTER THREE: RECOGNITIONS ......................................................................................................................................................... 138

EPILOGUE ................................................................................................................................................................................. 139

ABOUT THE AUTHOR................................................................................................................................................................ 140




                                                                                              26
Presentation

This report is an endeavor intended to give an overview of the outstanding job generated,
as well as a testimonial of all of Universidad Popular’s faithful staff and Board of
Directors.
Their job and will to surpass difficulties gives testimony of the strength of character and
determination found deep in our souls.
This determination, along with the care that each and every participant in this project
showed towards theobjectives we all had, led this ship to a safe harbor.


All of the work, desire, strength and intelligence poured into this project, so it would bear
the mark of approval of success, made it a noteworthy effort while changing our
perspective of what real accomplishment is.




                                              27
The   accomplishment     of   changing   another   human     being’s    life   for   the   better,
acknowledging his/her right to pursue happiness by equipping the individual with the
opportunities that lead to a better future are almost indescribable.


I am honored to present this report as witness, faithful and true, clear and real, of the
changes and improvements that it has brought to the lives of many individuals and
families of our community.


We’ve seen the patent and accurate development of an individual’s life, brought to
fruition by the fact of obtaining and holding a job.
We were a part of this success, for we saw men, women and youth gain, not only
experience, but a sense of self-worth.


Their jobs had a direct economic effect on their lives, persons and families.
The success of the program also has an effect on us. It changed us; it showed us that
when we work as a team, united, together, in one mind, in a unanimous effort, we can
achieve real accomplishments.
It also had a positive, lasting social effect on our city, providing it with more skilled,
productive and happy individuals.


Prologue

Crisis. Depression. Bankruptcy. Rescue. Bailout. Job Loss. Unemployment.
Catastrophe stroke the country when the economy fell and got us all in an economic
downturn, a depression, a big mess.
What the normal folks only knew was that their life had just become harder and that
their livelihood was threatened. Many lost their jobs and with it their dreams.


The loss of a job is very devastating, especially in uncertain times.
That’s one of the reasons why Universidad Popular teamed with the Federal/State Job
Programs such as Put Illinois To Work and Youth Employment for the Summer.
These programs rescued many people and put in their hands the opportunity, once
again, to feel the unique power that having a jobbestows. It also put in their hands the



                                             28
means to sustain themselves and their families, easing the stress caused by
unemployment.


These programs also helped Universidad Popular in the advancement of its purpose. It
gave us the opportunity to strengthen our departments and our staff.
These programs gave Universidad Popular the opportunity to make a difference, a
difference which could not have been possible without the participants in these
Government Programs.


Certainly, the economy is not as healthy as we would like it to be, but with the assistance
of Government Sponsored Programs, the possibility of redeeming someone’s economic
future becomes a shining reality.
We celebrate the chance given and the opportunity taken.
We present encouraging results.
We present a brighter tomorrow.
All in the understanding that we, as part of society need to keep being vigilant and
caring, utilizing our gifts and abilities to support our society.
This is the story.




Put Illinois To Work Program (PITW) Executive Summary

By: Christopher Lafayette, Director of the Program Development Department.
Introduction.
Economic recovery and job production are two of the Government’s top goals.
With this in mind, Universidad Popular teamed with the State Government to be a part of
the change that this program would cause in many people’s lives.


Offering and giving a job opportunity to someone that looks for it and that wishes to
advance in his life, with the skills that he acquires as part of the development of his job is
fulfilling.
And it’s just as fulfilling to know that their job helps Universidad Popular advance in its
goals.



                                               29
The purpose of this partnership was to further Universidad Popular’s power, reach,
impact and presence in the community. This program provided Universidad Popular with
much needed help for the developing and functioning of its own programs.


The results we obtained would not have been possible without the support of the
Program Development Department’s staff, and their awe inspiring efforts, nor without the
support of the staff of the rest of Universidad Popular Departments, and their hard work.
I express my sincere appreciation to all of them.
And of course, I manifest my special gratitude to the Board of Directors of Universidad
Popular, for their belief in the project.


Development.
The goal of the Put Illinois To Work Government Program is to provide work to Americans
in need via the Stimulus Package.
The American Recovery and Reinvestment Act of 2009 commonly referred to as the
Stimulus or The Recovery Act provides spending dollars for job creation around the
nation.


What Universidad Popular basically did in this partnership was to investigate the needs
of the community, enroll as a worksite so there would be equally correspondent
teamwork between the Government’s Program and Universidad Popular.
The next step would be to search for applicants and interview them, so the most fitting
for Universidad Popular’s objectives would be hired.
Once the workforce’s paperwork had been processed, it was time to train them.
After the workforce knew what they would do, it was time to distribute them in the
various departments that they chose, so their strengths would be betteremployed.
Afterwards, we made some adjustments to let everything flow as we had expected.


This summer Universidad Popular found itself in an excellent position to keep serving its
community and to provide empowerment to many of the community’s residents. This
partnership proved to be a win-win effort.
While the Government Program provided the people with a job, it was the enthusiasm
and will of these individuals on the other end, which helped Universidad Popular achieve


                                             30
greater heights in its history, by reaching long time goals, strengthening its different
programs and departments while creating other pilot programs.


Consequences
Through Put Illinois to Work, 26,000 unemployed and underemployed Illinois residents
were connected to subsidized employment opportunities.
While the Federal government has not extended this Stimulus Work Relief Program, the
State Government has taken actions ensuring that funds are available to maintain the
Put Illinois to Work program for two months. These two months will serve as a bridge to
allow time for Federal Action.
The two month extension will allow those currently enrolled in Put Illinois to Work to
remain in their placements and to continue to gain valuable work experience while
earning money to support themselves and their families.
The city of Chicago and Universidad Popular need this Government Program active.


In just four months we generated a great economic impact in our community.
We were able to find employment for over 400 young men and women that have the will
to work, and the desire to attain personal growth.
Universidad Popular has been able to offer this employment due to the strong passion of
many dedicated team members and the encouragement derived from the development of
a strong relationship with the city of Chicago (DFSS) and the State of Illinois (DHS). Also,
UP was able to find gainful employment for hundreds of adults.
We conclude by stating that this Government Program is a much needed asset in today’s
economic and social climate.
Universidad Popular can create a stronger and lasting effect on more families and
individuals who take advantage of this Program.




                                             31
See box for information on the economic impact this Government Program has had.

                                                    Direct economic impact to
                                                           UP’s community
                                                          May - October 2010


                                                38 PITW at UP           $182,400.00
                                                100 PITW outside       $800,000.00
                                                19 CSBG at UP            $50,160.00
                                                7 CSBG outside UP        $18,480.00
                                                300 YES                 $480,000.00
                                                260 Yes Stipend         $104,000.00
See box for information on the
economic impact this
                                                Total                 $1,635,040.00
Government Program has had.




Youth Employment for the Summer Program (YES) Executive Summary

By: Christopher Lafayette, Director of the Program Development Department.
Introduction.
Economic recovery and job production are two of the Government’s top goals.
With this in mind, Universidad Popular teamed with the State Government to be a part of
the change that this program would cause in many people’s lives.


Offering and giving a job opportunity to someone that looks for it (maybe for the first
time) is not easy.
Inexperience for someone young is usually a disadvantage instead of an asset.


                                           32
Nevertheless, the wishes to advance in life, along with the skills that youth acquire as
part of the development of a job will be a fulfilling counterpart to the previous difficulties.
And it’s just as fulfilling to know that employed youth help Universidad Popular advance
in its goals.
The purpose of this partnership was to further Universidad Popular’s power, reach,
impact and presence in the community. This program provided Universidad Popular with
much needed help for the developing and functioning of its own programs.


The results we obtained would not have been possible without the support of the
Program Development Department’s staff, and their awe inspiring efforts, nor without the
support of the staff of the rest of Universidad Popular Departments, and their hard work.
I express my sincere appreciation to all of them.
And of course, I manifest my special gratitude to the Board of Directors of Universidad
Popular, for their belief in the project.


Development.
The goal of the Youth Employment for the Summer Government Program is to provide
work to American youth via the Stimulus Package.
The American Recovery and Reinvestment Act of 2009 commonly referred to as the
Stimulus or The Recovery Act provides spending dollars for job creation around the
nation.


What Universidad Popular basically did in this partnership was to investigate the needs
of the community, enroll as a worksite so there would be equally correspondent
teamwork between the Government’s Program and Universidad Popular.
The next step would be to search for applicants and interview them, so the most fitting
for Universidad Popular’s objectives would be hired.
Once the workforce’s paperwork had been processed, it was time to train them.
After the workforce knew what they would do, it was time to distribute them in the
various departments that they chose, so their strengths would be betteremployed.
Afterwards, we made some adjustments to let everything flow as we had expected.




                                              33
This summer Universidad Popular found itself in an excellent position to keep serving its
community and to provide empowerment to many of the community’s residents. This
partnership proved to be a win-win effort.
While the Government Program provided the people with a job, it was the enthusiasm
and will of these individuals on the other end, which helped Universidad Popular achieve
greater heights in its history, by reaching long time goals, strengthening its different
programs and departments while creating other pilot programs.


Consequences
Through Youth Employment for the Summer Program, hundreds of unemployed and
underemployed Illinois youth were connected to subsidized employment opportunities.
In just four months we generated a great economic impact in our community.
We were able to find employment for over 400 young men and women that have the will
to work, and the desire to grow personally.
Universidad Popular has been able to offer this employment due to the strong passion of
many dedicated team members and the encouragement derived from the development of
a strong relationship with the city of Chicago (DFSS) and the State of Illinois (DHS). Also,
UP was able to find gainful employment for hundreds of youth.
We conclude by stating that this Government Program is a much needed asset in today’s
economic and social climate.
Universidad Popular can create a stronger and lasting effect on more families and
individuals who take advantage of this Program.




Section One: Universidad Popular’s Organizational Description

                                Education with the people




                                              34
Education by the people




                                 Education for the people




Chapter One: From Latin Center to Universidad Popular

History is not the only witness to a dream come true.
Many Hispanic and non Hispanic Chicago residents have been witnesses to the old
saying that goes dreams do come true.
Since its beginning in Chicago in the decade of the 1970’s, Universidad Popular has
become known as a place where community residents come to learn with, by and from
one another. It currently offers services to over 600 adults and children in the Pilsen,
Little Village, and Chicago Lawn areas of Chicago, Il.



                                             35
It has been more than 30 years now, that Universidad Popular has been bridging the gap
between the Hispanic community and opportunities for the development of their personal
and family lives.


The world in which most Hispanics live in Chicago is affected by linguistic, economic and
legalobstacles.
It began seeking outfor ways to help the people overcome these obstacles, obstacles that
impeded them to advance and to grow in a land of opportunity and liberty.
It did this in an innovative way. That is why Universidad Popular’s motto is:

Education with the people, by the people, for the people.




Chapter Two: Universidad Popular’s Present

At present Universidad Popular is a 38 year old Community Based Nonprofit
Organization that focuses on promoting community empowerment for Hispanic families
by means of participatory learning.
Universidad Popular serves over 2,000 people every year through various projects and
programs.
Universidad Popular’s programs are focused on serving families, adults, seniors, and
youth, by means of financial, digital, health, and family literacy; youth development;


                                             36
language skills acquisition; legal aid; citizenshipassistance, civic education; and
development and sponsorship of community events.




Universidad Popular also advocates for social justice to secure just and equal distribution
of services and resources to low-income Hispanic families in the Chicago area.
Throughout its history Universidad Popular has been continually creating opportunities
for local Hispanicyouth.
At present it decided to come up with a youth program which has the ultimate purpose of
equipping local youngsters with additional tools to succeed in their academic pursuits, in
the community, and ultimately, in life. This allows them the opportunity to give back to
their community.




Chapter Three: Universidad Popular’s Mission

Universidad Popular wishes to promote neighborhood development and community
empowerment via the praxis of participatory learning or popular education.
Universidad Popular’s brand of community work is rotted in the educational philosophy
of Paulo Freire, the world renowned Latin American educator.             For this reason,
Universidad Popular believes that to succeed in the community, education must be done
with the participation of local residents.




                                             37
Due to such a standing, it shies away from traditional paradigms of community work
characterized by giving programs to the community.
Instead, it chooses to carry out activities, projects and programs such as education with,
by and for the community.
Universidad Popular’s confidence in the ability of so-called ―voiceless‖ people to empower
themselves has led it to rely on self-help for the conceptualization and implementation of
its programs. Today, as always, it depends heavily upon its volunteers—many of whom
are current or former program participants—to help others in their quest for
improvement. Facilitators and participants work together to design programs of study
that stem from and are relevant to their lives.         They are tailored to participants’
particular needs.
By thriving on partnerships with public and non-public, for-profit and non-profit
organizations operating within the community, UP’s methodology of community work
incorporates teaching and learning interchangeably by allowing direct participation with,
by and for the people.


Since its very inception in the early 1970’s, Universidad Popular has adopted the practice
of branching itself out to various parts of the city. This explains its presence currently in
Chicago Lawn, Pilsen, Humboldt Park, Little Village, and Logan Square.
Universidad Popular has become known as a place where community residents come to
learn with, by and from one another.Under this guidance, Universidad Popular has
proceeded through its 30-plus years of existence, forging its very own trademark of
participatory or popular education.




Section Two: The Missing Link

            Creativity is thinking up new things. Innovation is doing new things
                                      Theodore Levitt




                                             38
Innovation by definition will not be accepted at first. It takes repeated attempts, endless
   demonstrations, and monotonous rehearsals before innovation can be accepted and
           internalized by an organization. This requires “courageous patience”
                                      Warren Bennis




          Innovation is the ability to see change as an opportunity - not a threat
                                       Anonymous




Chapter One: Project Development

Universidad Popular had a remarkable past.
Universidad Popular has an important present.


                                             39
But, how can it improve and grow in such a way that it becomes even stronger and
influential?
To reach its full potential Universidad Popular needed to develop new strategies. To
strengthen its presence and purpose it had to engineer new ways of doing things and
venturing to unknown waters so it could swim to higher and better things.


Such an answer was found in the creation of a Project Development Department.
Project Development guides Universidad Popular to its future.
Project Development is the discipline of planning, organizing, and managing resources to
bring about the successful completion of specific project goals and objectives.


Universidad Popular needed the development of more programs, the expansion of its
ideas and the enhancement of its dreams.
Universidad Popular can’t advance one more step without the aid of its Project
Development Department for it holds the key to its future success.
Project Development brings about new and enhanced ways of doing things and handling
issues that work for the perfection of its mission and the progression of its vision.
Universidad Popular must have a clear understanding that its fate is rooted in the
mission and work of its Project Development Department.
The Project Development Department in any organization functions as the missing link
between advancement and stagnation, progress or more of the same, the piece of the
puzzle needed to complete the whole picture.




Chapter Two: The Vision

Dreams and desires are the fuel for actions.


                                               40
In this case, Universidad Popular needed a new vision, a different way of looking at
things.
This is where Project Development appears. Project Development sees what it can be,
sees potential and works toward tangible and concrete ventures to make it a reality.


The Project Development Department’s vision for Universidad Popular is to help it achieve
its full potential as a Community Based Organization. The Project Development
Department knows that Universidad Popular can achieve much more than what it has
until now.
The vision sets Universidad Popular as a top Community Based Organization with a
wider spectrum for community development and advocacy.
To be able to do this, Universidad Popular will see new programs created and various
ways of obtaining private and public cooperation to succeed in attaining its objectives
and goals.


The Project Development Department’s visionsets Universidad Popular as a growing,
dynamic, fresh, vibrant, strong, trusted Community Based Organization that is cost
effective and administratively efficient. Also, the visionsets Universidad Popular attaining
a deeper relationship with Government Agencies as well as with other Private Sector
Organizations that can enable it to reach its goals.
A better organization helps in better ways, which translates to having a better
community.




Chapter Three: The Mission



                                             41
The Project Development Department’s mission began early this year.
The Project Development Director established meetings with Universidad Popular staff
members and along with them established the foundations of what this Department
would do and the basis for a clear, honest, respectful relationship.
It underwent a transformation, a transformation that would determine opportunities to
stand out, be noticed for their quality, and go to the next level.


The key was organizational strength so that everybody could work well together, as a
team. With that Universidad Popular’s mission could be corroborated in everybody’s
mind, authenticating their own lives, for this was not just about a job, nor not just
making a living…but it was for that common goal: Changing lives.


Everybody at those meetings underwent a re-learning of what being part of Universidad
Popular really meant. It meant that if I become a better person, Universidad Popular
becomes a better organization. Something that enriched these experiences was the birth
of a Social Contract. This enriched everybody’s perspectives and got them to be in line
with Universidad Popular, walking in unison side by side.


Universidad Popular’s Project Development Department saw a response, the effect of that
re-learning. The message had come across. Now everybody was ready to advance
knowing what the mission was. Now collaboration in the Department’s future
developments would be understood and full of conviction.




                                              42
Chapter Four: The Progress

At times, for some progress may seem as an illusion, for several other people progress
may seem as a very distant possibility, while for others it is not the destination what
matters but the journey, the journey toward that destination.
Achieving progress is not for the faint of heart, it is for those who fight reaching for their
goals with permanent effort and rock solid faith. They understand that it is not what you
are what gets you there, but that it is what you do what gets you there and beyond.


Progress did not come to the Project Development Department automatically as if by the
swift movement of a magic wand; progress came as a fruit of commitment and
understanding, hard work and teamwork, working all together toward the same place on
the same road.


Another very important element that triggered progress was the implementation of new
ways of doing and achieving things for Universidad Popular, processes that led efforts
towards common goals, assuring positive effects.
Such processes toward progress were the Increasing Growth Proposal, Strategic Action
Plans, Strategic Alliances and Partnerships and the evaluation paperwork for these and
other ventures.


For   example,    the   Increasing   Growth   Proposal   is   a   proactive,   consistent,   on-
goingapproach of innovative and creative ideas, of new social purpose ventures,
community outreach through popular education, social responsibility and social
entrepreneurship, enthusiastic voluntarism community participation, social economic
impact, information availability and transparency, nonprofit and for profit business
development and growth of mission related goals.


Of course, the Department suffered its lack of participation, unbelief by some and
distrust by others. The Project Development Department had to prove itself, and it also
strived to gain the collaboration of some persons, but it managed to get through it all.




                                              43
Section Three: The Partnership-Serving Our Community Together




              Individually, we are one drop. Together, we are an ocean
                                Ryunosuke Satoro




                          Coming together is a beginning.
                           Keeping together is progress.
                            Working together is success
                                   Henry Ford




                                         44
Chapter One: The Federal/State Job Programs

We’ve spoken about the lack of jobs.
Now let us talk about job creation.
Job creation programs are programs or projects undertaken by a government of a nation
in order to assist unemployed members of the population in seeking employment. They
are especially common during times of high unemployment. They may either concentrate
on macroeconomic policy in order to increase the supply of jobs, or create more efficient
means to pair employment seekers to their prospective employers.


The Federal Government has provided the Nation with billions of dollars for the creation
of new jobs in every state.
That is why legislation has been passed allowing for billions of dollars to be allocated in
job creation via the Economic Stimulus Package, fostering economic growth and create
and maintain jobs
There are numerous Federal Funding Sources for Public Job Creation Initiatives. Such
initiatives provide paid work and learning opportunities for individuals with few work-
related skills and little or no recent work experience. By design, the Federal Government
invests substantial sums to enhance participants' employability.


A broad range of Federal Grant Programs focused on economic or community
development, housing, transportation, crime prevention, environmental protection, and
other economic stimulus goals can also be tapped to cover at least some of the costs
incurred in public job creation efforts.
Job creation programs lay down the foundation for economic development, especially in
economic depressed areas or among minorities that are underemployed or have trouble
obtaining a job. These programs provide the opportunity that many otherwise, would not
have.




                                            45
Chapter Two: Put Illinois To Work Program (PITW)

Put Illinois to Work is a statewide program created by Illinois Governor Pat Quinn and
the Illinois Department of Human Services. This program, utilizing state funds and
federal stimulus dollars, is administered in partnership with Heartland Human Care
Services, Inc. (HHCS) and the Illinois Department of Commerce and Economic
Opportunity aimed at stimulating the economy and local job market by creating
thousands of job opportunities providing subsidized wages to eligible unemployed, low-
income parents and young adults throughout Illinois.
Through Put Illinois to Work, 26,000 unemployed and underemployed Illinois residents
were connected to subsidized employment opportunities, it has given them job training
and work experience.


TheFederal Government has extended this Stimulus Work Relief Program; Governor Pat
Quinn took action to ensure that funds were available to maintain the Put Illinois to
Work program for two months. These two months will serve as a bridge to allow time for
Federal Action.
This extension keeps the program active past Nov. 2nd. It will be paid for with $75 million
in state money.
The two month extension allows those currently enrolled in Put Illinois to Work to remain
in their placements and to continue to gain valuable work experience while earning
money to support themselves and their families.


Employers can expand their business with Put Illinois to Work.
Benefits offered by Put Illinois To Work include:
1. No wage expenses for employers.
2. The opportunity to train new workers on your unique internal processes/procedures, at no cost to you,
   with the option to hire them.
3. The chance to expand your business when you otherwise would not be able to.
4. Potential state and federal tax credits may be available.
Through Put Illinois to Work HHCS will:
Recruit workers, pay workers compensation and Social Security, maintain payroll.




                                                     46
Part One: Invitation then Research and Investigation

Seek and you shall find said Jesus. Following His everlasting words proved useful when
the Program Development Department sought ways to contribute to the advancement
efforts of Universidad Popular.


The way in which it could promote this Community Based Organization’s development
efforts and help the community was by partnering with the state to use this program.


The Research & Investigation team had its hands full locating the appropriate
information so Universidad Popular could tag team with the government of the State of
Illinois to provide itself with this great opportunity. This opportunity had a double
benefit; it benefitted Universidad Popular by getting subsidized human resources to work
in favor of its development goals, while the State Government provided the city with
much needed economic development.


With the appropriate information gathered it was time to act, Universidad Popular would
have to enroll as a workplace to take advantage of the opportunity.




                                              47
Part Two: Enrolling as a Worksite

According    to   the     Put   Illinois   To   Work   Program   Official   Website,   which   is
(http://www.dhs.state.il.us/page.aspx?item=49106) the requirements to enroll as a
viable worksite are the following:
Private, non-profit, and government entities are eligible employers. They must have job
slots available and meet the following criteria:
1) Businesses must provide a Federal Employer Identification Number (FEIN).
2) Businesses must provide a DUNS number, a unique nine-character number that
   identifies your organization. If you do not have a DUNS number, you may request a
   DUNS number at no charge to you. You will be able to apply for Put Illinois to Work
   without a DUNS number, but you will be required to apply for a DUNS number and
   present it to Put Illinois to Work staff upon receipt of it. You may also be subject to
   additional eligibility verifications.
3) Businesses must not be in default on payroll taxes or business taxes.
4) Put Illinois to Work is not intended to subsidize a business' current workforce.
   Employers may not rehire individuals that were laid-off after March 15, 2010.
5) Businesses must agree to comply with all applicable labor laws.
6) Put Illinois to Work trainee-workers must not comprise more than 50% of the
   business' workforce at each worksite.
7) There is a thirty (30) hour weekly minimum work requirement for Put Illinois to Work
   trainee-workers. Businesses/Employers must agree to meet this thirty (30) hour
   weekly minimum.
8) Businesses must provide the necessary training to Put Illinois to Work worker-
   trainees to ensure competent and successful job performance, and to obtain
   transferable skills.
9) Business owners/Employers cannot employ family members as part of the Put Illinois
   to Work program. Put Illinois to Work worker-trainees may not be related by blood or
   marriage to the employer.




                                                 48
Part Three: Synergizing the PITW Program into UP’s Programs

This partnership provided a mutually advantageous conjunction and compatibility of
distinct elements which came in the form of resources from the State Government via the
Job Program and as efforts from the people that would be employed.


The Put Illinois To Work Job Program allowed Universidad Popular an almost immediate
help to staff the Pilot Programs the Program Development Department had created, and
also to provide extra staff to other Universidad Popular Departments.
This boost in workforce or Human Resources allowed Universidad Popular to reach its
goals in a way that otherwise would have been impossible.
The Put Illinois To Work Job Programand the Program Development Department
complemented each other.
They functioned as well oiled gear.




                                            49
Part Four: Searching for Applicants

It was thru ads that Universidad Popular searched for its future workforce.
Universidad Popular knew the profile of the persons that it needed.


Now it was just time to wait and see.
The expectation of obtaining a workforce that would enable Universidad Popular develop
its pilot programs and keep giving the community through its already established
programs was another incentive to expect the best.


The results of this search effort did not delay much. Universidad Popular began seeing
the response to its ads in the form of hundreds upon hundreds of youth, young adults
and adults coming to Universidad Popular as the thirsty to an oasis.




                                           50
Part Five: Interviews and Hiring

Separate the wheat from the chaff.
Not everyone can nor must be accepted.
Universidad Popular was about to go through one of the toughest processes in
administration:
Selection.
Universidad Popular needed to select the best persons that fitted the profile of the
individual that it had in mind.
Out of hundreds, the persons that fitted that profile were hired.
Universidad Popular’s staff conducted the interviews in light of the processes elaborated
by the Program Development Department for the occasion.


Of course, the Program Development Department had already created an ample array of
paperwork ensuring that this process would turn out the way it had already been
planned. Such as staff hiring procedures and staff selection procedures.
It was the utilization of this paperwork which allowed Universidad Popular to get the best
persons for the different positions. The Program Development Department made sure
that this whole process of interviewing, selection and hiring would prove to be efficient
and revealing enough, as to choose the correct individuals for the vast work ahead.
Having done this, Universidad Popular was ready, willing and able for the next step:
Training.




                                            51
Part Six: Information Processing

At the time the new employees were hired, Universidad Popular had to process their own
paperwork, this to make sure they were eligible under State and Federal laws and
regulations.
The Program Development Department had already come up with the appropriate official
documentation to process their paperwork.
These formalities are of the utmost importance, for they guarantee the Organization of
the legal barriers that a determined individual may have, thus keeping the Organization
from unnecessarypredicaments.


Once their information had been checked and cleared from any obstruction, it was time
for Universidad Popular to keep preparing these individuals for their work ahead.




                                            52
Part Seven: Inviting Others to Participate (Member 2 Member)

Another of the Program Development Department’s innovative ideas was a very creative
one called Member2Member.
A sort of personal invitation from a Universidad Popular member to one or more of his
friends, relatives, comrades and acquaintances to become a member of the Universidad
Popular family.


Inviting others to participate in this fashion proves to be a very effective way, for it’s the
closest people around you who notice the positive changes Universidad Popular’s
Programs have on the individual.
From legal counsel to English literacy, from computer literacy to healthier ways of living,
it’s all there; anybody can spot the differences Universidad Popular makes on the
individual.


The person invited has the closest of evidences, the person who invited him.
Whenever a community member notices a positive change on another person, it causes a
certain curiosity, and it is this curiosity that leads the person toward Universidad
Popular with the expectation of improvement.
This happens in the understanding that if that person obtained such benefits, then he
can also obtain them.


Word of mouth has for many years been the chief option, we could even say that it’s, at
times, the only option that persons have to communicate their messages. And it has
proven to be as effective yesterday than today.




                                              53
Part Eight: Processing the Paperwork

Once the person has been hired and trained.
It’s time for the individual to receive the official paperwork to satisfy Universidad Popular
and The Program Development Departments expectations.
This paperwork permitted Universidad Popular to exercise control over its employees
guiding them toward Universidad Popular and the Program Development Department’s
goals.
This also kept everybody in tune with the specifications for their job and made sure the
employees would do what they were supposed to do as they were supposed to do it.
Each employee chose the area they knew they could do their best effort in.
Universidad Popular via the Program Development Department produced employee
performance evaluations, sign up forms for each department, as well as the staff hiring
and staff selection procedures.
Everything was ready to function and everybody was ready to work.




                                             54
Part Nine: Adjustments and Continuity

Like any other mechanism these sort of programs need to be systematically reviewed to
assure optimization.
That is why the Program Development Department adjusted procedures and allowed for
continuity of its endeavor by way of developing procedures that informed it about the
performance of the employees.




                                         55
Chapter Three: Youth Employment for the Summer Program (YES)

This is a program created by Illinois Governor Pat Quinn, the Department of Human
Services and the Department of Commerce andEconomic Opportunity, the state's job
creation, employment and training agency.
It allows targeted youth to earn money this summer and get work experience.
Their ad read:
If you are looking for hands-on work experience, the YES program isan excellent
employment opportunity!
The Illinois YES (Youth Employment for the Summer) programprovides temporary work
for eligible young adults who are:
 16-24 years old
 unemployed and underemployed
 low-income parents and young adults



Benefits offered by YES include:
 30 - 40 hours of work per week
 Flexible hours, based on your school schedule
 Connections with employers looking for workers
 Additional career experience and job skills




                                            56
Part One: Discovering the Need and Acting Proactively

Today’s youth more than ever need to have the necessary opportunities for a standard
development and growth.
Due to all the influences that assault youth early on, we must make sure they can
properly develop themselves in the healthiest way possible.
One way by which that can beachieved is by using work programs such Illinois’ own
Youth Employment for the Summer.


This is extremely important in places like Little Village, the part of Chicago where
Universidad Popular has its headquarters.
This is a place where over 60% of the populations of Little Village are minors. Ironically
enough, though, this community lacks public spaces for youth to be and develop
themselves. The quality of schools, libraries, parks, clinics, etc. leaves a lot to be desired.
Dr. Gabriel Cortes, a Northeastern Illinois University Assistant Professor, suggests that
Little Village kids are at least 2 years behind their counterparts in the suburban schools
nearby. In such a context, it is no surprise that there are such large numbers of factors
impeding youths’ success.
It is easy to understand the pervasive sense of powerlessness and hopelessness within
the youth segment of this community.


There are several problems affecting youth in Little Village, but the most prominent are:
gang violence, academic deficiencies, lack of access to resources, and lack of social
spaces to engage in positive behavior.
Because of this the Youth Employment for the Summer is a very strong factor that can
affect them positively in this community.


Universidad Popular partnered with the State Government to provide local youth with
meaningful jobs that would give them experience and develop their abilities.




                                              57
Part Two: The Protest




                        58
Part Three: Invitation then Research and Investigation

Knock and it shall be opened said Jesus. Following His everlasting words proved useful
when the Program Development Department sought ways to contribute to the
advancement efforts of Universidad Popular.


The way in which it could promote this Community Based Organization’s development
efforts and help the community was by partnering with the state to use this program.


The Research & Investigation team had its hands full locating the appropriate
information so Universidad Popular could tag team with the government of the State of
Illinois to provide itself with this great opportunity. This opportunity had a double
benefit; it benefitted Universidad Popular by getting subsidized human resources to work
in favor of its development goals, while the State Government provided the city with
much needed economic development.


With the appropriate information gathered it was time to act, Universidad Popular would
have to enroll as a workplace to take advantage of the opportunity.




                                             59
Part Four: Enrolling as a Worksite

The requirements to enroll as a viable worksite are the following:
Private, non-profit, and government entities are eligible employers. They must have job
slots available and meet the following criteria:
1) Businesses must provide a Federal Employer Identification Number (FEIN).
2) Businesses must provide a DUNS number, a unique nine-character number that identifies your
   organization. If you do not have a DUNS number, you may request a DUNS number at no charge to you.
   You will be able to apply for Put Illinois to Work without a DUNS number, but you will be required to
   apply for a DUNS number and present it to Put Illinois to Work staff upon receipt of it. You may also be
   subject to additional eligibility verifications.
3) Businesses must not be in default on payroll taxes or business taxes.
4) Put Illinois to Work is not intended to subsidize a business' current workforce. Employers may not rehire
   individuals that were laid-off after March 15, 2010.
5) Businesses must agree to comply with all applicable labor laws.
6) Put Illinois to Work trainee-workers must not comprise more than 50% of the business' workforce at
   each worksite.
7) There is a thirty (30) hour weekly minimum work requirement for Put Illinois to Work trainee-workers.
   Businesses/Employers must agree to meet this thirty (30) hour weekly minimum.
8) Businesses must provide the necessary training to Put Illinois to Work worker-trainees to ensure
   competent and successful job performance, and to obtain transferable skills.
9) Business owners/Employers cannot employ family members as part of the Put Illinois to Work program.
   Put Illinois to Work worker-trainees may not be related by blood or marriage to the employer.




                                                      60
Part Five: Three: Synergizing the YES Program into UP’s Programs

The Youth Employment for the Summer gave Universidad Popular the right influx of
power and ability at the exact time.
Given the desire and readiness of youth to participate it was just a matter of ordering the
issue so the Program Development Department could direct them in the desired path.


This partnership displayed mutually advantages benefits for the parts.
Universidad Popular obtained much needed human resources to keep its own programs
active and the added human resources to staff newly created departments.
It also provided a conjunction of needs that was met in a very successful manner.
The compatibility of these elements came into play when these youth met Universidad
Popular.


The Youth Employment for the Summer Job Program permitted Universidad Popular to
staff the Pilot Programs the Program Development Department had created, and to also
provide the necessary staff for the other Departments in Universidad Popular.
This boost in workforce or Human Resources allowed Universidad Popular to reach its
goals in a way that otherwise would have been impossible.
The Youth Employment for the Summer Job Program certainly worked.




                                             61
Part Six: Searching for Applicants

It was through ads that Universidad Popular searched for its future workforce.
Universidad Popular knew the profile of the youth that it needed.


Now it was just time to wait and see.
The expectation of obtaining a workforce that would enable Universidad Popular develop
its pilot programs and keep giving the community through its already established
programs was another incentive to expect the best.


The results of this search effort did not delay much. Universidad Popular began seeing
the response to its ads by the hundreds of youth coming to Universidad Popular as the
thirsty run towards an oasis.




                                           62
Part Seven: Interviews and Hiring


Universidad Popular needed to select the best persons that fitted the profile of the
individual that it had in mind.
Out of hundreds, the persons that fitted that profile were hired.
Universidad Popular’s staff conducted the interviews in light of the processes elaborated
by the Program Development Department for the occasion.


Of course, the Program Development Department had already created an ample array of
paperwork ensuring that this process would turn out the way it had already been
planned. Such as staff hiring procedures and staff selection procedures.
It was the utilization of this paperwork which allowed Universidad Popular to get the best
persons for the different positions. The Program Development Department made sure
that this whole process of interviewing, selection and hiring would prove to be efficient
and revealing enough, as to choose the correct individuals for the vast work ahead.




                                            63
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Summer youth employment programs

  • 2. Far and away the best prize that life has to offer is the chance to work hard at work worth doing. Theodore Roosevelt 1
  • 3. Preface This document statesthe road that has been walked on and the steps that have been followed to bring us to this goal. This goal, once the land of dreams and aspirations,is now a reality. This goal, once far and away, is now at the grasp of our hands. The name of this goal is Subsidized Job Programs. Subsidized Job Programs bring mental relief and opportunities for economic and personal development. They keep the people that benefit from them away from committing criminal activities, hunger, being unable to pay for school expenditures and homelessness, among other socio-economic and health related concerns. The economic and personal benefits are enormous. These benefits enable the person to live better and strengthen self-esteem. They also give hope for the future andempower them to achieve their goals. This is the potential of one opportunity. This document centers itself in a byproduct of Subsidized Job Programs. It focuses on Subsidized Youth Employment Programs. Youth today need opportunities. They need a chance for success, a chance at…life. Subsidized Youth Employment Programs allow the targeted youth to save for college, pay for food and, in some cases, avoid homelessness.1 Subsidized Youth Employment Programs provide new knowledge and skills; it can even launch a career. They basically provide a new future for those that are benefitted by them. Let us be all we can be. Sincerely, Christopher LaFayelle 1 Alejandra Cancino. Another jobless summer for Illinois youth, The Chicago Tribune, May 2d 2011. Found online at http://articles.chicagotribune.com/2011-05-02/business/ct-biz-0503-teen-unemployment-20110502_1_summer- jobs-labor-market-studies-teen-unemployment 2
  • 4. Ask not what your country can do for you; ask what you can do for your country. John Fitzgerald Kennedy 3
  • 5. YEAR 2012 We are on a road, a road to provide the chance for personal development via a job. Acquiring new skills and work experience is paramount for the advancement of any person. New skills provide a door to new and exciting opportunities, these opportunities which would have remained unknown had it not been for those new skills. Employment is every person’s chance to make a difference in their world. Since many of today’s youth lack meaning and purpose in their lives, purpose is what Subsidized Youth Employment Programs are all about. Last year there were no opportunities, this year the opportunities are back. One chance is all they need. Today’sSubsidized Youth Employment Programs provide the teens and youth that really need a job and a platform, a platform from where they can see a clear, hopeful and real future, not only for themselves but for their families too. Much has been said but it is time for action now. Everybody knows that if you give somebody a chance and provide them with the skills and preparation to succeed, then you’ll be preparing that person to reach new personal, educational, economical and moral heights. These Subsidized Youth Employment Programs have the necessary tools and structure to truly change lives forever. Be a part of this life-changing experience today. Be a witness of the road to success. 4
  • 6. The Foundations Department of Family and Support Services Background In 2009, the Department of Family and Support Services was created out of several former city departments and offices, including the Departments of Children and Youth Services, Human Services, and Senior Services, the Mayor’s Office of Domestic Violence and parts of the Mayor’s Office of Workforce Development, and the Ten Year Plan to End Homelessness, in order to provide more coordinated services for the city’s most vulnerable citizens. Its mission is as follows: The Chicago Department of Family and Support Services is dedicated to supporting a continuum of coordinated services to enhance the lives of Chicago residents, particularly those most in need, from birth through the senior years. The department works to promote the independence and well-being of neighborhoods by providing direct assistance and administering resources to a network of community-based organizations, social service providers and institutions. The Request for Proposals for a Summer Youth Employment Program The Department of Family and Support Services has issued a request for proposals seeking interested and qualified Respondents to provide training and job placement services for its Summer Youth Employment Program. The program will serve youth participants ages 16-24 by providing summer employment opportunities which allow for skill development leading to increased youth employability. This is an invitation for providers of this service to bid on the right to supply the training and job placement services for its Summer Youth Employment. This is a competitive process open to all entities: non-profit, for-profit, faith-based, private and public. 5
  • 7. Summer Youth Employment ProgramOutline Goals of the Summer Youth Employment Program The goals of the Summer Youth Employment Program are to: 1) Provide career-oriented summer employment placements for youth ages 16-24. 2) Help young people develop transferable skills to increase employability through job readiness training. 3)Provide youth with professional guidance, training, and supervision. 4) Leverage theCity’s corporate allies, sister agencies and community-based organization partners to create meaningful and quality summer work experiences for Chicago’s youth. 5) Provide youth with the opportunity to attend educational workshops, participate in health and fitness activities and other life enriching experiences. It is anticipated that the program will serve approximately 1,400 youth, and include thoughtful soft skills training, adequate supervision, work readiness training and structured work experiences in public and nonprofit organizations as well as private sector businesses. Target Demographic and Purpose of the Summer Youth Employment Program The target demographic isyouth ages 16-24 whom will develop work readiness and employability skills. The program will provide opportunities to receive coaching and mentoring, gain career exposure and develop employability skills through training coupled with real world work experience during the six weeks of the summer. It will identify and secure structured work experiences in public and nonprofit organizations as well as private sector businesses. Participation of Youth Enrolled in the Summer Youth Employment Program Youth enrolled in the Summer Youth Employment Program will participate in a minimum of 120 hours of combined soft skills development, training, recreation and positive work experience during a six week period from July 9thto August 17th, 2012. The SummerYouth Employment Program will operate an anticipated 20 hours per week with youth ages 16–20 being engaged in a paid work experience for up to 12 hours per week and the remaining eight hours spent in educational, soft skill and recreational activities. These youth 16-20 will receive a $600 stipend based on attendance. Older youth ages 21-24 will be hired as coaches to the program and work up to 20 hours per week for the same six week period. They will receive a $1,000 stipend. 6
  • 8. All youth will participate in a one-day skills orientation and additional training and recreational activities. Youth participant’s stipends assume a minimum wage of $8.25 per hour. All youth enrolled in the Summer Youth Employment Program must have: a) Proof of Chicago residency, b) A valid social security card or ITIN; c) A valid Chicago Public School or State of Illinois ID card or driver’s license, d) Completed a One Summer Chicago or OSC+ application; e) And submit a signed consent form if under the age of 18. 7
  • 9. Summer Youth Employment ProgramStipulations Program Funding Sources This initiative is administered by the Department of Family and Support Services through corporate funds of the City of Chicago. Consequently, all guidelines and requirements of the City of Chicago must be met. In addition to City of Chicago corporate funds, Federal and State funds may be used to support this program during the contract term contemplated under theRequest for Proposals. Selected Respondents will be required to comply with all laws, regulations, policies and procedures imposed by funding sources. Additionally all Delegate Agencies must comply with the Single Audit Act if applicable. There will be a 10 % in-kind match requirement for this program. It is anticipated that this match will be used to leverage resources needed to provide the life enriching, education and recreational portion of the program. Additionally, administrative costs will be capped at 10%. The Department of Family and Support Services currently anticipates funding up to 14 organizations each capable of handling up to 105 youth.Funding is subject to the availability of funds. Respondents should be aware that payment for services by the City will be made on a reimbursement basis. Respondents should not plan to receive their first payment until up to 60 days after the execution of the delegate agreement. Term of Contract The term of contract(s) executed under the Request for Proposals will run from June 1st2012-May 31st2013 with the entirety of program dollars to be expended from June 1st– September 1st2012. The program will be in active operation from June 25th–August 24th2012. The Department of Family and Support Servicesmay extend this term for up to two additional periods, each not to exceed one year. This extension option is contingent upon successful performance of the program and the services provided, and upon availability of funds. Should the initial Respondent’s contract be terminated or relinquished for any reason, the Department of Family and Support Services reserves the right to return to the pool of Respondents generated from this Request for Proposals to select another qualified Respondent. 8
  • 10. Project Location and Accessibility to People with Disabilities Respondent must be committed to achieving full physical and programmatic accessibility as defined by the Americans with Disabilities Act (ADA). Additionally, the Department of Family and Support Services reserves the right to guarantee the availability of all mandated services in each geographic region, and provided in a linguistically and culturally appropriate manner. Scope of Summer Youth Employment Program Services Program Design The Department of Family and Support Services’ Summer Youth Employment Program is designed to connect Chicago’s youth workforce, ages 16–24, with job skills and workplace experiences in community-based organizations, sister agencies and private sector businesses. Operating Budgets This program is open to interested Respondents with operating budgets of $500,000.00 or more who are able to leverage at least a 10 percent in-kind match to be used to provide soft skills, educational and life enrichment activities. Administrativecosts will be capped at 10 percent. All respondents should be able to develop and deliver life enrichment and recreational opportunities, place and manage the summer work experience program outlined below for no fewer than 105 youth. This program assumes a 1:15 youth coach to youth ratio. Services Provided The Summer Youth Employment Program will provide up to eight hours of soft skills, life enrichment and recreational opportunities per week and also develop and coordinate workplace experiences for its enrolled youth for up to 12 hours per week for the duration of the program. Youth stipends are capped at $600 for youth ages 16-20 for a maximum of six weeks of training and employment. Recruited worksites will provide youth with a safe, well defined experience that allows youth to gain valuable soft skills. Programmatic responsibility and expectations are more specifically outlined below. 9
  • 11. Respondentsto the Summer Youth Employment Program Responding Organizations Guidelines and Eligibility for Respondents Respondents should be aware that payment for services by the City will be made on a reimbursement basis, due to the reimbursement nature of this program, respondents must demonstrate an operating budget of $500,000.00 or more, administrative costs for this program will be capped at 10%. There is also a 10% in-kind match requirement. Eligible Respondents This is a competitive process open to all entities: non-profit, for-profit, faith-based, private and public. Ideal Respondents should be able to demonstrate specific knowledge and experience in youth development and employment practices, work experience development and placement, youth mentoring in the specific neighborhoods, communities and schools whose youth they propose serving. Ideal Respondents will also be asked to coordinate and provide a life enrichment component of the program. This component can consist of educational and soft skills training, fitness and team building activities or any other appropriate life enriching, age appropriate activities. Due to the reimbursement nature of this program, respondents must demonstrate an operating budget of $500,000 or more. Respondents whose existing contracts with Department of Family and Support Services are not in good standing will not be considered for a contract. Agencies not eligible include those that: 1) Have had a City contract terminated for default, and/or 2) Are currently debarred and/or 3) Have been issued a final determination by a City, State or Federal Agency for performance of a criminal act, abridgement of Human Rights or illegal/fraudulent practices. 10
  • 12. Eligibility & Selection of Participants Determining Program Eligibility Eligible youth must be Chicago residents between the ages of 16 and 24 that have applied online using the City of Chicago, One Summer Chicago application and have obtained parental/guardian consent if under the age of 18. All youth enrolled in the Summer Youth Employment Program must have: 1) Proof of Chicago residency, 2) A valid social security card or ITIN; 3) A valid Chicago Public School or State of Illinois ID card or driver’s license, 4) Completed a One Summer Chicago or OSC+ application; and 5) Submit a signed consent form if under the age of 18. Youth Application Selection Process In 2012, Department of Family and Support Services intends to move towards randomization of selected applicants with approximately 60% of youth selected for the program being randomly identified and the remaining 40% identified via respondent referral. All potential participants must have completed the on-line application to be considered for the participation. Respondents will administer the Employability Assessment to all youth participants, ages 16–24. The Employability Assessment is an observed assessment of 16 core 21stcentury college and career skills. The Department of Family and Support Services will train respondents on how to administer the Employability Assessment and report outcomes and scoring in the Cityspan system. Please refer to Attachment A for a copy of the Employability Assessment. This assessment will be used after youth have been enrolled in the program to gather baseline information. Respondents will develop and implement an outreach and recruitment plan to identifyand enroll eligible youth for the program. The Department of Family and Support Services,will randomly select potential youth participants through the One Summer Chicago application database, and provide respondents with a list of eligible participants to contact, verify eligibility and enroll in the Summer Youth Employment Program. 11
  • 13. Youth Soft Skill, Life Enrichment and Recreational Activities Respondents will provide youth with information on program requirements and expectations, through an orientation and in writing to each enrolled participant. Respondents will also provide a one-day work readiness skills training (6-8 hours) to all participating youth during the first week. In addition, each subsequent week will feature up to eight (8) hours of planned soft skills, life enrichment and recreational activities. Activities may include, but are not limited to: 1) Work ethic and character, 2) Problem solving, 3) Computer and financial literacy, 4) Interviewing techniques, 5) Résumé preparation and interpersonal skills development. During the remaining twelve (12) hours of the time per week youth should be engaged in a work experience that relates to their interests, relevant prior experiences, and strengths. Youth hired as coaches to the program must be at least 21 years of age and qualified and able to make work-site visits and provide support and guidance to youth placed in worksites. 12
  • 14. The Worksite Worksite Development Respondents will work with private companies, community-based agencies, not-for- profits, local businesses, faith-based communities, etc. to create summer work experiences. Respondents’ responsibilities regarding this area will include: 1) Identifying work sites and number of available placements, 2) Verifying and approving work experience activities submitted by worksites, 3) Hosting worksite liaison orientations & training and 4) Providing on-going program monitoring at such worksites. The Department of Family and Support Services will provide a worksite application form to awarded respondents. Respondents will also be responsible for developing selection criteria and matching youth to appropriate workplace experiences. Workplace experiences for youth 16–20 should be a maximum of 12 hour per week and last at least six weeks in their duration. Youth ages 16–20 receive stipend of $600 for six weeks. Worksite Monitoring-Adult Supervision Every program will need to designate a youth coach for worksites with 15 or more youth employees. Youth coaches will provide program, administrative and youth supports including daily supervision of and ongoing feedback to youth participants. In addition, coaches will be responsible for conducting site visits, securing timesheets and administering the Employability Assessment to youth participants. Additionally, coaches will need to be supervised by a designated employee of the Respondent agency with a ratio not to exceed one (1) designated employee to seven youth coaches. The target demographic for these jobs will be youth ages 21–24. Coaches will be paid a stipend of $1,000 for six weeks. Worksite Matching Respondents will assist youth in identifying their career interests and match youth to an appropriate work experience based on theirgoals, interests and worksite job needs. 13
  • 15. Data Collection System Data Collection The Department of Family and Support Services offers a unified data collection system that captures information on opportunities, employers and youth. Selected applicants will be required to use this system, known as Cityspan, to maintain participant time and attendance records. The Department of Family and Support Services will offer agencies training prior to program start and ongoing technical support. Payroll System Respondents must have the capacity to operate a payroll and timekeeping system that assures that all youth are paid on time according to an established schedule. Youth should be paid twice and receive half their stipend mid-way through the program and the remaining half at the end of the program. Programs will last six weeks. This payroll system can be operated directly by a funded Respondent or via a Fiscal Agent named at the time of application. This Fiscal Agency may include payroll processing companies. It is anticipated that programs will operate on a reimbursement basis; therefore it is important that all applicants have adequate and available resources to meet program and payroll expenditures on a weekly basis. In addition to managing payroll responsibilities, all respondents must maintain general liability insurance and Workman’s Compensation coverage for all youth employed through the program. At the end of the calendar year, the payroll administrator must send tax forms directly to program participants and respond to inquiries or issues during the program period. 14
  • 16. Surveys Employability Assessment and Youth & Employer Surveys Respondents will be responsible for administering the Employability Assessment to all youth participants, ages 16–24. The Employability Assessment is an observed assessment of 16 core 21stcentury college and career skills. Department of Family and Support Services will trainrespondents on how to administer the Employability Assessment and report outcomes 10 and scoring in the Cityspan system. Please refer to Attachment A for a copy of the Employability Assessment. This assessment tool should be administered once at the beginning of the program and once at the end of the program. Additionally, the Department of Family and Support Services will provide respondents with post-program surveys for distribution to employers. Respondents will be responsible for distributing surveys to and collecting from employers and making them available to the Department of Family and Support Services. Record Keeping Successful respondents will be expected to maintain complete and accurate records on program participants. Individual case files shall be kept for each program participant and will include, but is not limited to: 1) Program eligibility documentation, 2) Employability assessment scorecard, 3) Evidence of outcomes, 4) Referrals made and 5) Documentation of support services provided by the Respondent (e.g. clothing, transportation, etc.) to ensure retention in the program. In addition, successful respondents will maintain comprehensive information on worksite placements that will include, but is not limited to: 1) Work site agreements and 2) Documentation of participant hours spent at the work site. 15
  • 17. Tracking of time and attendance will be entered by the respondent into the participant tracking system known as Cityspan. Participants will be paid only for the time that can be verified through Cityspan timesheets and attendance records. Reporting Awarded respondents will also complete a Department of Family and Support Services close out reporting form. The close out report will summarize the contractor/service provider’s activities, accomplishments and youth experiences including, but not limited to: 1) Number of youth served, 2) Aggregate hours worked, 3) The sites at which work was performed, 4) Type of work completed at each site, 5) Individual youth information (total hours worked, completion status, 6) Reason for not completing) evaluations by participants of their experience and 7) Reason for not completing evaluations by supervisors of the youth. Successful respondents will be expected to maintain complete fiscal and accounting records and report financial information to the Department of Family and Support Services on the forms designated and at the intervals specified by the Department. These reports must be submitted by the deadlines established by the Department of Family and Support Services. Failure to comply with these reporting requirements may be cause for termination of the contract, or for the delay or withholding of payment. Performance Outcome Measures The outcomes of the Summer Youth Employment Programinclude: 1) Of the youth placed, 90% will complete the full six weeks of the subsidized work experience. 2) 80% of enrolled youth will successfully complete the total planned program of 120 hours. 3) Youth that participated in the Employability Assessment, 80% will meet standards for the following: Work Ethic/Character, Problem Solving, andInterpersonal Skills. 16
  • 18. Operating Budget, Administrative Costs and In-Kind Match Requirements The program states three very important issues regarding the operational budget. First of all, respondents must demonstrate an operating budget of a minimum of $500,000.00 or more. The administrative costs for the program will be capped at 10% of the total of the operating budget. There is also a 10% in-kind match requirement. This in-kind cost share is donated or loaned; by a third party that is a partner investor to the applicant which the applicant is using as part of their state granting agenciesmatch. In general, the value of in-kind services or property used to fulfill a state granting agencies match will be the fair market value of the services or property. Thus, the value is determined by the cost of obtaining such services or property if they had not been donated, or of obtaining such services or property for the period of the loan. The applicant must document the in-kind services or property used to fulfill the state granting agencies match and give a dollar amount for all in-kind contributions. If the respondent (applicant) demonstrates an operating budget of $2,000,000.00, this means that it will cost $200,000.00 (10% of the operating budget) in administrative costs to run the program for the term specified in the Request for Proposals. The partner investor can be sure of a secured state repayment of his investment, which is the 10% in-kind match requirement ($200,000.00). Notice that even though Youth participant’s stipends assume a minimum wage of $8.25 per hour, thissize of an operating budget,may allowthis one respondent (applicant)to benefit 800 youth whommay receive $2,000.00 each over a period of 6-8 weeks, to work in a subsidized employment program such as the Summer Youth Employment Program. 17
  • 19. 18
  • 20. YEAR 2011 Last year there were no funds for Subsidized Youth Employment Programs. Federal funds were cut, and these sorts of programs were unavailable, hence youth unemployment is at a record high. It is a sad fact that most of theyouth that benefit from these programs live in under-privileged areas, low-income communities. Without Subsidized Youth Employment Programs, these youth need a job to commute to school, they even run therisk of dropping out of school; some others might even end up living in homeless shelters and needing a job to commute to school, others need the job tobuy food to support their family. Without opportunities, these teens and youth, are stuck in the same situation as their parents have been. These Chicago teenagers are also in danger, danger of losing their friends to violence and of resorting to illegal ways to get money, such as selling drugs. Lack of opportunities for youth create a vicious cycle formed by unemployment, lack of education, lack of health, violence, poverty and psychological unrest. In 2011, the youth that would have benefitted from a Subsidized Youth Employment Programs had nowhere to turn. The door was shut in their face, with little to no real explanation, just political bureaucracy. Human needs understand not bureaucracy; bureaucracy understands nothing about real life struggles. In 2011, there were no career development opportunities throughout thecity. The youth of the community felt a ubiquitous sense of powerlessness and hopelessness rush within them. These opportunities would have served to empower young people with the knowledge, experience, and confidence they need to achieve their fullest potential. 19
  • 21. 20
  • 22. YEAR 2010 The year 2010 was a different year for many teens and youth. The year 2010 will remain engraved in their minds as the summer of opportunity, the year that set them on the road to empowerment. They obtained the necessary tools to achieve confidence, which derived on acquisition of knowledge, and gaining experience, all this allowed them to reach their potential. This is the work done by Universidad Popular’s Department of Program Development, which teamed up with Government Sponsored Programs, Federal/State Job Programs such as Put Illinois to Work and Youth Employment for the Summer. This is their story. 21
  • 23. UNIVERSIDAD POPULAR Internal Confidential Report Job Programs End Report Christopher Lafayette Director Program Development Department 25/10/2010 Report on the development of the Federal/State Job Programs in Universidad Popular, ana- lyzing their implementation, progress and their outcome and consequences 22
  • 24. Acknowledgments I would like to thank all of those involved in the progress of the Program Development Department. I would like to thank all of those involved in the history, development, progress, past and present of Universidad Popular. I would like to thank you for giving me theopportunity to be a part of this great Community Based Organization. I would like to thank you for giving me the possibility to make a difference, a long lasting difference. I’m thankful for all of those of you who believe. I’m thankful for all of those of you who believe in true progress and true change. I’m thankful for all of those of you who believe in the power of community, to all of those of you who believe in the history of our great land. I’m thankful for all of those of you who still believe in the American Dream, who still believe in the land of the free and the home of the brave. I’m thankful for all of those of you who care. I’m thankful for all of those of you who care for their city, who care for their State, who care for their Homeland. I’m thankful for all of those of you who care for their neighbor, who care for their children’s progress, who care for their community’s safety, development and improvement. To you, present here, thank you. To you, reading this, thank you. To you, who are ready to change your world, thank you. To you, who knows that the road is narrow and the workers few, thank you. To you, who are strong, determined, faithful and one of those few workers, thank you. Sincerely, Christopher Lafayette 23
  • 25. Table of Contents ACKNOWLEDGMENTS ................................................................................................................................................................ 23 TABLE OF CONTENTS .................................................................................................................................................................. 24 PRESENTATION .......................................................................................................................................................................... 27 PROLOGUE ................................................................................................................................................................................. 28 PUT ILLINOIS TO WORK PROGRAM (PITW) EXECUTIVE SUMMARY ............................................................................................ 29 YOUTH EMPLOYMENT FOR THE SUMMER PROGRAM (YES) EXECUTIVE SUMMARY ................................................................... 32 SECTION ONE: UNIVERSIDAD POPULAR’S ORGANIZATIONAL DESCRIPTION ............................................................................... 34 CHAPTER ONE: FROM LATIN CENTER TO UNIVERSIDAD POPULAR ................................................................................................................. 35 CHAPTER TWO: UNIVERSIDAD POPULAR’S PRESENT .................................................................................................................................. 36 CHAPTER THREE: UNIVERSIDAD POPULAR’S MISSION ................................................................................................................................ 37 SECTION TWO: THE MISSING LINK ............................................................................................................................................. 38 CHAPTER ONE: PROJECT DEVELOPMENT ................................................................................................................................................. 39 CHAPTER TWO: THE VISION .................................................................................................................................................................. 40 CHAPTER THREE: THE MISSION ............................................................................................................................................................. 41 CHAPTER FOUR: THE PROGRESS ............................................................................................................................................................ 43 SECTION THREE: THE PARTNERSHIP-SERVING OUR COMMUNITY TOGETHER ............................................................................ 44 CHAPTER ONE: THE FEDERAL/STATE JOB PROGRAMS ................................................................................................................................ 45 CHAPTER TWO: PUT ILLINOIS TO WORK PROGRAM (PITW) ....................................................................................................................... 46 Part One: Invitation then Research and Investigation ............................................................................................................... 47 Part Two: Enrolling as a Worksite .............................................................................................................................................. 48 Part Three: Synergizing the PITW Program into UP’s Programs ................................................................................................ 49 Part Four: Searching for Applicants ........................................................................................................................................... 50 Part Five: Interviews and Hiring ................................................................................................................................................. 51 Part Six: Information Processing ................................................................................................................................................ 52 Part Seven: Inviting Others to Participate (Member 2 Member) ............................................................................................... 53 Part Eight: Processing the Paperwork ....................................................................................................................................... 54 Part Nine: Adjustments and Continuity ..................................................................................................................................... 55 CHAPTER THREE: YOUTH EMPLOYMENT FOR THE SUMMER PROGRAM (YES) ................................................................................................. 56 Part One: Discovering the Need and Acting Proactively ............................................................................................................ 57 Part Two: The Protest ................................................................................................................................................................ 58 Part Three: Invitation then Research and Investigation ........................................................................................................... 59 Part Four: Enrolling as a Worksite ............................................................................................................................................. 60 Part Five: Three: Synergizing the YES Program into UP’s Programs .......................................................................................... 61 Part Six: Searching for Applicants .............................................................................................................................................. 62 Part Seven: Interviews and Hiring .............................................................................................................................................. 63 Part Eight: Information Processing ............................................................................................................................................ 64 Part Nine: Inviting others to Participate (Member 2 Member) ................................................................................................. 65 Part Ten: Processing the Paperwork .......................................................................................................................................... 66 Part Eleven: Adjustments and Continuity Paperwork Change #2 .............................................................................................. 67 Part Twelve: Paperwork Change #3 ........................................................................................................................................... 68 24
  • 26. SECTION FOUR: GETTING READY TO WORK ............................................................................................................................... 69 CHAPTER ONE: SHARING SOCIAL CONSCIOUSNESS..................................................................................................................................... 70 CHAPTER TWO: MULTI-VOCATIONAL TRAININGS ...................................................................................................................................... 71 CHAPTER THREE: CATEGORIZATION OF THE DIFFERENT JOBS........................................................................................................................ 72 CHAPTER FOUR: DISTRIBUTION OF THE WORKFORCE ................................................................................................................................. 73 CHAPTER FIVE: ADJUSTMENTS AND CONTINUITY – CHANGING JOBS ............................................................................................................. 74 SECTION FIVE: THE WIDE WORLD OF WORKSITES ...................................................................................................................... 75 CHAPTER ONE: ONE TO ONE OUTREACH TO SPREAD THE WORD ................................................................................................................. 76 CHAPTER TWO: CONVINCE THE BUSINESSES OF THE BENEFITS ..................................................................................................................... 77 CHAPTER THREE: PROCESSING FORMAL AND INFORMAL WORKSITES ............................................................................................................ 78 CHAPTER FOUR: CONSTANT AVAILABILITY OF TRANSPARENT INFORMATION ................................................................................................... 79 CHAPTER FIVE: SUPPORTING LEGAL DOCUMENTATION................................................................................................................................ 80 SECTION SIX: PROGRAM DEVELOPMENT IN ACTION .................................................................................................................. 81 CHAPTER ONE: PROGRAM DEVELOPMENT’S PROGRAMS ............................................................................................................................ 82 Part One: Public Relations ......................................................................................................................................................... 83 Part Two: Social Networking ..................................................................................................................................................... 84 Part Three: Web Design ............................................................................................................................................................. 85 Part Four: Photography ............................................................................................................................................................. 86 Part Five: Writers: ...................................................................................................................................................................... 87 Part Six: Media Outreach ........................................................................................................................................................... 88 Part Seven: Fundraising ............................................................................................................................................................. 89 Part Eight: Strategic Alliances and Partnerships ....................................................................................................................... 90 Part Nine: Testimonials .............................................................................................................................................................. 91 Part Ten: Administration ........................................................................................................................................................... 92 Part Eleven: Database Entry and Administration ...................................................................................................................... 93 Part Twelve: Research & Investigation ...................................................................................................................................... 94 Part Thirteen: Research & Development ................................................................................................................................... 95 Part Fourteen: Grant Research .................................................................................................................................................. 96 Part Fifteen: Grant Writing ........................................................................................................................................................ 97 Part Sixteen: UP Somos Arte (Art Club) ..................................................................................................................................... 98 CHAPTER TWO: PROGRAM DEVELOPMENT’S PILOT PROGRAMS ................................................................................................................... 99 Part One: In The Community – School Clubs ............................................................................................................................ 100 Part Two: UPrint ...................................................................................................................................................................... 101 Part Three: Parking Lot ............................................................................................................................................................ 102 Part Four: FEMA Disaster Recovery Center .............................................................................................................................. 103 Part Five: Voter Registration.................................................................................................................................................... 104 Part Six: Takin’ It To The Streets .............................................................................................................................................. 105 Part Seven: Beautify UP ........................................................................................................................................................... 106 Part Eight: Hispanic Literacy Council ....................................................................................................................................... 107 Part Nine: SW Chicago-Mexican Coalition ............................................................................................................................... 108 Part Ten: UP Ambassadors ...................................................................................................................................................... 109 Part Eleven: High School UPrising ............................................................................................................................................ 110 Part Twelve: UP College Preparation ....................................................................................................................................... 111 CHAPTER THREE: UNIVERSIDAD POPULAR’S PROGRAMS ........................................................................................................................... 112 Part One: FILIPRO .................................................................................................................................................................... 113 Part Two: DILIPRO.................................................................................................................................................................... 114 Part Three: UPrising ................................................................................................................................................................. 115 Part Four: LETOS ...................................................................................................................................................................... 116 25
  • 27. Part Five: HEALIN’ .................................................................................................................................................................... 117 Part Six: PRO SE LEGAL CLINIC ................................................................................................................................................. 118 Part Seven: FLT Chicago Lawn ................................................................................................................................................. 119 Part Eight: Special Events- La Feria Del Mole .......................................................................................................................... 120 SECTION SEVEN: SOCIAL IMPACT ............................................................................................................................................. 121 CHAPTER ONE: THE PLAN................................................................................................................................................................... 122 CHAPTER TWO: PROJECTS ACCOMPLISHED ............................................................................................................................................ 123 CHAPTER THREE: THE FOUNDATION FOR THE FUTURE .............................................................................................................................. 124 SECTION EIGHT: ECONOMIC IMPACT ....................................................................................................................................... 125 CHAPTER ONE: THE PLAN................................................................................................................................................................... 127 CHAPTER TWO: THE RESULTS .............................................................................................................................................................. 129 CHAPTER THREE: CONTINUING INTO THE FUTURE ................................................................................................................................... 130 SECTION NINE: TESTIMONIALS ................................................................................................................................................. 131 CHAPTER ONE: TESTIMONIAL LETTERS FROM WORKSITES ......................................................................................................................... 132 CHAPTER TWO: TESTIMONIAL LETTERS FROM PARTICIPANTS ..................................................................................................................... 133 CHAPTER THREE: TESTIMONIAL LETTERS FROM GROUP LEADERS ................................................................................................................ 134 SECTION TEN: FINAL NOTES ..................................................................................................................................................... 135 CHAPTER ONE: NOT EXACTLY AS I THOUGHT… ...................................................................................................................................... 136 CHAPTER TWO: BUT… ....................................................................................................................................................................... 137 CHAPTER THREE: RECOGNITIONS ......................................................................................................................................................... 138 EPILOGUE ................................................................................................................................................................................. 139 ABOUT THE AUTHOR................................................................................................................................................................ 140 26
  • 28. Presentation This report is an endeavor intended to give an overview of the outstanding job generated, as well as a testimonial of all of Universidad Popular’s faithful staff and Board of Directors. Their job and will to surpass difficulties gives testimony of the strength of character and determination found deep in our souls. This determination, along with the care that each and every participant in this project showed towards theobjectives we all had, led this ship to a safe harbor. All of the work, desire, strength and intelligence poured into this project, so it would bear the mark of approval of success, made it a noteworthy effort while changing our perspective of what real accomplishment is. 27
  • 29. The accomplishment of changing another human being’s life for the better, acknowledging his/her right to pursue happiness by equipping the individual with the opportunities that lead to a better future are almost indescribable. I am honored to present this report as witness, faithful and true, clear and real, of the changes and improvements that it has brought to the lives of many individuals and families of our community. We’ve seen the patent and accurate development of an individual’s life, brought to fruition by the fact of obtaining and holding a job. We were a part of this success, for we saw men, women and youth gain, not only experience, but a sense of self-worth. Their jobs had a direct economic effect on their lives, persons and families. The success of the program also has an effect on us. It changed us; it showed us that when we work as a team, united, together, in one mind, in a unanimous effort, we can achieve real accomplishments. It also had a positive, lasting social effect on our city, providing it with more skilled, productive and happy individuals. Prologue Crisis. Depression. Bankruptcy. Rescue. Bailout. Job Loss. Unemployment. Catastrophe stroke the country when the economy fell and got us all in an economic downturn, a depression, a big mess. What the normal folks only knew was that their life had just become harder and that their livelihood was threatened. Many lost their jobs and with it their dreams. The loss of a job is very devastating, especially in uncertain times. That’s one of the reasons why Universidad Popular teamed with the Federal/State Job Programs such as Put Illinois To Work and Youth Employment for the Summer. These programs rescued many people and put in their hands the opportunity, once again, to feel the unique power that having a jobbestows. It also put in their hands the 28
  • 30. means to sustain themselves and their families, easing the stress caused by unemployment. These programs also helped Universidad Popular in the advancement of its purpose. It gave us the opportunity to strengthen our departments and our staff. These programs gave Universidad Popular the opportunity to make a difference, a difference which could not have been possible without the participants in these Government Programs. Certainly, the economy is not as healthy as we would like it to be, but with the assistance of Government Sponsored Programs, the possibility of redeeming someone’s economic future becomes a shining reality. We celebrate the chance given and the opportunity taken. We present encouraging results. We present a brighter tomorrow. All in the understanding that we, as part of society need to keep being vigilant and caring, utilizing our gifts and abilities to support our society. This is the story. Put Illinois To Work Program (PITW) Executive Summary By: Christopher Lafayette, Director of the Program Development Department. Introduction. Economic recovery and job production are two of the Government’s top goals. With this in mind, Universidad Popular teamed with the State Government to be a part of the change that this program would cause in many people’s lives. Offering and giving a job opportunity to someone that looks for it and that wishes to advance in his life, with the skills that he acquires as part of the development of his job is fulfilling. And it’s just as fulfilling to know that their job helps Universidad Popular advance in its goals. 29
  • 31. The purpose of this partnership was to further Universidad Popular’s power, reach, impact and presence in the community. This program provided Universidad Popular with much needed help for the developing and functioning of its own programs. The results we obtained would not have been possible without the support of the Program Development Department’s staff, and their awe inspiring efforts, nor without the support of the staff of the rest of Universidad Popular Departments, and their hard work. I express my sincere appreciation to all of them. And of course, I manifest my special gratitude to the Board of Directors of Universidad Popular, for their belief in the project. Development. The goal of the Put Illinois To Work Government Program is to provide work to Americans in need via the Stimulus Package. The American Recovery and Reinvestment Act of 2009 commonly referred to as the Stimulus or The Recovery Act provides spending dollars for job creation around the nation. What Universidad Popular basically did in this partnership was to investigate the needs of the community, enroll as a worksite so there would be equally correspondent teamwork between the Government’s Program and Universidad Popular. The next step would be to search for applicants and interview them, so the most fitting for Universidad Popular’s objectives would be hired. Once the workforce’s paperwork had been processed, it was time to train them. After the workforce knew what they would do, it was time to distribute them in the various departments that they chose, so their strengths would be betteremployed. Afterwards, we made some adjustments to let everything flow as we had expected. This summer Universidad Popular found itself in an excellent position to keep serving its community and to provide empowerment to many of the community’s residents. This partnership proved to be a win-win effort. While the Government Program provided the people with a job, it was the enthusiasm and will of these individuals on the other end, which helped Universidad Popular achieve 30
  • 32. greater heights in its history, by reaching long time goals, strengthening its different programs and departments while creating other pilot programs. Consequences Through Put Illinois to Work, 26,000 unemployed and underemployed Illinois residents were connected to subsidized employment opportunities. While the Federal government has not extended this Stimulus Work Relief Program, the State Government has taken actions ensuring that funds are available to maintain the Put Illinois to Work program for two months. These two months will serve as a bridge to allow time for Federal Action. The two month extension will allow those currently enrolled in Put Illinois to Work to remain in their placements and to continue to gain valuable work experience while earning money to support themselves and their families. The city of Chicago and Universidad Popular need this Government Program active. In just four months we generated a great economic impact in our community. We were able to find employment for over 400 young men and women that have the will to work, and the desire to attain personal growth. Universidad Popular has been able to offer this employment due to the strong passion of many dedicated team members and the encouragement derived from the development of a strong relationship with the city of Chicago (DFSS) and the State of Illinois (DHS). Also, UP was able to find gainful employment for hundreds of adults. We conclude by stating that this Government Program is a much needed asset in today’s economic and social climate. Universidad Popular can create a stronger and lasting effect on more families and individuals who take advantage of this Program. 31
  • 33. See box for information on the economic impact this Government Program has had. Direct economic impact to UP’s community May - October 2010 38 PITW at UP $182,400.00 100 PITW outside $800,000.00 19 CSBG at UP $50,160.00 7 CSBG outside UP $18,480.00 300 YES $480,000.00 260 Yes Stipend $104,000.00 See box for information on the economic impact this Total $1,635,040.00 Government Program has had. Youth Employment for the Summer Program (YES) Executive Summary By: Christopher Lafayette, Director of the Program Development Department. Introduction. Economic recovery and job production are two of the Government’s top goals. With this in mind, Universidad Popular teamed with the State Government to be a part of the change that this program would cause in many people’s lives. Offering and giving a job opportunity to someone that looks for it (maybe for the first time) is not easy. Inexperience for someone young is usually a disadvantage instead of an asset. 32
  • 34. Nevertheless, the wishes to advance in life, along with the skills that youth acquire as part of the development of a job will be a fulfilling counterpart to the previous difficulties. And it’s just as fulfilling to know that employed youth help Universidad Popular advance in its goals. The purpose of this partnership was to further Universidad Popular’s power, reach, impact and presence in the community. This program provided Universidad Popular with much needed help for the developing and functioning of its own programs. The results we obtained would not have been possible without the support of the Program Development Department’s staff, and their awe inspiring efforts, nor without the support of the staff of the rest of Universidad Popular Departments, and their hard work. I express my sincere appreciation to all of them. And of course, I manifest my special gratitude to the Board of Directors of Universidad Popular, for their belief in the project. Development. The goal of the Youth Employment for the Summer Government Program is to provide work to American youth via the Stimulus Package. The American Recovery and Reinvestment Act of 2009 commonly referred to as the Stimulus or The Recovery Act provides spending dollars for job creation around the nation. What Universidad Popular basically did in this partnership was to investigate the needs of the community, enroll as a worksite so there would be equally correspondent teamwork between the Government’s Program and Universidad Popular. The next step would be to search for applicants and interview them, so the most fitting for Universidad Popular’s objectives would be hired. Once the workforce’s paperwork had been processed, it was time to train them. After the workforce knew what they would do, it was time to distribute them in the various departments that they chose, so their strengths would be betteremployed. Afterwards, we made some adjustments to let everything flow as we had expected. 33
  • 35. This summer Universidad Popular found itself in an excellent position to keep serving its community and to provide empowerment to many of the community’s residents. This partnership proved to be a win-win effort. While the Government Program provided the people with a job, it was the enthusiasm and will of these individuals on the other end, which helped Universidad Popular achieve greater heights in its history, by reaching long time goals, strengthening its different programs and departments while creating other pilot programs. Consequences Through Youth Employment for the Summer Program, hundreds of unemployed and underemployed Illinois youth were connected to subsidized employment opportunities. In just four months we generated a great economic impact in our community. We were able to find employment for over 400 young men and women that have the will to work, and the desire to grow personally. Universidad Popular has been able to offer this employment due to the strong passion of many dedicated team members and the encouragement derived from the development of a strong relationship with the city of Chicago (DFSS) and the State of Illinois (DHS). Also, UP was able to find gainful employment for hundreds of youth. We conclude by stating that this Government Program is a much needed asset in today’s economic and social climate. Universidad Popular can create a stronger and lasting effect on more families and individuals who take advantage of this Program. Section One: Universidad Popular’s Organizational Description Education with the people 34
  • 36. Education by the people Education for the people Chapter One: From Latin Center to Universidad Popular History is not the only witness to a dream come true. Many Hispanic and non Hispanic Chicago residents have been witnesses to the old saying that goes dreams do come true. Since its beginning in Chicago in the decade of the 1970’s, Universidad Popular has become known as a place where community residents come to learn with, by and from one another. It currently offers services to over 600 adults and children in the Pilsen, Little Village, and Chicago Lawn areas of Chicago, Il. 35
  • 37. It has been more than 30 years now, that Universidad Popular has been bridging the gap between the Hispanic community and opportunities for the development of their personal and family lives. The world in which most Hispanics live in Chicago is affected by linguistic, economic and legalobstacles. It began seeking outfor ways to help the people overcome these obstacles, obstacles that impeded them to advance and to grow in a land of opportunity and liberty. It did this in an innovative way. That is why Universidad Popular’s motto is: Education with the people, by the people, for the people. Chapter Two: Universidad Popular’s Present At present Universidad Popular is a 38 year old Community Based Nonprofit Organization that focuses on promoting community empowerment for Hispanic families by means of participatory learning. Universidad Popular serves over 2,000 people every year through various projects and programs. Universidad Popular’s programs are focused on serving families, adults, seniors, and youth, by means of financial, digital, health, and family literacy; youth development; 36
  • 38. language skills acquisition; legal aid; citizenshipassistance, civic education; and development and sponsorship of community events. Universidad Popular also advocates for social justice to secure just and equal distribution of services and resources to low-income Hispanic families in the Chicago area. Throughout its history Universidad Popular has been continually creating opportunities for local Hispanicyouth. At present it decided to come up with a youth program which has the ultimate purpose of equipping local youngsters with additional tools to succeed in their academic pursuits, in the community, and ultimately, in life. This allows them the opportunity to give back to their community. Chapter Three: Universidad Popular’s Mission Universidad Popular wishes to promote neighborhood development and community empowerment via the praxis of participatory learning or popular education. Universidad Popular’s brand of community work is rotted in the educational philosophy of Paulo Freire, the world renowned Latin American educator. For this reason, Universidad Popular believes that to succeed in the community, education must be done with the participation of local residents. 37
  • 39. Due to such a standing, it shies away from traditional paradigms of community work characterized by giving programs to the community. Instead, it chooses to carry out activities, projects and programs such as education with, by and for the community. Universidad Popular’s confidence in the ability of so-called ―voiceless‖ people to empower themselves has led it to rely on self-help for the conceptualization and implementation of its programs. Today, as always, it depends heavily upon its volunteers—many of whom are current or former program participants—to help others in their quest for improvement. Facilitators and participants work together to design programs of study that stem from and are relevant to their lives. They are tailored to participants’ particular needs. By thriving on partnerships with public and non-public, for-profit and non-profit organizations operating within the community, UP’s methodology of community work incorporates teaching and learning interchangeably by allowing direct participation with, by and for the people. Since its very inception in the early 1970’s, Universidad Popular has adopted the practice of branching itself out to various parts of the city. This explains its presence currently in Chicago Lawn, Pilsen, Humboldt Park, Little Village, and Logan Square. Universidad Popular has become known as a place where community residents come to learn with, by and from one another.Under this guidance, Universidad Popular has proceeded through its 30-plus years of existence, forging its very own trademark of participatory or popular education. Section Two: The Missing Link Creativity is thinking up new things. Innovation is doing new things Theodore Levitt 38
  • 40. Innovation by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, and monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires “courageous patience” Warren Bennis Innovation is the ability to see change as an opportunity - not a threat Anonymous Chapter One: Project Development Universidad Popular had a remarkable past. Universidad Popular has an important present. 39
  • 41. But, how can it improve and grow in such a way that it becomes even stronger and influential? To reach its full potential Universidad Popular needed to develop new strategies. To strengthen its presence and purpose it had to engineer new ways of doing things and venturing to unknown waters so it could swim to higher and better things. Such an answer was found in the creation of a Project Development Department. Project Development guides Universidad Popular to its future. Project Development is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. Universidad Popular needed the development of more programs, the expansion of its ideas and the enhancement of its dreams. Universidad Popular can’t advance one more step without the aid of its Project Development Department for it holds the key to its future success. Project Development brings about new and enhanced ways of doing things and handling issues that work for the perfection of its mission and the progression of its vision. Universidad Popular must have a clear understanding that its fate is rooted in the mission and work of its Project Development Department. The Project Development Department in any organization functions as the missing link between advancement and stagnation, progress or more of the same, the piece of the puzzle needed to complete the whole picture. Chapter Two: The Vision Dreams and desires are the fuel for actions. 40
  • 42. In this case, Universidad Popular needed a new vision, a different way of looking at things. This is where Project Development appears. Project Development sees what it can be, sees potential and works toward tangible and concrete ventures to make it a reality. The Project Development Department’s vision for Universidad Popular is to help it achieve its full potential as a Community Based Organization. The Project Development Department knows that Universidad Popular can achieve much more than what it has until now. The vision sets Universidad Popular as a top Community Based Organization with a wider spectrum for community development and advocacy. To be able to do this, Universidad Popular will see new programs created and various ways of obtaining private and public cooperation to succeed in attaining its objectives and goals. The Project Development Department’s visionsets Universidad Popular as a growing, dynamic, fresh, vibrant, strong, trusted Community Based Organization that is cost effective and administratively efficient. Also, the visionsets Universidad Popular attaining a deeper relationship with Government Agencies as well as with other Private Sector Organizations that can enable it to reach its goals. A better organization helps in better ways, which translates to having a better community. Chapter Three: The Mission 41
  • 43. The Project Development Department’s mission began early this year. The Project Development Director established meetings with Universidad Popular staff members and along with them established the foundations of what this Department would do and the basis for a clear, honest, respectful relationship. It underwent a transformation, a transformation that would determine opportunities to stand out, be noticed for their quality, and go to the next level. The key was organizational strength so that everybody could work well together, as a team. With that Universidad Popular’s mission could be corroborated in everybody’s mind, authenticating their own lives, for this was not just about a job, nor not just making a living…but it was for that common goal: Changing lives. Everybody at those meetings underwent a re-learning of what being part of Universidad Popular really meant. It meant that if I become a better person, Universidad Popular becomes a better organization. Something that enriched these experiences was the birth of a Social Contract. This enriched everybody’s perspectives and got them to be in line with Universidad Popular, walking in unison side by side. Universidad Popular’s Project Development Department saw a response, the effect of that re-learning. The message had come across. Now everybody was ready to advance knowing what the mission was. Now collaboration in the Department’s future developments would be understood and full of conviction. 42
  • 44. Chapter Four: The Progress At times, for some progress may seem as an illusion, for several other people progress may seem as a very distant possibility, while for others it is not the destination what matters but the journey, the journey toward that destination. Achieving progress is not for the faint of heart, it is for those who fight reaching for their goals with permanent effort and rock solid faith. They understand that it is not what you are what gets you there, but that it is what you do what gets you there and beyond. Progress did not come to the Project Development Department automatically as if by the swift movement of a magic wand; progress came as a fruit of commitment and understanding, hard work and teamwork, working all together toward the same place on the same road. Another very important element that triggered progress was the implementation of new ways of doing and achieving things for Universidad Popular, processes that led efforts towards common goals, assuring positive effects. Such processes toward progress were the Increasing Growth Proposal, Strategic Action Plans, Strategic Alliances and Partnerships and the evaluation paperwork for these and other ventures. For example, the Increasing Growth Proposal is a proactive, consistent, on- goingapproach of innovative and creative ideas, of new social purpose ventures, community outreach through popular education, social responsibility and social entrepreneurship, enthusiastic voluntarism community participation, social economic impact, information availability and transparency, nonprofit and for profit business development and growth of mission related goals. Of course, the Department suffered its lack of participation, unbelief by some and distrust by others. The Project Development Department had to prove itself, and it also strived to gain the collaboration of some persons, but it managed to get through it all. 43
  • 45. Section Three: The Partnership-Serving Our Community Together Individually, we are one drop. Together, we are an ocean Ryunosuke Satoro Coming together is a beginning. Keeping together is progress. Working together is success Henry Ford 44
  • 46. Chapter One: The Federal/State Job Programs We’ve spoken about the lack of jobs. Now let us talk about job creation. Job creation programs are programs or projects undertaken by a government of a nation in order to assist unemployed members of the population in seeking employment. They are especially common during times of high unemployment. They may either concentrate on macroeconomic policy in order to increase the supply of jobs, or create more efficient means to pair employment seekers to their prospective employers. The Federal Government has provided the Nation with billions of dollars for the creation of new jobs in every state. That is why legislation has been passed allowing for billions of dollars to be allocated in job creation via the Economic Stimulus Package, fostering economic growth and create and maintain jobs There are numerous Federal Funding Sources for Public Job Creation Initiatives. Such initiatives provide paid work and learning opportunities for individuals with few work- related skills and little or no recent work experience. By design, the Federal Government invests substantial sums to enhance participants' employability. A broad range of Federal Grant Programs focused on economic or community development, housing, transportation, crime prevention, environmental protection, and other economic stimulus goals can also be tapped to cover at least some of the costs incurred in public job creation efforts. Job creation programs lay down the foundation for economic development, especially in economic depressed areas or among minorities that are underemployed or have trouble obtaining a job. These programs provide the opportunity that many otherwise, would not have. 45
  • 47. Chapter Two: Put Illinois To Work Program (PITW) Put Illinois to Work is a statewide program created by Illinois Governor Pat Quinn and the Illinois Department of Human Services. This program, utilizing state funds and federal stimulus dollars, is administered in partnership with Heartland Human Care Services, Inc. (HHCS) and the Illinois Department of Commerce and Economic Opportunity aimed at stimulating the economy and local job market by creating thousands of job opportunities providing subsidized wages to eligible unemployed, low- income parents and young adults throughout Illinois. Through Put Illinois to Work, 26,000 unemployed and underemployed Illinois residents were connected to subsidized employment opportunities, it has given them job training and work experience. TheFederal Government has extended this Stimulus Work Relief Program; Governor Pat Quinn took action to ensure that funds were available to maintain the Put Illinois to Work program for two months. These two months will serve as a bridge to allow time for Federal Action. This extension keeps the program active past Nov. 2nd. It will be paid for with $75 million in state money. The two month extension allows those currently enrolled in Put Illinois to Work to remain in their placements and to continue to gain valuable work experience while earning money to support themselves and their families. Employers can expand their business with Put Illinois to Work. Benefits offered by Put Illinois To Work include: 1. No wage expenses for employers. 2. The opportunity to train new workers on your unique internal processes/procedures, at no cost to you, with the option to hire them. 3. The chance to expand your business when you otherwise would not be able to. 4. Potential state and federal tax credits may be available. Through Put Illinois to Work HHCS will: Recruit workers, pay workers compensation and Social Security, maintain payroll. 46
  • 48. Part One: Invitation then Research and Investigation Seek and you shall find said Jesus. Following His everlasting words proved useful when the Program Development Department sought ways to contribute to the advancement efforts of Universidad Popular. The way in which it could promote this Community Based Organization’s development efforts and help the community was by partnering with the state to use this program. The Research & Investigation team had its hands full locating the appropriate information so Universidad Popular could tag team with the government of the State of Illinois to provide itself with this great opportunity. This opportunity had a double benefit; it benefitted Universidad Popular by getting subsidized human resources to work in favor of its development goals, while the State Government provided the city with much needed economic development. With the appropriate information gathered it was time to act, Universidad Popular would have to enroll as a workplace to take advantage of the opportunity. 47
  • 49. Part Two: Enrolling as a Worksite According to the Put Illinois To Work Program Official Website, which is (http://www.dhs.state.il.us/page.aspx?item=49106) the requirements to enroll as a viable worksite are the following: Private, non-profit, and government entities are eligible employers. They must have job slots available and meet the following criteria: 1) Businesses must provide a Federal Employer Identification Number (FEIN). 2) Businesses must provide a DUNS number, a unique nine-character number that identifies your organization. If you do not have a DUNS number, you may request a DUNS number at no charge to you. You will be able to apply for Put Illinois to Work without a DUNS number, but you will be required to apply for a DUNS number and present it to Put Illinois to Work staff upon receipt of it. You may also be subject to additional eligibility verifications. 3) Businesses must not be in default on payroll taxes or business taxes. 4) Put Illinois to Work is not intended to subsidize a business' current workforce. Employers may not rehire individuals that were laid-off after March 15, 2010. 5) Businesses must agree to comply with all applicable labor laws. 6) Put Illinois to Work trainee-workers must not comprise more than 50% of the business' workforce at each worksite. 7) There is a thirty (30) hour weekly minimum work requirement for Put Illinois to Work trainee-workers. Businesses/Employers must agree to meet this thirty (30) hour weekly minimum. 8) Businesses must provide the necessary training to Put Illinois to Work worker- trainees to ensure competent and successful job performance, and to obtain transferable skills. 9) Business owners/Employers cannot employ family members as part of the Put Illinois to Work program. Put Illinois to Work worker-trainees may not be related by blood or marriage to the employer. 48
  • 50. Part Three: Synergizing the PITW Program into UP’s Programs This partnership provided a mutually advantageous conjunction and compatibility of distinct elements which came in the form of resources from the State Government via the Job Program and as efforts from the people that would be employed. The Put Illinois To Work Job Program allowed Universidad Popular an almost immediate help to staff the Pilot Programs the Program Development Department had created, and also to provide extra staff to other Universidad Popular Departments. This boost in workforce or Human Resources allowed Universidad Popular to reach its goals in a way that otherwise would have been impossible. The Put Illinois To Work Job Programand the Program Development Department complemented each other. They functioned as well oiled gear. 49
  • 51. Part Four: Searching for Applicants It was thru ads that Universidad Popular searched for its future workforce. Universidad Popular knew the profile of the persons that it needed. Now it was just time to wait and see. The expectation of obtaining a workforce that would enable Universidad Popular develop its pilot programs and keep giving the community through its already established programs was another incentive to expect the best. The results of this search effort did not delay much. Universidad Popular began seeing the response to its ads in the form of hundreds upon hundreds of youth, young adults and adults coming to Universidad Popular as the thirsty to an oasis. 50
  • 52. Part Five: Interviews and Hiring Separate the wheat from the chaff. Not everyone can nor must be accepted. Universidad Popular was about to go through one of the toughest processes in administration: Selection. Universidad Popular needed to select the best persons that fitted the profile of the individual that it had in mind. Out of hundreds, the persons that fitted that profile were hired. Universidad Popular’s staff conducted the interviews in light of the processes elaborated by the Program Development Department for the occasion. Of course, the Program Development Department had already created an ample array of paperwork ensuring that this process would turn out the way it had already been planned. Such as staff hiring procedures and staff selection procedures. It was the utilization of this paperwork which allowed Universidad Popular to get the best persons for the different positions. The Program Development Department made sure that this whole process of interviewing, selection and hiring would prove to be efficient and revealing enough, as to choose the correct individuals for the vast work ahead. Having done this, Universidad Popular was ready, willing and able for the next step: Training. 51
  • 53. Part Six: Information Processing At the time the new employees were hired, Universidad Popular had to process their own paperwork, this to make sure they were eligible under State and Federal laws and regulations. The Program Development Department had already come up with the appropriate official documentation to process their paperwork. These formalities are of the utmost importance, for they guarantee the Organization of the legal barriers that a determined individual may have, thus keeping the Organization from unnecessarypredicaments. Once their information had been checked and cleared from any obstruction, it was time for Universidad Popular to keep preparing these individuals for their work ahead. 52
  • 54. Part Seven: Inviting Others to Participate (Member 2 Member) Another of the Program Development Department’s innovative ideas was a very creative one called Member2Member. A sort of personal invitation from a Universidad Popular member to one or more of his friends, relatives, comrades and acquaintances to become a member of the Universidad Popular family. Inviting others to participate in this fashion proves to be a very effective way, for it’s the closest people around you who notice the positive changes Universidad Popular’s Programs have on the individual. From legal counsel to English literacy, from computer literacy to healthier ways of living, it’s all there; anybody can spot the differences Universidad Popular makes on the individual. The person invited has the closest of evidences, the person who invited him. Whenever a community member notices a positive change on another person, it causes a certain curiosity, and it is this curiosity that leads the person toward Universidad Popular with the expectation of improvement. This happens in the understanding that if that person obtained such benefits, then he can also obtain them. Word of mouth has for many years been the chief option, we could even say that it’s, at times, the only option that persons have to communicate their messages. And it has proven to be as effective yesterday than today. 53
  • 55. Part Eight: Processing the Paperwork Once the person has been hired and trained. It’s time for the individual to receive the official paperwork to satisfy Universidad Popular and The Program Development Departments expectations. This paperwork permitted Universidad Popular to exercise control over its employees guiding them toward Universidad Popular and the Program Development Department’s goals. This also kept everybody in tune with the specifications for their job and made sure the employees would do what they were supposed to do as they were supposed to do it. Each employee chose the area they knew they could do their best effort in. Universidad Popular via the Program Development Department produced employee performance evaluations, sign up forms for each department, as well as the staff hiring and staff selection procedures. Everything was ready to function and everybody was ready to work. 54
  • 56. Part Nine: Adjustments and Continuity Like any other mechanism these sort of programs need to be systematically reviewed to assure optimization. That is why the Program Development Department adjusted procedures and allowed for continuity of its endeavor by way of developing procedures that informed it about the performance of the employees. 55
  • 57. Chapter Three: Youth Employment for the Summer Program (YES) This is a program created by Illinois Governor Pat Quinn, the Department of Human Services and the Department of Commerce andEconomic Opportunity, the state's job creation, employment and training agency. It allows targeted youth to earn money this summer and get work experience. Their ad read: If you are looking for hands-on work experience, the YES program isan excellent employment opportunity! The Illinois YES (Youth Employment for the Summer) programprovides temporary work for eligible young adults who are:  16-24 years old  unemployed and underemployed  low-income parents and young adults Benefits offered by YES include:  30 - 40 hours of work per week  Flexible hours, based on your school schedule  Connections with employers looking for workers  Additional career experience and job skills 56
  • 58. Part One: Discovering the Need and Acting Proactively Today’s youth more than ever need to have the necessary opportunities for a standard development and growth. Due to all the influences that assault youth early on, we must make sure they can properly develop themselves in the healthiest way possible. One way by which that can beachieved is by using work programs such Illinois’ own Youth Employment for the Summer. This is extremely important in places like Little Village, the part of Chicago where Universidad Popular has its headquarters. This is a place where over 60% of the populations of Little Village are minors. Ironically enough, though, this community lacks public spaces for youth to be and develop themselves. The quality of schools, libraries, parks, clinics, etc. leaves a lot to be desired. Dr. Gabriel Cortes, a Northeastern Illinois University Assistant Professor, suggests that Little Village kids are at least 2 years behind their counterparts in the suburban schools nearby. In such a context, it is no surprise that there are such large numbers of factors impeding youths’ success. It is easy to understand the pervasive sense of powerlessness and hopelessness within the youth segment of this community. There are several problems affecting youth in Little Village, but the most prominent are: gang violence, academic deficiencies, lack of access to resources, and lack of social spaces to engage in positive behavior. Because of this the Youth Employment for the Summer is a very strong factor that can affect them positively in this community. Universidad Popular partnered with the State Government to provide local youth with meaningful jobs that would give them experience and develop their abilities. 57
  • 59. Part Two: The Protest 58
  • 60. Part Three: Invitation then Research and Investigation Knock and it shall be opened said Jesus. Following His everlasting words proved useful when the Program Development Department sought ways to contribute to the advancement efforts of Universidad Popular. The way in which it could promote this Community Based Organization’s development efforts and help the community was by partnering with the state to use this program. The Research & Investigation team had its hands full locating the appropriate information so Universidad Popular could tag team with the government of the State of Illinois to provide itself with this great opportunity. This opportunity had a double benefit; it benefitted Universidad Popular by getting subsidized human resources to work in favor of its development goals, while the State Government provided the city with much needed economic development. With the appropriate information gathered it was time to act, Universidad Popular would have to enroll as a workplace to take advantage of the opportunity. 59
  • 61. Part Four: Enrolling as a Worksite The requirements to enroll as a viable worksite are the following: Private, non-profit, and government entities are eligible employers. They must have job slots available and meet the following criteria: 1) Businesses must provide a Federal Employer Identification Number (FEIN). 2) Businesses must provide a DUNS number, a unique nine-character number that identifies your organization. If you do not have a DUNS number, you may request a DUNS number at no charge to you. You will be able to apply for Put Illinois to Work without a DUNS number, but you will be required to apply for a DUNS number and present it to Put Illinois to Work staff upon receipt of it. You may also be subject to additional eligibility verifications. 3) Businesses must not be in default on payroll taxes or business taxes. 4) Put Illinois to Work is not intended to subsidize a business' current workforce. Employers may not rehire individuals that were laid-off after March 15, 2010. 5) Businesses must agree to comply with all applicable labor laws. 6) Put Illinois to Work trainee-workers must not comprise more than 50% of the business' workforce at each worksite. 7) There is a thirty (30) hour weekly minimum work requirement for Put Illinois to Work trainee-workers. Businesses/Employers must agree to meet this thirty (30) hour weekly minimum. 8) Businesses must provide the necessary training to Put Illinois to Work worker-trainees to ensure competent and successful job performance, and to obtain transferable skills. 9) Business owners/Employers cannot employ family members as part of the Put Illinois to Work program. Put Illinois to Work worker-trainees may not be related by blood or marriage to the employer. 60
  • 62. Part Five: Three: Synergizing the YES Program into UP’s Programs The Youth Employment for the Summer gave Universidad Popular the right influx of power and ability at the exact time. Given the desire and readiness of youth to participate it was just a matter of ordering the issue so the Program Development Department could direct them in the desired path. This partnership displayed mutually advantages benefits for the parts. Universidad Popular obtained much needed human resources to keep its own programs active and the added human resources to staff newly created departments. It also provided a conjunction of needs that was met in a very successful manner. The compatibility of these elements came into play when these youth met Universidad Popular. The Youth Employment for the Summer Job Program permitted Universidad Popular to staff the Pilot Programs the Program Development Department had created, and to also provide the necessary staff for the other Departments in Universidad Popular. This boost in workforce or Human Resources allowed Universidad Popular to reach its goals in a way that otherwise would have been impossible. The Youth Employment for the Summer Job Program certainly worked. 61
  • 63. Part Six: Searching for Applicants It was through ads that Universidad Popular searched for its future workforce. Universidad Popular knew the profile of the youth that it needed. Now it was just time to wait and see. The expectation of obtaining a workforce that would enable Universidad Popular develop its pilot programs and keep giving the community through its already established programs was another incentive to expect the best. The results of this search effort did not delay much. Universidad Popular began seeing the response to its ads by the hundreds of youth coming to Universidad Popular as the thirsty run towards an oasis. 62
  • 64. Part Seven: Interviews and Hiring Universidad Popular needed to select the best persons that fitted the profile of the individual that it had in mind. Out of hundreds, the persons that fitted that profile were hired. Universidad Popular’s staff conducted the interviews in light of the processes elaborated by the Program Development Department for the occasion. Of course, the Program Development Department had already created an ample array of paperwork ensuring that this process would turn out the way it had already been planned. Such as staff hiring procedures and staff selection procedures. It was the utilization of this paperwork which allowed Universidad Popular to get the best persons for the different positions. The Program Development Department made sure that this whole process of interviewing, selection and hiring would prove to be efficient and revealing enough, as to choose the correct individuals for the vast work ahead. 63