mlk center great families 2020 northwest/midtown neighborhood · page 1 of 22 5.1. executive...

MLK Center Great Families 2020 – Northwest/Midtown Neighborhood

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5.1. Executive Summary

Martin Luther King Community Center (MLK Center) is a private 501(c)(3), not-for-profit

founded in 1971 as the Butler Tarkington Youth Center. We believe that if, as a community, we

can improve the academic success of students, stabilize our families emotionally and financially,

nurture a sense of community and connectedness, the quality of life in the neighborhood will

improve and turn the curve on poverty.

MLK Center and its partners respectfully request $295,963 for Year 1 of Great Families

2020 (GF2020) from United Way of Central Indiana (UWCI). MLK Center, St. Nicholas Learning

Center, Mt. Zion Academy and St. Mary’s Child Care Center, and other partners will strategically

integrate service delivery to increase the number of quality early childcare education (ECE)

slots, and increase the financial stability of 100 families in the Maple Crossing Great Place in the

Midtown/Northwest Neighborhood of Indianapolis. This area includes the 34th/Illinois focus

area. Specifically, efforts will focus on the southern part of the James Whitcomb Riley IPS

School #43 feeder area that includes Butler Tarkington, Crown Hill and Mapleton Fall Creek

neighborhoods.

The neighborhood is experiencing a shortage of early childhood education slots. As a

solution, MLK Center will sub-contract with high quality providers to grow their capacity. MLK

Center and providers have been meeting over the past year to develop a comprehensive plan.

For GF2020, MLK Center will serve as sub-grantee and contract with St. Nicholas, Mt. Zion

Academy and St. Mary’s Child Care Center, connecting families to high quality early education

slots. Additionally, IPS School #43 operates a Pre-K program with 20 slots for neighborhood

families.

MLK Center provides co-active coaching and Center for Working Families (CWF)

activities that address the key components of post-secondary education, workforce


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development, income supports, homeownership and credit repair. MLK Center has an existing

MOU with the Children’s Museum for a family education program, and the Work One Mobile

Unit for career credentials. Mapleton Fall Creek Development Corporation and Near North

Development Corporation will connect families to Individual Development Accounts and home

ownership.

MLK Center will expand upon the mental and behavioral health supports currently

available on-site in the neighborhood through Christian Theological Seminary, Brooke’s Place

and Changing Faces, and integrate them in the CWF Workflow Plan. Current social networking

activities will be strengthened and expanded so families can remain in the neighborhood they

have chosen to raise their children. Community Building and Crime Prevention activities will

also be coordinated to increase resident engagement for GF2020 families and improve social

capital.

Funds will be used to support 50% of the Director of Operations Position, and 100% of

the GF2020 Project Coordinator at the MLK Center. The Project Coordinator will be responsible

for overall coordination of contractors and service provider partners, and supervision of CWF

coaches and the Intake Specialist who will work with families across ECE sites to develop family

economic success goals. ECE service providers will receive scholarship funds for children

enrolled in the project, and coaches will disperse grant dollars from the Working Parents Fund

to help families meet economic stability goals.

MLK Center anticipates requesting $295,063 in Year 2 and $261,730 in Year 3.


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5.2. Program Description

The mission of the MLK Center is rooted in values we have established as a

neighborhood leader of individual and family support for our residents: To create a meaningful

impact on the lives of those we serve, through quality, multi-generational programs that build

community, invest in youth, empower families, advocate for our neighbors, and provide a

peaceful space to connect. We envision accomplishing this mission by enhancing quality of life

for our connected neighborhoods block by block, one family at a time. This mission and vision

align with the Great Families 2020 (GF2020) approach of being geographically-based, with an

integrated two-generation approach to address key factors that impact family stability: finances,

employment, education, health and social capital. MLK Center operates a successful 2-

generation approach for families with school age children at IPS School #43. With the support

of this grant, this approach will be expanded and improved to serve children ages 0-5 and their

families. Existing partnerships with high-quality, early education providers in the neighborhood

will be formalized to serve the whole family unit, and build community and social capital block by

block. The contract partners are committed to implementing a 2-generation approach to ensure

children from our neighborhood are entering kindergarten ready to learn and parents are

economically and educationally strong with formal and informal networks of support.

MLK Center Board of Directors first identified a Center for Working Families as a goal to

move beyond case management services in 2014, during our strategic planning retreats. A

contract was implemented with Edna Martin Christian Center, utilizing multiple CWF coaching

staff. This model allowed for CWF activities to be implemented immediately, rather than waiting

months or years to fully build out the MLK Center CWF. Building a full-scale CWF specific to

the needs of the neighborhood was identified in the agency 2016-2019 Strategic Plan by the

Board of Directors. An application for official CWF designation was submitted in March 2017,

pending approval.


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Reach and outcomes of current programming: MLK Center contracted with Edna

Martin Christian Center in September 2015 for a portion of their staff time to bring Center for

Working Families activities back to the MLK Center until funds could be raised for full-time MLK

Center employees. In 2016, MLK Center hired two full-time employees focused on employment

and financial stability, and was awarded a contract from Employ Indy for the Youth Employment

Services program that serves youth ages 17 to 26. We re-established a relationship with the

Work One Mobile Team and Washington Township Community Schools for High School

Equivalency and Adult Basic Education instruction. Together with EMCC, we achieved the

following outcomes for 68 individuals in 2016:

• 80% of CWF participants who enrolled in credentialed training completed and received

credentials;

• 88% of CWF enrollees secured employment.

• 40% achieved increased income

• 100% maintained employment for 30 days



Additionally, MLK staff worked with EMCC to deliver income support, financial coaching,

employment, and adult education services to families receiving the On My Way PreK and PSP

scholarships. From March 2016 to the end of 2016, financial coaching services were provided

to 82 combined MLKCC/EMCC area residents and targeted preschool voucher parents.

Specifically, 55 are selected MLKCC/EMCC area residents with children ages 0-5, of which 27

are On My Way PreK/Indy preschool Scholarship Program recipients. The financial services

included a number of tasks that focused on current financial assessments and planning to

achieve goals.


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The contract with EMCC successfully ended at the end of 2016. In the first five months

of 2017, MLK Center staff have provided employment coaching to 65 adults, financial coaching

to 9 adults, and 26 adults have received income supports totaling more than $4200.

Neighborhood families are enrolled in 2-generation programming for elementary aged

students, supported by our Education Advocate, and receive homework assistance and youth

development programming. Twenty families receive education focused case management for

children at IPS School #43 and are connected to counseling on-site at the Center, provided by

Christian Theological Seminary. Based on program outcomes and additional need, we were

recently awarded $190,000 by the Indiana State Department of Education for the 2017-2018

school year, to serve sixty elementary age students and their families, and track outcomes

utilizing the Indiana Program Quality Self-Assessment.

• In 2016, 100% of student receiving educational programming were advanced to the

next grade level in 2016.

• 79% avoided suspension

• 100% improved or maintained grade levels in reading and math

Under CCDF licensed-exempt center status, the MLK Center can only serve children ages 5

and older in the after-school program. Due to our financial stability and capacity to manage and

implement this project, MLK Center will be the sole sub-grantee and sub-contract with

neighborhood ECE Providers who are pursuing higher Paths to Quality Levels. Partners

determined this is the best route to increase the number of quality child care slots for children in

our neighborhood.

Neighborhood and demographics, culture, etc.: This GF2020 Project will focus on

the Mid-North area of Indianapolis including the Butler Tarkington, Crown Hill and Mapleton Fall

Creek neighborhoods. This area overlaps closely with the feeder area for James Whitcomb


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Riley IPS School #43, a traditional neighborhood public school.

The area includes the Mid-North Quality of Life (QOL) plan, Department of Public Safety focus

area of 34th/Illinois, and the Great Places 2020 focus area of Maple Crossing. Our service area

is segregated racially and economically north and south of 42nd Street, with 38th Street serving

as an additional divide.

• Some of the blocks south of 38th street are 60% blighted with abandoned homes and lots.

• 100% of the families served by the MLK Center are African American.

• Eighty percent of the children at IPS School #43 receive free and reduced lunch.


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• Seventy-three percent of our after-school students from IPS School #43 are reading below

or severely below grade level.

• In the 34th/Illinois Focus Area, 14% of the households are led by single females with

children and 10.77% are led by single males with children (IMPD).

• At $23,789 per year, median incomes in the area are only 59% of those in Marion County

(Census).

• The majority of census tracts in the Great Place have average household incomes between

$12,000 and $30,000 with unemployment rates as high as 30%.

• Crisis indicators in the 34th/Illinois Focus Area are well above the rates of Indianapolis as a

whole. Criminal Homicides and Non-Fatal Shootings have more than a 1000% variance

compared to Indianapolis.

• Indianapolis EMS calls for mental health related incidents are more than 644% times that of

Indianapolis as a whole. Forty-nine percent (49%) of the adults in this area have a high

school diploma or less education.

Approach for serving 100 families: Great Families 2020 will provide an opportunity to

integrate a variety of initiatives that currently stand alone in the neighborhood, consistent with

the MLK Center vision to serve entire families, block by block. GF2020 will allow partners to

expand capacity and improve upon the system of services available to families of school-aged

children. The GF2020 Project Coordinator will convene regular meetings of partners and

contractors to coordinate enrollment of families on-site at the child care centers, and to secure

child care slots for parents who engage with employment and financial stability services first.

Chart 1 below indicates the proposed outreach and recruitment goals to scale-up to and enroll

at least 100 young children age 0-5 and their families into the integrated services model. All

providers identified as potential sub-contractors have committed to pursuing upper levels of

Paths to Quality (PTQ) rating.


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IPS School #43 currently has 20 Pre-K seats available, and children are eligible for

before and after care provided by the MLK Center. We have an excellent working relationship

with the School and staff, as the 21st Century Community Learning Center is located at the

school. These IPS families will be recruited into the Great Families Project.

St. Nicholas Early Learning Inc., is a high-quality, affordable, and inclusive program for

infants, toddlers, and three year old children in the Mid-North neighborhoods of Indianapolis.

The motivation for St. Nicholas Early Learning, Inc. first emerged when a Trinity Episcopal

Church parishioner and a Mapleton-Fall Creek resident began discussing the critical need for

high-quality, affordable childcare for infants and toddlers in the broader Trinity neighborhood.

When space became available in the Trinity Outreach Center that dream moved into action with

the formation of the Trinity Childcare Committee in January 2015.

They have been working with Ann Gabbert at United Way to expand the number of slots

available and advance to PTQ Level 3. St. Nicholas has committed to identifying 20 child care

slots for the Great Families project. Some eligible families are already enrolled at St. Nicholas,

and we will recruit their parents into the CWF. Some slots will be available for new parents

enrolling in CWF who need child care. St. Nicholas currently accepts CCDF and raises funds

for scholarships, and has committed to providing match funds from these scholarship dollars.

Mt. Zion Academy is located at 34th and Boulevard Place in the Crown Hill

Neighborhood and serves children ages twelve months to 12 years. Mt. Zion believes every

child deserves the best. The vision is the provision of excellent academic and developmentally

appropriate care for children in a holistic environment. The Academy is currently licensed at

Level 2 Paths to Quality, and has committed to pursuing Level 3 in 2017, by working with Ann

Gabbert at United Way of Central Indiana to build their capacity. Mt. Zion has committed

unrestricted reserve funds that can be used as match funds for these child care slots following

the bidding process.


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St. Mary’s Child Center believes children are inherently competent, capable, and

strong, and serves three to five year old children at five locations around the city. Thirteen

families from the targeted area are currently enrolled at St. Mary’s, which are licensed at Level 4

PTQ. Additionally, MLK Center and St. Mary’s are working to establish a classroom at the MLK

Center to serve 15 additional children ages three and four that would be operated by St. Mary’s

and be established as a PTQ Level 4. These 15 children are not included in the 100 goal due to

the timeline of this project, projected for the second half of 2018. The MLK Center building is

equipped with a classroom, child sized restrooms, and ample outdoor space.

Another 20 children and families will be recruited through existing avenues and outreach

to early education providers such as Early Learning Indiana, to develop partnership agreements

and contracts. The GP2020 Project Coordinator will also build relationships with small providers

in the neighborhood to support their pursuit of PTQ levels, and increase the number of children

with access to quality child care. This overage will help us ensure the scale up to 100 families.

Chart 1.

Recruitment Partner/Strategy Estimated Number of Children Year 1

Ages

IPS School #43 Pre-K 20 4 and 5 years

St. Nicholas ECE 20 6 weeks to 3 years

Mt. Zion ECE 40 12 months to 5 years

St Mary’s 15 3 and 4 years

MLK Center CWF existing families with children in low-quality child care.

5 0 to 4

General Neighborhood Recruitment, Advertising, outreach to other ECE

providers 20 +0 to 5

TOTAL 120

MLK Center will recruit the parents of these children into the CWF program within 60 days.

Parents will also be recruited through existing neighborhood partnership and connected to


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designated slots with partner organizations based on their preferences. The MLK Center will

take the following key action steps to implement our plan as a sub-grantee:

Establish Program Infrastructure: The MLK Center Executive Director and Director of

Operations will be key personnel early in the project to establish infrastructure. We will hire a

Great Families Project Coordinator and a new CWF Coach to supplement existing MLK Staff.

The existing MLK Center Coach will continue to see adults without children outside of these

project boundaries. Other grant funds will be pursued to hire two additional coaches. MLK

Center resources will continue to provide an Intake Specialist responsible for bridging the gap

between referrals and program enrollment, and helping clients to the next step. In April 2017,

MLK Center began implementing plans for a renewed 21st Century Community Learning Center

(21st CCLC) at IPS School #43 and has a waiting list of children under the age of 5 who will be

immediately recruited into the GF2020 Project. The MLK Center Director of Operations will be

responsible for overseeing all 2-generation programming - both the 21st CCLC, Early Education,

CWF and the Great Families 2020 Project. This position reports to the Executive Director, and

manages the 21st CCLC Site Coordinator and the Great Families Project Coordinator. The

Director of Operations and Great Families Project Coordinator will be responsible for convening

regular meetings, executing MOUs and establishing formal contracts with sub-contractors for

ECE activities to establish the infrastructure for an integrated approach.

Plan and Coordinate: The Great Families 2020 Coordinator will be responsible for

interacting with MLK Staff and other service providers providing wrap-around services that

develop social capital and address behavioral health needs. Specifically, updated MOUs will be

secured with Christian Theological Seminary, Brooks Place, Changing Faces and others

providing services to address toxic stress. Additionally, this position will oversee recruitment,

and the 60-day timeline for enrolling the parent or child depending on pointy-of-entry and serve

as the director for the Center for Working Families.


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While the 21st CCLC funds referenced cannot be used as matching funds, the activities

will be complementary and coordinated. Family engagement, adult education and family

economic success outcomes are aligned between the two projects. Great Families 2020 will

help ensure that all children in the family are on a path to success and improve the outcomes of

the 21st CCLC over time, as the young children advance on to IPS School #43 for Pre-K and

Kindergarten. Per IPS, approximately 350 children attend School #43 and there are 85 families

in the Great Places quarter-mile boundary of Maple Crossing, from which we can recruit.

Maintain Leadership Support: The Agency Executive Director and Director of

Operations will maintain significant oversight of the project, as it impacts the culture, daily

operations and service delivery model of the MLK Center and its neighborhood partners. The

Executive Director will report regularly to the Board of Directors and Board Program Committee

on budget and programming progress.

Data Collection & Evaluation: The Director of Operations ensures client and program

data are collected in accordance with our logic model, and that evaluation procedures are

followed. The Data Coordinator at MLK Center is an existing position responsible for current

data collection and alignment activities, whose position will be used as matching funds for

GF2020. MLK Center received a three out of three on 2016 and 2017 UWCI data alignment

scoring.

Meeting Match Requirement: The MLK Center Executive Director is the key

fundraising professional at the MLK Center, responsible for all grant writing and donor relations

including local funders, along with the Board of Directors. Match funds will be secured with

$34,252 of cash on hand, including $10,000 from Meridian Street United Methodist Church and

our United Way Allocation. $120,165 represents committed funds from our future United Way

Allocations, the Youth Employment Services Contract from Employ Indy, and committed barrier

buster funds from an anonymous donor. MLK Center also has $9000 on hand of restricted


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Crime Prevention funds that can be released for this project. Match dollars to be raised equals

$145,322, of which half are pending in the application process with the Children’s Bureau/DCS,

CTS Faith in Action project and the Robert Wood Johnson Foundation. Approximately $40,000

will be requested of the Nina Mason Pulliam Charitable Trust. Additionally, contractual partners

have committed to pursuing matching funds in the form of scholarships for child care.

Preliminary Evidence

Preliminary Evidence of ECE: Children ages 0-5 in families enrolled in GF2020 will

receive high-quality early childhood education from the MLK Center and subcontractors that are

on a path to achieve the top two quality rankings in PTQ, and Pre-School program at IPS

School #43. These programs address health and safety, provide a stimulating environment;

maintain small student- teacher ratios; use scientifically-based curriculum; employ highly

qualified teachers who develop close, nurturing relationships with children and effectively

engage parents. These evidence-based practices will be promoted and centers will actively

pursue technical assistance and training from United Way as well as professional development

from Indiana Association of Child Care Resource and Referral.

Preliminary Evidence of FES: The MLK Center will strengthen and enhance the CWF

activities in the Mid-North area for enrolled parents and bundle additional services. Our

evidence-based co-active coaching model sees the parents as naturally creative, resourceful

and whole, and completely capable of finding their own answers to whatever challenges they

face. Chart 2 on the next page outlines the CWF workflow for parents in GF2020. Parents

seeking job training must take a Test of Adult Basic Ed (TABE) and if necessary complete 24


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hours of adult remedial education before being connected to job training by the WorkOne Mobile

Team. Parents not seeking job training meet with an Employment Coach to receive job leads,

job readiness training, industry specific credential training and ongoing support. Parents with

income are connected to a Financial Coach to receive budgeting and financial management

tips, and access barrier buster funds for financial needs along the way, such as license

Chart 2.


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reinstatement, children care costs, gas cards, rent, utilities, etc. Up to 15 families will have

access to Individual Development Accounts through Mapleton Fall Creek Community

Development Corporation. Homeownership preparation courses are provided by Indianapolis

Neighborhood Housing Partnership, and new homes will be available on Graceland Avenue in

2017 through Near North Community Development Corporation and Habitat for Humanity.

While these federal funds cannot be used as match, they will be leveraged along with other

GF2020 funds.

Currently, families seeking post-secondary education are connected to the Mid-North

Promise Program through our existing partnership with The Indianapolis Children’s Museum.

Families in the GF2020 Project will continue to be connected to this wonderful opportunity, as

well as a free museum membership, while receiving coaching and wrap around services from

the MLK Center.

2-Generation Model and Wrap-Around Services: MLK Center has operated from a

Trauma Informed Community Building model since 2015. All programs and activities stem from

the idea that post-traumatic stress and toxic stress are very real in the Mid-North area. The

effort to address these issues is a multi-pronged approach of counseling, support groups,

workshops and professional development training for staff. In 2015 MLK Center established a

partnership with the Black Psychologists Association of Indiana to collaborate on a

neighborhood event focused on grief and loss following four murders in the Summer/Fall of

2015. This led to an ongoing partnership with Christian Theological Seminary (CTS) to facilitate

grief and loss support groups, as well as individual counseling for a variety of behavioral health

issues. The CWF coaches connect parents and children to the masters level counseling

interns, who are supervised by CTS faculty in the Masters of Marriage and Family Therapy

program. Counseling appointments are provided free-of-charge, with approximately ten

appointment slots available per week. The program is currently at capacity, and will be


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expanded through Great Families 2020. CTS has committed to pursuing future match funds for

programming. MLK Center is also pursuing a grant from the Robert Wood Johnson Foundation

to broadly expand and promote the health and success of boys and young men of color, so they

can heal, grow, and thrive in the face of the chronic stress and trauma. MLK Center recently

advanced to the final round of the application process from more than 600 applications

nationwide.

During the 2016 Fall and Spring semesters, Brooke’s Place conducted an eight-week

support group for 10 and 11 year old youth who have lost a loved-one due to homicide. The

series will repeat beginning August 2017, as well as individual counseling for children and

parents who have experienced trauma. Services are provided to youth in small groups of three,

and there is capacity for the program to grow at the MLK Center and serve parents in the

GF2020 Project as well.

Changing Faces conducts sexual assault support groups for both adults and teens at the

MLK Center, including training for professional staff to identify the warning signs and symptoms

of sexual assault. Sexual Assault is a leading contributor to substance abuse, impacting the

family’s ability to achieve economic success. Licensed Clinical Social Worker, Alan Archibald,

will continue to provide trauma-informed care professional development workshops for MLK

Center staff and partners, as well as workshops for adults. Mr. Archibald will also work with the

MLK Center to develop family workshops. Topics will be identified based on ACES scores

completed for each family. ACES – Adverse Childhood Experience Score – is a ten question

assessment that can help predict risk factors for a variety of physical health, mental health and

behavioral outcomes. The MLK Center staff builds trust with clients so they can start identifying

their ACES Score and start addressing the toxic stress and barriers to long-term success. Dr.

Flora Belle Bryant, a licensed clinical social worker, works with parents to identify

heroes/sheroes in their lives, to build upon their resiliency and develop a path for healing.


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MLK Center has been developing relationships with these partners for years. Chart 3.

below outlines the relationships between various sub-contracts for services and MOUs when no

funds are changing hands.

Logic Model

Attach please find our program logic model that illustrates our proposed program path.

Qualifications of lead staff

The Director of Operations, Sharvonne Williams, will be responsible for the

administrative duties related to GF2020. She has experience managing federal funds from the

Corporation for National Service at Serve Indiana, as well as cross-initiative agreements,

activities, outcomes and partnerships. The Great Families Project Coordinator, a new position,

will be responsible for overseeing the day to day activities of the project, recruiting and

interacting with families, monitoring program outcomes, communicating with sub-contractor

staff, etc. Please see the attached position description. GF2020 funds will also be used to

support a new coach in the Center for Working Families model. The Executive Director, Allison

Luthe, is responsible for agency fundraising and securing match dollars for the initiative.

5.3. Evaluation Capabilities-

The MLK Center is committed to capturing and recording high-level client and program

data that will be imported into United Way’s data integration system. MLK Center received a

technology grant from United Way in 2016 to implement the Efforts to Outcomes software and

we have dedicated a specific staff person to this task. MLK Center received a 3 out of 3 on our

UWCI data alignment standards score in both 2016 and 2017. We have consent language in

our current program enrollment forms, and are committed to helping residents understand the

process to increase trust and participation. Existing programs have been established based on

need and previous program outcomes, so we are committed to the learning process. The MLK


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Chart 3.

Mid-North Great Families 2020 Sub-grantee: MLK Center

Initiatives

Support

ECE

FES MLK

Mt Zion

CTS

St. Nicholas

Brooke's Place

Mid North QOL

MLK

MLK

IMPD Focus Area

Early Learning Indiana

Great PlacesMaple

Crossing

IPS School #43

OMWPK

Changing Faces

Indy 2020

Other Providers -Contractors

MOU Partner

Contract

Partner

Children’s Museum

Mapleton Fall Creek CDC

Near North CDC


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Center Data Coordinator is designated as the data point person for ETO and our data collection

process. It is also identified as a key job description requirement for program staff.

MLK Center is currently engaged in a robust evaluation process with the Indiana

University Public Policy Institute who received their own parallel grant from CICF to evaluate our

crime prevention/social capital activities. This process looks at program outcomes and

neighborhood level outcomes, as well as process evaluation to understand what works in crime

prevention. We have also engaged an evaluator for our 21st Century Community Learning

Centers grant, that has both program and budget requirements for an external evaluator. This

grant measures educational outcomes for children and parent engagement outcomes for adults,

including connections to the Center for Working Families. It has strenuous data collection and

evaluation requirements. Parent and teacher surveys were collected as part of this application

process, including a data sharing agreement with IPS and partners. Our recent history and

track-record with data collection and reporting will only be strengthened by our commitment to

the evaluation of GF2020.

5.4. Organizational Capacity

The MLK Center is no longer in a renewal phase. We are experiencing a growth period

and, along with our partners are ready for this challenge! We received an “Exceeds Standards”

on the 2016 UWCI Agency Evaluation after rigorous attention to agency governance,

management and operations. The current Executive Director was hired in June 2015 and has

overhauled the agency culture and continues to exemplify success in raising funds and

achieving desired outcomes within a learning context. The Executive Director has experience

with complex programs and initiatives such as the Annie E. Casey Foundation’s Making

Connections Initiative that brought the Center for Working Families model to Indianapolis. She

was a founding staff member of the Indianapolis Asset Building Campaign that included multiple

implementing agencies, strategic partners and funders. The Director of Operations was hired in


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May 2017 to manage the day to day programming operations so that the Executive Director can

focus on fund development, public relationship and the prep work for a facility capital campaign.

The staff has grown from 2 in 2015 to seven full-time staff in 2017. Ten temporary staff join the

agency during the summer program, and five staff work year-round, part-time in the after school

program.

Federal Funds: MLK Center currently receives federal funds through the City of

Indianapolis Community Development Block Grant funds (CDBG) and has complied with all

requirements. Requests for additional documentation or requirements have been satisfied in a

timely manner. MLK Center also receives federal funds from the Indiana Department of

Education through the 21st Century Community Learning Centers grant. The agency has

engaged our auditor, Beckman Cox, to discuss any necessary changes to current financial

policies and procedures to receive additional federal funds. A full audit of financial statements

will be conducted in July 2017. The Executive Director has experience managing federal funds

in previous positions, including AmeriCorps and Individual Development Account grant monies.

The agency’s contractual bookkeeper has experience managing federal funds for other non-

profit organization clients as well.

Seed Funds: Due to leadership and staff transitions, the MLK Center did not pursue

any private grant funds from 2013 to mid-2015. Therefore, all funds received in 2015 and 2016

were small grants, used to seed programs and produce results that led to future funding.

Programs were started on small scales, and produced results that led to gradual, intentional

expansion as programs met service capacity. These small funds have led to full-time staff

positions, and creative partnerships with other neighborhood-based services. In our 2016-2019

strategic plan, the Board of Directors identified resource development goals around diversifying

funds and increasing the amount of unrestricted donations to the organization. This will provide


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for institutionalization of programs and services that were spawned by small grants in 2015-

2016.

Attached please find a letter of commitment signed by the agency Executive Director

and Board Chair, to meet the 1:1 match requirement.

5.5. Community Collaborations

MLK Center has a history of collaboration and partnership building to achieve results,

and has worked to focus activities that overlap the goals of the Quality of Life, Great Places

2020 and Public Safety Priority areas so that they are seamless to residents. The MLK Center

mission goes hand-in-hand with the goals of these initiatives, and nothing new has been created

to just satisfy a project. Rather, much like the goals of the Great Families 2020 project, the

initiatives have enhanced the work of the MLK Center and vice versa.

Quality of Life Plans: Collaboration. The MLK Center was in a transitional stage

when the Quality of Life (QoL) plan was developed for the Mid-North area. However, since

2015, staff have participated in QoL events and meetings and coordinate projects with the

Community Builder employed by the Mapleton Fall Creek Development Corporation through the

Community Building Team meeting. The Community Building Team works together on the

implementation of the Mid-North Quality of Life Plan.

Indy 2020: Cooperation. The MLK Center cooperates with many of the partners

identified in the Bicentennial Plan for Indianapolis but does not currently have a formalized role

in activities. However, many of our activities contribute to outcomes in the areas of economic

mobility, education, resident involvement, and neighborhoods.

Great Places 2020: Collaboration. The MLK Center participates on the Maple

Crossing Steering Committee that meets monthly to track the L.O.V.E. goals identified in the

plan. MLK Center has received early-action funds from LISC to pursue Education goals


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specifically related to IPS School #43 and CWF activities, and is a partner in program planning

for the newly redeveloped Tarkington Park. MLK Center reports quarterly to LISC on job

placement, training certificates obtained, increased income, etc.

LISC staff approached the MLK Center and Great Places 2020 Steering Committee

about developing a committee that would utilize IMPD crime data to inform neighborhood

decision making. Through conversation it was agreed that the existing MLK Center Crime

Prevention Committee, that was developed to pursue CICF Crime Prevention Funds,

conveniently served this purpose. No one had to recreate the wheel, all interests were served

and progress has been made. MLK Center will receive funding to support community centered

solutions to crime in the Maple Crossing Great Place geography as a result. Additionally, the

Executive Director participates in the city-wide Education Committee meetings for Great Places

2020.

Public Safety Priority Areas: Collaboration. The 34th and Illinois focus area is in the

MLK Center catchment area and Crown Hill Neighborhood where services are targeted for

families of IPS School #43. MLK Center staff communicate regularly with IMPD and the North

District Commander through monthly crime prevention focused meetings. MLK Center is taking

a lead with Great Places Early Action Funds, on tenant organizing in the Shoreland and Enclave

Apartment buildings, identified by IMPD as being in the top five for 911 runs to apartment

buildings in all of Marion County. Families with children ages 0-5 live in both apartment

buildings and will be recruited into the project.


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Position Description: Great Families 2020 Project Coordinator

Reports To: Director of Operations

MLK Center is seeking a Coordinator for the Great Families 2020 Project to serve as team leader and ensure service integration of Early Childhood Education and Center for Working Families from a 2-Generation approach.

Duties

• In conjunction with Director of Operations, serve as point person to United Way of Central Indiana staff, technical assistant providers and evaluators to ensure success;

• Direct activities and staff of the Center for Working Families including coaches, case managers and support staff to achieve program outcomes;

• Direct activities and staff of the Early Childhood Education classroom to achieve program outcomes;

• Convene partners, staff and sub-contractors to ensure progress toward GF2020 goals;

• Work with Director of Operations to approve staff requests for program expenditures consistent with program outcomes and budget;

• Work with Director of Operations to submit reimbursement claims and reports in a timely manner;

Requirements

• Bachelor’s Degree in Social Services, Human Services or related required;

• 3 years’ experience with workforce development, youth education, 2-Generation and Trauma Informed Care models required;

• 2 year’s experience serving as team leader required;

• Ability to plan and manage the utilization of resources;

• High level of interpersonal, problem-solving and analytical skills to work as a team;

• Ability to take initiative and meet objectives on a strict timeline;

• Submit to criminal background check and drug screen;

• Commitment to mission of MLK Center, while fostering inclusiveness and the values espoused by Dr. Martin Luther King, Jr.

40 W 40th Street ● Indianapolis, IN 46208 ● www.MLKCenterIndy.org ● 317.923.4581

Review Committee/Site Visit Questions:

• Describe in further detail your approach to wrap around services that include economic assets, social capital, and health/well-being. What interventions will be provided and what outcomes will be tracked?

We have many entry points into our program from IPS School #43, rental assistance requests, afterschool program, Adult Basic Ed Classes, etc. If they connect to us for children’s programming, we are talking to them about adult needs. If they come to us for adult/family assistance, we ask about the programming their children are connected to. We currently have a waiting list of people with children ages 0 to 5 because they must be five years old to come into our after school and summer camp. The Great Families Coordinator will manage the relationships with our contractors/early ed providers to enroll families currently receiving child care, and connect enrolled families to open child care slots. The Coordinator will supervise the coaches who will provide employment coaching, financial coaching and life coaching. Almost 100% of our families are currently employed, so we know that the emotional supports and health/well-being coaching will be a focus for us. We will work with families to break the cycle of “I can do it by myself” which leads them to ask for help after they’re in crisis. Three Masters level students from CTS are available for individual and group counseling. Great Families 2020 will allow us to expand the number of families connected to counseling. We would also like to expand the availability of our parent workshops that are held on family nights. These workshops include story telling about family history and culture to discuss s/heroes as a tool to build resiliency. We are challenging the traditional social service model and working to build more of a support system within the community for families. We track employment placements, increased income, increased assets, connections to neighborhood association or community groups, and connections to counseling or other supports. Within counseling, we track the number who have achieved individual goals.

• Describe your match in further detail. What are the specific sources of the unrestricted, non-federal funds you intend for this purpose? Please note that contractors cannot provide match funds, only Sub-grantees. Total match projected: $262,385

On-hand: $44,252 1. $10,000 unrestricted funds from Meridian Street UMC 2. $12,500 on hand from anonymous donor specifically for barrier buster funds 3. $9000 on hand from Crime Prevention grant for community building and social capital 4. $12,752 on hand from United Way allocation Committed: $109,665

1. $25,000 committed from Children’s Bureau/DCS child abuse prevention funds (secured as reimbursable so not on hand)

2. $20,000 from Employ Indy/Youth Employment Services money from Lilly Endowment (not federal funds) for 17-24 year olds with children ages 0-5 (secured as reimbursable contract so no on hand)

3. $10,000 in barrier buster funds from Employ Indy/ Youth Employment Services money from Lilly Endowment (not federal funds) for 17-24 year olds with children ages 0-5 (secured as reimbursable contract so no on hand)

4. $30,000 unrestricted cash committed from neighborhood partners as scholarships to St. Nicholas and Mt. Zion. Details will have to be worked out regarding donations going to MLK Center since these partners are contractors.

5. $49,665 committed by MLK Center from future United Way allocations. Funds to be raised: $108,468

1. $43,468 = portion from pending grant to Christian Theological Seminary for Faith in Action Project.

2. $25,000 = portion from pending grant to the Robert Wood Johnson Foundation for mental health and toxic stress activities

3. $40,000 = proposed grant to be submitted to Nina Mason Pulliam Charitable Trust based on instructions from the grant officer.

• Please submit a new budget and narrative that reflects a 16-month term, not a 12-month term. The budget narrative should describe in detail all cost categories. Please provide detail and justification for areas including: the percentage of each staff member’s time allotted to the Great Families 2020 initiative, the salary requested for new staff, contractual staff costs, and flexible funds. Please note that food is not an allowable expense.

Our budget was based on a 16-month period. No changes have been made. Great Families 2020 Project Coordinator = 100% charged to this grant New CWF Coach #1 = 100% charged to this grant Barrier buster funds are specifically used for: rental/utility assistance, driver’s license reinstatement, gas cards, bus tickets, employment training and new hire expenses, background checks, etc. No food expenses will be charged to this grant.

• Elaborate on your strategy to ensure families enrolled in CWF move forward in achieving their goals and participate in multiple services (financial, education, and employment). How will 100 stay active, and how will you ensure high participation rate of the families in child care services?

This will be the primary responsibility of the Project Coordinator, to work with early education providers to enroll families and monitor progress of families with the coaches and wrap around service providers. We have targeted 120 families for enrollment currently based on existing relationships. We anticipate a high participation level due to our intentional relationship building with parents and partners. Additional outreach will target additional families for enrollment so that 100 are active at any given moment during the program.

• Elaborate on your sustainability plans for this program after the funding period ends as the requested budget represents a large percentage of your overall budget.

We acknowledge that this project is a large portion of our budget, because we are already practicing this

model and want to grow it. This week our Board of Directors approved a projected budget of $813,848

that does not include Great Families 2020 funding. It also does not include any of the “Funds to be

raised” in the budget narrative. We will continue to write grants and fund raise to sustain the program.

• Will the partners you contract with to provide high quality early childhood education services have the capacity to serve families with infants and toddlers or for families who work nontraditional hours?

Providers do not currently provide services past 7:00 p.m.

• Clarify if there are additional partners in the targeted neighborhood that were not listed in the application but that you plan to work with to recruit families and provide services across the five domains (early childhood education, financial stability, economic assets, social capital, and health). Specifically, toxic stress is identified as a focus, but nothing is mentioned about broader behavioral health needs and resources.

We have discussed a parent café on-site provided by Families First. Saint Vincent DePaul is scheduled to provide their Getting Ahead Classes Changing Faces provides sexual assault support groups Brookes Place provides support groups and individual counseling for children who have experienced a love one dying of homicide.

• There seems to be some overlap between the duties of the Director of Operations and the Coordinator (e.g., some roles were linked to both positions). Please submit a job description for the Director of Operations to differentiate the Coordinator position.

The Great Families coordinator will be responsible for programming of families with children 0-5. Our After School coordinator is responsible for programming of families with children ages 5-17. The Director of Operations is responsible for overseeing all aspects of our two-generation programming for children ages 0-17 and their parents, and supervises these two positions plus the data specialist, to ensure program data is being collected, tracked and reported. Since many families have children across these to age groups, the Director of Operation will ensure services are coordinator. The Director of Operations also supervises the Intake Specialist, who assists the coaches and provides case management services for income supports.

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