HomeMy WebLinkAboutCOW Agenda Item IV 06/10/2008
Village of Mount Prospect
Community Development Department
Mmmt Prospect
MEMORANDUM
~
TO:
MICHAEL E. JANONIS, VILLAGE MANAGER
FROM:
CLARE L. O'SHEA, SENIOR PLANNER
DATE:
JUNE 4, 2008
SUBJECT:
NEIGHBORHOOD RESOURCE CENTER: UPDATE AND NEXT STEPS
Background
Since the early 1990s, the Village of Mount Prospect has considered a neighborhood center for South Mount
Prospect, but did not have the resources to implement the project. The 2000 Census identified South Mount
Prospect as a port of entry for foreign born residents and the number of foreign born residents increased by 10%
from the 1990 Census. The Neighborhood Resource Center (NRC) has been identified as a strategy to deliver
services, integrate residents into the community, and remove cultural and language barriers. In 2007, the Village
of Mount Prospect received a grant of $50,000 from the Chicago Community Trust to perform a feasibility study
for a neighborhood center in South Mount Prospect under the Immigrant Integration Grant Initiative.
The feasibility study was comprised of three components:
. Needs Assessment,
. Development and Operating Budgets, and
. Sustainability Plan.
A condition of the grant was to create an advisory council with representation from the immigrant community.
Five residents from different immigrant groups joined the advisory council with staff members from each Village
department. The advisory council helped identify stakeholders, guide data gathering efforts during the needs
assessment, and acted as a sounding board for new ideas at subsequent meetings.
The Immigrant Integration Grant gave the Village of Mount Prospect the chance to ensure the neighborhood
center could be implemented with input from service providers and community members. The study is a unique
opportunity to document the Village's efforts and has the potential to become a national model for other
municipalities to utilize if a center is successful.
Analysis
Millennia Consulting was retained to perform the study and conducted research, interviews, and focus groups to
gather information. The Needs Assessment was presented in January 2008 to the advisory council and invited
guests. Some of the findings and "lessons learned" from other neighborhood centers are:
I. Each partner must have an initial financial contribution as well as a continuing commitment to the
operation of the center, in addition to in-kind services,
2. Coordinate efforts between partners (avoid a shopping mall of services),
3. Receptionist and intake coordination is essential for service delivery,
4. Establish separate 501c3 for fundraising and establish board members.
Committee of the Whole Meeting
June 10, 2008
Page 2
Several service providers who participated in the study expressed interest in partnering with the Village of Mount
Prospect for the center. At a subsequent "decision makers" meeting in February, organizations discussed their
level of commitment and how the partnerships between organizations could be structured. Each organization was
to speak with their board or president regarding a possible partnership.
As part of the Sustainability Plan, the Village of Mount Prospect hosted a strategic planning session on May 7,
2008 to discuss partnerships. The strategic planning session involved input from community partners for the
services offered and the structure of the organization operating the center. Many of the organizations indicated
that they would be willing to partner with the Village of Mount Prospect for the center with a financial
commitment. Some of the organizations that stated they would be interested in partnering and potentially
contributing financially to the center are:
1. Asian American Institute
2. CEDA NW
3. Children's Advocacy Center
4. District 214 Continuing Education
5. Elk Grove Township
6. Meadows Community Services
7. Mount Prospect Public Library
8. Northwest Community Hospital
9. Pace Bus Services
10. School District 59
The Village of Mount Prospect was presented with another option by the Greater Wheeling Area Youth Outreach
(GW A YO), but the proposed alternative was a co-locate scenario and not a coordinated service delivery model.
After much analysis and consideration, staff determined the GW A YO option is best as a referral point from the
Village's proposed center.
Conclusion
Start up costs for an NRC are estimated at $272,000. A breakdown of those costs is provided below. The
Village's underwriting of those costs will be a function of the number of community partners participating in the
NRC. As for location, this model contemplates leasing approximately 2,400 square feet of space in one of the
shopping centers located in the area.
This effort has been the result of the cooperation of several Village Departments including: Community
Development, Human Services, Public Works, Village Manager's Office, Fire Department and the Police
Department. The following is a summary of the main expenses:
2009 2010
Staff
CSO $50,000 $52,000
Receptionist $35,000 $36,400
Center Coordinator $65,000 $67,600
Social Worker n/a $65,000
Lease (Crystal Court Center) $40,056 $40,056
Build Out Expenses $20,000
MaintenancelU tilities $900 $4,436
Total* $272,456 $357,132
*See complete budget and assumptions sheet attached.
H IPLANlGrant Apps\2007\ChicagoCommunityTrustlBudget\6! 008COWmemo-clo.doc
Committee of the Whole Meeting
June 10, 2008
Page 3
The Chicago Community Trust recently awarded the Village a second grant ($50,000) to work on start-up costs,
marketing, and business plans. If the Village Board supports this effort, staff will continue developing
partnerships and begin implementation ofthe second grant.
I concur:
L"
H: IPLANlGrant Apps\2007\ChicagoCommunityTrustlBudget\6! 008COWmemo-clo. doc
DRAFT
Mount Prospect Neighborhood Resource Center
Cash Flow Projections for Budget and Operating Costs
Renting Independent Space
Last Updated: 5/29/2008
Year 1 Year 2 Year 3 Year 4 Year 5
Beainning Cash (A) 8,694 43,172 26,534 38,701
Cash Revenues (B):
Goverment Grants - State, Federal, Local, HUO, OHS, COBG 194,250 294,270 279,041 289,202 299,771
CDSG Grant from VoMP 50,000 50,000 25,000 25,000 25,000
VoMP contribution to cover Coordinator/Social Worker and
beginning in Yr 2 a second social worker/case manager. (Note: A
receptionist salary bgn in Yr 1 needs to be covered by other
revenue) 94,250 192,270 199,961 207,959 216,278
VoMP Police Dept contribution of Community Police Officer 50,000 52,000 54,080 56,243 58,493
Government Contracts - lump sum, voucher, pro-rata - - - - -
Service Fees - private pay, third party, Social Security 36,800 37,440 38,938 48,594 50,538
(a) Operational support from partners that offer occasional
services (see assumptions, starts with 8 partners paying $300/mc
on avg and increases to 12 paying $351) 28,800 37,440 38,938 48,594 50,538
(b) Start-up contribution from partners of $1000 from 8 partner.
8,000
Private Contributions - CCT, UW, foundations, individuals, ev 50,000 60,000 36,000 60,000 60,000
CCT Immiarant Intearation Grant 50,000 50,000
New foundation arant 1 10,000 15,000 15,000 15,000
New foundation arant 2 20,000 20,000 20,000
New foundation arant 3 25,000 25,000
Interest Income - investments, endowments . - - - .
Total (B) 281,050 391,710 352,978 397,797 410,308
Cash EXDenses (C):
Salaries and Benefits (see assumptions sheet for details) 190,000 288,600 300,144 312,150 324,636
Professional Fees - legal, audit, payroll, consultants 2,500 2,600 2,704 2,812 2,925
Program supplies, food, client transportation 6,000 6,240 6,490 6,749 7,019
Program development, marketing, and outreach (brochure, 10,000 10,000 10,000 10,000 10,000
Administrative - overhead, advertising, liability, D&O insurance 3,000 3,120 3,245 3,375 3,510
Occupancy
Rent (2400 SQuare feet at $3, 338/month in yr 1 with taxes, etc) 40,056 40,056 41,258 42,495 43,770
Utilities 900 936 973 1,012 1,053
Repairs and Maintenance (including build-out costs in yr 1) 10,000 500 520 541 562
Equipment - purchase, repair, maintenance, rental 8000 3.000 3.120 3.245 3,375
Other - travel, transportation, membershio dues 2,000 2,080 2,163 2,250 2,340
Total (C) 272,456 357,132 370,617 384,629 399,189
Endina Cash (E)=(A)+(D) 8,594 43,172 25,534 38,701 49,821
NOTES:
Estimated yearly increase in costs of 4%
Budget subject to change based on community partners
4%
4%
4%
4%
CASH FLOW STATEMENT
ASSUMPTIONS
Cash Flow Upon Completion of Project
Assumptions
Annual inflation rate 4% 4% 4% 4%
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Cash Revenues:
Service Fees - private pay, third party, Social Security $ 28,800 $ 37,440 $ 38,938 $ 48,594 $ 50,538
Operational Support from Partners $ 28,800 $ 37,440 $ 38,938 $ 48,594 $ 50,538
Number of partner 8 10 10 12 12
Contribution per month $ 300 $ 312 $ 324 $ 337 $ 351
Cash Expenses:
Salaries and Benefits - payroll taxes/FICA with holdings,
unemployment, medical, retirement, fringe, insurance $ 190,000 $ 288,600 $ 300,144 $ 312,150 $ 324,636
Benefits Rate 40% 40% 40% 40% 40%
NRC Coordinator/Executive Director salary $ 65,000 $ 67,600 $ 70,304 $ 73, 116 $ 76,041
Receptionist/Secretary salary $ 35,000 $ 36,400 $ 37,856 $ 39,370 $ 40,945
Case manager, MSW $ 65,000 $ 67,600 $ 70,304 $ 73, 116
Community Police Officer $ 50,000 $ 52,000 $ 54,080 $ 56,243 $ 58,493
Crystal Court Space (Scenario 2) Bruno Realty 708-453-8959
Suites 1709-1711
Base Rent $ 2,000 $ 2,000 $ 2,060 $ 2,122 $ 2,185
Real Estate Taxes $ 826 $ 826 $ 851 $ 876 $ 903
Common Area Maintenance $ 380 $ 380 $ 391 $ 403 $ 415
Admin $ 58 $ 58 $ 60 $ 62 $ 63
Reserve $ 26 $ 26 $ 27 $ 28 $ 28
Insurance $ 48 $ 48 $ 49 $ 51 $ 52
Total Monthly $ 3,338 $ 3,338 $ 3,438 $ 3,541 $ 3,648
Tenant responsible for gas, water, electric and garbage utilities
base rent increase each year starting yr 3: 3%
Village of Mount Prospect:
Neighborhood Resource Center
Feasibility Study 2008
_ MILLENNIA
~ CONSULTING~
2g E. Jackson Boulevard Suite 1700 Chicago.lIIinois 60604
Phone: (312) 922-9920 Fax: (312)922-0955 \\'ww.consultmillellnia.com
I Table of Contents
1. Introduction
II. Program Design
III. Program Budget Scenarios
IV. Current Reality Assesstnent
o Best Practices for Immigrant Integration
o Comparative Review of Existing Centers
o Options for Consideration
o Hope Community Center/Imperial Court Floor Plan
2
I
Introduction
The Village of .J\IIount Prospect received a grant from the Chicago Community Trust under its
Immigrant Integration Initiative to conduct a Neighborhood Resource Center (NRC) feasibility
study. The NRC, if deemed feasible, would seek to serve low-income, culturally and linguistically
diverse, and under-served areas of the Village, providing information and referral and perhaps a range
of municipal and social services through a community based center.
In the past ten years, a number of Illinois communities have created community based centers in
response to the needs of under-served populations. Some were initiated through local police
departments, others under the auspices of health providers or local governments. Reportedly, these
centers have been quite successful in serving needs and in strengthening relationships between
newcomers and existing residents. The existence of these centers and the growing unmet needs in
:Mount Prospect, spurred the Village to analyze the feasibility of developing a Neighborhood
Resource Center to meet its particular needs.
Millennia Consulting
The Village engaged Millennia Consulting to conduct the study. Millennia is an independent firm
that brings broad expertise in the areas of community and strategic planning, programming planning,
research, policy analysis, evaluation, and training.
3
-
~
MILLENNIA
CONSULTING~
Village of Mount Prospect (VoMP)
Neighborhood Resource Center (NRC)
Program Design
May 7, 2008
The purpose of this program design is to foster open dialogue, visioning, and planning for a cutting edge,
"neighborhood resource center" in the Village of Mount Prospect (VoMP) that leverages a wide range of
community partners to address the needs of lower-income, underserved community residents. The
Neighborhood Resource Center (NRC) is the name being used for preliminary conceptualization and
design purposes and is not necessarily the permanent or preferred name of the prospective center.
Millennia Consulting recommends this design based on extensive experience, a needs assessment of the
VoMP, and research on similar centers/programs serving lower income communities and immigrant
communities in particular.
Overview
VoMP received a grant from the Chicago Community Trust under its Immigrant Integration Initiative to
conduct a Neighborhood Resource Center (NRC) feasibility study. The NRC, if deemed feasible, would
seek to serve low-income, culturally and linguistically diverse, and under-served populations of the
VoMP, providing information and referral and perhaps a range of municipal and social services through
a community based center. This grant offers VoMP a unique opportunity to develop a program and
partnership that could become a nationally recognized model for community collaboration on behalf of
less advantaged members of a community.
Since the feasibility study was launched in the fall of 2007, VoMP, with the assistance of Millennia
Consulting, has completed an initial needs assessment of the community supplemented with a review of
best practices utilized nationally in similar programs and initiatives. Simultaneously, key stakeholders
have convened to advise this process and an unprecedented momentum has emerged locally for a
collaborative comprehensive community center model that would house an array of services and
programs. Two possible sites have been identified that could meet the needs of this community center
in the southern end of the Village.
This program design for the Neighborhood Resource Center could be implemented by the VoMP alone
as the lead entity in a free-standing center or as a more minor partner in a center model lead by another
community agency. In either case, the NRC would thrive based on a strong network of partners, and the
marketing of the NRC would serve to increase the reach of the NRC and all of its partners in reaching
their target populations.
Historical Context
In the past ten years, a number of Illinois communities have created community based centers in
response to the needs of under-served populations. Some were initiated through local police
departments, others under the auspices of health providers or local governments. Reportedly, these
centers have been quite successful in serving needs and in strengthening relationships between
newcomers and existing residents. The existence of these centers and the growing unmet needs in
28 E. Jackson Boulevard. Suite 1700 Chicago, IL 60604-2276 Tel: 312.922.9920 Fax: 312.922.0955
www.consultmilJennia.com
Mount Prospect, spurred the Village to analyze the feasibility of developing a Neighborhood Resource
Center to meet its particular needs.
Vision
The vision of the NRC is to create a healthy Mount Prospect community by ensuring that all members of
the Village have access to resources and information that ensures full participation in civic life and a
pathway to quality education, jobs, and economic self-sufficiency.
Values
Mount Prospect, like many suburban communities, is becoming more and more diverse ethnically,
socially, and economically. The NRC values this diversity and seeks to integrate all residents into the
fabric of the community.
General Program Goals
1. Provide all residents who seek assistance with information, services, and/or referral to a wide range
of community and governmental resources.
2. Coordinate the resources of multiple public and private service providers.
3. Market the services of the NRC through community outreach and other marketing efforts.
4. Provide workshops and orientation sessions on a range of diverse topics that emerge from close
connection with the community.
5. Expedite the integration of immigrants and refugees into VoMP and ease the acclimation process by
reducing barriers to full integration.
6. Provide all services in a linguistically and culturally sensitive manner.
7. Create a safe, open, non-threatening space where resources will be provided.
8. Provide a central community gathering space - a hub for community interaction and civic
engagement around community concerns and interests.
Critical Indicators of Success
For NRC Clients (individuals and families):
. Reduce % of families experiencing income and asset instability.
. Increase the % of families living above 200% of the federal poverty line.
. Decrease the % of families who need "survival" income supports
. Parents provide stable and secure economic environments for children.
. Parents are actively engaged in their children's education and school lives.
. Adults, especially those who are new immigrants, understand key u.s. systems (government health,
education etc.) and can navigate them successfully.
. Adults, especially those who are new immigrants, develop confidence that they are able to manage
financial life and achieve financial success.
. Adults become civically engaged.
. Adults become citizens.
. Children and youth have the skills and resources they need to secure their futures.
. Increase in % of youth who complete community college vocational certifications, AA degrees and 4
year degrees.
2
For the NRC Itself:
. 85% of clients served report satisfaction with services provided.
. Clients received coordinated services that maximize the full spectrum of community services and
resources available at the NRC and in the community at-large.
. 100% of Limited English Proficient (LEP) clients report receiving services in a language that they
understood.
. 85% of immigrant clients experienced reduced barriers to integration.
. The NRC has a balanced budget.
. All partner agencies are contributing both financial and in-kind resources.
. Clients report that the NRC is a community gathering place where they feel welcome and safe.
. National recognition of the NRC.
For the VoMP
. Reduced crime particularly in the southern part of VoMP.
. All residents resolved differences calmly and any racial or ethnic tensions are successfully resolved.
NRC target populations
. All lower income, lower skilled heads of households
. All families living on incomes below 200% of federal poverty level (FPL)
. All adults earning less than a living wage
. Immigrant and refugees, especially new arrivals
. All youth from low-income families
. Seniors, persons with disabilities, or anyone needing additional assistance and more convenient
access to services
. In addition to targeted population, the NRC will be open to all residents of VoMP and mainstream
Village services will be available at the NRC as well.
Best Practices in service delivery that might be adopted as part of the NRC program design.
. Community Education
D Ensuring access to government
information
D Active outreach by government and
nonprofits to immigrant
communities
D Orientation to health, education,
government systems
D All-Kids (regardless of immigration
status)
D Leadership development
D Encouraging civic engagement
D Assistance with citizenship
applications and test prep
D Voter education and registration
. language and cultural competence
D Key points of access staffed by
bilingual, bicultural staff
D Key documents translated in
primary languages of
newcomers
D Establishing policies and high
expectations in government
/nonprofit services for linguistic
and cultural competence
D Training for employees
D Access to or creation of trained
interpreter pool
3
. Asset Building 0 Enforcement of fair housing
0 Enabling home ownership laws
0 Entrepreneu rship/sma II 0 Enforcement of building
business development ordinances
0 Creating easy access to banking 0 Education of immigrants about
services (Consulate Matricula 10 housing laws
to open a bank account) . Help children reach their full potential
0 Micro loans Encourage dual-language pilot
0 programs
. Affordability 0 English acquisition in early
0 Low cost access to park district childhood education programs
and other city/village programs 0 Provide positive, affordable
0 Low cost entry into events, recreational services,
family rather than individual fee counseling, mentoring and
structures tutoring
. Community Building 0 Promote understanding and
0 School-based curriculum conflict resolution in schools
around relationship building 0 Bring parents into the school,
between immigrant and non- provide interpretation services
immigrant students. D Talk to the parent directly. Do
0 Festivals and cultural event not communicate through the
programming child
0 Libraries with multi-lingual . Work
collections 0 Promote safe workplaces
D Park district programming such 0 Individualized job training and
as soccer clubs and leagues that placement
actively recruit immigrant 0 Help higher skill immigrants
players and coaches transfer credentials and skills
. Fair Housing D Bridge programs
0 Increase availability of safe, D Vocational literacy programs
affordable rental housing
Proposed Staffing
. NRC Director/Program Coordinator/Social Worker (MSW)
o Manage and coordinate all center partners (CEDA, GWAYO, Clinic etc.) as well as
leverage and coordinate other resources e.g (District 214, Library, Park District etc.)
o Provide immigrant focused services
o Outreach, education, marketing of NRC
. NRC Community Police Officer
o Respond to individual and community concerns brought to the NRC
o Provide public education through materials and workshops
· NRC Case Manager to be added in Year 3
o Conduct intake and provide information and referral for all individual and family clients.
o Bilingual, bi-cultural.
o Immigrant focused services
4
. Receptionist
o Answer general calls for all center partners
o Organize inflow of walk-in clients
In addition to the coordinating functions played by the NRC staff, each partner agency should have its
own space and program staff on-site to fulfill its own program goals.
Space/Facility Needs
At the most basic level, the NRC must have adequate space to be able to receive clients in a welcoming
reception area that is large and informal enough to accommodate children. The Program Coordinator,
the Social Worker, and the Community Police Officer each need a private office in order to maintain
client confidentiality. Additionally, a primary objective of the NRC is that it offer access to a range of
coordinated services and resources, thus additional shared private office space as well as access to large
group meeting spaces is needed. Two scenarios for location of the NRC exist:
Scenario 1: NRC is a free-standing entity administered by the VoMP. Under this scenario, the village
would need to lease enough space (2000-2500 sq ft minimally) to accommodate 3 professionals with
private offices with a large reception area and perhaps, accommodate partners who need office space
for a few hours per week. It would also need at least one other large space that could be used for
workshops, classes, and other group gatherings. Other services and resources would be offered by
coordinating with and leveraging the space of other community agencies in their respective locations.
Scenario 2: NRC is one player in a constellation of agencies co-located in a single large space. Under
this scenario, the NRC would need 3-4 offices and a reception area with desk (approximately 895 square
feet reserved at Imperial Court location) and would access meeting and recreational space offered by
the larger center in partnership with other agencies. This space would be outfitted with a couple extra
desks and phones for off-site partners delivering services a few hours a week at the center.
Funding and Structure of Collaboration among Partners
As a collaborative initiative, the NRC would be funded through contributions of various partners, as well
as funding from grants and other donations. In order to secure outside funding, most similar centers
have been established as independent non-profit tax-exempt organizations. Even under Scenario 1,
where the VoMP takes the lead in administering a stand-alone center, the NRC could still be established
as an independent organization, which receives financial support from the Village, as well as other
donors.
The VoMP has already expressed a commitment to providing substantial funding that could, for
example, fund one or two core staff of the NRC. The Mount Prospect Police Department has also
indicated interest in funding a community police officer to be stationed at the NRC. Other co-located
partners, as well as others that provide services coordinated by the NRC should also contribute to
operating costs of the center.
In addition to the ongoing support from the NRC's core partners, grants from foundations, corporations,
and other government entities, as well as individual donations, will playa role in the long term financial
sustainability of the center. During the program's start-up, additional funding can likely be obtained for
two more years from the Chicago Community Trust's Immigrant Integration Initiative. Once the center
is established and has demonstrated an effective model for reaching underserved populations, it should
5
be able to access grant funding from a range of institutions that fund in areas such as expansion of
access to social services in underserved and low-income populations, civic engagement, immigrant and
refugee support in a wide range of arenas, and community organizing, among other areas.
The growing interest of private and public funders in supporting issues related to immigrants suggests
that funding for the activities of an NRC will be available. The extent to which Mount Prospect meets its
goals and establishes a center that can serve as a national model, will influence the extent of funding it
can access at a national as well as local level.
One indication of donor interest is the strength of the Grantmakers Concerned with Immigrants and
Refugees (GCIR), which is a collaborative of funders including the Ford Foundation, Chicago Bar
Foundation, Annie E. Casey Foundation, Rosenberg Foundation, Discount Foundation, and the
Zellerbach Family Foundation, among others.
Here in Chicago, the McCormick Tribune Foundation has a funding priority on Citizenship, through which
the Foundation funds organizations that support immigrants in the process toward citizenship, as well as
programs that promote civic dialogue, public education, and civic engagement, particularly of youth,
immigrants, and seniors. The Polk Bros. Foundation supports a range of community organizations and
also supports the Funders' Collaborative for Strong Latino Communities, an initiative of Hispanics in
Philanthropy.
The Zellerbach Family Foundation has a grantmaking area focused on immigrants and refugees, which
support projects that build the skills and knowledge of community members, advance equitable public
policies, and promote greater communication and coordination among organizations so the needs of
community members can be met more effectively. It also has a focus on human services systems, which
seeks to improve collaboration for services.
Another national foundation with a focus on funding of immigrants is the Annie E. Casey Foundation,
which has designated Immigrant and Refugee Families as a special interest funding area, with three
goals, which NRC services can help to achieve for Mt. Prospect immigrant families: (1) increasing the
share of children and adults with limited English proficiency who succeed in learning English; (2)
increasing the number of families with limited English proficiency who are connected to public benefits,
work supports and quality schools options; and (3) increasing the number of families with limited English
proficiency who use lower cost financial services and are able to build credit pathways using remittance
sending histories.
Several foundations in the Chicago area support community organizing and could also be sources of
support for the NRC, including the Weiboldt Foundation and the Woods Fund.
Conclusions
A wonderful momentum and collaborative spirit has emerged among an array of community agencies in
Mount Prospect. This has been catalyzed by the identification of an unusual physical space in an optimal
location that holds promise for housing a neighborhood resource center. The caveat is that physical
space does not in and of itself create a model program that serves the needs of a community and offers
residents better quality of life. The challenge now is to come together to forge a common, consensus
vision for this center. We hope that this program design will help crystallize a unifying vision for what
could be a nationally recognized community center.
6
Mount Prospect Neighborhood Resource Center
Cash Flow Projections for Budget and Operating Costs
I Scenario 1: Co-Locate at Imperial Court
Last Updated: 4/30/08
Year 1 Year 2 Year 3 Year 4 Year 5
Beginning Cash (A) 4,805 21,750 933 11,383
Cash Revenues (B):
Goverment Grants - State, Federal, Local, HUD, DHS, CDBG 169,250 255,270 254,041 264,202 274,771
CDBG Grant from VoMP 25,000 11,000
VoMP contribution to cover Coordinator/Social Worker and
beginning in Yr 2 a second social worker/case manager. (Note: A
receptionist salary bgn in Yr 1 needs to be covered by other 94,250 192,270 199,961 207,959 216,278
VoMP Police Dept contribution of Community Police Officer 50,000 52,000 54,080 56,243 58,493
Government Contracts - lump sum, voucher, pro-rata - - - - -
Service Fees - private pay, third party, Social Security 28,800 37,440 38,938 48,594 50,538
(a) Operational support from partners that offer occasional
services (see assumptions, starts with 8 partners paying $300/mo
on avg and increases to 12 paying $351) 28,800 37,440 38,938 48,594 50,538
(b) Operational support from others in Imperial Court
($1/square foot on their rent. Estimated total sq footage of 11,000
c>nHl
Private Contributions - CCT, UW, foundations, individuals, ev 50,000 60,000 35,000 60,000 60,000
CCT Immigrant Integration Grant 50,000 50,000
New foundation grant 1 10,000 15,000 15,000 15,000
New foundation grant 2 20,000 20,000 20,000
New foundation grant 3 25,000 25,000
Interest Income - investments, endowments - - - - -
Total (B) 248,050 352,710 327,978 372,797 385,308
Cash Expenses (C):
Salaries and Benefits (see assumptions sheet for details) 195,000 297,050 308,932 321,289 334,141
Professional Fees - legal, audit, payroll, consultants 2,500 2,600 2,704 2,812 2,925
Program supplies, food, client transportation 6,000 6,240 6,490 6,749 7,019
Program development, marketing, and outreach (brochure, 10,000 10,000 10,000 10,000 10,000
Administrative - overhead, advertising, liability, 0&0 insurance 3,000 3,120 3,245 3,375 3,510
Occupancy
Rent (895 square feet at $11/sq ft for base rent plus taxes, etc) 9,845 10,239 10,648 11,074 11,517
Utilities 900 936 973 1,012 1,053
Repairs and Maintenance (including build-out costs) 6,000 500 520 541 562
Equipment - purchase, repair, maintenance, rental 8,000 3,000 3,120 3,245 3,375
Other - travel, transportation, membership dues 2,000 2,080 2,163 2,250 2,340
Total (C) 243,245 335,765 348,795 362,347 376,441
Ending Cash (E)=(A)+(D) 4,805 21,750 933 11 ,383 20,250
NOTES:
Estimated yearly increase in costs of 4%
Items highlighted in yellow vary in cost under each scenario.
4%
4%
4%
4%
Mount Prospect Neighborhood Resource Center
Cash Flow Projections for Budget and Operating Costs
I Scenario 2: Renting Inde~endent S~ace
Last Updated: 4/30108
]
Year 1 Year 2 Year 3 Year 4 Year 5
8eainnina Cash (A) 3,594 29,722 3,296 7,324
Cash Revenues (8):
Goverment Grants. State, Federal, Local, HUO, OHS, COBG 194,250 294,270 279,041 289,202 299,771
COBG Grant from VoMP 50,000 50,000 25,000 25,000 25,000
VoMP contribution to cover Coordinator/Social Worker and
beginning in Yr 2 a second social worker/case manager. (Note: A
receptionist salary bgn in Yr 1 needs to be covered by other 94,250 192,270 199,961 207,959 216,278
VoMP Police Oept contribution of Community Police Officer 50,000 52,000 54,080 56,243 58,493
Government Contracts. lump sum, voucher, pro-rata . . - . .
Service Fees. private pay, third party, Social Security 36,800 37,440 38,938 48,594 50,538
(a) Operational support from partners that offer occasional
services (see assumptions, starts with 8 partners paying $300/mo
on avg and increases to 12 paying $351) 28,800 37,440 38,938 48,594 50,538
(b) Start-up contribution from partners of $1000 from 8 partners 8,000
Private Contributions. CCT, UW, foundations, individuals, ev 50,000 60,000 35,000 60,000 60,000
CCT Immigrant Integration Grant 50,000 50,000
New foundation grant 1 10,000 15,000 15,000 15,000
New foundation grant 2 20,000 20,000 20,000
New foundation grant 3 25,000 25,000
Interest Income. investments, endowments . . . . .
Total (B) 281,050 391,710 352,978 397,797 410,308
Cash Expenses (C):
Salaries and Benefits (see assumptions sheet for details) 195,000 297,050 308,932 321,289 334,141
Professional Fees. legal, audit, payroll, consultants 2,500 2,600 2,704 2,812 2,925
Program supplies, food, client transportation 6,000 6,240 6,490 6,749 7,019
Program development, marketing, and outreach (brochure, 10,000 10,000 10,000 10,000 10,000
Administrative - overhead, advertising, liability, 0&0 insurance 3,000 3,120 3,245 3,375 3,510
Occupancy
Rent (2400 square feet at $3,338/month in yr 1 with taxes, etc) 40,056 40,056 41,258 42,495 43,770
Utilities 900 936 973 1,012 1,053
Repairs and Maintenance (including build-out costs in yr 1) 10,000 500 520 541 562
Equipment - purchase, repair, maintenance, rental 8,000 3,000 3,120 3,245 3,375
Other - travel, transportation, membership dues 2,000 2,080 2,163 2,250 2,340
Total (C) 277 ,456 365,582 379,405 393,768 408,694
Ending Cash (E)=(A)+(D) 3,594 29,722 3,296 7,324 8,938
NOTES:
Estimated yearly increase in costs of 4%
Items highlighted in yellow vary in cost under each scenario.
4%
4%
4%
4%
Illinois Facilities Fund COMPLETING A CASH FLOW STATEMENT
ASSUMPTIONS
Cash Flow Upon Completion of Project
Assumptions
Annual inflation rate 4% 4% 4% 4%
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Cash Revenues:
Service Fees - private pay, third party, Social Security $ 28,800 $ 37,440 $ 38,938 $ 48,594 $ 50,538
Operational Support from Partners $ 28,800 $ 37,440 $ 38,938 $ 48,594 $ 50,538
Number of partner 8 10 10 12 12
Contribution per month $ 300 $ 312 $ 324 $ 337 $ 351
Cash Expenses:
Salaries and Benefits - payroll taxes/FICA with holdings,
unemployment, medical, retirement, fringe, insurance $ 195,000 $ 297,050 $ 308,932 $ 321,289 $ 334,141
Benefits Rate 45% 45% 45% 45% 45%
NRC Coordinator/Senior Social Worker salary $ 65,000 $ 67,600 $ 70,304 $ 73,116 $ 76,041
Receptionist/Secretary salary $ 35,000 $ 36,400 $ 37,856 $ 39,370 $ 40,945
Case manager, MSW $ 65,000 $ 67,600 $ 70,304 $ 73,116
Community Police Officer $ 50,000 $ 52,000 $ 54,080 $ 56,243 $ 58,493
Imperial Court Space (Scenario 1)
895 square feet (including reception space)
$11/sq foot .
build out of space: $6000 to contribute to fxing bathrooms
Quote from Philip Herman
Crystal Court Space (Scenario 2) Bruno Realty 708-453-8959
Suites 1709-1711
Base Rent $ 2,000 $ 2,000 $ 2,060 $ 2,122 $ 2,185
Real Estate Taxes $ 826 $ 826 $ 851 $ 876 $ 903
Common Area Maintenance $ 380 $ 380 $ 391 $ 403 $ 415
Admin $ 58 $ 58 $ 60 $ 62 $ 63
Reserve $ 26 $ 26 $ 27 $ 28 $ 28
Insurance $ 48 $ 48 $ 49 $ 51 $ 52
Tottal Monthly $ 3,338 $ 3,338 $ 3,438 $ 3,541 $ 3,648
Tenant responsible for gas, water, electric and garbage utilities
base rent increase each year starting yr 3: 3%
Page 6 of 6
Projecting New Operations and Monthly Cash Flow
Village of Mount Prospect:
Neighborhood Resource Center
Needs Assessment 2007
_ MILLENNIA
~ CONSULTING~
28 E. Jackson Boulevard Suite 1700 Chicago, Illinois 60604
Phone: (312) 922-9920 Fax: (312 )922-0955 \V\vw.consuHmilleIUlia.com
I Table of Contents
1. Introduction
II. Current Reality Assess1llent
II. Best Practices for Immigrant Integration
III. Comparative Review of Existing Centers
IV. Options for Consideration
2
SECTION I.
Introduction
.Context: Defining immigrant integration
.Methodology
.I<.ey study questions
So what is "immigrant
integration" anyway?
A definition developed by the Grantmakers
Concerned with Immigrants and Refugees, 2005.
I Immigrant integration is ...
A two-way, multigenerational process of
mutual adaptation and accommodation
that weaves together newcomers and the
receiving community to strengthen the
social, economic, cultural,
and civic fabric.
5
I
Immigrant Integration: A Working Framework to Strengthen Community
DEFINITION: Immigrant integration is a two-way, multigenerational process of mutual adaptation and accommodation that
weaves together newcomers and the receiving community to strengthen the social, economic, cultural, and civic fabric.
STAKEHOLDERS: Integration engages all members of the newcomer and receiving communities, as well as those who bridge the two communities, including: individuals and families; civic religious, business,
and political leaders; elected officials and government agencies; and community institutions such as schools, hospitals, businesses, foundations, unions, religious institutions, and non-profit organizations.
Motivating Conditions: W~y Now? ..>
DEMOGRAPHIC
· Increasing global Interdependnce, due to worldwide economic
restructuring and high levels of migration
· Workforce shortages, depopulation, and slow economk growth in many
developed nations due to growth of aging population and declining birth rates
· Dtspe~1 of diverse newcomers into new urban, suburban, and rural
communities across U.s. and other developed countries
ECONOMIC
· Pivotal role newcomers play and can play In helping the economy
address labor market shortages, increase productivity, and expand U.S.
global competitiveness
· Opportunity for newcomers to revitalize declining and depopulating
urban and rural communities In U.S. as families, workers, consumers,
taxpayers, and entrepreneurs
SOCIAL & CIVIC
· The potential to address pressing social Issues (e.g., poverty, health,
education) affecting disenfranchised groups by stJengthening the services,
systems, and infrastructure to meet the needs of all community members
· The opportunity to advance our democracy by engaging all members of society
· The prospect of promoting radal and ethnic equity, diversity, and cohesion
· The opportunity to enrich the sodal and cultural life of the community
· The opportunity for philanthropy and other key stakeholders to take
a leadership role to shape how this major cycle of immigration will
transform U.S.
· The need to come together for a safer community in the wake of 9/11
and ongoing national security concerns
Strategies for Integration: A Tw,g-~y Street>
STRATEGIES
There are five broad strategies for building stJonger communities through immigrant integration"
~ Equal Treatment & Opportunity ~
Citizenship & Clvk Partldpatlon Cultural & Sodallnteractlon
~ ~
Economic Moblltty Language & Education
~ ....
*These ~tratE"9ie!. art not sequential. but provide different entry points and p.lthways. to integration.
A TWO-WAY STREET
Newcomer and receiving communities bear mutual responsibility for integration
IMMIGRANTS & REFUGEES---RECEIVING COMMUNITY
CultJJral & Social Intliractfon
Retain best of native culture while --- Honor diverse cultures, accept
adopting key U.S norms and values immigrants as equal members
Language & Education
Learn English while maintaining ---Offer quality English classes;
native language ensure language access
Attend school & support school system --- Provide edJcational opportunities and supports
Equal Trratnumt & Opportunity
Be responsible --- Enact and enforce laws that promote equatity,
community members pre.'E!l1t discrimination, and promote integration
Economic Mobility
Be self-sufficient, support family, --- Provide work and family supports (e.g., job
give back to community training, health care, child care, social
programs, etc.)
Contribute to economy by working, paying --- Offer living wage jobs and support
taxes, and starting new businesses entrepreneurship
Citizenship & Civic Participation
Commit to new homeland, learn about --- Improve pathways to legal status, promote
civic process, and engage in the life of citizenship, and provide opportunities to
the broader community participate in democracy
~ 2005 GrantrMkers C0nc8nsj with Innugranls MId Reitgees. As i WClk.flilC9ress.lh~ ramewll'k may (11~ be uhlizP.d and diSlrittrted w~h E!K~ess ..11M ~mlSS01 i(lll ~d 1lr(:llJ atIl00lm 10 Geft.
Benefits/Outcomes ~
Through immigrant and
refugee integration, the
current cycle of immigration
wiU strengthen the economic,
social, and civic life of
communities across the
United States, resulting in:
. Increased productivity. global
competitiveness, and a robust
economy through an expanded base
of workers, consumers, taxpayers,
and entrepreneurs
. Revitalization of depopulating
and dedlnlng communities through
the socia~ economic, and civic
contributions of immigrant families
· Stronger communities with a solid
Infrastructure of services to meet
wide-ranging needs; racial, ethnic, and
economic diversity; and a richer social
and cultural life
· A more vibrant democracy in which
all members of society have the
opportunity to engage and contribute
to the common good
· A safer, more cohesive America where
native-born residents and newcomers
live in dignity and equality
6
I Background to the Feasibility Study
Purpose of the Study
The Village of Mount Prospect received a grant from the Chicago Community Trust
under its Immigrant Integration Initiative to conduct a Neighborhood Resource Center
(NRC) feasibility study. The NRC, if deemed feasible, would seek to serve low-income,
culturally and linguistically diverse, and under-served areas of the Village, providing
information and referral and perhaps a range of municipal and social services through a
community based center.
In the past ten years, a number of Illinois communities have created community based
centers in response to the needs of under-served populations. Some were initiated
through local police departments, others under the auspices of health providers or local
governments. Reportedly, these centers have been quite successful in serving needs and
in strengthening relationships between newcomers and existing residents. The existence
of these centers and the growing unmet needs in Mount Prospect, spurred the Village
to analyze the feasibility of developing a Neighborhood Resource Center to meet its
particular needs.
Millennia Consulting
The Village engaged Millennia Consulting to conduct the study. Millennia is an
independent firm that brings broad expertise in the areas of community and strategic
planning, programming planning, research, policy analysis, evaluation, and training.
7
I Approach to the Feasibility Study
Needs Assessment and Best Practices Research
o :Millennia engaged a wide range of stakeholders in interviews and conversations about the Village of
:Mount Prospect, its strengths, weaknesses, needs, gaps in services, desired services.
o Primary and secondary research was conducted on existing Neighborhood Resource Centers and
national best practices on immigrant integration.
Program Vision and Scope
o Millennia will present the results of the needs assessment and best practices research to the Advisory
Council and facilitate discussion on the implications of the findings.
o Advisory Council will define a preliminary vision and desired core outcomes for the NRC.
o .Millennia will then conduct an initial program design that takes into account the vision, expected
demand for services, usage level, potential partners, and space options.
Operational Plan
o Once the program vision and design is complete and approved by the Advisory Council, and space
options have been identified, Millennia will develop an associated budget and space plan.
o The budget will include start-up and operating costs including salaries, staffing levels, service delivery
and other operating expenses for the NRC.
Funding and Sustainability Plan
o :Millennia will estimate start up as well as recurrent annual costs, and identify potential funders.
8
I IZey Questions/Criteria for Feasibility
1. Is there an unmet need?
2. Is a center appropriate to meet those needs?
3. Is there community interest/ demand for a center?
4. Are there sufficient partners/ service providers
interested in collaborating in a center?
5. Is it financially viable and sustainable over time?
9
I Needs Assessment Methodology
. Four focus groups, with total of 18 participants
o Parents and community residents (2 groups)
o Service provides (recipients of Village CDBG grants)
o Local business leaders
. 40 stakeholder interviews
o Village agencies and officials (library, police, park district, human services etc.)
o Community organizations (health providers, schools, service providers)
o Immigrant leaders and community members
. Comparison of neighborhood resource centers
o 3 suburban Illinois centers
o State level- Illinois Welcoming Center
o National - Welcoming Center for New Pennsylvanians
. Best practices review regarding immigrant integration strategies
successfully utilized by local governments
10
SECTION II.
Assessment of Current Reality
-Demographics and Spatial Distribution
-Stakeholder Perspectives on Needs
-Existing Services
Spatial Distribution of Low-
Income, Immigrant, Minority
Populations in Mount Prospect
I Foreign-born by Country of Origin
Population 0/0 of Total
F oreign- Born
Total Population of Mt. Prospect 56,265
Population of Foreign Born 15,159 1000/0
Mexico 3,875 25.560/0
India 2,548 16.810/0
Poland 1.956 12.900/0
K.orea 1 ,1 00 7.260/0
Former Yugoslavia 451 2.980/0
Ukraine 309 2.040/0
Sub-Saharan Africa 169 1.110/0
Ron1ania 152 1.050/0
Iraq 152 1.000/0
Bosrua- Herzegovina 118 0.780/0
The following maps and demographics were taken from the Village of Mount
Prospect Comprehensive Plan. August 2007.
13
I Dynamics of Immigrant Population
Immigrant population growing
o Of the 15,159 foreign-born, 650/0 entered Mt. Prospect since 1985
o 330/0 of foreign born in Mt. Prospect arrived between 1995-2000
Many English Language Learners
o 420/0 of total population of Mt. Prospect is bilingual
o 100/0 of residents do not speak English well or at all
Immigrant population diverse
o Mexicans: 260/0 of Mt. Prospect foreign-born population
o Indians: 1 70/0
o Polish: 130/0
Rental stock draws newcomers
o There are 6,235 residents who are renters
14
I Demographics: Low/Moderate Income
Low-Income 2
residents are
concentrated in south
and a pocket of the
northwest (6oxwood)
D Census'J'ract
_ Low and Moderate Income Area
Village of Mount Prospect Low and Moderate Income Areas
15
I Demographics: Hispanics
Hispanics residents
comprise 200/0 or more
of the population in
south Mt. Prospect
2
Over 400/0 the residents
in Boxwood in north,
and a section in
southwest are Hispanic
Hispanic Population Distribution
D 10% and Under
E:::;] 10.01 % to 20%
_20.01 % to 30%
_ 30.01 % to 40%
_ 40.01 % and AI><m,
Village of Mount Prospect Minority Population Distribution
16
I Demographics: African American
African American
residents also
concentrated in
Boxwood and in the
south, but also spread
throughout, including
some middle income
neighborhoods
2
Black Population Distribution
m 1% and Under
U1.01%to2%
_ 2.01% to 3%
_ 3.01% to 4%
_ 4.01% and Above
Village of Mount Prospect Minority Population Distribution
17
I Demographics: Asians
Asian residents are more
dispersed, with some pockets
in south, but also a presence
in many middle/higher
income neighborhoods
2
Senior population living with
young professionals may be
isolated and need services
Asian Population Distrihution
1'<&'1\1 5% and Under
I~. :};15.01% to 10%
1_110.01% to 15%
_ 15.01 % to 20%
_ 20.01 % and Above
Village of Mount Prospect Minority Population Distribution
18
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I Summary of Relevant Demographics
. Immigrant, minority, and low-income residents concentrated in the
far south of Mt. Prospect and in the Boxwood neighborhood in the
north
. Transportation system results in Village being divided between north
and south
. Access to services in center of Village difficult for residents from
both north and south
. Residents in Mt. Prospect primarily hard-working, are attracted to
the Village for proximity to jobs and transportation hubs.
(Unemployment of 4.7 % is lower than national average)
. Immigrant population comprised of more families than singles, and
residents tend to stay rather than be transient
21
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IInflux of Newcomers an Ongoing Reality
Mt. Prospect is an attractive destination, drawing both upper
income professionals and lower income workers.
../ Quality schools, large homes, safe suburban community
../ Easily accessible to Chicago via Metra
../ 4 Day Laborer offices in or around south Mt Prospect.
../ Transportation/ access to jobs in surrounding areas
../ Availability of rental apartments
../ Existing immigrant community, family members
../ Local ethnic businesses and restaurants
23
I Issues/Needs of Immigrants
. Housing
. Health
. Social networks
. Immigration/
naturalization
. Daycare for children and
selliors
. Information
. Job security/safety
. Language
. Transportation
. Substance abuse services
. Civic engagement
. Leadership development
. Family issues
. Safety
24
I Needs of Newcomers: Information
. Currently newcomers have no consistent way of getting any of the
basic information they need to settle in and get by
. Want to know where to turn for basic needs (doctors, dentists, how to
register for schools, etc.), and who to contact for range of personal
needs like family counseling, legal problems, driving accident, etc.
. There's no current mechanism for newcomers to get oriented to the
Villages local laws, customs, and expectations for public behavior,
driving, etc.
. Word of mouth is the current source of information, but local
knowledge limited in terms of breadth of options
. Many newcomers are renters but have little information on tenant
rights and expectations
. No legal resources for immigration issues exist in the Village, yet
residents need information related to their immigration status, how to
handle deportation of relatives, etc.
25
I Needs: Jobs & Language Skills
. Limited English skills limit job opportunities
o For low-skilled workers, pay and advancement limited
o For more educated workers, limited English means they
need to take low skilled jobs
. Poor literacy in native languages make it difficult to
learn English
. Workers have very little information about worker
rights or how to address improper actions of employers
(E.g. Residents reported that some employers will send workers to local clinics to
avoid worker compensation.)
26
I Needs of Newcomers: Health Care
. Access to medical services for adults (kids covered by I<idCare)
. Chronic disease management (Diabetes is prevalent among
population and requires ongoing treatment and public education)
. Catastrophic care needed for uninsured or underinsured (currently,
for example, local clinic could do mammogram or pap smear but
any irregularity needs to be treated in Cook County Hospital
. Women's health needs (outreach and public education needed as
well as access to services)
. Mental health and therapy for families and individuals
. Cultural competency required across services for the variety of
cultures represented in the Village
. Information about health care options is limited within the
community
27
I Needs of Newcomers: Family Issues
. Generational gaps between immigrant parents and US born children
. Substance abuse is a growing problem
. More preventative programs for youth are needed
. Domestic violence is a problem
. Gangs exist in apartment complexes
. Limited recreational opportunities for families
. Elderly population can be isolated and need support services
. Daycare for children and elderly in short supply and high demand
28
I Needs of Newcomers: Transportation
. Travel within the Village is limited by bus system not
connecting all parts of the Village)
. Access to services in surrounding Townships is also
inhibited by limited public transportation options
connecting Townships
. High cost of vehicle insurance and lack of drivers licenses
for undocumented immigrants leads to large numbers of
drivers with no insurance
. Some residents afraid to drive for fear of being pulled over
by police
29
I Needs: Community Engagement
. There is no community center or gathering place where the
community congregates, socializes
. Park district is not perceived as accessible by immigrants
. There are very few opportunities for celebrating local
cultural traditions
. Immigrant community is not very organized, few prominent
leaders or activists
. Civic engagement and leadership is very limited, partly due
to lack of information on how to engage, as well as busy
work schedules and fear/uncertainty about having a voice
30
I How are Needs Currently Met?
. Information source for newcomers is almost
exclusively word of mouth (focus groups revealed
residents very uninformed of existing services)
. There are a range of existing services, but they are
dispersed and each meets only portion of the full
set of needs and level of demand
31
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I Health
. Alexian Brothers Health Center (Only clinic in Mt. Prospect. Gets
about 3000 visits / yr)
. Genesis (in DesPlaines)
. NW Community Hospital in Arlington Heights
. Access Community Health Network FQHC across from NW
Community Hospital
. Access Community Health Network FQHC in DesPlaines
. Palatine Center/Vista FQHC in Palatine
. Elk Grove Township l<enneth Young Center (for mental health)
. Access to Care
. Alivio Medical Center
. Cook County Hospital emergency room
33
I
I Services for Seniors
. Council of Jewish Elderly (serving Russian
population, not based in Mt. Prospect)
. Forever Young Day Services (serving Russian
population, based in Wheeling)
. Coalition of Limited English Speaking Elderly
. Hanul Family Services (IZorean, in Mt. Prospect)
34
I Youth
. Omni Youth Services (Wheeling Township which includes
Mt. Prospect)
o Omni has a neighborhood resource centers for youth. Dedicated to
families. Info and referral, case management, helping people to
understand systems. Safety issues. Food pantry, basic needs referral,
Spanish GED, computer training, homework centers/tutoring. Substance
abuse for adults. ESL for Spanish and Russian speakers.
. Greater Wheeling Youth Advocacy Outreach (GW A YO)
. Children's Advocacy Center (serves victims of abuse, not
based in Mt. Prospect but serves area)
. Higher Up Ministries (Boxwood)
35
English as Second Language and Other Adult
Education
. School Districts S9 and 214
. Harper Community College
. Oakton Community College
36
I Churches
. Lutheran Church of the Cross in Arlington Heights has
food pantry
. Christian Life Church in Mt. Prospect
. St. Raymond's
. St. Cecilia's (holiday events for families; couples group)
. Catholic Hispanic Ministries (serves 4 parishes, 3 of which
are in Mt. Prospect) - food and clothing drives monthly;
Women at the Well motivational speakers; trying a mens
group
. Maryville Shrine of Virgen de Guadelupe
. St. Paul Becket (polish)
37
I Family and General Services
. Metro Asian Family Services
. LifeSpan (domestic violence, in DesPlaines)
. Wings (domestic violence shelter in Rolling
Meadows)
. Salvation Army (in DesPlaines)
. Mexican Consulate in Chicago
. CEDA (located in Mt. Prospect, serves broader
area)
38
I City Services
. Social Workers (4 of which 1 bilingual w / Spanish)
. Free bread every Tuesday, Turkeys for
Thanksgiving and Easter
. Health Fairs
. Community nurse
39
I Parks and Recreation
. Park District has good facilities but not accessible
. Costs are prohibitive for many residents
. Transportation is a barrier
. Programs offered not necessarily tailored to
.. .
1mmIgrant commun1ty
. No outreach to immigrant community
. Residents expressed strong desire for recreational
space for children and youth of all ages
40
SECTION III.
Immigrant Integration Strategies:
Best Practices at the Local Level
I
Over the past ten years, more and more suburban communities
have experienced growth in their newcomer populations. The
influx of immigrants and refugees as well as other US-born
minority populations, some less affluent than the residents
before them, have changed the face of these communities. This
added diversity has many positive aspects, but can also test
communities as they try to meet new needs and help current
residents adapt to change. Some communities have taken the bull
by the horns striving to proactively bridge the two communities
by engaging all members of the newcomer and receiving
communities in dialogue and action that bring people together.
The following slides summarize some of the strategies that
state and local governments have employed to achieve
immigrant integration.
42
I Service Delivery Challenges
. Language
. Information and outreach
. Cultural barriers affecting use of services
. Financial barriers
. Documentation and program eligibility barriers
. Other barriers
43
I Benefits to the Greater Community
. Stable communities
. Growth in local economies
. Safe and secure communities
. Neighbor-to neighbor relations
44
I Summary of Best Practices
. Community Education
o Ensuring access to government
information
o Active outreach by government
and nonprofits to immigrant
commuruties
o Orientation to health,
education, government systems
o All- I<.ids (regardless of
immigration status)
o Leadership development
o Encouraging civic engagement
o Assistance with citizenship
applications and test prep
o Voter education and
. .
regIstration
. Language and cultural
competence
o IZey points of access staffed
by bilingual, bicultural staff
o IZey documents translated in
primary languages of
newcomers
o Establishing policies and high
. .
expectations In government
services for linguistic and
cultural competence
o Training for employees
o Access to or creation of
trained interpreter pool
45
Summary of Best Practices Continued. . .
. Asset Building
o Enabling home ownership
o Entrepreneurship/small
business development
o Creating easy access to
banking services (Consulate
Matricula ID to open a bank
account)
o Micro loans
. Mfordability
o Low cost access to park
district and other city/village
programs
o Low cost entry into events,
family rather than individual
fee structures
46
Summary of Best Practices Continued. . .
. Community Building
o School-based curriculum
around relationship building
between immigrant and non-
immigrant students.
o Festivals and cultural event
programming
o Libraries with multi-lingual
collections
o Park district programming such
as soccer clubs and leagues that
actively recruit immigrant
players and coaches
. Fair Housing
o Increase availability of safe,
affordable rental housing
o Enforcement of fair housing
laws
o Enforcement of building
ordinances
o Education of immigrants
about housing laws
47
Summary of Best Practices Continued...
. Police-Community Relations
o Language and cultural competence
tralrung
o Educate community about role of
police, behavior in police-related
situations and careers in law
enforcement
o Ongoing community forums and
dialogues
o Police front desk and complaint
procedures that are accessible to
immigrant communities (language,
translated documents, video)
o Protect health and safety in general
o Create an environment where
families feel safe reporting crime
. Integrate adult newcomers
quickly
o Easy, affordable access to ESL
classes
o Encourage citizenship and civic
engagement
o Assist highly educated and high-
skilled immigrants to transfer
their foreign credentials
o Partner with local businesses to
provide practical career ladder
English
o Provide orientations to
government systems e.g.
schools
48
Summary of Best Practices Continued...
. Help children reach their full
potential Encourage dual-
language pilot programs
o English acquisition in early
childhood education programs
o Provide positive, affordable
recreational services, counseling,
mentoring and tutoring
o Promote understanding and
conflict resolution in schools
o Bring parents into the school,
provide interpretation services
o Talk to the parent directly. Do not
communicate through the child
. Work
o Promote safe workplaces
o Individualized job training and
placement
o Help higher skill immigrants
transfer credentials and skills
o Bridge programs
o V ocationalliteracy programs.
49
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Governance/Legal structure - ---
Program of a Police Dept X X
Program of other government X
agencv
Nonprofit charitable 501@3 X X
Type of Space
Primarily office space X X
Community Center w/ some X X X
office
More than one site X X X
Own Building X X
Size of Space
2500-5000 sq. ft. X X X
5001-10,000 sq. ft. X
10,001-20,000 sq. ft. X
Annual Budget
$1-200,000
$201-500,000 1
$501-700,000 X
701-$1 mil. X X X
$lmil+
Staffinll FTE equivalents
1-2 FTE X
3-5 FTE X X X
5-11 FTE X
Partners/collaborators
Public Entities e.g. Park X X X
district, library, police, other
government
Businesses X X
Educational X X X X X
Social services X X X X X
Health X X
Police X
Workforce/Eco Dev. X X
I
Service Mix
Information and referral I X X I X I X I X
on wide range of issues
and concerns including
some below
Early I X
Childhood/ Afterschool/C
amp
Health clinic/education I X I I X
Domestic X I I X
Violence/social services
Adult education- I X X I X
GED/ESL
Ubrary satellite I X I X
Citizenship
Senior services X X
Municipal/state access X
to services, permits, etc.
Employment services I I I X
Legal/immigration X
related services
Orientations to I X X
American Way of life,
systems
Police I I I X
contact/education
52
I NRC Scale Options
A. Simple, small B. Information and C. Full service
information and referral Referral with limited commuruty center
. .
communlty programmlng
-Office space including a -Office space, reception, -Office space, reception,
reception area with several intake rooms, a larger intake rooms, meeting
offices/intake rooms meeting room/ classroom rooms, classrooms, gym,
-Executive director FT, -Executive Director FT, community center feel.
info / referral person FT receptionist FT, -Executive Director FT, 2
- Partners providing info / referral person FT receptionist FT, 2 info/
programs -Partners providing referral persons FT, 1
-$150,000-$200,000* programs program coordinator, 1
-$250,000-$500,000* outreach and marketing
*Estimated tigures. person
- Partners providing
programs
-$500,000-$1 million*
53
I Demand for Services
. The 4 neighborhood resource centers located in suburban Chicago
have experienced extremely high demand for their services.
o Palatine Opportunity Center: 270,000 active client contacts per year.
Their on-site library circulation is 78,000 annually. Harper College has
90,000 student contacts. On a daily basis: 300 adult students, 70 health
clinic patients, 40 children in pre-school, 40 youth in afterschool programs
o Rolling Meadows Police Neighborhood Resource Center: 2000-3000
clients of all ages annually
o Addison Henry J. Hyde Neighborhood Resource Center: 80-95
students attending afterschool programs
o Illinois Welcoming Center: 500 clients in first 6 months of operation
. Population dynamics similar in Mt. Prospect
54
I JZey Characteristics of Resource Centers
. Multiple Partners
. Independent non-profit organizations (501c3)
. Information and referral are core services
. Connection to municipal government agencies
. Streamlined municipal services/ cut through red tape
. Orientation to and navigation of US systems
o "Gateway to the life of the community and a pathway to
continued education, better jobs and access to resources"
(palatine Opportunity Center)
. Enhance police/ community relations
o Police focus on overall health and safety
. Space has to be accessible and safe, and in close proximity to
population, preferably walk-able and with adequate parking
55
I Partnerships are Critical to Success
Types of Partnerships
Considerations for
Partnerships
. Social service agencies
. Community colleges
. Health providers
. Businesses
. Foundations/Donors
. Local funders (eg:
United Way, Rotary Club)
. Government agencies
. Police departments
. Libraries
. Park district
. Schools
. City services
~ Contributions to operating budget
~ Provision of services
~Coalition-building is key
~Clearly define expectations from start
56
I First Adopters Critical
~Make large investment to support launch
~ Provide credibility
~Attract additional partners
In three of the five centers examined, there was substantial start-up support
from a key entity or individual. The Palatine Opportunity Center had the
benefit of strong and early support from the Northwest Community
Hospital which purchased at 20,000 square foot building and has continued
to provide subsidized space to collaborators as well as support for a health
clinic and back office administrative services and supplies. The Illinois
Welcoming Center was a project of the State of Illinois and was therefore
budgeted into the operations of an existing state agency. The Henry J . Hyde
Center in Addison was assisted by the political influence of the powerful
congressman, Henry Hyde, who secured $600,000 in federal funds for the
$1.2 million facility built in 2006 to house several community programs.
57
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I Considerations on Feasibility
1. Is there an unmet need?
o Yes, there is a large portion of population currently underserved
2. Is a center appropriate to meet those needs?
o Yes it could be, based on experience in other communities
3. Is there community interest/ demand for a center?
o Yes, all stakeholders indicated strong potential demand
4. Are there sufficient partners/ service providers interested in
collaborating in a center?
o Probably yes, but needs further dialogue and commitments
5. Is it financially viable and sustainable over time?
o Unknown. This is critical but yet to be determined
59
11. Summary of Un met Need
. City services and activities historically not very accessible or available
to residents in south Mt. Prospect
. No community center/place to congregate exists currently (Churches
provide this only in limited way today; draw from many communities)
. Limited recreation options exist for low income residents
. Newcomer population growing and has special needs to integrate
effectively within the community
. Large portion of the population is undocumented and need access to
services
. Uninsured need access to health care, especially for specialty care, for
which currently need to go into city
. Existing services exist in surrounding areas but access is limited by
. .
transportatlon optlons
. Service providers within Mt. Prospect indicate unmet demand for their
services and a need to provide coordinated services in accessible way
60
12. Ways A Center Can Meet Needs
Research on experience and best practices in other communities
indicates that a Neighborhood Resource Center could contribute in
substantial ways to meeting the needs identified of immigrant,
minority, and low-income residents in Mount Prospect. A Center
could provide one or more of the following:
. Information and Resource Referral
. Safe place people can go with questions
. Social gathering places to unite community
. Place to celebrate traditions
. Provision of services
61
13. Demand for a Center
. Mt. Prospect has similar population size and demographics as other
municipalities whose Centers have seen very high demand
. Residents and organizations that serve them indicated high level of need and
interest in accessing services in close proximity to their community
Information Resources
Youth Services
. Schools (how to enroll, who to contact, etc.)
. Wbere to go with immigration or deportation guestions
. City services
. Orientation for undocumented
.
Recreational activities
.
\'Vorkshops on Gang prevention,
Support for teen pregnancy, drug/alcohol abuse
.
Education and Workshops
Family Services
. English courses
. Literacy in Spanish
. i\fentoring, Homework assistance
. GED, Citizenship, Tax prep
. Courses like music, art, computers
. Domestic violence prevention & support
. Parenting workshops
. Counseling, marriage counseling
. After school daycare
. Celebrate traditions, family activities
Health Services
Employment and Legal Services
. Health fairs
. Low health care cost services
.
.J ob search assistance
lmmigrant legal assistance
.
62
14. Potential Partners/Funders
. Chicago Community Trust (Grant of $50,000 probable)
. Village (CDBG, other?)
. Library (already considering a north side site)
. Police (very interested, may have some funds)
. Northwest Suburban United Way
. Park District
. CEDA
. Alexian Brothers Medical Center
. NW Community Hospital
. School Districts #214 and #59
. John Jay Elementary School in particular
. Euclid Elementary in Boxwood
. Local immigrant businesses (have been supportive especially with in-kind
contributions to school programs)
. Local Rotary Club, l<iwanis Club (fund Alexian clinic)
. Local businesses non-immigrant owned
63
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I Strengths of Mt. Prospect
. Village Human Services Dept and social workers
. Village proactive in trying to meet needs of
newcomers
. Bilingual outreach worker
. Bilingual Community police officer
. Residents collaborative, want to help and reach out
to immigrants (according to an interviewee)
. Community Assets (from United Way report):
o Diversity 0 Comn1unlty-wide events 0 Access to Continuing Education 0 Parks, Schools,
Libraries 0 Metra System 0 Support of Local Businesses 0 Farmer's JVlarkets 0 Local
Downtown Redevelopment 0 Response of Existing Service Providers
65
I Considerations for a Center
Location
o South and Box'Wood have needs
o Near place people already congregate (La Rosita carneceria, liquor store,
school, Los Arcos, Panaderia Bravo)
Hours
o Consider first and second shift schedules so people available either
before 2pm or after 4pm
o E.g: Alexian open 11 am- 7 :30pm 4 days a week, then occasional early
morning Fri and Sat
o For parent programs, early evenings with child care and dinner (could be
potluck each participant bring something but need to feed themselves
and kids at times in classes)
Governance
o Advisory Board
o Resident outreach committee - informed group spread word of mouth
66
I Real Estate
. A preliminary Multiple Listing Service search has
turned up a number of office and warehouse
properties between 2500-15,000 sq. ft. at an average
of $8.50-$18 per sq. ft.
. Property in the south region appears to be scarcer
than properties in the central and north regions.
67
I Challenges to Resident Participation
. Fear in part from different cultural experiences, of
government, police,
. Immigrants not currently organized, need to grow
leadership
. Limited experience with civic engagement
. Demanding work and personal schedules
. Mainstream organizations, like business chamber, park
district, need to learn how to outreach to immigrants,
engage them in process (e.g. failed attempt at international
festival but local residents not active in planning)
68
I Challenges in Creating a Center
. Community resistance to city offering services to
undocumented (vocal minority)
. Mt. Prospect served by two townships and multiple
school districts that cross municipalities
69
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I Critical Strategic Questions
. In order to proceed with further analysis,
Millennia needs guidance from the Advisory
group with regard to following questions:
1. Given what we have presented, what is the
appropriate scale and scope for an NRC? (space type
and size, service mix, location)
2. Who will support this endeavor? (with hard cash
and/ or in-kind contributions)
71
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