THE FUTUREAND ACCOMPLISHMENTS

Areas of Most Important Accomplishment since Approval of
the Strategic Plan in Spring of 2007

Goal #1:

1. The Toddler Center was closed in 2007, eliminating an ongoing deficit at the Council. The Head Start Program was the recipient of an NCLR grant ($45,000) to conduct more parent development. There was also a growth of 36 more students in the program. There continue to be increasing resources for the summer program as shown in our receipt of foundation support. The AWEC renovation was completed in June of 2008 and Guadalupe North was completely moved to the new building, and will continue Head Services in the fall of 2008. This last was a major accomplishment. Other Foundation funds for a playground were secured through the Herzfeld Foundation ($50,000). The Head Start program continues to receive excellent reviews by the local SDC Office, the Federal Head Start, and a highly successful study by Marquette University.
2. A part-time Director of Housing and Social Services was hired in 2007 and continues to provide that role. To date, additional resources have not been secured to sustain that position, but the Council continues to partner with the Milwaukee County and United Way to explore keeping the post.
3. The Adult program is undergoing the transformation discussed in the strategic plan and will be move to the Hillview building in October. Partnerships are being explore with various non profits (e.g., HIRE Center, WRTP, UMOS, etc.) to further develop the program into an Adult Learning, ESL Institute and Workforce Development Center.
4. Directors have all submitted for review their program bilingual policies and the administration is reviewing them to inform an agency-wide bilingual policy to be taken to the board of directors for review.
5. The Housing program has been thru an extensive review of its implementation and new staff has been hired when others retired or were transfer to other functions. Refinancing of three of the buildings has been approved and is undergoing its last legal steps, and will be fully implemented during FY 2008-09. This process will improve elderly buildings by over $600,000 and the Council will earn $92,000 in fees.
6. Loyola Academy was the recipient of another NCLR professional development grant and staff is participating. As a function of the consolidation with AWEC, it went from 95 to 130 contracted seats and expanded their budget and staff. The Council was also allowed to take to Loyola the technology and furniture available at AWEC. Thus, the school has increased significantly its capacity to serve students.

Goal #2:

1. There are new initiatives being considered for development in new Council facilities. The Spanish School will be implemented in the fall of 2008; workshops, seminars and conferences on cultural competency and Latino succession will also be implemented starting in fall of 2008. The Council is also exploring moving to new facilities several programs and the potential development of a new food program that will cater to its multiple sties.
2. A new collaboration with the Red Cross and the County will be part of a mix of new programs to be placed at the Hillview building, and which will bring in over $130,000 in rent.

Goal #3:

1. The Council has worked with the UW-M Entech Program, the Milwaukee Nonprofit Center, MPS, and River Run improving its technology capacity. Plans are being design by River Run to connect all the Council’s locations, and these will be discussed with staff and the board in the fall of 2008.
2. The Council is also exploring the possibility of adding a full time IT individual to its staff, who may begin as early as spring of 2009.

Goal #4:

1. The Council has significantly increased its involvement in local area social and economic planning. The President/CEO sits on various committees to increase visibility. He is, among others, a board member of the Alzheimer Association, and the Wisconsin Community Services. A very important committee is the Contract Management Team of the South side Planning Council, where all decisions are done regarding planning for the area.
2. The Council has also engaged in extensive partnering with other non profits and for profit groups in its service area. This will bring in additional revenue and will significantly improve the council’s giving campaign and the capital campaign. The Council’s Web page is a good example of its increase involvement and visibility.

Goal #5

1. During the past year the Council has added the following building assets:
a. The AWEC building (2669 N. Richard Street): The Council bought the Center and all its assets for $420,000. It is assessed at $525,000. Documentation to dissolve its incorporation status has been submitted to the state and we are waiting on their response to see if there are questions. Head Start has move into the building.
b. The Hillview Building (1615 S. 22nd Street): This building was donated to the Council in early December 2007. It is assessed at $2.2 Million. It is a very important acquisition and has increased significantly the Council’s assets. Plans are underway to move existing programs into the building, expand others, and add a new initiative with the Red Cross and the County.
c. The Acapulco Lounge and Restaurant (600-08 W. National Ave.). This building was acquired in late December 2007 for $350,000. It is assessed at $660,000. After the Council began renovations, the lounge collapsed on June 7, 2008, a night of very heavy rains and winds. There is discussion going on as to its future, and that is being address by the board and staff.
d. Because of these acquisitions, the Council increased its assets by 3,385,000 just in FY 2007-08, a very significant accomplishment. It will have to invest on these facilities to make them more usable and rentable. Some of it will have to be in the form of loans, because as a non profit, it does not have sufficient cash flow to cover repairs and developments. Council staff and the board are working together to make this happen.

Goal #6:

1. The Council has taken seriously is Personnel Policies and Procedures. It appointed a part-time Human Resources staff member and began to look at its health benefits and retirement, holding numerous meetings with affected parties on this front. It still has to resolve various issues regarding providers, and it plans to engage in this process in the fall of 2008.
2. The Personnel Committee of the Board has also engaged with staff in a substantial revising of all Personnel Policies and Procedures. These are being review by staff and the President/CEO for implementation where appropriate and for others for board consideration in the fall of 2008.

Goal #7:

1. The Council received $123,000 in foundation funds for the creation of an Office of Development and Grant Writing during FY year 2007-08. A Development Director was hired; one full time Development Assistant intern; .5 grant writer; and a .5 clerical person that also oversees the Web page.
2. The Office of Development is working with a board Development Committee on the implementation of a Development Plan. It is also working with a consultant on the Capital Campaign; and it has significantly revamped the marketing strategies of the Council. In addition the Web presence of the organization has been significantly enhanced: see www.councilforthespanishspeakingmilw.org.
3. The Council continues to aggressively pursue funds for several of its programs and new initiatives. In
2007-08, it attracted $242,487 in Foundation grants, government grants, and other giving. It currently has proposals pending or funded for approximately $266,920 (including the previous amount).
4. The Capital Campaign is almost ready to launch for a total of $5,000,000, and it will be adjusted depending on the boards disposition of the 600 W. National building.

Goal#8:

1. The Council’s Web page is now a marketing tool, and most important documents that need to be disseminated are on it, such as the Strategic Plan.
2. The Council has significantly increase its visibility in the community as evidenced by its President’s participation in many boards and events; its staff partnering with other non profits; its board’s active nature and partnering on matters affecting the Council, including a better relationship with funding sources; and its overall presence in the community.