Urban League Of Greater Southwestern Ohio

Vibrant Communities

aka Greater Cincinnati Urban League   |   Cincinnati, OH   |  http://www.ulgso.org

Mission

Our mission is to transform generations by promoting personal empowerment and economic self-sufficiency. We visualize vibrant communities with thriving individuals, families and businesses.
We carry out our mission in three areas:
1. Promoting a Diverse Community
2. Business Development & Entrepreneurship
3. Workforce Development

Notes from the nonprofit

Please visit our website at www.gcul.org. Under the newsroom tab are downloadable documents that describe each of our program.

Ruling year info

1953

President & CEO

Mr. Eddie L. Koen

Main address

3458 Reading Rd

Cincinnati, OH 45229 USA

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EIN

31-0565428

NTEE code info

Urban League (P22)

Civil Rights, Social Action, and Advocacy N.E.C. (R99)

Community, Neighborhood Development, Improvement (S20)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Solid Opportunities for Advancement and Retention

Established in 1998, SOAR (Solid Opportunities for Advancement and Retention) is our flagship workforce development program and has a history of securing employment for the unemployed and underemployed. Modeled after the STRIVE Program in New York City, SOAR’s founding principles address, head-on, the adverse factors that impact the chronically under-served and unemployed. The SOAR program is also designed to identify and address the criminogenic barriers common to ex offenders and other chronically unemployed people. The three week program meets Monday through Thursday, 9AM to 4PM to simulate an actual job. Program components include self-exploration, financial literacy, understanding employer expectations, resume writing skills and online applications. Through workshops and trainings, the program also encompasses labor market information, job search strategies, interviewing techniques and basic computer literacy as well as professional job placement and retention assistance.

Population(s) Served

ACE (Accelerated Call Center Education) is our customized customer service training program. It provides intensive training in computer skills, customer service and “multi-tasking” in a simulated call center environment. This four-week day or evening program is designed to qualify graduates for high end of entry-level employment in the call-center industry. Email Joseph Flack(mailto:[email protected])  for more information about ACE.

Population(s) Served

The goal of this program area is to increase student achievement through academic enrichment opportunities. It features the Urban League's innovative Cincy After School programs at Rothenberg, Rockdale and South Avondale's Community Learning Centers. In addition, the League offers Supplemental Education Services tutoring and other programs at local churches.

Population(s) Served

The Urban League's Small Business Development Center (SBDC) offers one-stop assistance to individuals and small businesses, providing a wide variety of information and guidance. The program is a cooperative effort of the private sector, the educational community and federal, state and local governments. Located at Union Institute and University, SBDC partners include the Ohio Department of Development, the Small Business Administration, and the Hispanic Chamber of Commerce.

Population(s) Served

Where we work

Affiliations & memberships

Association of Fundraising Professionals - Member 2014

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. Increase the number of people we train by 100% by 2016.
2. Increase the number of people we place in jobs by 100% by 2016.
3. Create 500 new jobs by 2016.
4. Engage 85% of the parents of the students we serve by 2016.
5. Influencetwomajorpoliciesby2016.
6. Build a 9 month operating capital reserve by 2016.
7. Diversify revenue streams equally by source by 2016.

• Strengthen the brand of the agency.
• Be recognized in the community as an industry expert and in turn, welcome more participants and resources.
• Strategically align the Urban League with partners in the community to expand programming and funding potential.
• Leverage resources to ensure staffing levels to accomplish goals.
• Establish and ensure standards to maintain programmatic integrity.
• Leverage new and existing datasets to understand our ‘gaps’ in service.
• Utilize technology to ensure staff efficiency in tracking and reporting as it relates to outcomes and funder requirements.
• Ensure that programs offered are relevant to the needs of the community as well as consistent with our strategic goals.
• Establish and grow relationships with area employers, entrepreneurs, and regional economic development initiatives for employment opportunities for our constituents.
• Participate in the public policy arena to ensure participants have a level playing field as they enter the job market.
• Serve at the local and state level to lobby policy decisions that result in new jobs in our community.
• Increase the capacity of small businesses to employ the hard to hire.
• Grow private fundraising and develop strategies to ensure programmatic stability and continuation outside of grant funding periods.
• Position the League as the resource companies looking to hire a diverse workforce.
• Manage and review statistical data that influences decisions, trends and opportunities for participants.
• Ensure that programmatic offerings align with the needs of industries with available jobs in the Cincinnati region.
• Continue to promote our agency to employers, entrepreneurs, and regional economic develop- ment initiatives, with special attention to promoting and developing the services of our Small Business Development Center.
• Utilize our Small Business Development Center
` to serve companies and help them create jobs.
• Look at job creation from every angle and consider influencing policies that may prohibit job growth for our area.
• Aid our employers by providing them infor- mation about programs that may supplement their business when they create new jobs.
• Convene cutting-edge partnerships that provide innovative opportunities to marry participants with opportunities for paid employment.
• Create social enterprises that are matched with growing labor markets and with our programmatic strengths that generate jobs for our constituents and revenue for the League.
• Be in step with social media and web-based applications that employers and business start-ups are using.
• Align our program offerings with jobs and industries that show growth potential, while staying true to our mission and the core of the programming we know we do.

Our internal resources are a strong staff in each of our program areas. Leaders of each programs have had successful careers outside of the Urban League and have brought their individual successes and achievements and applied them to the programs at the Urban League. In our strategic plan having enough financial resources for the future is important. Making sure our revenue is more diversified in terms of revenue sources (i.e. fundraising accounted for just 14% of total revenue in 2011, it now accounts for 20% in 2013)

We have a very strong Board of Trustees, with over 70% being the president, CEO or chief leader of their company. This leadership from the Board has helped provide strong accountability in the areas of finance, marketing, fundraising, program development and evaluation and administrative oversight.

We look for partners in all of our programs. weather is working with the Allied Construction Industry Association on our Construction Connections, State of Ohio with our Small Business Development Program, Cincinnati Public School for our After School League or the National Urban League on our Economic Empowerment Center, we know that we do not have to be experts at all aspects of our programs when we are able to forge partnerships with other organizations who can bring their skills and expertise to the Urban League and make our efforts even more successful.

Increase the Number of People We Train by 100% in Five Years -- Baseline: 2157 End Year 1: 4,399
Increase the Number of People We Place in Jobs by 100% in Five Years --Baseline: 340 End Year 1: 788
Create 500 New Jobs in Five Years -- Baseline: 62 End Year 1: 59
Engage 85% of the Parents of the Students We Serve in 5 Years -- Baseline: 20% End Year 1: 80%
Influence one major regional policy within 5 years -- Baseline: 0 End Year 1: 0
Fund 9-Month Operating Capital Reserve Within 5 Years -- Baseline: 5 Months End Year 1: 5.1 Months
Diversify Revenue Streams to 25% per source within 5 years
Baseline: Government 54%, Earned Income 9%, Private Grants 22%, Contributions 15%
End Year 1: Government 50%, Earned Income 20%, Private Grants 13%, Contributions 17%
Agency Interactions Double the Number of Contacts -- Baseline: 767 End Year 1: 823

Financials

Urban League Of Greater Southwestern Ohio
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Urban League Of Greater Southwestern Ohio

Board of directors
as of 11/18/2019
SOURCE: Self-reported by organization
Board co-chair

Ms. Alandes Powell

Fifth Third Bank

Term: 2014 -


Board co-chair

Mr. Phillip Holloman

Cintas

Term: 2014 -

Michael Connelley

Immediate Past Chair

Janice Walker

Duke Energy

Herbert Brown

Western Southern Financial Group

Alandes Powell

Fifth Third Bank

Tywauna Wilson

Compunet Clinical Laboratories

Phillip Holloman

Cintas Corporation

Liz Carter

Scripps Howard Foundation

Kevin Clayton

Mercy Health

David Neyer

Al Neyer, Inc.

Kathleen Selker

Northlich

Beverly Bates

Procter & Gamble

Brian Lamb

Fifth Third Bank

Charles Brown

Bethel Missionary Baptist Church

Helen Jones-Kelley

Alcohol, Drug Addiction and Mental Health Services Board Montgomery County

Edna Keown

Community Volunteer

Tashawna Otabil

UC Health

Curtis Hollis

Keybank

Bishop Victor Couzens

Inspirational Baptist Church

Delores Hargrove-Young

d.e. Foxx & Associates

Richard Lofgren

UC Health

Shawn Masterson

US BAnk

Peter McConney

Premier Maill & Fulfillment, LLC

Tashawna Otabil

TriHealth

Connie Pillich

The Pillich Group

Derek Wheeler

Cincinnati Children's Hospital Medical Center

Carol Patton

Guild President