COMMUNITY SERVICE
PROGRAM
State of Kansas
FY2005 Application Guidelines
(For Projects Starting July 1, 2004, and
Ending December 31, 2005)
Administered By:
Kansas Department of Commerce
Community Development Division
Kathleen Sebelius, Governor
John Moore, Lt.
Governor/Secretary
1000 S.W. Jackson Street, Suite
100
Topeka, Kansas
66612-1354
Phone: (785) 296-3485
TTY (Hearing Impaired): (785)
296-3487
Fax: (785) 296-0186
www.kansascommerce.com/cstc
Issued January 2004
FY2005 APPLICATION
Table of Contents Page
Introduction................................................................................................................................ 3
How Does It Work.................................................................................................................... 3
FY2005 Credit Allocation Plan................................................................................................... 4
Technical Assistance................................................................................................................... 4
Who Qualifies............................................................................................................................. 4
Special Features......................................................................................................................... 5
Qualifying Contributions……………………………………………………………………..5
Project Administration................................................................................................................ 5
Eligible Projects.......................................................................................................................... 6
Local Government Endorsement................................................................................................. 7
Selection Criteria........................................................................................................................ 7
Application Submittal Procedures and Approval Process............................................................. 8-9
Line-by-Line Application Instructions.......................................................................................... 10-14
Budget Instructions..................................................................................................................... 15-16
Application................................................................................................................................. 17-26
Appendices................................................................................................................................ 27
The Community Service Program is a way for private
non-profit organizations and public health care entities to improve their
ability to undertake major capital fundraising drives for projects involving
children and family services, non-governmental crime prevention, and health
care. Under this program, the state authorizes specially selected non-profit
organizations to offer tax credits to donors making contributions to the
approved projects.
The Director of the Community Development Division (CD Director)
of the Kansas Department of Commerce (Commerce) is responsible for the
program. The Director annually forms a rating committee to review all
proposals and ranks them against the point system described herein. The State
of Kansas has authorized a total of $4.13 million in tax credits per fiscal
year for eligible projects. Due to the strong demand for these credits,
organizations awarded credits may receive less than the full amount of credits
requested.
Community service organizations submit proposals for review
and award by Commerce. This is a competitive process and not all
applicants will receive tax credit awards. The proposed projects should be
unique or one-time in nature and create a lasting value for the charitable
organizations (e.g., capital campaign, endowment creation or expansion, major
equipment purchase, etc.). The project should result in the organization
becoming more self-sufficient as the result of the increased contributions
attracted with the tax credit. If your organization has not yet been
incorporated as a non-profit corporation or foundation, you are not
eligible to apply for an allocation of tax credits.
Applications submitted will be reviewed and rated by an
agency committee appointed by the Director of the Community Development
Division. The non-profit organizations whose applications are approved will
receive a credit authorization letter specifying the amount of tax credits
available for the project. The non-profit is then authorized to offer tax credits
for qualified contributions received between July 1, 2004, and December 31, 2005. Contributions can be received no sooner than July 1, 2004. No organization is eligible to receive an extension beyond December 31, 2005.
The percentage of credit awarded to the donor (50 percent or 70 percent) is
dependent on the location of the charity (not the location
of the contributor). Eligible donors may receive a credit
equal to 70 percent of the amount contributed if the community service
organization is located in a rural community (population of less than 15,000).
If the community service organization is located in a larger community, the
eligible contributors receive a credit equal to 50 percent of the amount
contributed. All Johnson County applicants regardless of size are eligible for
a 50 percent credit. In some instances, the donor may not have enough tax
liability in the year in which the contribution was made to fully utilize the
credit. The 1999 amendment provides that the unused portion of the credit will
be refunded by the Department of Revenue.
Successful applicants must attend a half-day training
session where Commerce and Department of Revenue staff provides information on
the various responsibilities and administrative procedures of the program.
Program materials will be distributed at that time to assist with
administration of the Community Service Program project.
FY2005 CREDIT ALLOCATION PLAN
The State of Kansas has authorized a total of $4.13 million
in Kansas Community Service Program tax credits for eligible projects in
FY2005. If requests for credits exceed the amount available and all other
scoring factors are equal, priority will be given to first time applicants.
The Kansas Department of Commerce will evaluate the credit
utilization of every project at the end of twelve (12) months. If,
after thirty (30) days notice, an organization is unable to provide written
evidence that their remaining credits will be utilized, Commerce reserves the
right to reduce the amount of tax credits for that project, and re-allocate
those credits to other projects that were awarded FY2005 credits so they can be
utilized before the expiration date.
Normal office hours are 8:00 a.m. to 5:00 p.m. Questions
will be handled by telephone as scheduling allows. Every effort will be made
to return calls in a timely manner.
For questions regarding completion of the Community
Service Program Application Forms or regarding community service organizations
who have approved tax credit allocations, contact Matt Jordan at
the Kansas Department of Commerce at (785) 296-3485. The mailing address is 1000
S.W. Jackson Street, Suite 100, Topeka, Kansas 66612-1354.
For questions regarding tax issues or the
completion of the appropriate tax forms, contact the Kansas
Department of Revenue, Taxpayer Assistance Bureau at (785) 296-3070. Their
mailing address is Kansas Department of Revenue, Taxpayer Assistance Bureau, P.O.
Box 12001, Topeka, Kansas 66612-2001.
WHO QUALIFIES FOR THE CREDIT?
The contribution credit is a tax credit for contributions
made by business firms or individuals subject to Kansas income tax, Kansas
privilege tax, or the premium tax or privilege fees imposed on insurance
companies. Any business firm, business entity, or individual not subject to
Kansas income tax, Kansas privilege tax, or the premium tax or privilege fees
imposed on insurance companies may contribute and sell, assign, convey, or
transfer the tax credits earned to a business or individual that is subject to
Kansas income tax. Donations must be $250.00 or greater.
SPECIAL FEATURES OF THE CREDIT
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Any tax credit issued by an approved organization that is not
used by the donor in the tax year in which the contribution was made must be
redeemed for cash from the Kansas Department of Revenue. Except for transfers,
tax credits may not be carried forward.
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Contributing entities not subject to Kansas taxation may transfer
a credit to a firm that does have tax liability.
WHAT KIND OF CONTRIBUTION QUALIFIES?
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Cash – documented with a copy of the check.
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Services – documented by payroll records and documentation of the
“normal billing rate for non-profits.” Normal billing rates are direct hourly
wages without fringe benefits.
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Stocks & Bonds – documented by the transfer certificate and
valued by the stock market price on the day of the transfer.
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Personal Property – valued at the lesser of its fair market value
or cost to the donor and may be inclusive of costs incurred in making the
contribution but shall not include sales tax.
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Real Estate – only when title thereto is fee simple absolute and
is clear of encumbrances. Value is established as the lesser of two current
independent appraisals conducted by state licensed appraisers.
NOTE: Non-cash contributions must be directly
related to the proposed project and included in the application budget.
WHO MAY APPLY AND ADMINISTER A PROJECT?
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Any organization, performing community services as defined in Kansas,
may submit a proposal provided they meet one or more of the following
classifications: City and county governments are not eligible to apply.
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Organizations holding IRS ruling 501(c)3
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Organizations incorporated in the State of Kansas or another
state as a non-stock, non-profit organization
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Organizations designed as a community development corporation by
the United States government
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Organizations chartered by the United States Congress
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City, county, or district hospitals, nursing homes, health
departments, and medical clinics
Under the Kansas Community Service Program each proposal
shall address one of the following areas in order to qualify:
The Division may request any additional information it
determines necessary to evaluate a proposal.
LOCAL GOVERNMENT ENDORSEMENT
Community service organizations and health care service
organizations are not required to complete the local government endorsement
forms enclosed. All non-governmental crime prevention applications must have a
local government endorsement before submitting this application to Commerce.
All proposals must set forth:
1) Project to be conducted;
2) Why the project is needed;
3) Estimated amount to be invested
in the project;
4) Define the population that will
be impacted; and
5) Plans for implementation of the
project.
All proposals must set forth the following public benefit
impact measurements:
1) Estimate of the number of
individuals who will benefit from the proposed project;
2) Identify
the population group in the society, which will benefit from this project
including, but not limited to, women, children, the elderly, or teenage
mothers. Include historical data on the target group that supports the
proposed project;
3) Describe
the community need that the proposed project will benefit; and
4) Address the
impact of the project on the society with projected statistical results.
The Kansas Department of Commerce will evaluate all
proposals based on the following criteria:
1) Capability
to adequately administer the project;
2) Degree to
which the area or population to be served has demonstrated a need for the
particular project being proposed;
3) Ability of
the organization to sustain the project over time;
4) The
outlined action plan and readiness to proceed with the project;
5) Demonstrated
community support for the project; and
6) Evidence of
support from donors.
Additional Rating Criteria Applicable to Renewals:
1) Degree to
which applicant has fulfilled administrative duties on past projects (if
applicable);
2) Extent to which
previous credit authorization has been utilized;
3) Degree of
actual project accomplishment and continued evidence of need.
APPLICATION SUBMITTAL PROCEDURES AND APPROVAL PROCESS
PLEASE READ ALL INSTRUCTIONS CAREFULLY
The proposed project must be submitted on the FY2005
application form (or same format) provided by the Kansas Department of
Commerce. The project application is available on MS Word 2000 if you wish
to submit a disc, the Department of Commerce web site at
www.kansascommerce.com/cstc, or via e-mail.
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The application form on the web site is a password
protected document and will remain protected. However, in the description
areas of the application (questions 25, 26., 28., 29., 30., 31., 32., 33.,
and 35.) a text form field has been set which, unlike last year, will allow
the typist to continue typing until the answer has been fully answered.
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Applications must be mailed or
hand delivered to the following address by May 7, 2004.
Kansas Department of Commerce
Community Service Program
1000 S.W. Jackson Street, Suite 100
Topeka, KS 66612-1354
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Applications must be postmarked on or before Friday, May 7,
2004.
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Faxed or handwritten copies will not be accepted.
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Incomplete applications will not be accepted.
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Awards will be made on or about July 1, 2004.
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The original copy must have original signatures.
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An original and three complete copies of the form and all
attachments are required.
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No application or copies will be returned.
You do not need to submit the application instruction
pages (pages 1 through 16) with the application. Application begins on page
17.
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If you wish to submit your application for a
pre-review, the application must be submitted to this office on or before
April 15 by e-mail (mjordan@kansascommerce.com) or by mail to the above
address (Attention: Matt Jordan). Any application received after April 15
will not be pre-reviewed.
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The following documentation must accompany the
original and three (3) photocopies of the proposal:
1) Local
Government Endorsement Form (Instructions for completion are as shown on
the last page of the Local Government Endorsement Form.)
The Local Government Endorsement
Form must carry original signatures and be attached to the original application
(see Page 27, second paragraph).
2)
Organizations that have not previously received tax credits must submit
Articles of Incorporation and the bylaws of the organization.
3) IRS
tax-exempt status notification, if applicable. Nursing homes must submit an
IRS tax-exempt status notification. (Does not apply to hospitals.)
4) A current
“letter of good standing” from the Kansas Secretary of State. (Not
applicable to hospitals, but nursing homes must submit an IRS tax-exempt status
notification.)
5) Minutes of
the Board meeting where the Community Service Program application was reviewed
and approved.
6) Current
Board of Directors. A listing of the organization’s current board of directors
with addresses and phone numbers where board members may be reached.
7) A legible
map showing boundaries of the service area or the project location.
8) Pledge
letters of financial support for the project should be included as part of the
application. These letters do not have to reflect a specific amount, although
it would be helpful. (Please include with application. Do not mail
separately.)
9) Other
letters of support and cooperation (e.g., multi-county application might
include letters from all benefiting counties; related organizations that see
the project as complementary to current services; local or county officials;
businesses; etc.). (Please include with application. Do not mail
separately.)
10) Financial
audit of the organization. Applicants are required to submit an independent
financial audit of the organization for the most recent fiscal year. If the
organization has been in existence for less than two (2) years or has less than
$100,000 of annual gross receipts in each of the previous two (2) years, the
organization may submit a copy of their current 990 IRS form in lieu of an
audit.
Under no circumstances will a project be reviewed or
approved if the required documentation does not accompany the proposal. In
the interest of fairness to all applicants,
all instructions will be rigidly enforced.
Any application not adhering to these instructions will be considered
incomplete and will not be accepted.
All questions are to be answered completely. As noted
before, the application document is password protected and will remain a
protected document. Maintaining the same page number is not important;
however, keeping the questions in order as presented in the application is a
must.
The contents of the application package can be reproduced as
needed. Applications may be bound, punched, or stapled. We suggest you do not
submit applications in three-ring binders.
LINE-BY-LINE INSTRUCTIONS
Important - Please
Read All Instructions Very Carefully!
Handwritten or
FAXED copies will not be accepted.
All applications
must be typewritten
or computer-generated.
Incomplete
applications will not be accepted.
The original with original attachments and three (3)
complete copies of the application form must be submitted along with three (3)
complete sets of all attachments -- Total copies to be submitted -- four (4)
copies
The application must be postmarked or hand delivered to the
following address by May 7, 2004:
Community Development Division
Community Service Program
Topeka, KS 66612-1354
NOTE: There is some
overlap built into these questions intentionally and you may need to
occasionally repeat information. This is often the case whenever a standard
form must accommodate a wide variety of applicants – your cooperation is appreciated.
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A review committee will review and rank
applications, the decision of the review committee’s selection of awardees
and awards are final.
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The following are line-by-line instructions for the complete
Community Service Tax Credit Application.
Item Instruction
1. APPLICANT:
The applicant name should be the official name as stated in your
organization’s Articles of Incorporation.
2.- 6. MAILING
ADDRESS: All official correspondence will be sent to this address.
7. PROJECT
SERVICE AREA: Enter the cities or counties where your project will be
carried out.
8. CONTACT
PERSON: Enter the name and title of the person to be contacted for
additional information required during the review of your proposal. This
should be the same person who will be responsible for the project and
fundraising.
9. PHONE:
Phone numbers where the contact person can be reached during regular
business hours (include area code).
10. EXECUTIVE
DIRECTOR: Self-explanatory.
11. PHONE:
Phone numbers where the executive director can be reached during regular
business hours (include area code).
12. FAX
NUMBER: You may enter a fax machine number that you may have access to
during the review of your proposal, and e-mail address if there is one.
13. PRESIDENT
(OR CHAIRPERSON) OF THE BOARD OF DIRECTORS: Self- explanatory.
14.-17. MAILING
ADDRESS: Enter the address of the board president.
18. PHONE:
Phone numbers where the board president can be reached during regular
business hours (include area code).
19. PROJECT
TITLE: Enter the name of the project for which support is being
requested. DO NOT enter the name of your organization. This title will be
used to specify the contributions that are eligible to receive the tax credits.
20. PROPOSED
PROJECT COMPLETION DATE: This period should agree with the period
indicated on the budget page. The credits expire on December 31, 2005. However, most projects will not be finished at the point in time that the credits
expire. After the fund raising is done, then the organization implements the
project. For example: this may involve building construction or renovation,
or the purchase of major pieces of equipment. The organization may need six
(6) months or a year after the credit expiration date to accomplish these
activities. This reality should be reflected in the project end date.
21. CREDITS
AWARDED IN PRIOR YEARS: If the organization has received credits, list
years credits awarded.
22. INCORPORATION
STATUS: Do not check more than one box.
23. TAX-EXEMPT
STATUS: Please indicate which ruling your organization holds from the IRS
and remember to attach a copy of the IRS ruling.
24. ANNUAL
REPORT TO THE KANSAS SECRETARY OF STATE: All nongovernmental corporations
are required to file an annual report with the Office of the Secretary of
State. Please enter the date of your most recent report. If your
group has not incorporated, and does not
meet one of the other status requirements,
you are not eligible to apply for
this program.
25. PROJECT
AREA: Describe the specific geographic location of your proposed project
and service area boundaries, if appropriate. Indicate the census population of
the area. A legible map showing your area is a must.
26. DESCRIPTION
OF YOUR ORGANIZATION: Provide a brief history of the applicant
organization. Summarize past and present projects, fundraising, and sources of
funding.
27. PROJECT
CATEGORY: All projects must qualify under one of the following areas:
community services, non-governmental crime prevention, or health care
services. Only indicate one area. (See description under Eligible
Projects.)
28. PROJECT
SUMMARY: Identify and describe the proposed activity for which you are
seeking tax credits. This description should be consistent with the Project
Title entered in Item 19. Describe the scope and magnitude of the problems or
needs to be addressed and explain the impact that resolving of these issues
will have on the community. Outline the solution the project presents and who
will be responsible for the continuation of the service to the community.
Within this summary specifically identify the following:
*
the needs to be addressed by this project (be specific and
quantify where possible)
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how were the needs/problems identified and specifically state the
need that will be addressed by the project and the population that will be
served
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what has been the citizen participation and outside organizations
cooperation that has occurred in the development of the project
-
define the population that will be served by the project (include
historical and or demographic data on the targeted group where available)
*
what specific actions will be taken to meet the need
*
identify the total investment in the project and the time
required to reach its full and successful completion (not just the fundraising)
*
describe the unique one-time nature of your project
*
how will the completed project allow your organization to become
more self sufficient
PICK
ONE CATEGORY: Based on your response to Item 26, select the service
delivery category and answer the questions in only that area. Please
pick the area that best describes your project and be sure it agrees with the
category listed in Item 26. No area will be ranked over another. All will be
given the same weight in rating and ranking. By answering questions tailored
to a specific area, the selection committee can more fairly rate your
application.
29. MEASURABLE
GOALS/OBJECTIVES: The project should be guided by a set of measurable
goals and objectives. Outline the specific goals and objectives of the
project.
30. EVALUATION:
Outline how your organization will evaluate the project and what will
constitute successful implementation of the project.
31. PROJECT
ADMINISTRATION:
a) Operational
Procedures – Describe in detail the way the proposed program is
designed to work. This information should relate how the proposed operations
will function to achieve the stated goals of the program. A timetable of
activities should include showing when significant activities will take place
during the project.
b) Administrative
Systems and Controls – Clearly define the line of authority for the
program, including an identification of all key personnel and the role they
will play in this project. If all or part of the project is to be contracted
to another organization, the specific responsibility of both parties should be
discussed and a copy of the proposed contractual agreement included in the
attachments.
c) Coordination
– Outline the coordination with other individuals or organizations in
developing this proposal. Specify to what extent will other individuals and
organizations play a role in carrying out the project. Please include letters
of cooperation and support from other organizations as “Attachment G.”
d) Financial
Controls and Auditing – Briefly describe the accounting and fiscal
control procedures that will be in place for this project.
32. FUND
RAISING: A comprehensive fund-raising strategy is critical to the success
of any proposed project. Please be specific and give as much detail as
possible. Specifically identify the extent to which your board and staff is
involved in giving and fund-raising. Discuss the organization’s fund-raising
track record. If your organization has never done fund-raising, outline the
strategy being implemented for this project. Make reference to your letters of
interest from potential donors and how you secured them.
33. OTHER
SOURCES OF FUNDING: Identify any other sources of grants or contributed
funds that will support this project other than Community Service Tax Credits.
Include additional funds already invested in the project and any additional
funding on the budget page.
34. PROJECT
BUDGET: Please keep these points in mind as you prepare your budget:
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Omit all pennies from the budget. Round all figures to the
nearest hundred dollars.
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Use the budget form included in the application package.
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Only project costs incurred after July 1, 2004, and planned for the project period, should be included in this project budget.
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Costs related to audits, appraisals, and environmental
assessments are eligible budget items.
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Enter only category totals on the budget form, and show category
details in the justification.
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Do not include sales tax in the estimated cost of any budget
item.
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Eligible contributions for a project can be expended only for
items in Column 2.
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A budget is a planning tool to help your organization reach its
goal. We anticipate some revisions as circumstances or costs for the project
change. Such revisions will require approval of your Board of Directors and
Commerce.
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The requested project period entered at the top of the budget
page should agree with the project period in Question 20. It can be longer
than eighteen (18) months though the credit authorization will expire on December 31, 2005. (See Pages 15-16 for detailed instructions.)
The following instructions are designed to assist you in
completing your Kansas Community Service Program project budget form:
BUDGET COLUMNS – The budget form is broken
down into a series of columns (1-7) designed to give the selection committee a
total view of the resources to be made available for the proposed project.
Column 1: “Budget
Categories” – The categories in this column list the various expenses to be
charged against the project individually and subtotaled by category. The basis
for estimating these costs should be included in the budget justification.
Column 2: “Donations
Eligible for Tax Credits” – This column should detail the project expenses by
budget category. Any donations from eligible businesses, which have pledged or
expressed an interest in the tax credits, should be included in these figures,
as well as the amount of additional business support you intend to seek for
your project. The figures in this column represent cash and in-kind donations
that you intend to spend on that particular category. The cash column represents
anticipated direct cash expenditures that will be made from cash fundraising.
The in-kind column represents anticipated non-cash giving for the intended
project. The total of this column determines
the amount of tax credits that you
are seeking.
Columns 3-4: “Other
Types of Support” that will not utilize tax credits. This includes individual
donations, foundation grants, government support, and miscellaneous sources.
Enter the total at the bottom of each column used.
Column 5: “Grand
Total All Support” – This column should contain the total amounts in the budget
categories used for cash and in-kind donations. The figures at the bottom of
each column added across should equal the grand total to be entered in the
lower right hand corner of the budget form. Also all rows should add across to
equal the grand total column.
BUDGET CATEGORIES
Tax Credit
Percent: If the population of the community is less than 15,000, the
percentage is 70 percent, otherwise it is 50 percent. Indicate the proper
percentage in the space provided.
Tax Credit
Amount: The amount equals the total amount of donations in Column 2
support times the tax credit percentage.
Kansas Department of Commerce
Kansas Community Service
Program
FY2005 PROJECT
APPLICATION
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STATE USE ONLY
(DATE STAMP)
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IMPORTANT: Please read the line-by-line instructions
contained in the
application booklet very carefully before
completing this form.
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LOG NO
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50%
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70%
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PRELIM
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Credits Requested:
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This Project Qualifies Under: (Select One Only)
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Community Service
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Health Care Service
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Non-governmental Crime Prevention
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1. Applicant
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Van Go Mobile Arts, Inc.
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2. Mailing Address
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P.O. Box 153
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715 New Jersey St.
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3. City
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Lawrence
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4. County
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KS
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5. State
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KS
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6. Zip Code
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66044
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7. Project Service Area
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Lawrence/ Douglas County
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8. Contact Person
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Barbara Huppee
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Title
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Chair, Van Go "Building
Futures" Capital Campaign Committee
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9. Day Telephone
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(785)830-2250
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e-mail
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bhuppee@ldcha.org
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10. Executive Director
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Lynne Green
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11. Day Telephone
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(785)842-3797
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12. Fax Number
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(785)842-4628
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13. President or Chairperson of Board
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Sandra Shaw
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14. Mailing Address
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25687 Chieftain Road
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15. City
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Lawrence
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16. State
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KS
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17. Zip Code
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66044
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18. Day Phone
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(785)841-5810
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19. Project Title
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Building Futures for Teens: Vocational
Training and Life Skills
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20. Proposed Project Completion Date* (See page 11)
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December 31, 2006
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21. Have you been awarded credits in
the past?
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Yes No
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If so, what fiscal year(s)?
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22. Status
of Your Organization (check one):
a. Exempt from income tax under the provisions of section 501(c)3 of the federal internal revenue code
b. Incorporated in the State of Kansas or another state as a non-stock, non-profit corporation
c. Designated as a community development corporation by the United States Government
d. Chartered by the United States Congress
e. Public agency providing health care services
23. Which
tax exemption ruling do you hold from the IRS (check one)?
a. 501(c)3
b. Other:
c. None
24. Is
your organization required to file an annual report with the Kansas Secretary
of State’s Office? Yes No If yes, when was the last report submitted?
25. Describe
the area where your project will take place. (Include a legible map of the
project area.)
Van Go
Mobile Arts, Inc. seeks $245,000 in Kansas community tax credits to help
purchase and renovate the building at 715 New Jersey St. in Lawrence, Kansas,
in which Van Go currently owns a half-interest. The 12,000 sq. ft. cinderblock
building is a former beer distribution warehouse, located in the mixed
light-industrial/ low-income residential area of East Lawrence. East Lawrence,
one of the oldest sections of the city, is bounded on the north by the Kansas
River, on the south by 15th street, on the east by the railroad tracks, and on
the west by Massachusetts Street. Historically a blue-collar neighborhood, East
Lawrence is now a designated low-income neighborhood and holds one of the
highest concentration of low-income and below poverty-level families in the
surrounding area. It has one public elementary school and one public preschool.
85% of these students qualify for free and reduced school lunch programs. Of
the children that Van Go serves, 75% live in East Lawrence. They travel to the
facility on foot, skateboard, bicycle, or bus.
Our proposed project –
“Building Futures” – will serve at-risk youth throughout Douglas County. While
we will consider applications from participants throughout Douglas County, we
will concentrate our recruiting efforts (outreach to social workers, school
counselors, etc.) on youth in the Lawrence school district, USD 497. According
to the 2000 census, the population of the city of Lawrence numbers just over
80,000. As a whole, the population of Douglas County registers around 100,000.
26. Briefly
describe your organization:
In
1996, Lynne Green acted on a dream. As both a former social worker and gallery
owner, she had long wanted to use the arts to help at-risk youth in the
Lawrence community. After talking over her ideas with local artists as well as
administrators and teachers with USD 497, Lynne packed up her van and went to
New York School in East Lawrence, where she coordinated her first mural and
afterschool project for at-risk youth. Thus, Van Go Mobile Arts was born.
Within a year, Van Go had
incorporated as a 501(c)(3) and adopted a basic mission: using the arts to
improve the lives of at-risk youth. Through 1997 and 1998, the organization
provided on-site arts outreach programming to youth in low-income schools and
housing projects in Lawrence. Van Go’s primary program was Van Start, which
served youth 8-13 by helping them to create murals, mosaic sculptures, and
theatre and dance performances. The “On the Edge” mosaic pillars at the
Edgewood Homes Public Housing Project are one example.
In serving these youth,
Van Go also established partnerships with other community service providers,
such as the annual “Let It Show” performance held in coordination with the Bert
Nash Community Mental Health Center.
Since its inception, Van
Start has served over five hundred youth. Van Start still serves 25 youth per
year through participation in the annual Lawrence Festival of Trees.
JAMS (Job in the Arts Make
Sense)
As the Van Start youth
matured, Green noticed that their needs were changing as well. In 1999, Van Go
started the JAMS (Jobs in the Arts Make Sense) program, a vocational training
program that serves at-risk youth ages 14-18 through afterschool and summer
programs. With JAMS, Van Go expanded its mission to include using the arts as a
vehicle for providing job and life skills to youth from diverse and disadvantaged
backgrounds, inspiring them to become resourceful members of the workforce and
society.
The goal of the JAMS
program is to tackle the multiple, interlocking problems of high-needs youth:
lack of basic job skills; lack of leadership, social, and life skills; issues
with delinquency, truancy, and dropping out of school; high risk behaviors of
alcohol and drug abuse, as well as teen pregnancy; mental health concerns and
emotional complications arising from difficult family situations such as abuse,
foster care, incarcerated parents and/or sibling - generally, the troubles that
plague many youth in poverty.
During the year, Van Go
holds three eight-week-long JAMS sessions (Fall, Spring, and Summer). Working
under the supervision of local artists, JAMS participants earn minimum wage
while creating commissioned artwork for local businesses and community
organizations. Each day involves on-the-job training in conceptualizing,
drafting, and executing projects according to a strict timeline. Through the
process, the teens also learn self-discipline, group work, and how to take
feedback from supervisors. They also gain exposure to job applications,
resumes, interviewing, and client interactions. In addition, they receive
weekly life training segments on topics as diverse as nutrition, health,
conflict management, stress relief, and financial planning.
Since 1999, the JAMS
program has served over four hundred at-risk youth throughout Douglas County.
JAMS youth have created works of art that go on permanent public display,
helping them to achieve recognition from the community and thus a sense of
belonging. In addition, they have created works for sale, the proceeds of which
go to support the program. JAMS has produced several public murals, including
installations at the Bert Nash Community Mental Health Center (2002), DST
Systems, Inc. (2003), the Lawrence Public Library (2004), and the Van Go
Studios (2001). After this summer, the Summer JAMS “Benchmark” program will
have produced more than one hundred painted park benches for local businesses,
schools, and community organizations.
SuperJAMS
In 2000, as a result of
the successful JAMS program, Van Go introduced the SuperJAMS program. SuperJAMS
employs JAMS alumni on special projects. To qualify, SuperJAMS kids must
receive outstanding work evaluations and also display a good grasp of technical
skills.
SuperJAMS youth work on
smaller projects, such as the mural installation at the Community Mercantile
grocery store (2001), the Sunflower State Games mural banner (2002), and the
Van Go Jayhawk for the Jayhawks on Parade (2003). SuperJAMS apprentice-artists
have also produced artwork for Van Go fundraising events such as the annual
holiday season Adornment Show (2000-2003), and the annual Valentine’s Show
(2002-2003). In addition, they also painted newspaper boxes located throughout
the downtown Lawrence area (2003).
Since its inception,
SuperJAMS has served nearly seventy youth.
Expanding Services
In 2002, Van Go also
added a social worker to the staff and further expanded its services. We now
connect our all of our youth to a wide range of social services, including
educational opportunities, counseling, crisis intervention, low-cost health
care, and housing services.
In 2003, Van Go also
initiated its most recent program, LifeJAMS. Funded through a grant offered
through the Workforce Investment Act (WIA), LifeJAMS participants are
out-of-school youth ages 18-21 who serve apprenticeships with local
arts-related businesses or work on commissioned art projects at the Van Go
studios. LifeJAMS apprentices are disadvantaged youth who have “aged out” of
foster care, the juvenile justice system, etc.
In its first year,
LifeJAMS served five youth, paying them $8.00 per hour for twenty hours of work
per week. LifeJAMS was a natural outgrowth of the Van Go mission to use the
arts to provide vocational training opportunities to at-risk youth. LifeJAMS
also serves as a pilot program for Van Go’s plans to expand its vocational
training opportunities to fill the void left by extensive funding cuts in USD
497.
Funding
Van Go has a
well-established track record in fundraising. Since 1997, the organization’s
budget has grown 93%. In 1998, Van Go received the first of several federal
grants, the Governor’s Discretionary Portion of the Federal Safe and Drug Free
Schools and Communities grant. Since then, Van Go has continued to pursue
funding from local, state, and federal government agencies, with an emphasis on
agencies that fund social services, juvenile justice, and workforce training.
Most recently, in 2003 this success culminated with the second highest award in
the state of Kansas from the Workforce Investment Act (WIA), a grant
administered through Heartland Works.
Additional funding from
city, state, and federal sources over the years have included: alcohol tax
revenues from the City of Lawrence; Seventh Judicial District of the Juvenile
Justice Authority state monies; Title II from the Office of Juvenile Justice
and Delinquency Prevention federal monies; Kansas Department of Human Resources
monies, provided through the Neighborhood Improvement and Youth Act; and
additional federal funding from the Safe and Drug Free Schools and Communities
grant. The Kansas Arts Commission has also consistently supported Van Go.
Van Go has also received
extensive funding support from community and private foundations, including:
Topeka Community Foundation, Douglas County Community Foundation, United Way,
Piper Jaffray, and University of Kansas Fraternity/Sorority Foundation.
Van Go also has developed
a steady pool of individual donors, as well as loyal “customers” of the artwork
produced by our apprentice artists and sold at our gallery shows. This year, we
estimate that our fundraising letters, retail gallery sales, and first annual
fundraising event will bring in over $60,000.
27. Which
area does your proposed project qualify under? (check one)
a. Community Service
b. Non-Governmental Crime Prevention
c. Health Care Services
28. Project
summary – Identify and describe the proposed project activity for which you are
seeking approval. Page 12 of the application instructions provides details of
information to be considered in your project summary.
Van
Go is seeking an award of $245,000 in Kansas community service tax credits for
its “Building Futures” project: the purchase and expansion of the facilities
that the organization currently rents at 715 New Jersey St. in Lawrence,
Kansas. Receiving this award will be a crucial first step in raising the funds
to expand our services and better fulfill our mission - using the arts to
provide vocational training and social services to at-risk youth ages 14-21.
The “Building Futures”
project will allow us to triple the numbers of youth that we now serve, an
increase from 100 to 300 per year. These efforts will make an enormous dent in
providing services to this disadvantaged sector of our community. Ultimately,
Van Go should be able to lend a helping hand to the majority of high-needs
teens in Lawrence and Douglas County. Owning our building will also help
contribute to our organization’s long-term financial stability. Renovating it
to contain a flexible, workspace will also help us to provide a wider range of
vocational training.
Project Description
The mission of Van Go
Mobile Arts, Inc. is to provide arts-based vocational training to at-risk youth
ages 14-21 through summer, afterschool, and apprenticeship programs. We provide
job and life skills training to youth from diverse and disadvantaged
backgrounds, inspiring them to become resourceful, creative members of the
workforce and society. We also connect our youth to a wide range of social
services, including educational opportunities, counseling, crisis intervention,
low-cost health care, and housing services. In addition, we now offer literacy
coaching as well.
The “Building Futures”
project – the expansion and renovation of our building - will allow us to
triple the numbers of youth that we currently serve, and better fulfill our
mission. The total investment in the project is $1,000,000, and fundraising
will take place through a comprehensive capital campaign. By December 2006, the
project will reach its full and successful completion. “Building Futures” is
certainly a unique, one-time event in Van Go’s history – not only will this be
our first major asset, but we are renovating the building into a flexible
space that will serve our needs far into the future.
The project will take
place in three major stages: (1) purchasing the building, (2) renovating the
building, and (3) expanding our programs. The overall timeline extends from
July 2004 through December 2006. Fundraising efforts will continue throughout
this time period. These and other financial details are explained in Questions
32 and 33.
Building Purchase
Van Go Mobile Arts is
seeking $245,000 in tax credits to acquire and renovate the facility at 715 New
Jersey Street. Until January 2004, it rented 2,500 square feet of the 12,200
square foot building for $1,400 per month, and the owner used the remainder for
storage space. In January 2004, Van Go purchased an undivided half interest in
the $300,000 property (financing details follow in Question 32). With the
receipt of tax credits, in August 2004 Van Go will be able to finalize the
purchase of the remaining half-interest in the building.
The building location is
very important in helping Van Go provide services to at-risk youth. It stands
on the east side of Lawrence, in the low-income East Lawrence area, a
neighborhood where many of our teens live. It also provides easy access from
schools, bus routes, and the downtown area. In addition, Van Go’s presence in
this community has been very welcomed by the local residents and neighborhood
association – they welcome our involvement in revitalizating their community.
Building Renovation
Once purchased, the
entire building will be renovated to create an up-to-date, flexible space for
vocational arts training. At the minimum, it will contain a woodshop,
tube-bending facilities (for sign-making), printmaking facilities (for making
t-shirts, greeting cards, etc), and a computer graphics lab. Since today’s
economy is changing rapidly, the space will easily be able to reconfigure
itself to meet the evolving shape of contemporary job training.
The renovation will take
place in two stages (1) the 9,700 square feet on the unoccupied south side, and
(2) the 2,500 square feet that Van Go currently occupies. Van Go has entered
into an architectural services agreement with nationally renowned architect Dan
Rockhill of Rockhill and Associates. Rockhill has already completed the
pre-design phase and is in the process of completing the schematic designs.
Our goal is for the
renovation of the south side to begin in spring of 2005 and be completed by
December 31, 2005. By first renovating the south side, Van Go will be able to
still carry out its programs on the north side during the construction. When
the renovation of the south side is complete, Van Go will move in. Immediately,
with this increased space, we will be able to double the number of youth that
we serve.
In winter 2006, the
renovation of the north side and improvements to the parking lot will begin.
The completion date is scheduled for July 2006. This side will contain not only
expanded program space, but a permanent gallery area. Once completed, we will
finally reach our goal of serving triple the number of at-risk teens that we do
currently. In addition, by selling the work of our apprentice-artists
year-round, the increased retail sales will provide an estimated 25-50% of our
operating budget.
Program Expansion
As detailed in Question 26,
through its JAMS programs (JAMS, SuperJAMS, and LifeJAMS) Van Go has developed
a strong basic format for providing vocational training and social services to
at-risk youth ages 14-21. The “Building Futures” project will allow us to offer
these services to a wider population of at-risk youth. Our current space only
allows us to serve 100 teens a year. After the renovation, we will serve 300.
As discussed below, this increase represents a jump from serving 10% of the
at-risk youth in Lawrence and Douglas County per year, to serving 33%.
Need Statement
In 1999, Van Go
established the JAMS program to fill the need in Douglas County for afterschool
vocational training and mentoring programs to serve at-risk youth ages 14-18.
The “Building Futures” project is necessary in helping us to adequately fill
this need. Currently, we are still the only organization in Douglas County that
provides vocational training and social services to at-risk youth ages 14-18.
Need History and Statistics
The Seventh Judicial
District Comprehensive Strategic Plan (developed by the Douglas County
Community Planning Team in 1998) drew attention to the lack of afterschool
vocational and training programs. Among its key recommendations, the team
emphasized the need for additional after-school and summer programs, and
after-school mentoring programs, particularly vocational/ apprentice-focused
ones. Discussing Van Go’s JAMS program, Douglas County Assistant Prosecutor
Shelley Diehl said: "As a member of the Community Planning Team, I can
tell you that the Team felt strongly that youth who have employment
opportunities available to them are less likely to engage in anti-social,
criminal and dangerous activities." In the six years since this plan was
conducted, Van Go has emerged as the only afterschool program focused on this
age group providing vocational training.
Recent national research
also proves the ongoing need for after-school programs for at-risk youth. In a
2002 survey of 1178 police chiefs, sheriffs, and prosecutors, respondents were
asked to rank impact of strategies to reduce youth violence and crime. By more
than a 4 to 1 margin, respondents rated after-school programs as having the
most impact on reducing youth violence and crime. Another survey concluded that
during the hours of 3 - 6 PM, kids are most likely to: become victims of
violent crime; be in or cause a car crash, the leading cause of death for teens
(16- 17 year olds); be killed by household or other accidents; get hooked on
cigarettes; experiment with other dangerous drugs; engage in sexual
intercourse; and get hooked on violent video games. In a study of children who
were left out of an after-school program, the researchers discovered that boys
left out of the program six times more likely to be convicted of crime, and that
boys and girls left out were 50% more likely to have children during high
school (Newman, et.al., "Fight Crime: Invest in Kids," 2000.)
Through providing
vocational training in the form of afterschool programs, Van Go introduces
at-risk youth to educational, creative, and economic opportunities that empower
them to make positive choices in their lives.
The Need Today
Several 2003 statistics
indicate the extent of the population of at-risk youth in the Lawrence and
Douglas County area:
Douglas County
reported a 39.2% increase in reports of child abuse and neglect.
In the past
thirty days, over five hundred youth in the area reported using tobacco.
Over six hundred
reported incidents of binge drinking, and over eight hundred reported using
drugs (Kansas Action for Children, www.kac.org).
USD 497
statistics show that over 750 Lawrence children in grades 9-12 qualify for the
free and reduced school lunch program (this status is one of the major
indicators that we use to qualify participants for Van Go programs).
Of the approximately 9,424
high school age youth that the 2000 census counted in Douglas County, we
estimate that perhaps as many as ten percent of them – almost 1,000 - qualify
as at-risk youth.
Since Van Go’s definition
of at-risk youth is expansive, it is somewhat difficult to pin down the
statistics of this population. However, our own experience shows that client
referrals are beginning to far outpace our ability to provide services. Three
years ago, we received two applications for every available spot. By 2003, for
every one child that we could serve, we turned two children away. The need for
our services is clearly increasing. In order to meet this need, we need to
expand our current facilities.
If Van Go receives Kansas
tax credits and can proceed with the building purchase, renovation, and program
expansion, by 2006 we will be able to double or even triple the numbers of
youth that we now serve. By serving 300 instead of 100 youth a year, we will be
able to make an enormous dent in serving this disadvantaged sector of our
community. Currently, we serve approximately 10% of these youth per year.
“Building Futures” will enable us to serve 33%.
In the Kids’ Words
The kids themselves have
their own opinions on the need for Van Go to expand its buildings and serve
more youth. During one recent session, several JAMS youth (already employed by
us) were working in the studio workspace while interviews for the next JAMS
session were taking place in the gallery. (Due to space constraints, our
current gallery is often unavailable for retail sales, since we need it to
carry out program operations.)
“Why can’t they all just
come here?” fifteen year old Kyla wanted to know.
“Yeah,” chimed in Reggie, a
twenty-one year old LifeJAMS participant. “There shouldn’t be any interviews.
You shouldn’t turn anybody down. Anybody who needs to come, should be able to
come. Telling people no – that’s messed up.”
The Van Go staff agrees
with the kids – turning away youth in need is messed up. Currently, for every
teen that we hire, we turn two away. We only have the space to hire those who
display the most need. Turning away applicants, however, can often create
problems later on: high-needs youth require early intervention, before they
settle into patterns of high-risk behaviors. When rejected applicants re-apply
(and some re-apply several times before we can find space serve to them), they
are often worse off. Reaching these kids then is much more difficult than it would
have been, had we been able to serve them earlier.
Van Go is the only option
for at-risk teens ages 14-18 in Douglas County to receive job training in a
structured environment that also provides social services.
Van Go needs to reach more
youth at an earlier stage, and the “Building Futures” project will allow us to
do this.
Population Served
At a recent poetry
workshop (part of our literacy coaching efforts), our kids wrote poems on the
topic “Where I Am From.” One young man wrote: “Two story house in the Midwest/
On a block shred with screams not knowing what’s gonna happen/ From slaps to
gunshots it was all normal.” Another young woman told a similar story: “Where I
come from/ my family got a bad name/ all the cops know us/ One brother is a
bum/ suicidal too/ other brother’s a convict/ convict with a kid/ her mom’s
fallin’ apart/ with no child support/ she got another kid comin’ soon/ don’t
know what they gonna do.” The apprentice-artists also wrote on the topic “Who I
Am.” In the words of one fourteen year-old girl: “I am not the person you see
living on the streets/ I am not the black in your bad day… I am the yellow
happiness in the sunshine… I am a human being.”
In the Van Go
apprentice-artists’ own words, that is who they are. In terms of demographics,
they are at-risk youth. Van Go defines at-risk broadly: poverty or low-income
status, mental illness, foster care, juvenile offenses, truancy, learning
disabilities, incarcerated parents and/or siblings, or being identified as especially
at risk for teen pregnancy, drug and alcohol abuse, or violence – any one or
combination of these circumstances qualifies youth for the our programs. All
Van Go clients come as referrals from social workers, juvenile justice workers,
mental health professionals, or school counselors. Most of the children are
alienated from their school and home environments and have no outlets for
positive self-expression.
Since the inception of Van
Go’s three JAMS programs, we have served more than five hundred youth in
Douglas County. The ethnic/racial breakdown of our client base is: 26% Anglo
American; 20% Hispanic; 30% Black; 5% Asian/Pacific Islander; and 19% American
Indian/Alaskan. Due to low-income and poverty, 90% of all participants qualify
for the free or reduced lunch program. Thirty percent have mental or emotional
disabilities; 20% have been involved with the juvenile justice system; 15% have
sensory impairments; and 5% have physical disabilities or severe health
concerns.
According to our skills
intake forms, all participants score very low in basic job skills. We have also
noticed an increasing number with very poor reading and math skills. We plan to
expand our programs to address these learning problems at the same time as
providing vocational training.
Project Solution
The “Building Futures”
project provides a solution to this problem. By expanding and renovating our
building, we will be able to serve triple the number of at-risk youth currently
involved in our JAMS, SuperJAMS, and LifeJAMS programs (please see question 26
for descriptions of these programs).
In general, our program
goals are to tackle the multiple, interlocking problems of high-needs youth,
including:
lack of basic
job skills
lack of
leadership, social, and life skills, including literacy
issues with
delinquency, truancy, and dropping out of school
high risk
behaviors of alcohol and drug abuse, as well as teen pregnancy
mental health
concerns and emotional complications arising from difficult family situations
(abuse, foster care, incarcerated parents and/or siblings, etc.)
The “Building Futures”
project will help us address these problems on a larger scale. In particular,
our programs will meet these goals by establishing the following objectives:
(1) Employ 300 high-needs
youth per year for 10-20 hours a week at minimum wage
(2) Maintain a 90%
participation and completion rate for each session
(3) Improve work readiness
skills and behaviors related to the workplace by more than 10 percent over the
eight-week evaluation period
(4) Maintain a 1-to-4
adult-to-teen ratio, through the use of project artists and volunteers.
The “Building Futures”
project will also allow the Van Go staff to implement the current JAMS program
structure on a larger scale. Our program design has evolved over time to meet
the diverse needs of the population that we serve. Because of this
responsiveness, we also enjoy a great deal of success – for example, our Fall
2003 session boasted a 95% completion rate. Some of our strategies include:
RECRUITING.
Long-time Program Director Jim Lewis works with school counselors, social
workers, juvenile justice workers, and mental health workers to recruit high
needs teens. Next, he "interviews" and hires the youth as
apprentice-artists.
COUNSELING.
Social worker Tiffany Keenan, M.S.W., provides counseling to help the teens
deal with the daily struggles often caused by stress at home or at school.
Likewise, she connects our youth to a wide range of services, from finding
housing, clothing, and food, to low-cost health and dental care.
VOCATIONAL
TRAINING. Each day involves on-the-job training in skills such as
conceptualizing, drafting, and executing projects according to a strict
timeline. In the process, our youth also learn self-discipline, group work, and
how to take feedback from supervisors by means of frequent written evaluations.
We also introduce the apprentice-artists to the process of completing job
applications, writing resumes, interviewing, and handling client interactions.
LIFE SKILLS
TRAINING. We offer weekly life training skills on topics as diverse as
nutrition, health, conflict management, stress relief, and financial planning.
Through the daily use of journals, we also emphasize literacy skills.
PERFOMANCE
INCENTIVES. The incentive of salary rewards helps us to meet our high
attendance goals. We also find that awarding "employee of the week"
and cash bonuses encourages exemplary work performance, attitude, and
attendance.
FOOD. Last but
not least, we provide healthy, tasty snacks – one memorable comment: “Is this a
for real blueberry?” During the summers, we also serve as a Free/Reduced
School Lunch site.
In addition, the
“Building Futures” project will allow Van Go to expand our vocational training
abilities. Our current space is limited not only by square footage but by
out-dated equipment and technology.
For example, an
increasingly important vocational skill is working with computers, a technical
job skill crucial for employment success in today’s economy. The ability to
offer graphic arts training will also help our agency to solve problems created
by the “digital divide” – the increasing gap between society’s haves and
have-nots in gaining access to computer technology. In general, people without
computer or online access are less well off and tend to be minorities – in
other words, exactly the population Van Go serves.
From our own experience,
we already know that many of our kids lack basic computer knowledge. Most of
them do not have computers available in the home, and several do not seem to
receive much exposure to them in the schools, perhaps due to their high
proportion of IEPs (Individualized Education Plans).
Part of the “Building
Futures” project includes a new computer lab. This vocational training program
will expose the Van Go apprentice-artists to a wide range of technical skills
used in graphic arts or web design careers. A recent Kansas Occupational
Outlook report projected a thirty-percent growth statewide for jobs in desktop
publishing and associated skills. Increasing the computer exposure of the Van
Go apprentice-artists will help prepare them for life in a world increasingly
based on the technological mastery of information.
The computer lab provides
one example of how the “Building Futures” project will help Van Go vocational
training programs continue to adapt to changing state, regional, and even
global economies. We want to make sure that the Van Go kids have access to the
technology and skills that will help them succeed an increasingly competitive
job market.
Project Impact
As a community service
organization, our goal is to have a positive impact on the children and
families that we serve. Many of our youth are locked in worlds of poverty and
abuse, and we aim to break these cycles.
One child’s story
(identifying details have been changed) illustrates the success of our
programs. Sara began participating in Van Go programs when she was 14 years
old. Her father had been murdered in a domestic dispute, and her alcoholic
mother was a former felon. Sara’s older brother – addicted to drugs - was in
and out of jail and had fathered at least one child. Her sister, also a
frequent drug user, had three children by the time she turned twenty. Sara, the
youngest child, entered foster care several times and her mother’s parental
rights were finally terminated. Due to complications from being born with fetal
alcohol syndrome, Sara also suffered several learning disabilities.
These combined disadvantages
could have crippled Sara from living a normal life. However, Sara completed
several of our programs, was the first in her family ever to graduate from high
school, and now has a job and is able to live independently. So far, Sara is
the only person in her family to move off welfare and other public support.
As well as making
personal contacts and staying in touch with our youth, we evaluate the success
of our programs in several other ways.
We complete
three total evaluations on the work performance of our apprentice-artists:
incoming, mid-session, and follow-up.
We require the
kids to fill out self-evaluations and program evaluations as well. “Van Go is a
second family,” one seventeen-year old wrote in her recent evaluation.
“Somewhere to get away, have fun, and get help with my problems.” After
participating in JAMS for two sessions, this same girl (enrolled at a local
alternative high school, due to her previous behavior issues and ongoing
learning disabilities and health problems) finished her self-paced coursework
three weeks ahead of her other peers.
We require the
referring party (social worker, mental health worker, etc.) to fill out an exit
evaluation.
We require
parent/ guardian evaluations.
Last, we have
received a grant that has allowed us to hire a second social worker to develop
a more extensive data collection and evaluation system – as a small, grassroots
organization, we have not had this opportunity before.
Van Go has already proven
that it has an impact on the needs of at-risk youth. Local social service
agencies, such as the Douglas County Court and Youth Services, USD 497, and The
Shelter, have all recognized the JAMS program's success as a deterrent keeping
at-risk youth from engaging in criminal activities. In addition, our programs
provide a cost-effective intervention: it costs $54,000 per year to house a
youth in Douglas County correctional facilities, while Van Go programs serve
that same youth for a total of $3,000 per year.
Community Involvement
Van Go’s “Building
Futures” project has gained widespread community support. Already, the project
has gained input from our primary existing support network – our clients and
their parents, local institutions, and current donors. In addition, it has
begun building broad support for the “Building Futures” capital campaign (see
Question 32 for more information).
First, parents are an
essential part of the Van Go network – parents of former and current clients
regularly meet with staff to provide feedback and advice. This group has
actively argued for increasing the population that Van Go serves. Second, we
have over fifty partner and referral agencies (including USD 497 junior high
and high school counselors and WRAP social workers, Douglas County Court
Services, Douglas County Youth Services, The Shelter, Bert Nash Community
Mental Health Center, and the Lawrence-Douglas County Housing Authority), and
they have also advised us on our need and plans to expand.
Through the CDBG awards
process, the City of Lawrence has also taken an active role in supporting,
shaping, and funding the project. The East Lawrence Neighborhood Association
has also figured as one of the most vocal supporters for the “Building Futures”
project.
Next, our donors have
shown strong support for the “Building Futures” project – as witnessed by their
commitment in donating $102,000 last year, even in the absence of a tax credit
award. In particular, members of the Van Go board of directors have financially
backed the project. The Board also authorized a Building Acquisition and
Steering Committee made up of non-Board community members, including: Barbara
Huppee, executive director of the Lawrence-Douglas County Housing Authority;
Dan Watkins, prominent local attorney and local fundraiser; Jason Edmonds,
local stockbroker, financial advisor, businessman, and patron of the arts; Tree
Hanna, local business owner; and Brad Chindamo, community president of Central
National Bank. This group thoroughly investigated the pros and cons of the
project: size and structural soundness of the building; owning versus renting;
program expansion; and long-term financial viability.
Long-Term Sustainability
Once completed, the
“Building Futures” project will allow Van Go to become more self-sufficient in
several ways.
(1) The building purchase
will provide Van Go with a major asset of significant worth. Even before
renovation, the building is worth $300,000. Afterwards, it will be worth
significantly more.
(2) Owning instead of
renting will reduce operating costs – currently, we pay approximately $15,000
in rent per year.
(3) Owning a permanent
space renovated with vocational training in mind will allow us to attract
larger vocational training grants, as well as private funders interested in
contributing to an endowment.
(4) Establishing a
permanent gallery space will allow us to increase our retail sales of the
apprentice-artists’ work, with the goal of supporting 25-50% of our general
operating expenses.
(5) The size of the new
building will also permit Van Go to stage major fund raising events.
The “Building Futures”
project will also add important intangibles that will help Van Go’s long-term
sustainability. Foremost, by purchasing and renovating our building, Van Go
sends an important sign to the community about our programs and ability to
pursue our mission – the need is strong, our solution is effective, and our
organization is committed to serving at-risk youth over the long haul.
In turn, our completed
building will send a message to us from the community – the people whose
donations helped us to build it. People in Lawrence and Douglas County care
about these disadvantaged teens, recognize their needs, and believe in Van Go
as a long-term solution.
1) Community
Services
Describe
in detail how your project will benefit children or families.
By
helping to resolve the problems of at-risk teens, Van Go benefits children,
their families, and the community as a whole. Our programs forestall high-risk
behaviors such as smoking, drinking, and promiscuous behavior, as well as
delinquency, truancy, and the other issues that face at-risk youth. In
addition, by providing vocational training, we help the kids learn to help
themselves – after completing our programs, our youth have the economic and
social skills necessary to find employment and break the cycle of poverty.
2) Non-governmental
Crime Prevention
What
is the basis for the conclusion that the proposed project will aid in the
prevention of crime?
3) Health Care Services
Describe
the way in which the proposed project will directly improve the delivery of
health care services in your community.
29. Briefly
describe the measurable goals/objectives of the proposal (please be specific).
Van
Go’s ultimate goal in pursuing the “Building Futures” project is to better
fulfill our mission: using the arts to provide vocational and life services
training to more of the at-risk youth in Lawrence and Douglas County. For
example, due to space limitations in the JAMS program, we turn away two
children for each one served. Three years ago, we only turned away one child
for every one that we served. Clearly, the need for our services is increasing.
The specific goals for
“Building Futures” are:
1) To serve more
high-risk teens in the Lawrence community by purchasing and renovating our
facilities. By 2007, we want to triple the number of at-risk youth that we
currently serve per year – an increase to 300 from 100. While we currently
serve approximately 10% of the at-risk teens in our area, “Building Futures”
will allow us to serve approximately 33%.
2) To keep our facilities
renovation plan flexible so we can continue adapting to the evolving needs for
our services. We must develop a stable, up-to-date workspace in order to carry
out adequate vocational training programs for more at-risk youth.
3) To develop long-term
sustainability for our organization, the facilities plan must also include an
expanded retail sales area. Eventually, we want our gallery sales to provide
25-50% of our general operating expenses. In addition, owning our building will
allow us to achieve increased self-sufficiency.
To meet these goals
through the “Building Futures" project, Van Go will pursue the following
objectives:
Objective 1: Finalize
ownership of the building at 715 New Jersey by August 31, 2004.
As detailed in Question
32, after receiving the tax credit award Van Go will be able to complete the
$300,000 purchase of its building. Next, it will apply to the Kriz Charitable
Fund for $53,115 to pay off the remainder our mortgage. Last, in 2005 it will
reapply for more CDBG funds.
Objective 2: Secure
$335,000 in donations to complete the renovation of the unoccupied south side
of the building by December 31, 2005.
As described in Question
32, throughout the capital campaign for “Building Futures,” fundraising efforts
will continue. For the renovation, Van Go has entered into an architectural
services agreement with nationally renowned architect Dan Rockhill of Rockhill
and Associates. Rockhill has completed the pre-design phase and is in the
process of completing the schematic design phase for the renovation. By first
renovating the 9,000 square feet on the south side, Van Go will be able to
still carry out its programs on the north side during the construction.
Objective 3: Secure
$210,000 in donations to renovate the north side of the building and make
improvements to the parking lot, with a completion date of July 1, 2006.
After renovating the
south side of the building, Van Go will then move into the new space, and begin
construction on the north side. The gallery space can temporarily function out
of the south side of the building so we can continue to earn revenue from
gallery sales during this time. The increased space on the north side will
allow us to double the population that we serve, only halfway through the
renovation.
Objective 4: Expand our
vocational training programs to full capacity by spring 2007.
Objective 5: Increase the
stock, sales hours, website, and retail sales of our gallery space to help
support our operating expenses.
30. Using
the goals/objectives of the project, please explain how you plan to
evaluate/measure the success of this project. Be sure to indicate appropriate
timeframes for meeting each goal/objective and for measuring the overall
success of the project.
Successful
implementation of the “Building Futures” project will consist of two major
benchmarks: (1) raising the total $1 million dollar goal of the “Building
Futures” Capital Campaign; and (2) completing the three stages described in
Question 28 – building purchase, renovation, and program expansion within
budget and on time.
Above all, Van Go will
evaluate the success of the “Building Futures” project by measuring an increase
in the number of at-risk youth that we serve. By 2007, we will triple the
number of at-risk youth that we currently serve per year, an increase to 300
from 100. While we currently serve approximately 10% of the at-risk teens in
our area, “Building Futures” will allow us to serve approximately 33%.
Serving more at-risk
youth in Lawrence and Douglas County will serve as the ultimate evaluation of
the project’s success.
In addition, Van Go will
evaluate the success of “Building Futures” by meeting the goals and objectives
outlined in Question 29. The goals represent general guidelines, and the
objectives represent specific performance requirements.
31. Describe
in detail your plans for administering the proposed project.
a. Operational
Procedures
b. Administrative
Systems and Controls
c. Coordination
of Funding and Project Administration with Other Organizations
(Public
or Private)
d. Fiscal
Controls and Auditing
a)
Operational Procedures -
1. The capital campaign
committee will meet weekly to track and complete activities within the
fundraising strategy, and to make assignments when necessary.
2. A staff person has been
hired to manage the renovation project. Heather Hoy has been on staff since
January of 2003 and will work under the direction of the Executive Director and
the board to see the project through.
3. The architect of record
will consult weekly with staff, the executive director and the board to ensure
that plans are followed, deadlines met, and expenses tracked.
4. The executive director has
scheduled monthly meetings with the board to review activities and progress
toward the project objectives. Since operations will continue in the building
during the renovation process, the project progress will be very closely
monitored.
The following timetable lists
significant activities of the project.
January 2003
Secured $150,000 from the
building owner (remainder of gift will be given in August, 2004).
August 2003
Received $25,000 from Central
National Bank, $7,500 from the Capitol Federal Foundation.
Secured $60,000 from an
anonymous donor, donation was given in December 2003.
July - December, 2003
Received $10,000 in
contributions from board and community members for the purchase.
October 2003
Secured Dan Rockhill of
Rockhill & Associates as the architect for the project.
November 2003
Pre-design of building
completed.
January 2004
Board of Directors gave the
Executive Committee the green light to take out mortgage in the amount of
$60,000 to purchase an undivided half-interest in the building.
February 2004
Van Go Mobile Arts became
owners of an undivided half-interest in the building at 715 New Jersey.
April 2004
Received an allocation of
$6,885 in Community Development Block Grant funds from the City of Lawrence
Neighborhood Resources Advisory Committee for the purpose of purchasing the
building.
May 2004
Schematic Designs completed.
May 7, 2004
Submit Tax Credit Application
July 1, 2004
Notify donors and prospective
donors of tax credit award/denial.
August 2004
Van Go will own 100% of the
building following the gift of Duane Schwada in the amount of $150,000. Van Go
will apply to the Kriz Charitable Fund for the $53,115 remainder to pay off our
mortgage.
September 2004
Design Development completed.
December 2004
Construction Documentation
completed/complete construction bid documents.
January 2005
Advertise construction bids.
March 2005
Construction bid deadline.
May 2005
Construction starts on South
side of the building.
December 2005
Complete construction on South
side of building/end aggressive sales phase of tax credit campaign.
January 2006
Begin construction on North
side of the building and improvements to parking lot.
July 2006
Complete north side
renovation.
September 2006
Open House/Major gallery event.
September-December 2007
Expand our vocational training
programs to full capacity.
b.) Administrative Systems and
Controls
The Van Go Board of
Directors has delegated responsibility for all aspects of the project to
executive director Lynne Green and staff member Heather Hoy. Heather is a
half-time employee and her time is dedicated to planning and implementing
"Building Futures." She is responsible for organizing all aspects of
the campaign under the direction of the capital campaign committee. The
Capital Campaign Committee was formed with specific responsibility for
establishing and executing the fund-raising campaign for the project. This
committee is chaired by Barbara Huppee, executive director of the
Lawrence-Douglas County Housing Authority. Her responsibilities include mapping
out the strategy for the campaign and assigning tasks to committee members.
Members of this committee also include the board president Sandra Shaw and Brad
Chindamo, board member and community president of Central National Bank. The
committee is currently being expanded to include lead donors as well as
community members interested in helping with the campaign.
The Van Go Board of
Directors has entered into a contract with Dan Rockhill of Rockhill and Associates.
A copy of the contract is attached. Mr. Rockhill is responsible for the
design and construction documentation for the facility as the architect of
record, in consultation with the Board of Directors and the Capital Campaign
committee.
c.) Coordination
This project was planned
with the input of numerous individuals and organizations, including the Van Go
board of directors. The board-supervised Capital Campaign Committee, comprised
of board and community members, has been instrumental in planning this
project. In order to generate a base of donors, we have also undertaken a
series of 100 informational interviews with current and prospective donors to
educate them about this project and gain their input as we proceed with
expanding our programs and our space to serve high-needs youth in Lawrence.
Van Go also has two
groups it meets with regularly to advise it on its programs and the population
it serves. These include a partners group consisting of the USD 497 Junior and
Senior High School Counselors, Douglas County Court Services, Douglas County
Youth Services, The Shelter, Bert Nash Community Mental Health Center, and the
Lawrence-Douglas County Housing Authority (LDCHA). The other group is a
committee of parents of former and current Van Go participants. Both groups
advise Van Go on its programs, and were involved in discussions that led to the
"Building Futures" project.
d.) Financial Controls and
Auditing.
A Capital Fund
Campaign account has been established at Central National Bank. The account is
monitored by the board treasurer, Amy McPheeters, and the Board of Directors
through monthly financial reporting. GAAP accounting procedures and fiscal
controls are being followed. A chart of accounts has been established. All deposits
into the account will be made by the organization’s chief financial officer,
Judy Caldwell. All expenditures must be included in the budget. Expenditures
will be supported by invoices or other written documentation and reviewed by
the board president prior to payment. Checks will contain signatures of the
executive director and board treasurer or the board president. The account will
be audited annually by an independent auditing firm.
32. What
is your organization’s fundraising strategy? Please discuss who will be
responsible for ongoing fundraising activities (i.e. staff, volunteers,
committees, etc.). Demonstrate your agency’s fundraising strategy over the
past three years.
To
finance the “Building Futures” project, Van Go has developed a capital campaign
with a comprehensive fundraising strategy. Our goal is to raise a total of $1
million dollars, and we have already raised $102,000 of this amount.
A crucial step in our
fundraising strategy is receiving $245,000 in Kansas community service tax
credits. By giving us the possibility of $490,000 in donations, this award will
be crucial for Van Go to successfully raise funds for “Building Futures.” This
amount will cover the remaining cost of the building purchase price
(approximately $200,000), as well as create an effective incentive for raising
$545,000 for the building renovation, plus $155,000 for furnishings, equipment,
and administrative costs.
Since Van Go has already
pre-sold $81,625 in tax credits for 2004, receiving the tax credit award will
boost us to more than 50% of our overall capital campaign goal.
The Van Go capital
campaign breaks the “Building Futures” fundraising into the following four
steps. First, the board of directors is already pre-selling Kansas tax credits.
Second, in May 2004 Van Go will enter its second application for Kansas tax
credits (its first application in 2003 went unfunded). Third, if the award is
received, the Van Go board of directors will continue aggressively selling tax
credits. By summer 2005, we will have sold all the tax credits to our most
generous donors. Fourth, throughout 2006 the Van Go board of directors, Capital
Campaign Committee, and staff will continue to raise the remaining funds for
“Building Futures.”
Pre-Selling Tax Credits
To sell tax credits in
2004, Van Go will build on its success in pre-selling tax credits for its
unsuccessful 2003 community tax credit application. In January 2003, Van Go
approached its current landlord, Duane Schwada, about buying the building. In
return for tax credits, Mr. Schwada agreed to donate one-half of the cost of
the building to Van Go. According to two independent appraisals, the building
was valued at $300,000. Van Go then started pre-selling additional tax credits.
For 2003, Van Go pre-sold tax credits totaling $121,000, which included Mr.
Schwada’s commitment of $150,000 as well as $92,500 from other donors.
However, Van Go’s 2003
application for tax credits was not funded. Mr. Schwada did not donate his
half, preferring to wait until Van Go reapplied for the tax credits in 2004.
Therefore, the Capital Campaign Committee revised their strategies to begin
purchasing the building by other means. The committee then raised $102,000
(Central National Bank, $25,000; Capitol Federal Foundation, $7,500; an
anonymous donor $60,000; plus various individuals and our board $9,500). In
addition, Van Go received $6,885 in Community Block Development Grant (CDBG)
funds for 2004.
Since the first year of
the capital campaign for “Building Futures” still raised money, in January 2004
the board decided to move forward and purchase a one-half undivided interest in
the building. Central National Bank offered Van Go a low interest mortgage of
$60,000 to complete the purchase price and also fund architectural service fees
for planning the renovation. In addition, for a second year Mr. Schwada
committed to donating the remaining half of the building, if he could receive
$75,000 in Kansas tax credits. If Van Go’s application for tax credits is
funded, by August 2004 it will own the entire building.
With Mr. Schwada’s
donation of $75,000, we have already pre-sold a total of $81,625 in tax credits
for 2004 (see attached letters of support from Hack, Huppee, Hiebert, Loomis,
Saleebey, Buhler,Schwada, and Chindamo). Van Go secured these commitments by
applying the primary strategy that it will depend on throughout the “Building
Futures” capital campaign: the Van Go board of directors developing one-on-one
relationships with potential donors. We will use the tax credits as incentives,
reserving them for the largest donations.
Last, to lay the
groundwork for the aggressive sales phase of our fundraising, our board of
directors has already begun a major mailing campaign. The first mailing
included over one hundred personalized letters from board members to potential
major donors, as well as materials regarding the renovation plans.
Applying for Tax Credits
Van Go’s second step in
carrying out its capital campaign for “Building Futures” will be to make an
official application for Kansas community tax credits. We have extensively
reviewed and revised last year’s application. In addition, Barbara Huppee
(Capital Campaign Committee Chair), Heather Hoy (Van Go Capital Campaign staff
member), and Maril Hazlett (grantwriter) also met with Matt Jordan and J.R.
Robl to clarify the most important aspects of the application. We are
submitting portions of the application for early review, and will submit the
entire completed application by the May deadline.
Aggressively Selling Tax
Credits
If we receive the
$245,000 award of Kansas community service tax credits, Van Go’s primary
strategy in aggressively selling the remainder of tax credits will be for our
board of directors to build long-term, one-on-one relationships with potential
donors. We currently have a list of 300 potential donors with the capacity to
donate a minimum of $1,000. However, we also know that many of them have the
capacity to donate considerably more.
In order to educate this
select group of donors about Van Go, over six months board members will conduct
a total of one hundred informational interviews, as well as
"friend-raising" coffees and receptions. They will use these
individual meetings and group occasions to expand the list of potential donors
and gather input regarding renovation plans. In addition, one of our goals is
to secure two lead donors (in addition to Mr. Schwada) who will commit to
giving $75,000 over the next three years. We have already identified two very
strong, interested candidates to fulfill this goal. We will ask these two
donors to serve on our capital campaign committee, and join our board members
and staff in going out to solicit donations from friends and associates.
In our aggressive sales
phase, Van Go will take advantage of many supporting materials to distribute
through mailings and at meetings. For example, since we have entered into an
architectural services agreement with nationally renowned architect Dan
Rockhill, we now have building design schematics to share with potential
donors. In book form, we are also developing a “case for support” that tells
the story of Van Go and our clients, plus including the project budget and
design drawings.
As a whole, our fourteen-member
board of directors is very involved in giving and fundraising for the “Building
Futures” project. Our board of directors will provide 10% of our total capital
campaign goal ($100,000). Each member has also promised a three to five year
financial commitment as well. Their letters of commitment also make it clear
that our board understands and fully supports the “Building Futures” campaign.
Our board of directors
also provides crucial labor, resources, and operations support for the capital
campaign. The Capital Campaign Committee, which answers to the board of
directors, has the primary responsibility for overseeing the fundraising. A
part-time staff member will also help coordinate the campaign.
The Van Go staff is very
small, consisting of only four employees - two full time, one three-quarter
time, and one half-time. Each staff member has committed to giving to the
extent of their limited capacities.
Organizational Fund-Raising
Track Record
During the past eight
years, Van Go’s well-established fundraising track record has kept pace with
its strong program growth. As also described in Question 26, Van Go has
maximized a diverse range of funding opportunities to carry the organization
through tight economic times.
General operational
support comes from a combination of federal, state, and local grants, corporate
and private foundations, as well as a solid base of individual donors. During
the three past years, Van Go has also received several major grant awards,
including the second highest Workforce Investment Act (WIA) grant ever awarded
in Kansas. We derive a large portion of our budget – in 2004, almost 24 percent
– from our combined fundraising efforts (including mailings, a fundraising
event, commissioned sales, and gallery sales)
As part of that number,
Van Go also currently generates approximately six percent of the overall budget
from gallery sales - selling the work of the apprentice-artists that Van Go
employs and trains. After the building renovation, increased production and
retail sales space will hopefully result in increased gallery sales that can
support 25-50% percent of the overall budget. Currently, due to space
limitations, Van Go does not have a year-round retail sales gallery.
In general, Van Go
already pursues the same two major fundraising strategies that it will apply in
raising money for the “Building Futures” capital campaign: (1) having our board
of directors develop long-term, one-on-one relationships with potential donors,
and (2) writing grants.
33. Briefly
describe other existing or planned funding sources for your proposed project.
The
Van Go Community Tax Credit application for $245,000 in Kansas Community tax
credits is crucial in Van Go’s $1,000,000 “Building Futures” capital campaign
for purchasing and renovating our building. If awarded, the tax credits will
boost our total funding to $590,000, leaving us to raise the remaining
$410,000. To raise funds for the remainder of the capital campaign, we will seek
support from several different sources, primarily individual donors and private
foundations.
Funds Already Received
As detailed in the
Pre-Selling Tax Credits section of Question 32, we have already raised $102,000
for “Building Futures.” This money came from a combination of individual donors
and institutions. Our ability to raise these funds without a tax credit award,
and without a public kick-off of our capital campaign, shows the strength of
our basic donor network.
Additional Resources
After we receive and
aggressively sell the remaining tax credits, Van Go will capitalize on this
momentum to recruit donors who are able to make multi-year financial
commitments. In addition, the board will continue with its strategy of mailings
and individual meetings with potential donors.
The next step in the
capital campaign will be to pursue capital campaign and bricks-and-mortar
grants. First, on September 1, 2005, Van Go will submit a challenge grant
proposal to the Mabee Foundation in Tulsa, Oklahoma. This request will seek to
fund 25 percent ($250,000) of our overall campaign goal. Barbara Huppee,
Capital Campaign Committee chair, has already established a strong relationship
with the Mabee foundation and will work with Van Go staff to submit the proposal.
In addition, Van Go will
write grants to other foundations that fund bricks-and-mortar projects, such as
the Kriz Fund, the Payless ShoeSource Foundation, and the Kresge Foundation.
Van Go will also continue to pursue the possibility of receiving additional
Community Development Block Grant (CDBG) money.
34. Please
complete the proposed budget at the end of the application. (See specific
instructions on pages 15-16 of the application package.)
35. Budget
justification.
A. Land
Acquisition: The purchase price of $300,000 was based on two independent
appraisals by licensed appraisers in the state of Kansas. Van Go currently
owns an undivided half interest in the building, and has a mortgage with Central
National Bank in the amount of $60,000. The in-kind amount of $150,000 is the
amount needed for Van Go to become full owners of the building. The $53,100
will allow Van Go to pay off the mortgage on the facility.
B. Architectural/Engineering: Van
Go has contracted with Dan Rockhill for architectural services through the
Construction Documentation phase of the project for $27,000, approximately 5
percent of the total cost of the renovation project. We have paid $12,000 for
his services through the schematic design phase and the $15,000 in other
donations will be used to pay the rest of hs fee. We hope to secure $5,000 in
in-kind support for engineering services.
C. Building Renovation: The
$335,000 amount for the building renovation is 75 % of the total cost estimated
by the architect. This would allow for the 9,700 square foot renovation of the
south side of the facility, slated for completion during the tax credit
eligibility timeframe. remaining $209,000 from other donations would be from
the Mabee Foundation and would fund the north side renovation. The total
estimate for the renovation is $544,000.
G. Salaries/Wages/Fringes: Staff
dedicated to this project will be Heather Hoy and Lynne Green. One-half of
Heather Hoy's salary with fringe over the two and a half years of the project
would be $25,000. Lynne Green will dedicate a minimum of 25 percent of her
full time status to the project. One-quarter of her salary with fringe over
the 30-month period amounts to $30,000. None of this money will be used for a
campaign consultant or development staff outside of the agency.
I. Audits: The Building Futures
campaing will annually audit the project. Current audits of the agency's
financial records from a professional auditing firm run $3,500 per year. The
amount of $10,500 is to pay the costs of three years of audits on project.
36. Project Assurances
Should our project receive approval, we hereby agree to
accept an allocation of tax credits under the following terms and conditions:
A. We
understand that our credit authorization will end December 31, 2005. Donations
received after this date will not be eligible for tax credits. Expenses
incurred prior to award date are not allowable expenses.
B. We
understand that it is not necessary to establish a separate bank account for
the project, if the accounting system can track the receipt and expenditure of
the Community Service Program donations. Twelve (12) months after the project
closing date, any remaining funds will be placed in an escrow account
established specifically for the project.
C. If the
amount of tax credits authorized and used for this project equals or exceeds
$100,000, an independent audit of the Community Service Program account is to
be submitted to Commerce no later than twelve (12) months after the official
project ending date. Auditing expenses that are budgeted are allowed as
eligible project costs.
D. We
agree that non-cash and cash contributions shall be directly related and
actually used for or as a part of the project. We will make financial records
available to Commerce for spot auditing when given the advance notice of at
least five (5) days.
E. We
understand that we will be able to make reasonable budget amendments, provided
that the basic drive of the project remains the same. Such amendments will
require approval of our Board of Directors and Commerce.
F. We
agree to cooperate with Commerce in reviewing and processing of Tax Credit
Applications, in order to ensure donors a timely response.
G. When
soliciting for contributions, we agree not to promise credits in excess of the
amount allocated by Commerce. We also agree not to promise credits for
contributions unrelated to the approved project.
H. We
understand that we are fully responsible for all fundraising and solicitation
of support on behalf of our project. We further understand Commerce reserves
the right, once we have reached mid-point of our project period, to reduce our
credit allocation. If after thirty (30) days notice we are unable to show
evidence that our remaining credits will be utilized, Commerce will determine
the amount of credit reduction.
I. We
agree to notify all donors that Tax Credit Applications are to be submitted to
Commerce within one (1) year of the date of donation, or the right to the
credit will be forfeited.
J. We
agree to give Commerce proper acknowledgement in publicity related to the
project and will use the following acknowledgement: “Certain project costs
have been supported by the Kansas Department of Commerce, Kansas Community
Service Program.” All construction or renovations directly related to the
project must also use this acknowledgement.
K. We
have designated the following person as Project Director and understand that
all pertinent correspondence from Commerce will be addressed to him/her. We
will notify Commerce (in writing) within thirty (30) days of any change in
position.
L. We
understand that we must attend a one-half day training seminar. Quarterly
reports are required for each calendar quarter that the project is open and a
final report will be required at the end of the project. Forms and detailed
information will be provided at the training sessions for new awardees.
M. We
understand that the continued approval is contingent upon satisfactory
adherence to the assurances, and remaining in good standing with the Kansas
Secretary of State. We understand that our project may be placed on probation
or terminated by Commerce for failure to comply with any of these conditions.
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BOARD SECRETARY
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37. The
following attachments must be included as part of this application:
a. Local
government endorsement form (required for non-governmental crime prevention)
b. Articles
of Incorporation and Organization Bylaws for organizations that have not
previously received credit
c. IRS
tax-exempt status notification, if applicable
d. Current
letter of good standing from the Secretary of State’s office
e. Minutes
of board meeting where the community service program application was approved
f. Current
Board of Directors with current addresses and home phone numbers
g. Map
showing boundaries of project or service area
h. Letters
of financial support or interest
i. Other
letters of support and cooperation
j. Independent
audit or IRS Form 990
38. I
hereby certify that the Board of Directors has reviewed this application and
has authorized its submittal to the Kansas Community Service Program.
EXECUTIVE DIRECTOR
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(Signature)
|
|
DATE
|
APPENDICES
