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Chicago Jobs Council29 E. Madison St., Suite 1700Chicago, IL 60602-4415

FROMEVERY

ANGLE

chicago jobs council2007 annual report

About CJC

The Chicago Jobs Council works with its members to ensure accessto employment and career advancement opportunities for peoplein poverty.

Founded in 1981 with 18 original members, CJC has grown to includeover 100 community-based organizations, civic groups, businesses,and individuals committed to helping disadvantaged Chicagoans gainaccess to the education and training they need to enter the labormarket, secure stable employment at a living wage, and pursuesustainable careers.

CJC advances its mission through advocacy, applied research, publiceducation, and capacity-building initiatives focused on influencing thedevelopment or reform of public policies and programs.

CJC’s work is grounded in the perspectives of its members, whocontribute their expertise as direct service practitioners, advocates,and researchers. By organizing members and other interested partiesaround workforce, economic, and community development issues,CJC fosters dialogue and cooperative strategies to effect change.

Seguin ServicesSinai Community InstituteSouth Suburban CollegeSoutheast Chicago Development

CommissionSouthwest Youth CollaborativeSt. Leonard’s MinistriesTASC, Inc.Uhlich Children’s Advantage NetworkWomen EmployedThe Women’s Treatment CenterWork, Welfare & FamiliesWorkNet Northern Cook County/Arbor

Education and TrainingYMCA Alliance of Metropolitan ChicagoYouth GuidanceYouth Job Center of Evanston, Inc.

INDIVIDUAL MEMBERSJoseph AntolinNancy BellewGregory BraxtonDonnell CraigLouise C. DunnAmanda FoxCheryl FrancisMimi GilpinEmily J. HarrisDeborah Minor HarveyHenry JacksonDavis JenkinsJan KayRichard KayePaul KleppnerMarcia MedemaSandy O’DonnellCrystal OdomTerry RoseboroughColleen M. SotoLois SnyderSandra Watson-SmithKapila WewegamaBetty Willhoite

WORKING GROUPPARTICIPANTS

Cynthia AlexanderAmanda AllenJerome BaileyLaura Erving BaileyMeegan BassettLawrence BenitoRanjana BhargavaEd BickmanJennifer BlandfordBonita BoersmaNancy BrandtLarry BravoKen BroadyEdith BrownSandi BrownMalcolm BurgesSharon BushLatoya ButlerDena ByrdAmanda CageLeKeeta CharleyValerie CheppTelly CheungRobin ChildressAlexis ClementsMarvin CoklowJerome CollinsTheresa ConnellCarrie CoxAlgie Crivens IIIGeorge R. Crouse, Jr.Lenora DaileyJudy DavisHarriette DawsonCristina De La RosaDenise Demus

Jessica DeVriesLeigh DiffayDavid DisabatoJames DominguezKerry DoyleAndi DrileckElijah EdwardsJamie FerrelLarry FitzpatrickRick FloresPamela FullerGina GuillemetteLisa GunnRodney HallDonna Hampton-SmithJoe HankeyRev. Anthony HaynesRon HearnsYolanda HillSheryl HolmanAndrea HudnellAmanda HudsonLois E. HummelKreshina IngramDarnell JacksonMalvin JeffriesFrances JenkinsGrace JenkinsStephanie JohniganLorita JohnsonPamela JonesWarnita JonesMecole JordanMark KaufmanJan KayRichard KayeAndre KellumArthur KingDanae Kovac

Gerard KwaaningJudy LaiCheryl Lee LawrenceCleopjus LeePrincella LeeTed LeeShari LewisDavid LimonSam LongAnthony LoweryJulian MacklinEverlean MansfieldCarmen MartinezLakerya MaxwellJeff McCourtLaSherrie McKinnie-BatesMarcia MedemaAndrew MichailsTara MontleyRaymond MooreAlice MorenoSherri MosesYolanda NeffDivida NewsonBarbara Nimmons-SmallsTracey NolanCrystal OdomAlberto OrtegaGloria PanamaRoger PedenRochelle PerryMarissa PetersonWendy PollackWilliam PollackDenise PryorLogan QuanAndrea RayBetty ReederJennifer Miller Rehfeldt

Harry RhodesBernie RyanMyrtle RycrawPatricia SalazarBarbara SealesJoyce ShortDillan SieglerMaurice SimmonsTicia SmithLois SnyderRobert SpackeyShannon StewartAmy TerpstraNik TheodoreLynn TodmanKevin TomlinChristina TrumbachLeila Vaez-AziziMariela VargasJessica VeryEileen VeseyColleen VittHoward WaitElizabeth WamplerDaShara WellsTrina WhatleyKitty WilliamsJames WillisTaleda YoungJames Zangs

CREDITSCopy and edits:Noah Temaner Jenkins

Design:Starbelly Productions

Photography:Chris Kirzeder Photography

2007 Annual Report 9

CJC Board of Directors

OFFICERS

Edith Crigler, Chicago Area Project (President)Joseph A. Antolin, Heartland Alliance Human Care Services, Inc.(Vice President)

J. William McVey, OAI, Inc. (Treasurer)Margie Gonwa, LEED Council, Inc. (Secretary)

DIRECTORS

Stephen J. Alexander, DePaul University/Egan Urban CenterSue Augustus, Corporation for Supportive HousingAnita Flores, The Women’s Treatment CenterCheryl Francis, Francis and AssociatesSheryl Holman, Community Assistance ProgramsDavis Jenkins, Community College Research Center,Teacher’s College, Columbia University

Debra Walker Johnson, National Able NetworkG. Sequance Lawrence, Elliott Donnelley Youth CenterRachel McDonald, Central States SERJohn Plunkett, HarborquestWendy Pollack, Sargent Shriver National Center on Poverty LawJuan Salgado, Instituto del Progreso LatinoShannon Stewart, Inspiration CorporationSandra Watson-Smith, SWS and AssociatesKapila Weweagama, Training Paths, Inc.Esther Wong, Chinese American Service League

EMERITUS

Mimi GilpinAnne LadkyBetty J. Wilhoite

CJC Staff

Jeffrey Allington, Statewide Policy AssociateLiz Bomgaars, InternEtta Davis, Operations ManagerLeise Grimmer, Director of Finance and AdministrationSuzanne Grimmer, Administrative AssistantCheryl Hester, Program AssistantRose Karasti, Director of State AdvocacyJennifer Keeling, Policy AssociateAmerica Lewis, ReceptionistAndrés Moreno, Administrative AssistantSteve Simmons, Statewide Policy AssociateMegan Winzeler, Director of ProgramsRobert E. Wordlaw, Executive Director

FY 2007 Funders

Alphawood FoundationSearles Fund of the Chicago Community TrustChicago Tribune Charities, a McCormick Tribune

Foundation FundGrand Victoria FoundationJP Morgan Chase FoundationThe John D. and Catherine T. MacArthur FoundationThe Joyce FoundationLaSalle BankThe Partnership for New CommunitiesPolk Bros. FoundationThe Rockefeller FoundationWoods Fund of Chicago

Fiscal Year 2007 Financials Fiscal Year 2007 CJC Members

ORGANIZATIONAL MEMBERSA Safe Haven, L.L.C.Albany Park Community Center, Inc.Alternative Schools NetworkB.U.I.L.D, Inc.Bethel New Life, Inc.Breaking GroundThe CABET GroupThe Cara ProgramCarepoint Adult, Child & Family AssociationCARES ChicagoCenter for Labor and Community ResearchCentral States SERCharles A. Hayes Family Investment CenterChicago Anti-Hunger FederationChicago Area ProjectChicago Christian Industrial LeagueChicago Commons E.T.C.Chicago Federation of Labor Workers

Assistance CommitteeChicago House and Social Service AgencyChicago Interfaith Committee on

Worker IssuesChicago Lighthouse for People Who Are

Blind or Visually ImpairedChicago Urban LeagueChicago Women in TradesChicagoland Chamber of CommerceChinese American Service LeagueCity of Evanston Department of Health and

Human ServicesCJG Communications, Inc.Community Assistance ProgramsThe Community Builders, Inc.Corporation for Supportive HousingCouncil for Adult and Experiential LearningDESIEaster Seals Metropolitan ChicagoEmployment and Employer ServicesThe Enterprising KitchenEyes on AustinGoldie’s Place

Goodwill Industries of Metropolitan ChicagoGrand Boulevard FederationGreater Northwest Chicago Development

CorporationGreater West Town Community Development

ProjectGrowing Home, Inc.HarborquestHaymarket CenterHealth and Disabilities AdvocatesHealthcare Consortium of IllinoisHeartland AllianceHousing Opportunities for Womeni.c. starsIndustrial Council of Nearwest ChicagoInspiration CorporationJane Addams Hull House AssociationJane Addams Resource CorporationJobs For Youth/ChicagoK. Johnson and Associates, Inc.Kenwood Oakland Community OrganizationKorean American Community ServicesLa Casa NorteLife SpanLocal Initiatives Support CorporationLutheran Social Services of IllinoisMarriott Foundation for People with

DisabilitiesMercy Housing LakefrontNational Able NetworkNeighborhood Technology Resource CenterNew Moms, Inc.Nonprofit Financial CenterNorth Lawndale Employment NetworkOAI, Inc.Phalanx Family ServicesPolish American AssociationProtestants for the Common GoodRoosevelt UniversitySafer FoundationSankofa Safe Child InitiativeSargent Shriver National Center on

Poverty Law

CHICAGO JOBS COUNCIL STATEMENT OF FINANCIAL POSITIONJune 30, 2007

ASSETSCurrent assets:

Cash $ 510,780Cash – restricted 7,157Short-term investments 253,330Accounts receivable 6,537Contributions receivable 146,250Prepaid expenses 29,225Total current assets 953,279

Noncurrent assets:Long-term investments 36,917Fixed assets:

Leasehold improvements 102,053Equipment and furniture 26,463ComputersLess: accumulated depreciation (85,219)

Total fixed assets 43,297Total noncurrent assets 80,214

Total assets $1,033,493

LIABILITIESCurrent liabilities:

Accounts payable and accrued expenses $ 7,488Payroll liabilities 18,432Custodial funds payable 7,157Total liabilities 33,077

Net assets:Unrestricted 165,416Temporarily restricted 835,000Total net assets 1,000,416

Total liabilities and net assets $1,033,493

8 Chicago Jobs Council

Dear Colleagues:

I want to thank each of you for your continued support of the Chicago Jobs Council andits important work. Your dedication and commitment to enhancing the quality of life forall unemployed and low-income workers is what inspires us.

The goals we have achieved in Fiscal Year 2007 will have a lasting impact on the livesof thousands of individuals who began the process of gaining economic equity. CJC’swork is guided by the needs of unemployed and low-skilled workers, providers, otherstakeholders, and by our own research and experiences. We believe that appropriatepolicies and programs can create the framework needed to end poverty and bring abouttrue economic equity for all Illinoisans.

Our challenges are enormous. Over 28% — three million — residents of Illinois are livingat or below 200% of poverty, and the majority of new jobs through 2012 are projected to pay below the State median householdincome of $48,000. Trying to respond to the employment needs of the immigrant, the person with a criminal record, and otherswith multiple barriers under ill-conceived public policies is over-taxing to a provider system that has seen a steady decline inresources over the past six years. We are all being asked to do more with less.

CJC responded to the many challenges and opportunities confronting all of us who are involved in workforce development byengaging more people and more organizations in the effort to enhance the City and State workforce delivery systems from everyangle. This report reflects our work to promote public policy changes and increased opportunities for disadvantaged workers, andto build the capacity of providers working on the frontline.

Because our economy and job market are now influenced by regional, national, and international policies, CJC’s ongoingwork includes outreach to involve more regional and statewide partners in our advocacy, information dissemination, and technicalassistance efforts that are aimed at shaping workforce and economic development policies and programs. We are also workingto create more governmental partners at the City and State levels to address the issue of the integration of workforce andeconomic development.

Again, I take this opportunity to offer my heartfelt thanks to each of you who have made CJC what it is and what it is going to be.

Sincerely,

Robert E. WordlawExecutive Director

Letter from the Executive Director

2007 Annual Report 1

2007 Annual Report 7

together to really help individuals get on a path of self-sufficiency and ultimately find sustainable employment.” Dillanhelps people with disabilities and other barriers to get jobsthrough her program at CARES Chicago.

Graduates of these training programs particularly appreciatethe hard skills they gain through specific assignments, likethe personal skills assessment, the industry report that manygraduates refer back to while on the job, and techniques forworking with employers. Priscilla Torrence explains, “Going tothis workshop gave me strategies on how to get the employers tovalue the services that ICNC provides at no charge. Some peoplethink that because it’s free, it’s not as effective.” As Directorof Business Employment Services at the Industrial Council ofNearwest Chicago, Priscilla focuses on the employee needs of theCouncil’s business members, since they are her primary clients.

In addition to the hard skills they learn, they develop a networkof colleagues. As Dillan says, “It was an absolutely phenomenalnetworking experience. I am still very close colleagues withseveral people I met in CJC training who have been in the fieldlonger than I. They are my role models and they have showed methe ropes. And these are the folks who I e-mail with on a regularbasis, sharing job leads.” Dillan has since attended all theFrontline Focus trainings.

Since they attended their first Frontline Focus trainings, Priscilla,Roger, and Dillan have all grown into supervisory positions andsend their own staff to Frontline Focus. Roger reports, “The lasttime CJC had a one-day workshop I wanted all of my people togo. I planned to shut down operations so we could all take a tripto CJC for the one-day workshop. But by the time I got to mycomputer to enroll, it was full.”

Priscilla adds, “I recommend the class to anybody that comesthrough here. As long as they’re offering it, we definitely willkeep talking it up and participating as much as we possibly can.We’ve had three people from our company participate.”

Roger Peden enhanced his workforce development skills in Frontline Focustrainings. He is Director of Employer Services at Jobs for Youth/Chicago.

Though AnthonyTharpe facedmultiple barriersto employment,skilled staffmembers atCARES Chicagohelped himsecure his jobat Starbucks.

Administrative advocacy remains CJC’s fundamental strategy for policychange. In FY 2007, CJC’s work was guided by a vision of workforcedevelopment fully integrated with economic development, yet challengedby shrinking government resources. CJC participated in city, state, andfederal processes to improve policies and strengthen services in Chicagoand Illinois.

CJC took action when Mayor Daley transferred Workforce Investment Act(WIA) youth funds and their administration from the Mayor’s Office ofWorkforce Development (MOWD) to the Department of Children and YouthServices. CJC worked with youth service providers to communicate theirinterests to better facilitate the transfer and underscore the needs ofout-of-school youth. CJC was also appointed to the Chicago WorkforceBoard’s new Youth Council, and so will continue to advise the departmenton its development of WIA youth programming.

CJC assisted MOWD in its strategic planning, submitting feedbackthroughout the process that we gathered from a focus group, CJC workinggroups, and our semi-annual survey of WIA providers. MOWD used thisfeedback to help refine its internal processes and to restructure its WIAservice delivery system.

CJC continued to facilitate and coordinate the implementation ofOpportunity Chicago, the public-housing-focused comprehensiveemployment initiative. Gaining momentum in FY 2007 with additionalprogram offerings, Opportunity Chicago has helped over 1,300 residentsobtain employment since the initiative began in January 2006.

CJC’s working group directed comments on the State’s WIA plan tothe Illinois Department of Commerce and Economic Opportunity. CJC’sremarks addressed investment priorities, job seeker access to services,and system improvements. When the Illinois Workforce Investment Boardcreated a taskforce to examine aspects of the Plan, CJC members formedan ad-hoc committee and produced two additional comment documents.

CJC also submitted comments on the Temporary Assistance for NeedyFamilies (TANF) interim final rule to the U.S. Department of Health andHuman Services. CJC advised the Illinois Department of Human Services’implementation of federal policy and engaged working group participantsin monthly monitoring of the State’s work plan impact on contractors andtheir clients.

A CLOSER LOOK: OPPORTUNITY CHICAGO

“CJC certainly has played a vital role with the facilitation of inter-agencycollaboration,” says Commissioner of the Mayor’s Office of WorkforceDevelopment, David Hanson, highlighting the value of CJC as the facilitatorand coordinator for Opportunity Chicago, a new citywide initiative toprepare over 5,000 Chicago Housing Authority (CHA) residents foremployment over five years.

Improving Workforce Policy

Opportunity Chicago Strategic Advisors discuss initiative progress during a monthlymeeting at the Federal Reserve Bank.

2 Chicago Jobs Council

CJC recognizes workforce system capacity is a critical angle to pursue alongwith policy and program improvements. In FY 2007, 176 participants from71 different organizations participated in CJC’s Frontline Focus professionaldevelopment trainings designed to increase the expertise of direct serviceproviders. These frontline staffers from throughout metro Chicago helpdisadvantaged job seekers secure and retain career path employment byworking with employers and providing services to job seekers.

CJC offered two sessions of Skills and Strategies for Working withEmployers. This 10-week interactive course provides practical skillsand strategies for building long-term relationships with employers andmaking effective placements. Through hands-on exercises, research, guestspeakers, and discussion, the course covers topics such as prospecting,communicating with employers, using technology effectively, addressingpost-placement problems, and cultural competency.

CJC initiated the Job Developer Orientation in FY 2007. This full-dayworkshop introduces new job developers and employment services staff tokey skills, strategies, and concepts for reaching out to employers, makinggood placements, and working effectively in their role.

CJC developed and offered an Introduction to the Workforce InvestmentAct four times in response to high demand. This workshop focuses onraising awareness and understanding of the federal Workforce InvestmentAct (WIA) and the provider’s role in the workforce development system.The new training covers federal WIA goals, mandated partners andservices, state and local governance, types of WIA customers, andperformance measures.

CJC offered a three-day course, Skills and Strategies for Working withJob Seekers with Criminal Backgrounds. It provides specific information,resources, and strategies that frontline workforce development staffworking with both employers and job seekers can use to make successfuljob matches and placements for this disadvantaged population. Guestspeakers from several organizations that serve those with criminal

backgrounds provide additional insights, strategies, and resources forworking with these job seekers.

CJC’s Industry Insider featured employment in the manufacturing andhorticulture/landscaping sectors. This newsletter provides easy tounderstand local and regional industry information and regularly featuresinterviews with employers and human resource professionals that highlighthiring trends and practices.

A CLOSER LOOK: FRONTLINE FOCUS ALUMNI

“I haven’t seen any other organization within the Chicagoland area thathas the breadth of knowledge that Chicago Jobs Council has. From policy toprograms, I believe it’s unparalleled.” Roger Peden helps low-income 17- to24-year-olds with high school credentials to find employment through hisposition at Jobs For Youth/Chicago.

Roger is one of many frontline employment services professionals whosee CJC’s Frontline Focus programs as essential training for both new andexperienced people working in the field.

He found it especially helpful as someone new to the field. “I got inworkforce development before I even knew there was a field calledworkforce development. Frontline Focus gave me a primer of the fieldoverall…how the industries are different, how to establish relationshipswith employers, and how to progress them to get people hired.”

“I’m still a neophyte...I want to go to every last one ofthe Frontline Focus trainings.”

Dillan Siegler was also new to the field when she attended Frontline Focus.Her first course helped her to “put together the different pieces: howemployers, direct service providers, and advocacy organizations all work

6 Chicago Jobs Council

Strengthening the Outcomes of Workforce Providers

CJC’s coordinating efforts are crucial to the success of theinitiative, because, as Hanson explains, “It’s a partnership,and the strength of the partnership comes from the individualagencies and organizations that, in the past, have workedseparately, perhaps to achieve some of the same goals, buttraditionally only in their domains. So the partnership representsthe collaboration of government agencies, community-basedagencies, and philanthropy coming together to address theemployment needs of residents collectively.”

CJC also promotes innovative approaches to programming.“CJC, in the beginning, helped us—government agencies andpeople who have been in workforce development for a whilein the city—to think about how we could do this differently,”says Linda Kaiser, Managing Director of Resident Services forthe CHA, who has been active in workforce development inChicago for years, now for the CHA and previously with boththe Mayor’s Office of Workforce Development and the ChicagoWorkforce Board.

Because Opportunity Chicago programs are supported through apublic-private partnership, Kaiser points out, “When we want tooffer new service models to CHA residents, we can.” These newmodels include contextualized literacy training, bridge programs,and transitional jobs, which are all designed to preparevery-hard-to-employ individuals. The initiative also employsindustry specialists to engage employers in several industries—transportation, warehousing, and logistics; healthcare;hospitality; manufacturing; and basic office—to help developthese programs and hire CHA residents.

In addition to addressing the immediate workforce developmentneeds of CHA residents, partners expect Opportunity Chicago toalso have significant policy implications for the City. Hansonbelieves, “Just bringing philanthropy into workforce developmentand seeing results will stimulate other giving in this area. It willmake us, as government agencies, spend differently on how weset up other programs for harder to serve populations.”

The initiative also will have national policy implications, since“People throughout the country are looking at the project” tosee what approaches to serving these populations are successful,adds Hanson.

“CJC has playeda key role in advancing

Opportunity Chicago’s strategies.”

Harborquest, anOpportunity Chicagoprovider partner,prepared publichousing residentCrystal Purnell forher entry-level jobat the Marriott Hotel– Medical Center.Crystal sees her workas the first step onher career path.

2007 Annual Report 3

In 2007, CJC was a constant advocate for a more comprehensive workforcedevelopment system that builds the job skills of underserved workingage adults. The preparation of these job seekers through focused programsis critical to filling industry skills gaps in the Chicago and Illinoislabor markets.

CJC used the Big Shoulders, Big Challenges report we prepared last year toencourage Chicago City Council members to increase funding for workforcedevelopment programs specifically for underserved populations. The Mayor’sOffice of Workforce Development corporate budget was increased by over$5 million, with dedicated funding for transitional jobs for job seekers withcriminal records and enhanced employment services for people who arehomeless. This increase in funding also supports the Business IncentiveHiring Program, which provides financial benefits to employers that hireTANF recipients, CHA residents, homeless people, persons with disabilitiesor criminal records, veterans, and others.

CJC advocated with Illinois legislators and the Governor’s Office forincreased employment services for public benefits recipients. Our budgetbrief, Between a Rock and a Hard Place: Illinois’ Workforce DevelopmentSystem, explains the role of the Illinois Department of Human Servicesin the State’s workforce system and the importance of funding mixedstrategy services, transitional jobs, and bridge programs for publicbenefits recipients.

CJC promoted funding increases for skills training strategies forunderserved job seekers through the Illinois Works for the Future (IWF)campaign, in collaboration with the Center for Tax and BudgetAccountability and the Sargent Shriver National Center on Poverty Law.IWF seeks to integrate economic and workforce development policy tobetter serve all residents and to produce skilled workers in strongbusinesses with good jobs that foster thriving communities. Withoutreach to communities and stakeholders throughout Illinois, IWFendorsements grew this year and the Illinois House passed HJR 49 callingfor a bi-partisan taskforce to promote Illinois Works for the Future goals.

CJC continued to collaborate with our sister jobs councils in Aurora,Decatur, and Rockford. These jobs councils are working to influence localworkforce development policy and address service gaps by conveningstakeholder forums, building broad local partnerships, and offering newprograms. For example, the Decatur Jobs Council developed an Internet-based employment support services directory so human service providerscan easily link their clients to employment services. Also, Aurora AreaJobs Council partners worked with CJC to offer new employment servicesfor the area’s growing homeless population at HESED House, Inc.

“What CJC broughtwas a knowledge of the resources

and an incredible tenacity.”

A CLOSER LOOK: NEW EMPLOYMENT SERVICES FORAURORA’S HOMELESS

Everyone deserves the opportunity to work. “The homeless peoplewe serve have a wide array of barriers,” explains Hesed HouseExecutive Director Ryan Dowd. “It’s not always a glamorouspicture, but with the right kind of assistance, many of our guestscan get and keep jobs.”

Hesed House in Aurora, Illinois, intends to help these people dojust that with a new soft-skills program it will soon offer, thanksto a partnership CJC assembled. Using a curriculum designed byInspiration Corporation in Chicago, this program will be taughtby Waubonsee Community College. Soon Hesed House will havea full-time Waubonsee Community College staff person locatedonsite whose “job is to eat, breathe, sleep, and think about howto get homeless people into jobs,” says Ryan.

Hesed House has the second largest emergency shelter in thestate. It also offers a transitional living community and will soonprovide permanent supportive housing. Its many services for thehomeless include a food pantry, soup kitchen, clothing, substanceabuse and mental health counseling, legal assistance, andother services.

“We’re good at working with homeless people in general. Butwe’re not an employment agency,” notes Ryan. “Instead oftrying to offer the program itself, we would rather partnerwith an agency that already has the statewide contacts andthe experience.”

So CJC, working with the Aurora Area Jobs Council, assembleda team of experts, including representatives from Hesed House,Waubonsee Community College, Inspiration Corporation, andthe River Valley Workforce Investment Board.

In reviewing the complex process of assembling the partners,designing the program, and raising the funds to offer it, Ryan issure the program never would have gotten off the ground withoutCJC. “They were just so persistent that every time we ran into abarrier and I was ready to say, ‘Okay, I guess this isn’t gonnawork,’ they refused to give up and pushed on.”

Funded by Community Development Block Grant funds from theCity of Aurora, the River Valley Workforce Investment Board isalso helping to raise money for the program. Partners hope toeventually secure Workforce Investment Act funding for it.

What’s next for the people Hesed House serves? Ryan muses, “Ourhope down the line is to have a transitional jobs program here.”

4 Chicago Jobs Council

Increasing Opportunities for Underserved Job Seekers

Ryan Dowd is the Executive Director of HESED House in Aurora, Illinois. Theemergency shelter for homeless individuals and families will graduate its firstclass of job-ready clients this fall.

Andrae Griffin, Sr.(l) and Otho Roy(r) tend to theirassigned tasks asguests at HESEDHouse. They expectto benefit fromthe new soft-skillsemployment trainingprogram nowaccessible on-site.

2007 Annual Report 5

In 2007, CJC was a constant advocate for a more comprehensive workforcedevelopment system that builds the job skills of underserved workingage adults. The preparation of these job seekers through focused programsis critical to filling industry skills gaps in the Chicago and Illinoislabor markets.

CJC used the Big Shoulders, Big Challenges report we prepared last year toencourage Chicago City Council members to increase funding for workforcedevelopment programs specifically for underserved populations. The Mayor’sOffice of Workforce Development corporate budget was increased by over$5 million, with dedicated funding for transitional jobs for job seekers withcriminal records and enhanced employment services for people who arehomeless. This increase in funding also supports the Business IncentiveHiring Program, which provides financial benefits to employers that hireTANF recipients, CHA residents, homeless people, persons with disabilitiesor criminal records, veterans, and others.

CJC advocated with Illinois legislators and the Governor’s Office forincreased employment services for public benefits recipients. Our budgetbrief, Between a Rock and a Hard Place: Illinois’ Workforce DevelopmentSystem, explains the role of the Illinois Department of Human Servicesin the State’s workforce system and the importance of funding mixedstrategy services, transitional jobs, and bridge programs for publicbenefits recipients.

CJC promoted funding increases for skills training strategies forunderserved job seekers through the Illinois Works for the Future (IWF)campaign, in collaboration with the Center for Tax and BudgetAccountability and the Sargent Shriver National Center on Poverty Law.IWF seeks to integrate economic and workforce development policy tobetter serve all residents and to produce skilled workers in strongbusinesses with good jobs that foster thriving communities. Withoutreach to communities and stakeholders throughout Illinois, IWFendorsements grew this year and the Illinois House passed HJR 49 callingfor a bi-partisan taskforce to promote Illinois Works for the Future goals.

CJC continued to collaborate with our sister jobs councils in Aurora,Decatur, and Rockford. These jobs councils are working to influence localworkforce development policy and address service gaps by conveningstakeholder forums, building broad local partnerships, and offering newprograms. For example, the Decatur Jobs Council developed an Internet-based employment support services directory so human service providerscan easily link their clients to employment services. Also, Aurora AreaJobs Council partners worked with CJC to offer new employment servicesfor the area’s growing homeless population at HESED House, Inc.

“What CJC broughtwas a knowledge of the resources

and an incredible tenacity.”

A CLOSER LOOK: NEW EMPLOYMENT SERVICES FORAURORA’S HOMELESS

Everyone deserves the opportunity to work. “The homeless peoplewe serve have a wide array of barriers,” explains Hesed HouseExecutive Director Ryan Dowd. “It’s not always a glamorouspicture, but with the right kind of assistance, many of our guestscan get and keep jobs.”

Hesed House in Aurora, Illinois, intends to help these people dojust that with a new soft-skills program it will soon offer, thanksto a partnership CJC assembled. Using a curriculum designed byInspiration Corporation in Chicago, this program will be taughtby Waubonsee Community College. Soon Hesed House will havea full-time Waubonsee Community College staff person locatedonsite whose “job is to eat, breathe, sleep, and think about howto get homeless people into jobs,” says Ryan.

Hesed House has the second largest emergency shelter in thestate. It also offers a transitional living community and will soonprovide permanent supportive housing. Its many services for thehomeless include a food pantry, soup kitchen, clothing, substanceabuse and mental health counseling, legal assistance, andother services.

“We’re good at working with homeless people in general. Butwe’re not an employment agency,” notes Ryan. “Instead oftrying to offer the program itself, we would rather partnerwith an agency that already has the statewide contacts andthe experience.”

So CJC, working with the Aurora Area Jobs Council, assembleda team of experts, including representatives from Hesed House,Waubonsee Community College, Inspiration Corporation, andthe River Valley Workforce Investment Board.

In reviewing the complex process of assembling the partners,designing the program, and raising the funds to offer it, Ryan issure the program never would have gotten off the ground withoutCJC. “They were just so persistent that every time we ran into abarrier and I was ready to say, ‘Okay, I guess this isn’t gonnawork,’ they refused to give up and pushed on.”

Funded by Community Development Block Grant funds from theCity of Aurora, the River Valley Workforce Investment Board isalso helping to raise money for the program. Partners hope toeventually secure Workforce Investment Act funding for it.

What’s next for the people Hesed House serves? Ryan muses, “Ourhope down the line is to have a transitional jobs program here.”

4 Chicago Jobs Council

Increasing Opportunities for Underserved Job Seekers

Ryan Dowd is the Executive Director of HESED House in Aurora, Illinois. Theemergency shelter for homeless individuals and families will graduate its firstclass of job-ready clients this fall.

Andrae Griffin, Sr.(l) and Otho Roy(r) tend to theirassigned tasks asguests at HESEDHouse. They expectto benefit fromthe new soft-skillsemployment trainingprogram nowaccessible on-site.

2007 Annual Report 5

CJC recognizes workforce system capacity is a critical angle to pursue alongwith policy and program improvements. In FY 2007, 176 participants from71 different organizations participated in CJC’s Frontline Focus professionaldevelopment trainings designed to increase the expertise of direct serviceproviders. These frontline staffers from throughout metro Chicago helpdisadvantaged job seekers secure and retain career path employment byworking with employers and providing services to job seekers.

CJC offered two sessions of Skills and Strategies for Working withEmployers. This 10-week interactive course provides practical skillsand strategies for building long-term relationships with employers andmaking effective placements. Through hands-on exercises, research, guestspeakers, and discussion, the course covers topics such as prospecting,communicating with employers, using technology effectively, addressingpost-placement problems, and cultural competency.

CJC initiated the Job Developer Orientation in FY 2007. This full-dayworkshop introduces new job developers and employment services staff tokey skills, strategies, and concepts for reaching out to employers, makinggood placements, and working effectively in their role.

CJC developed and offered an Introduction to the Workforce InvestmentAct four times in response to high demand. This workshop focuses onraising awareness and understanding of the federal Workforce InvestmentAct (WIA) and the provider’s role in the workforce development system.The new training covers federal WIA goals, mandated partners andservices, state and local governance, types of WIA customers, andperformance measures.

CJC offered a three-day course, Skills and Strategies for Working withJob Seekers with Criminal Backgrounds. It provides specific information,resources, and strategies that frontline workforce development staffworking with both employers and job seekers can use to make successfuljob matches and placements for this disadvantaged population. Guestspeakers from several organizations that serve those with criminal

backgrounds provide additional insights, strategies, and resources forworking with these job seekers.

CJC’s Industry Insider featured employment in the manufacturing andhorticulture/landscaping sectors. This newsletter provides easy tounderstand local and regional industry information and regularly featuresinterviews with employers and human resource professionals that highlighthiring trends and practices.

A CLOSER LOOK: FRONTLINE FOCUS ALUMNI

“I haven’t seen any other organization within the Chicagoland area thathas the breadth of knowledge that Chicago Jobs Council has. From policy toprograms, I believe it’s unparalleled.” Roger Peden helps low-income 17- to24-year-olds with high school credentials to find employment through hisposition at Jobs For Youth/Chicago.

Roger is one of many frontline employment services professionals whosee CJC’s Frontline Focus programs as essential training for both new andexperienced people working in the field.

He found it especially helpful as someone new to the field. “I got inworkforce development before I even knew there was a field calledworkforce development. Frontline Focus gave me a primer of the fieldoverall…how the industries are different, how to establish relationshipswith employers, and how to progress them to get people hired.”

“I’m still a neophyte...I want to go to every last one ofthe Frontline Focus trainings.”

Dillan Siegler was also new to the field when she attended Frontline Focus.Her first course helped her to “put together the different pieces: howemployers, direct service providers, and advocacy organizations all work

6 Chicago Jobs Council

Strengthening the Outcomes of Workforce Providers

CJC’s coordinating efforts are crucial to the success of theinitiative, because, as Hanson explains, “It’s a partnership,and the strength of the partnership comes from the individualagencies and organizations that, in the past, have workedseparately, perhaps to achieve some of the same goals, buttraditionally only in their domains. So the partnership representsthe collaboration of government agencies, community-basedagencies, and philanthropy coming together to address theemployment needs of residents collectively.”

CJC also promotes innovative approaches to programming.“CJC, in the beginning, helped us—government agencies andpeople who have been in workforce development for a whilein the city—to think about how we could do this differently,”says Linda Kaiser, Managing Director of Resident Services forthe CHA, who has been active in workforce development inChicago for years, now for the CHA and previously with boththe Mayor’s Office of Workforce Development and the ChicagoWorkforce Board.

Because Opportunity Chicago programs are supported through apublic-private partnership, Kaiser points out, “When we want tooffer new service models to CHA residents, we can.” These newmodels include contextualized literacy training, bridge programs,and transitional jobs, which are all designed to preparevery-hard-to-employ individuals. The initiative also employsindustry specialists to engage employers in several industries—transportation, warehousing, and logistics; healthcare;hospitality; manufacturing; and basic office—to help developthese programs and hire CHA residents.

In addition to addressing the immediate workforce developmentneeds of CHA residents, partners expect Opportunity Chicago toalso have significant policy implications for the City. Hansonbelieves, “Just bringing philanthropy into workforce developmentand seeing results will stimulate other giving in this area. It willmake us, as government agencies, spend differently on how weset up other programs for harder to serve populations.”

The initiative also will have national policy implications, since“People throughout the country are looking at the project” tosee what approaches to serving these populations are successful,adds Hanson.

“CJC has playeda key role in advancing

Opportunity Chicago’s strategies.”

Harborquest, anOpportunity Chicagoprovider partner,prepared publichousing residentCrystal Purnell forher entry-level jobat the Marriott Hotel– Medical Center.Crystal sees her workas the first step onher career path.

2007 Annual Report 3

2007 Annual Report 7

together to really help individuals get on a path of self-sufficiency and ultimately find sustainable employment.” Dillanhelps people with disabilities and other barriers to get jobsthrough her program at CARES Chicago.

Graduates of these training programs particularly appreciatethe hard skills they gain through specific assignments, likethe personal skills assessment, the industry report that manygraduates refer back to while on the job, and techniques forworking with employers. Priscilla Torrence explains, “Going tothis workshop gave me strategies on how to get the employers tovalue the services that ICNC provides at no charge. Some peoplethink that because it’s free, it’s not as effective.” As Directorof Business Employment Services at the Industrial Council ofNearwest Chicago, Priscilla focuses on the employee needs of theCouncil’s business members, since they are her primary clients.

In addition to the hard skills they learn, they develop a networkof colleagues. As Dillan says, “It was an absolutely phenomenalnetworking experience. I am still very close colleagues withseveral people I met in CJC training who have been in the fieldlonger than I. They are my role models and they have showed methe ropes. And these are the folks who I e-mail with on a regularbasis, sharing job leads.” Dillan has since attended all theFrontline Focus trainings.

Since they attended their first Frontline Focus trainings, Priscilla,Roger, and Dillan have all grown into supervisory positions andsend their own staff to Frontline Focus. Roger reports, “The lasttime CJC had a one-day workshop I wanted all of my people togo. I planned to shut down operations so we could all take a tripto CJC for the one-day workshop. But by the time I got to mycomputer to enroll, it was full.”

Priscilla adds, “I recommend the class to anybody that comesthrough here. As long as they’re offering it, we definitely willkeep talking it up and participating as much as we possibly can.We’ve had three people from our company participate.”

Roger Peden enhanced his workforce development skills in Frontline Focustrainings. He is Director of Employer Services at Jobs for Youth/Chicago.

Though AnthonyTharpe facedmultiple barriersto employment,skilled staffmembers atCARES Chicagohelped himsecure his jobat Starbucks.

Administrative advocacy remains CJC’s fundamental strategy for policychange. In FY 2007, CJC’s work was guided by a vision of workforcedevelopment fully integrated with economic development, yet challengedby shrinking government resources. CJC participated in city, state, andfederal processes to improve policies and strengthen services in Chicagoand Illinois.

CJC took action when Mayor Daley transferred Workforce Investment Act(WIA) youth funds and their administration from the Mayor’s Office ofWorkforce Development (MOWD) to the Department of Children and YouthServices. CJC worked with youth service providers to communicate theirinterests to better facilitate the transfer and underscore the needs ofout-of-school youth. CJC was also appointed to the Chicago WorkforceBoard’s new Youth Council, and so will continue to advise the departmenton its development of WIA youth programming.

CJC assisted MOWD in its strategic planning, submitting feedbackthroughout the process that we gathered from a focus group, CJC workinggroups, and our semi-annual survey of WIA providers. MOWD used thisfeedback to help refine its internal processes and to restructure its WIAservice delivery system.

CJC continued to facilitate and coordinate the implementation ofOpportunity Chicago, the public-housing-focused comprehensiveemployment initiative. Gaining momentum in FY 2007 with additionalprogram offerings, Opportunity Chicago has helped over 1,300 residentsobtain employment since the initiative began in January 2006.

CJC’s working group directed comments on the State’s WIA plan tothe Illinois Department of Commerce and Economic Opportunity. CJC’sremarks addressed investment priorities, job seeker access to services,and system improvements. When the Illinois Workforce Investment Boardcreated a taskforce to examine aspects of the Plan, CJC members formedan ad-hoc committee and produced two additional comment documents.

CJC also submitted comments on the Temporary Assistance for NeedyFamilies (TANF) interim final rule to the U.S. Department of Health andHuman Services. CJC advised the Illinois Department of Human Services’implementation of federal policy and engaged working group participantsin monthly monitoring of the State’s work plan impact on contractors andtheir clients.

A CLOSER LOOK: OPPORTUNITY CHICAGO

“CJC certainly has played a vital role with the facilitation of inter-agencycollaboration,” says Commissioner of the Mayor’s Office of WorkforceDevelopment, David Hanson, highlighting the value of CJC as the facilitatorand coordinator for Opportunity Chicago, a new citywide initiative toprepare over 5,000 Chicago Housing Authority (CHA) residents foremployment over five years.

Improving Workforce Policy

Opportunity Chicago Strategic Advisors discuss initiative progress during a monthlymeeting at the Federal Reserve Bank.

2 Chicago Jobs Council

Fiscal Year 2007 Financials Fiscal Year 2007 CJC Members

ORGANIZATIONAL MEMBERSA Safe Haven, L.L.C.Albany Park Community Center, Inc.Alternative Schools NetworkB.U.I.L.D, Inc.Bethel New Life, Inc.Breaking GroundThe CABET GroupThe Cara ProgramCarepoint Adult, Child & Family AssociationCARES ChicagoCenter for Labor and Community ResearchCentral States SERCharles A. Hayes Family Investment CenterChicago Anti-Hunger FederationChicago Area ProjectChicago Christian Industrial LeagueChicago Commons E.T.C.Chicago Federation of Labor Workers

Assistance CommitteeChicago House and Social Service AgencyChicago Interfaith Committee on

Worker IssuesChicago Lighthouse for People Who Are

Blind or Visually ImpairedChicago Urban LeagueChicago Women in TradesChicagoland Chamber of CommerceChinese American Service LeagueCity of Evanston Department of Health and

Human ServicesCJG Communications, Inc.Community Assistance ProgramsThe Community Builders, Inc.Corporation for Supportive HousingCouncil for Adult and Experiential LearningDESIEaster Seals Metropolitan ChicagoEmployment and Employer ServicesThe Enterprising KitchenEyes on AustinGoldie’s Place

Goodwill Industries of Metropolitan ChicagoGrand Boulevard FederationGreater Northwest Chicago Development

CorporationGreater West Town Community Development

ProjectGrowing Home, Inc.HarborquestHaymarket CenterHealth and Disabilities AdvocatesHealthcare Consortium of IllinoisHeartland AllianceHousing Opportunities for Womeni.c. starsIndustrial Council of Nearwest ChicagoInspiration CorporationJane Addams Hull House AssociationJane Addams Resource CorporationJobs For Youth/ChicagoK. Johnson and Associates, Inc.Kenwood Oakland Community OrganizationKorean American Community ServicesLa Casa NorteLife SpanLocal Initiatives Support CorporationLutheran Social Services of IllinoisMarriott Foundation for People with

DisabilitiesMercy Housing LakefrontNational Able NetworkNeighborhood Technology Resource CenterNew Moms, Inc.Nonprofit Financial CenterNorth Lawndale Employment NetworkOAI, Inc.Phalanx Family ServicesPolish American AssociationProtestants for the Common GoodRoosevelt UniversitySafer FoundationSankofa Safe Child InitiativeSargent Shriver National Center on

Poverty Law

CHICAGO JOBS COUNCIL STATEMENT OF FINANCIAL POSITIONJune 30, 2007

ASSETSCurrent assets:

Cash $ 510,780Cash – restricted 7,157Short-term investments 253,330Accounts receivable 6,537Contributions receivable 146,250Prepaid expenses 29,225Total current assets 953,279

Noncurrent assets:Long-term investments 36,917Fixed assets:

Leasehold improvements 102,053Equipment and furniture 26,463ComputersLess: accumulated depreciation (85,219)

Total fixed assets 43,297Total noncurrent assets 80,214

Total assets $1,033,493

LIABILITIESCurrent liabilities:

Accounts payable and accrued expenses $ 7,488Payroll liabilities 18,432Custodial funds payable 7,157Total liabilities 33,077

Net assets:Unrestricted 165,416Temporarily restricted 835,000Total net assets 1,000,416

Total liabilities and net assets $1,033,493

8 Chicago Jobs Council

Dear Colleagues:

I want to thank each of you for your continued support of the Chicago Jobs Council andits important work. Your dedication and commitment to enhancing the quality of life forall unemployed and low-income workers is what inspires us.

The goals we have achieved in Fiscal Year 2007 will have a lasting impact on the livesof thousands of individuals who began the process of gaining economic equity. CJC’swork is guided by the needs of unemployed and low-skilled workers, providers, otherstakeholders, and by our own research and experiences. We believe that appropriatepolicies and programs can create the framework needed to end poverty and bring abouttrue economic equity for all Illinoisans.

Our challenges are enormous. Over 28% — three million — residents of Illinois are livingat or below 200% of poverty, and the majority of new jobs through 2012 are projected to pay below the State median householdincome of $48,000. Trying to respond to the employment needs of the immigrant, the person with a criminal record, and otherswith multiple barriers under ill-conceived public policies is over-taxing to a provider system that has seen a steady decline inresources over the past six years. We are all being asked to do more with less.

CJC responded to the many challenges and opportunities confronting all of us who are involved in workforce development byengaging more people and more organizations in the effort to enhance the City and State workforce delivery systems from everyangle. This report reflects our work to promote public policy changes and increased opportunities for disadvantaged workers, andto build the capacity of providers working on the frontline.

Because our economy and job market are now influenced by regional, national, and international policies, CJC’s ongoingwork includes outreach to involve more regional and statewide partners in our advocacy, information dissemination, and technicalassistance efforts that are aimed at shaping workforce and economic development policies and programs. We are also workingto create more governmental partners at the City and State levels to address the issue of the integration of workforce andeconomic development.

Again, I take this opportunity to offer my heartfelt thanks to each of you who have made CJC what it is and what it is going to be.

Sincerely,

Robert E. WordlawExecutive Director

Letter from the Executive Director

2007 Annual Report 1

Seguin ServicesSinai Community InstituteSouth Suburban CollegeSoutheast Chicago Development

CommissionSouthwest Youth CollaborativeSt. Leonard’s MinistriesTASC, Inc.Uhlich Children’s Advantage NetworkWomen EmployedThe Women’s Treatment CenterWork, Welfare & FamiliesWorkNet Northern Cook County/Arbor

Education and TrainingYMCA Alliance of Metropolitan ChicagoYouth GuidanceYouth Job Center of Evanston, Inc.

INDIVIDUAL MEMBERSJoseph AntolinNancy BellewGregory BraxtonDonnell CraigLouise C. DunnAmanda FoxCheryl FrancisMimi GilpinEmily J. HarrisDeborah Minor HarveyHenry JacksonDavis JenkinsJan KayRichard KayePaul KleppnerMarcia MedemaSandy O’DonnellCrystal OdomTerry RoseboroughColleen M. SotoLois SnyderSandra Watson-SmithKapila WewegamaBetty Willhoite

WORKING GROUPPARTICIPANTS

Cynthia AlexanderAmanda AllenJerome BaileyLaura Erving BaileyMeegan BassettLawrence BenitoRanjana BhargavaEd BickmanJennifer BlandfordBonita BoersmaNancy BrandtLarry BravoKen BroadyEdith BrownSandi BrownMalcolm BurgesSharon BushLatoya ButlerDena ByrdAmanda CageLeKeeta CharleyValerie CheppTelly CheungRobin ChildressAlexis ClementsMarvin CoklowJerome CollinsTheresa ConnellCarrie CoxAlgie Crivens IIIGeorge R. Crouse, Jr.Lenora DaileyJudy DavisHarriette DawsonCristina De La RosaDenise Demus

Jessica DeVriesLeigh DiffayDavid DisabatoJames DominguezKerry DoyleAndi DrileckElijah EdwardsJamie FerrelLarry FitzpatrickRick FloresPamela FullerGina GuillemetteLisa GunnRodney HallDonna Hampton-SmithJoe HankeyRev. Anthony HaynesRon HearnsYolanda HillSheryl HolmanAndrea HudnellAmanda HudsonLois E. HummelKreshina IngramDarnell JacksonMalvin JeffriesFrances JenkinsGrace JenkinsStephanie JohniganLorita JohnsonPamela JonesWarnita JonesMecole JordanMark KaufmanJan KayRichard KayeAndre KellumArthur KingDanae Kovac

Gerard KwaaningJudy LaiCheryl Lee LawrenceCleopjus LeePrincella LeeTed LeeShari LewisDavid LimonSam LongAnthony LoweryJulian MacklinEverlean MansfieldCarmen MartinezLakerya MaxwellJeff McCourtLaSherrie McKinnie-BatesMarcia MedemaAndrew MichailsTara MontleyRaymond MooreAlice MorenoSherri MosesYolanda NeffDivida NewsonBarbara Nimmons-SmallsTracey NolanCrystal OdomAlberto OrtegaGloria PanamaRoger PedenRochelle PerryMarissa PetersonWendy PollackWilliam PollackDenise PryorLogan QuanAndrea RayBetty ReederJennifer Miller Rehfeldt

Harry RhodesBernie RyanMyrtle RycrawPatricia SalazarBarbara SealesJoyce ShortDillan SieglerMaurice SimmonsTicia SmithLois SnyderRobert SpackeyShannon StewartAmy TerpstraNik TheodoreLynn TodmanKevin TomlinChristina TrumbachLeila Vaez-AziziMariela VargasJessica VeryEileen VeseyColleen VittHoward WaitElizabeth WamplerDaShara WellsTrina WhatleyKitty WilliamsJames WillisTaleda YoungJames Zangs

CREDITSCopy and edits:Noah Temaner Jenkins

Design:Starbelly Productions

Photography:Chris Kirzeder Photography

2007 Annual Report 9

CJC Board of Directors

OFFICERS

Edith Crigler, Chicago Area Project (President)Joseph A. Antolin, Heartland Alliance Human Care Services, Inc.(Vice President)

J. William McVey, OAI, Inc. (Treasurer)Margie Gonwa, LEED Council, Inc. (Secretary)

DIRECTORS

Stephen J. Alexander, DePaul University/Egan Urban CenterSue Augustus, Corporation for Supportive HousingAnita Flores, The Women’s Treatment CenterCheryl Francis, Francis and AssociatesSheryl Holman, Community Assistance ProgramsDavis Jenkins, Community College Research Center,Teacher’s College, Columbia University

Debra Walker Johnson, National Able NetworkG. Sequance Lawrence, Elliott Donnelley Youth CenterRachel McDonald, Central States SERJohn Plunkett, HarborquestWendy Pollack, Sargent Shriver National Center on Poverty LawJuan Salgado, Instituto del Progreso LatinoShannon Stewart, Inspiration CorporationSandra Watson-Smith, SWS and AssociatesKapila Weweagama, Training Paths, Inc.Esther Wong, Chinese American Service League

EMERITUS

Mimi GilpinAnne LadkyBetty J. Wilhoite

CJC Staff

Jeffrey Allington, Statewide Policy AssociateLiz Bomgaars, InternEtta Davis, Operations ManagerLeise Grimmer, Director of Finance and AdministrationSuzanne Grimmer, Administrative AssistantCheryl Hester, Program AssistantRose Karasti, Director of State AdvocacyJennifer Keeling, Policy AssociateAmerica Lewis, ReceptionistAndrés Moreno, Administrative AssistantSteve Simmons, Statewide Policy AssociateMegan Winzeler, Director of ProgramsRobert E. Wordlaw, Executive Director

FY 2007 Funders

Alphawood FoundationSearles Fund of the Chicago Community TrustChicago Tribune Charities, a McCormick Tribune

Foundation FundGrand Victoria FoundationJP Morgan Chase FoundationThe John D. and Catherine T. MacArthur FoundationThe Joyce FoundationLaSalle BankThe Partnership for New CommunitiesPolk Bros. FoundationThe Rockefeller FoundationWoods Fund of Chicago

p: 312-252-0460f: 312-252-0099www.cjc.net

Chicago Jobs Council29 E. Madison St., Suite 1700Chicago, IL 60602-4415

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chicago jobs council2007 annual report

About CJC

The Chicago Jobs Council works with its members to ensure accessto employment and career advancement opportunities for peoplein poverty.

Founded in 1981 with 18 original members, CJC has grown to includeover 100 community-based organizations, civic groups, businesses,and individuals committed to helping disadvantaged Chicagoans gainaccess to the education and training they need to enter the labormarket, secure stable employment at a living wage, and pursuesustainable careers.

CJC advances its mission through advocacy, applied research, publiceducation, and capacity-building initiatives focused on influencing thedevelopment or reform of public policies and programs.

CJC’s work is grounded in the perspectives of its members, whocontribute their expertise as direct service practitioners, advocates,and researchers. By organizing members and other interested partiesaround workforce, economic, and community development issues,CJC fosters dialogue and cooperative strategies to effect change.