Funding Proposal to City of Winston-Salem Program Year beginning July 1, 2018

Funding Proposal to City of Winston-Salem Program Year beginning July 1, 2018 Applications are due electronically to Sarah Coffey (sarahc@cityofws.org) no later than Friday, November 17, 2017 at 5:00 p.m. This form is for proposals for funding of supportive services or operational funding. Please contact City staff for additional information and materials if you plan to submit a funding proposal for a housing development, housing rehabilitation, or economic development project. Section 1: Organizational Identification and Contact Information Organization Name: S.G. Atkins Community Development Corporation Project/Program: Program Developer/Kitchen Manager for our Food Incubator and Pop Up Restaurant, part-time Community Garden Manager Helping to Bring Fresh Food to the East Side FY 2018-19 Funding Request Amount:$65,000 Agency s Total Operating Budget (current fiscal year):$280,000 Mailing Address: 1922 S. Martin Luther King Jr. Drive City, State, Zip: Winston-Salem, NC 27107 Year 501 (c)(3) status obtained:1998 Organization Website:www.sgacdc.org Organization Fiscal Year:July 1 through June 30 Federal Tax ID Number: Federal DUNS Number: Executive Director/Manager Name, Title: Carol Davis, Executive Director Email:davisc@wssu.edu Phone: 336-734-6915 Contact Name, Title: Carol Davis Email:davisc@wssu.edu Phone: 336-734-6915 Board Chair Name: Kevin Byers Email:byersk@wssu.edu Phone: 336-750-2006 Term Expiration: December 2017 * Please attach a list of all Board Members with their address AND compensation (other than per diem). 1

Section 2: Funding Request Summary Provide a brief overview of your funding request. We will request further details later in the application. A. Name of program, project, or activity for which funding is requested. Center for Culinary Enterprises - Helping to Bring Fresh Food to the East Side B. Provide a concise description of the proposed project/program, indicating specifically how City funds will be used. Briefly, what are the goals/objectives of this project/program? Our mission for The Enterprise Center is to empower, transform and transition entrepreneurs into self-sufficient and self- confident business owners. Our overarching strategy is to meet individuals where they are and provide the essential resource they need to reach the next step toward self-sufficiency and growth. The culinary enterprises our goal is to create an environment where we can help to grow food entrepreneurs who are in it to become successful. City funds ($40,000) will be used to hire a full-time program developer who will establish a culinary incubator program, make sure that the kitchen is maintained in compliance with Forsyth County Health Department regulations. Duties include kitchen management, and matching food entrepreneurs to business opportunities to showcase their skills and products, such as the Pop-Up Restaurant and other events, match food entrepreneurs with subject matter experts in human resources, accounting, marketing, law, finance and culinary/food business skills. City funds ($25,000) will also be used to hire a part-time garden manager who will recruit and organize community volunteers, obtain resources garden supplies and equipment as needed, implement methods to increase garden production and vegetable distribution while helping chefs produce fresh vegetables for the culinary incubator. The Enterprise Center and Culinary Enterprises Kitchen is in a location that was a vacant building after being a Boys & Girls club for over 50 years. Today, the Enterprise Center boasts 45 incubator office spaces, a computer lab, a digital media lab, and now commercial grade cooking facilities where the conference center will double as pop-up restaurant space. The Enterprise Center s upcoming food incubator program will use the conference center space to accommodate a monthly sit-down pop-up restaurant operated by food incubator chefs. The kitchen includes 1,000 square feet of commercial grade cooking facilities, dishwasher, refrigerators, freezers, a dry storage room, ice machine, lockers for storage. While the conference center can be set up like a traditional restaurant, there will be a focus on creating an environment where people can gather and experience new ideas, concepts and rising talents with an opportunity to try a unique concept with each new visit. As the space is ever changing, through new chefs and pop-ups hosted by other chefs and event planners, hours will not be traditional, but rather operate as a limited events space, with promotion and marketing based on an upcoming schedule of events. 2

The city grant-funded program developer will be a kitchen manager and focus on the culinary incubator operations and mentoring the chefs who are operating their businesses at The Enterprise Center. The food business incubator at the Enterprise Center will help food entrepreneurs launch or grow their business while providing resources to navigate the rules and regulations that relate to the food business industry. The food program manager will ensure that each business has a refined business plan with a strong financial, marketing and operational plan and will serve as a mentor to support the progress of each food entrepreneur. The program developer/kitchen manager will constantly evaluate the barriers that the entrepreneurs face, and be able to adjust to what their needs are. Since many entrepreneurs experience burnout, special attention will be provided to creating networking opportunities and to encourage open dialogue about personal challenges, and develop strategies for dealing with them. There will be opportunities for skill development that includes hands-on training from local chefs to share their food business experience and teach specific skills as needed. This may include special events to showcase the food businesses of Enterprise Center kitchen entrepreneurs and these can include banquet center events and cook-off competitions. All chefs must have completed the ServSafe Food Protection Manager s Certification Course, the nationally recognized course from the National Restaurant Association s Educational Foundation. As needed, the program will include job-readiness and customer service skills such as punctuality, resume writing, computer literacy, business communications, positive work attitude, and teamwork. Participants must be drug free. The city-grant funded program developer will also allow hospitality job seekers from the community to participate in short-term internships at The Enterprise Center to observe foodservice operation. These job seekers will be exposed to various facets of kitchen operations under the supervision of mentoring chefs. This is an opportunity for chefs to work with and train students for upcoming positions at the Enterprise Conference and Banquet Center. Training programs offer a constructive solution to the problem of unemployment in our community. This solution works for everyone; entrepreneurs get support, employers get qualified employees, and men and women in need of a good job, get work in their field of interest. The food business incubator with a hospitality internship will use food as a tool to build community partnerships that support people who are making the transition to selfsufficiency. Employment partners will be welcome. C. Please provide your project/program location. (The project/program location need not be provided if it is a confidential location, such as a facility for victims of domestic violence.) The program location is in The Enterprise Center at 1922 South Martin Luther King Jr. Drive, Winston- Salem, NC 27107 in the East Ward, and just across the street from the Southeast Ward. D. The City of Winston-Salem adopted the 2017-2021 Strategic Plan (available online) as a guiding document to establish community priorities based on the vision, mission, and values set forward by the Mayor and City Council. 3

Indicate which of the City s strategic focus areas your program aligns with best (select one): x Economic Vitality and Diversity Healthy Environment Safe and Secure Community Quality Transportation Livable Neighborhoods Service Excellence Section 3: Organizational Capacity (25 points) Demonstrate the capacity for carrying out the proposed program or for completing the project. Is this project/program consistent with the mission of the organization? Will the history, experience, and function of the organization contribute to the project/program s success? Are organizational structure and human resources appropriate to support the project/program? Does the organization have the ability to effectively and efficiently carry out the project/program? Will collaboration contribute to the success of the project/program? A. Mission (5 points) Please provide an overview of the organization. Include the organization s mission statement and the major services, programs, and activities provided. How does the proposed project/program help advance the mission of your organization? The proposed program will advance the mission of the CDC to be a catalyst for economic development by promoting small business development. Our work is expanded by this proposal to include food entrepreneurs to our Enterprise Center. The Atkins CDC started supporting the work of entrepreneurs in June 2011 when the organization opened the Enterprise Center and filled 22 offices with start-up and growing businesses. Since 2011, the Atkins CDC has added 23 more offices and is serving 45 entrepreneurs who use the space as a headquarters for their businesses. Through partnership with Winston-Salem State University faculty and students, mentors from the Forsyth Tech Small Business Center, and the Wake Forest University Law Clinic, the Atkins CDC matches Enterprise Center entrepreneurs with subject matter experts in accounting, marketing, purchasing, information technology, etc. Atkins CDC also supports a community garden at The Enterprise Center run by community volunteers, and employs people from the surrounding neighborhood to run the Enterprise Conference and Banquet Center. The organization continues to buy lots for affordable single-family housing development and finished two homes this year for first-time homebuyers. All of the CDC programs, including the one in this proposal, helps advance the creation of economic opportunity for people in east and southeast Winston-Salem. B. Function (5 points) (1) How long has your organization been in operation? The Atkins CDC has been in operation since April 1998. Carol Davis has been the executive director since 2001. Since then she has kept the organization on its mission to create affordable homeownership opportunities, support small business development, and work with neighborhood leaders to support the goals of their own neighborhood associations. The CDC started with building affordable single-family homes on Excelsior Street near Winston-Salem State University, and then after working with consultants on a strategic plan that identified small business development and educational attainment as pressing needs in the community, entrepreneurship was added to the organization s focus areas. The Enterprise Center opened in June 2011 and added a community garden and a conference and banquet center. The commercial kitchen will open in February 2018. 4

(2) How does your organization benefit and serve the City of Winston-Salem and its citizens? The Atkins CDC aligns our work with the needs of the east and southeast wards, and the strategic goals of the City of Winston-Salem to invest in the Neighborhood Revitalization Strategy Area (NRSA). The Atkins CDC serves the City of Winston-Salem by working on several mutual goals: 1) Affordable housing development for 17 first-time homebuyers; 2) Investing in economic development by raising $4.5 million to turn a dilapidated building into a thriving neighborhood center for business incubation and job creation; 3) Growing vegetables in a food desert by supporting volunteers who have grown and distributed over 1,000 pounds of vegetables; 4) Facilitated the City s TURN program in the southeast ward by helping 25 property owners complete applications for housing rehabilitation; 5) Worked with neighborhood leaders to get funds and consultants to complete master plans for two neighborhoods - the Waughtown Corridor and the Martin Luther King Jr. Drive Corridor. C. Structure (5 points) (1) Describe the management structure and staffing of your organization. Include or attach an organizational chart. Please also include a list of all executive staff and their compensation (other than per diem). The Atkins CDC has a 15 member board of directors that acts as advisors and advocates for the organization. The Atkins CDC has three full-time staff members an executive director (paid by Winston-Salem State University), a conference & banquet center manager ($41,000) and a custodian. There are five, part-time hospitality staff members for the conference and banquet center that serve event guests. There are two student interns per semester that help run the incubator by responding to the requests of entrepreneurs, and ensuring that all office equipment is in working order. (2) Attach resumes for key personnel who will be involved in the proposed project/program. For planned new positions, attach job descriptions. Indicate the type and quantity of key work activities that will be performed by each position that is proposed to be funded. Position Title Activities/Inputs Total Working Hours Per Week % of hours proposed to be funded Example: Case Weekly meetings with clients in 40 hours 50% city funded Worker housing placements Program Developer Job description attached Food incubator management to recruit chefs, schedule cooking times, Implement training and business support 40 hours 100% Garden Manager Job description attached Increase garden production, vegetable distribution & volunteer management 20 hours 100% (3) Please complete the Diversity of Employment and the Employment Profile below. See pages 7-8 of the RFP for definitions of position types used in the Employment Profile. 5

Diversity of Employment Information Organization Name: S.G. Atkins Community Development Corporation Describe the hiring process and how it is structured to provide the most diverse candidate pool: Job descriptions are circulated to the Atkins CDC database, the WS Chamber of Commerce database, the WSSU RamTrak and the local newspaper classified ads. Word-of-mouth has also been a very effective tool for getting the word out about CDC opportunities and generates quality responses. Position Title # of Open Positions in FY 16-17 # of Applicants Percent of Minority Applicants # of Applicants in Final Interview Student intern 2 5 100% 3 3 # of Minority Applicants in Final Interview 6

Employment Profile a. Full-Time Positions and Employees Total Current Positions Current Employees - Male Current Employees - Female FY 17-18 White Black Other White Black Other Current Officials/Managers 1 = 1 Professionals 1 = 1 Technicians = Sales Workers = Office/Clerical = Craft Workers (Skilled) = Operatives (Semi-Skilled) = Laborers (Unskilled) = Service Workers 1 = 1 Total Full-Time 3 = 1 2 b. Temporary/Part-Time Positions (FTE) and Employees Total Current Current Employees - Male Current Employees - Female Positions FY 17-18 White Black Other White Black Other Officials/Managers = Professionals = Technicians = Sales Workers = Office/Clerical 2 = 2 Craft Workers (Skilled) = Operatives (Semi-Skilled) = Laborers (Unskilled) = Service Workers 5 = 4 1 Total Part-Time/Temp. 7 = 4 3 If additional employees are to be hired for this project, indicate goals for: 2 1 Blacks Females (Signature of Authorized Official) (Title) D. Ability (5 points) (1) Explain your organization s experience and ability to implement, administer, and manage the proposed project/program. The Atkins CDC has demonstrated strong ability to implement, administer and manage projects/programs including planning, financing, grant management, human resource management, volunteer management and construction management. The CDC director consulted local caterers and 7

an architect to design the commercial kitchen that is currently in construction. When the kitchen is complete in January 2018, the Executive Director and Conference & Banquet Center Manager will work together to select skilled chefs to use the kitchen that have food preparation experience and are Serv Safe certified, licensed and insured. These first individuals to use the kitchen must have experience with Forsyth County Health Department and Department of Agriculture compliance, and will be allowed to reserve and rent kitchen time to do catering, prepare packaged food products, and refine their menus while serving in the Enterprise Conference & Banquet Center, creating a Pop-Up restaurant experience and serving other clients. When funding for a kitchen program manager is obtained, chef s who are certified, but have less experience can be mentored and provided with supervision and technical assistance to advance their skills. (2) Describe the implementation or operational plan to get the proposed project/program up and running in a timely manner. Describe any key contingencies on which the startup depends. Please include maps, milestones, etc. To implement the food incubator kitchen, the CDC will first distribute applications to the list of chefs and other food entrepreneurs that have expressed interest in utilizing the kitchen and technical assistance resources to grow their businesses. To be considered, applicants must have experience, be Serv Safe certified, get a permit from the Forsyth County Health Department and have insurance. There will be an application fee, security deposit, and monthly usage fees based on the number of hours of kitchen usage. These fees will be used to pay utility bills, pay licensing fees, make repairs and replace equipment as needed. There will be 24-hour access to the facility with a swipecard security system and a scheduling system to reserve time and monitor usage. It is expected that fees will grow to cover the cost of operations and establish an operating reserve within the first year. Operating policies and procedures will be reviewed often and adjustments will be made as necessary to maximize efficiency. By definition, this will be a shared-use kitchen, and will be the first shared-use kitchen in Forsyth County. Health Department Inspectors are still determining what some of the usage rules will be. By the end of this grant term, it will be clear if kitchen manager salary can be generated from kitchen usage fees or if other scheduled services such as classes and sponsored events will be necessary to generate program income. (3) Describe the organization s experience with compliance with government regulations, monitoring, and reporting. The Atkins CDC has experience complying with state, federal and non-profit regulations. The organization has administered local, state and federal funds that have required specific compliance when hiring contractors, managing budgets, purchasing, reporting and evaluation. E. Collaboration (5 points) Describe any specific collaborative relationships with other organizations (public or private) and how they will impact the project/program. How will collaboration contribute to the planning, implementation, operation, oversight, and performance measurement of the proposed project/program? The Atkins CDC collaborates with many partners to provide mentors and technical assistance to the businesses incubated at The Enterprise Center. The kitchen incubator program will benefit 8

from these existing relationships that include Winston-Salem State University (WSSU). Two WSSU faculty members currently have a grant to teach people how to prevent or manage diabetes through diet and exercise. This study is part of the WSSU Center of Excellence for the Elimination of Health Disparities. It has meetings at The Enterprise Center and grows vegetables in the community garden for educational purposes and meal preparation instruction for study participants. Section 4: Strategy (20 points) Does the project/program help the community meet strategic objectives? Does the proposal establish the need and potential benefits? Is the proposal consistent with relevant plans and strategies? Has the project/program had prior successful performance? A. Need (5 points) (1) Describe the population(s) to be served. Describe the key demographic and economic characteristics of the clients to be served. All Atkins CDC programs are in the East and Southeast Wards of Winston-Salem where the population consists predominantly low-income African-American and Latino families. According to www.ffiec.gov website, the median family income in Winston-Salem is $56,000, the median family income in the Census Tracts adjoining the Martin Luther King Jr. Drive and Waughtown Street corridors is $15,500. The people we expect to participate in our kitchen incubator will be African-American and Latino adults; and based on our experience will be people who live within a four-mile radius of The Enterprise Center. The area surrounding our location is a federally designated food desert. In a food desert people with Low access to food stores such as supermarkets may mean that households rely on nearby retailers like convenience stores or fast-food restaurants that do not offer a variety of healthful foods, as defined by the United States Department of Agriculture (USDA). People living in food deserts have higher rates poverty, obesity, high blood pressure, diabetes, heart disease and stroke. (2) Describe the unmet need that the proposed project/program seeks to address. Why does the population described above need the proposed assistance? Include data supporting the need. The Enterprise Center incubator attracts people who are working in food service jobs and have an interest in starting their own business. Until now we have been able to assist with business plans, but have not had a kitchen to help them put their plans into action. Some of them have been trained in the Triad Community Kitchen program, and would like to start their own catering business, bakery or restaurant. The Enterprise Center kitchen will be the first licensed, shared-use kitchen in Forsyth County. Which means most caterers who are preparing food in a kitchen that is not inspected, and transporting it to a venue to serve it are not complying with Forsyth County food regulations, and may not even know that they are in violation. 9

2017 FFIEC Census Report - Summary Census Demographic Information MSA/MD: 49180- WINSTON-SALEM, NC State: 37 - NORTH CAROLINA (NC) Records 1 through 100 of 150 Data Report Links Demographic (PDF ) Income (PDF ) Population (PDF ) Housing (PDF ) Page 1 of 2 1 2 * Will automatically be included in the 2018 Distressed or Underserved Tract List County Code Tract Code Tract Income Level Distressed or Under -served Tract Tract Median Family Income % 2017 FFIEC Est. MSA/MD non- MSA/MD Median Family Income 2017 Est. Tract Median Family Income 2015 Tract Median Family Income Tract Population Tract Minority % Minority Population Owner Occupied Units 1- to 4- Family Units 067 067 0007.00 Low No 25.42 $56,800 $14,439 $14,375 1824 98.36 1794 66 598 067 0008.01 Unknown No 0.00 $56,800 $0 $0 2891 85.99 2486 10 240 067 0008.02 Low No 27.54 $56,800 $15,643 $15,573 2538 73.52 1866 116 422 (3) What will be the proposed project/program s function or purpose in the community? If the need is addressed, what will be the outcome for the community? What will happen if the proposed project/program is not funded? What will happen if the proposed service is not provided? The purpose of the program is to promote the development of small businesses and job creation by supporting entrepreneurs in ways that remove barriers to success. The program will provide subject matter expertise, and give people access to a commercial kitchen that is in compliance with Forsyth County Health Department regulation. If this program is successful, there will be increased economic activity, increased incomes and chefs prepared to open their own restaurants, bakeries, food trucks or get their products on the shelves of retailers. Other North Carolina counties have allowed kitchen incubators while Forsyth County has not. The most well-known program is Blue Ridge Ventures in Asheville. Other smaller programs include The Cookery in Durham, and Carolina Commercial Kitchen in Charlotte. Guilford County was slow to start, but opened a kitchen last year. If this proposal is not funded, the kitchen will still be open, but without the manager and enhanced garden productivity that can make this place an outstanding urban model that will move a target population toward economic mobility. B. Strategy (10 points) Describe how your project/program is consistent with the goals of the City of Winston-Salem. Describe how your project/program will be consistent with any other agency or community plans (i.e. Winston-Salem/Forsyth County Consolidated Housing and Community Development Plan, Public Transportation-Human Services Coordination Plan, etc.). 10

This program is consistent with the goals of the City s most recent strategic plan to Promote Commercial Development in Economically Disadvantaged Areas. Enhance Skills of Workforce. Assist Small Businesses with Innovation and Entrepreneurship. The strategic plan goals are also consistent with the Winston-Salem/Forsyth County Consolidated Housing and Community Development Plan which the Atkins CDC has always aligned with because we are targeting specific neighborhoods that are featured in the City s plans as places for investment in housing, business development and job creation in ways that improve economic opportunity in low-income areas. These areas are specifically designated for City programs because private investors are slow to take the risk of investing in lowincome areas, and instead focus on higher income areas where they perceive secured returns on their investments. The City is often the first to invest in low-income areas as a way to incentivize future development, and community development corporations by definition are organizations that invest in areas often ignored by private developers. Additionally, the Mayor s new plan to eliminate poverty calls for programs and investments to be directed to our City s lowest income areas. C. Performance (5 points) (1) Explain the plan for monitoring and evaluating the project/program. Also include the steps that will be taken if original goals are not achieved. We will monitor and evaluate the program based on the feedback and experiences of the participants. As we have grown the Enterprise Center from 20 entrepreneurs to over 40 we have had to be flexible and responsive to the needs of the people we serve. We see most of our participants daily and convene them once per month for a lunchtime meeting where we solicit feedback and document the experiences they are having. We also distribute surveys to ask for quantitative information about revenue, expenses and the number of employees working. Entrepreneurs who are successful move out to larger spaces and those who are not successful leave and either do business from their homes or seek employment. We expect to see similar results in the food incubator. (2) Use the chart below as a template to show how your agency measures program effectiveness. List goals, activities, and performance measures you will use to evaluate facilities, services, and programs that will be funded by the City. Performance measures can be quantitative and/or narrative. You can add rows as needed. For more information and examples, see pages 8-9 of the RFP. 11

Performance Measures Table Stated Program Goals Program Activities in Support of Goals FY 16-17 Previous Year Actuals FY 17-18 Current Year Projected FY 18-19 Next Year Anticipated Results Example: 90% of families will maintain permanent housing for a minimum of 12 months Example: Operate a museum attracting increasing numbers of visitors from the entire Triad region while recovering a reasonable portion of operating costs from visitor revenue Case managers provide mentoring, budget counseling, employment assistance, and tutoring Provide rotating and permanent exhibits, educational programs for students, after hours events, and opportunities for diverse audiences to engage. 91% 93% 93% 15% of visitors were from outside the City; Recovered 50% of operating cost from visitor revenue. 20% of visitors were from outside the City; Recovered 50% of operating costs from visitor revenue. 25% of visitors are from outside the City; Recover 60% of operating costs from visitor revenue. Establish the city s first licensed shareduse kitchen. Finish kitchen construction and up-fit and begin distributing applications Not open Kitchen is under construction Hire a food incubator manager Identify five chefs who will complete their business plans and reach their sales goals for the year July 2018 June 2019. Provide a food incubator manager who is a mentor and helps chefs reach food quality and business sales goals. Hire a part-time manager to recruit and train more gardeners and increase resources to strengthen the existing volunteer-led operation Not open Kitchen opens Five chefs are operating from the food incubator and generating revenue Increase the number of garden plots to 25 and double vegetable production Increase vegetable production and distribution Volunteer-led garden sustained 15 garden plots Volunteer-led garden sustained 17 garden plots FY 17-18 Program Accomplishments: - Complete the kitchen construction and circulate applications to identify the first chefs to establish the food incubator program. - Maintain current level of garden volunteers and continue to supplement their resources for the spring/garden season. FY 18-19 Key Objectives: 1.Hire a food incubator manager to establish the program, mentor the chef s as they work to achieve the benchmarks in their business plans, and create a culinary/hospitality training program that can help those who may not become chefs, but seek employment in the food service and hospitality industry. 2.Hire a part-time garden manager to grow efforts of the volunteer-led garden, and to increase the production and distribution of the produce. 12

Section 5: Project Approach and Design (15 points) Does the proposal present a sound approach for the delivery of the services? Will the program design engage the intended beneficiaries? Is the project/program based on best practices? Is the data system adequate to manage the project/program and track and report performance? Is the proposed project/program unduplicated? A. Approach (5 points) (1) Describe outreach and marketing to be conducted to engage and promote participation in the proposed project/program. People in the community have been asking for The Enterprise Center to open a food incubator for five years. There is pent up demand for opportunity to use the facility and many people check in regularly to see when the kitchen will be open. The program will be added to the Enterprise Center s website and marketing materials. Information will be shared at community meetings and events, through social media and our community partners. (2) How will a participant access the proposed project/program, use the services, and derive a beneficial outcome from participation? The Enterprise Center has an application for prospective entrepreneurs and a new application will be made specifically for food entrepreneurs. The application process includes an interview to assess exactly what the business needs and to make sure their expectations align with what our resources can provide. (3) How many participants on average will be served at any one time? What is the maximum number that can be served at any one time? Due to Forsyth County Health Department regulations, shared-use kitchens must limit the number of chefs using a kitchen based on available storage space. The Enterprise Center Kitchen can accommodate four chefs. Once the kitchen is operational this number may change. There are less strict space regulations for food product businesses. B. Best Practices (3 points) (1) Describe any known, successful models on which the proposed project/program is based. Compare and contrast the proposed project/program to those models. There are shared-use kitchens in many North Carolina counties, but until now they have not been allowed in Forsyth County. One model is in Durham where a commercial kitchen is attached to an event venue and many of the caterers who use the kitchen can cater events at the attached venue or other places. This is similar to the Enterprise Center where there is also a Conference & Banquet Center that hosts at least 90 events per year. There is also a successful model at a culinary program in Philadelphia where chefs refine their business plans and receive help opening their own restaurants. Both programs require chefs to pay for their cooking time in the kitchen and they are constantly improving and marketing their skills. 13

(2) Describe any proposed use of innovative approaches that will be employed for this project/program. Discuss what is innovative about the approach. This kitchen is innovative in this area because it will be the first shared-use kitchen in Forsyth County and it is attached to an existing business incubation program and a banquet center that both create added opportunities for the food business entrepreneurs that will join us. There is an existing family of businesses already in place and food service opportunities through the many events connected to the Enterprise Conference and Banquet Center. We will provide time for the Enterprise Banquet Center to be used as a Pop-Up Restaurant and host cook-off competitions that will give chefs unique opportunities to test their concepts and recipes. C. Data and Reports (4 points) (1) Data Describe the system to be used to track participant and program data. A file will be maintained for each participant that includes their application, their business plan, a copy of their certification, permit and insurance. (2) Reports List key reports and their frequency that will be used to capture project/program performance. The kitchen manager will interview each chef monthly to track progress on the benchmarks in their business plan. If there are any issues that may lead to termination from the incubator, those issues will be documented. D. Duplication (3 points) Are there other agencies providing the same program/service to the community? What makes your project/program unique among projects/programs in the community? There is no other agency providing an inspected shared-use kitchen in Winston-Salem Forsyth County. The Triad Community Kitchen is well-known for training people to become chefs, and our kitchen will help chefs become entrepreneurs. We will also help people develop general skills for work in food service and the hospitality industry. There are numerous urban community gardens. Ours is the large, but is not the best organized as it relies on volunteers who have other jobs. The garden will benefit from a staff person to provide stability and who can develop a plan for increasing production and distribution capacity that would increase the gardens impact on the community. 14

Section 6: Cost Effectiveness (25 points) A. Budget and Funding (9 points) (1) Please complete the table to show the organization s operating budget. Budgeted Projected Requested Expenditures by Program FY 17-18 FY 17-18 FY 18-19 Program Services 649,780 649,780 444,780 Fundraising 0 0 0 Management and General (Director s Salary in-kind) 0 0 0 Total Expenditures (Should match Total Expenditures by Category) 649,780 649,780 444,780 Expenditures by Category Personnel Employee Salaries and Wages 120,400 120,400 180,400 Employee Benefits 13,100 13,100 18,100 Subtotal, Personnel 133,500 133,500 198,500 Operating Expenditures Utilities/Telephone/Internet 86,400 86,400 86,400 Maintenance & Repairs & Landscaping 48,400 48,400 48,400 Office Suppies & Equipment 12,600 12,600 12,600 Insurance & Property Taxes 12,960 12,960 12,960 Grants To Individuals and Organizations 0 0 0 Contracted Fundraising Services 0 0 0 Good Purchased for Resale - Catering 40,800 40,800 40,800 Contracted Professional Services legal, accounting, audit, web 37,320 37,320 37,320 Other Operating Expenditures 7,800 7,800 7,800 Subtotal, Operating Expenditures 246,280 246,280 246,280 Capital Outlay Kitchen Construction & Equipment 270,000 270,000 0 Total Expenditures (Should match Total Expenditures by Program) 649,780 649,780 444,780 Revenues by Category City of Winston-Salem 165,000 165,00 65,000 Forsyth County State of North Carolina Federal Government 105,000 105,000 Admissions/Program Revenue/Sales 314,780 314,780 314,780 Memberships Donations Foundation Grants 65,000 65,000 65,000 Interest and Investment Income Parent Organization Other Total Revenues 649,780 649,780 444,780 15

(2) Has the City of Winston-Salem provided funding in the past? If so, provide a funding history of the most recent five years of City contributions in the table below. Year Funding Source Funding Amount Example: 2013 CDBG $10,000 2017 CDBG $ 165,000 2010-2015 CDBG, Other $ 1,420,000 (3) Please complete the table below to show specific details of proposed City funding and other leveraged funding. Activity Funding Requested Funds from Other Other Funds Total Funding from City Sources Source Example: Utilities $5,000 $5,000 Foundation $10,000 Personnel $ 65,000 $0 $65,000 TOTALS 65,000 0 65,000 (4) Provide an explanation of how you propose to use the funds from the City being requested for the upcoming year. Be as specific as possible. The Atkins CDC will use the $65,000 requested to pay two proposed staff people that will enhance the kitchen program. $45,000 to a full-time kitchen/food incubator manager and $20,000 for a part-time garden manager. B. Funding Status (9 points) (1) Describe the status of other funding proposed to leverage City funds requested. Describe what the funding source is, how firm the commitments are for other funds, and the duration of the commitment. The Atkins CDC generates revenue from program income paid by the Enterprise Center incubator program participants. Those funds are secured by one-year lease commitments. As long as occupancy rates remain high, the program income is firm. The Atkins CDC executive director is an employee of Winston-Salem State University. This is a permanent full-time position that is as secure as state funds. Foundation funds have been consistent over the past several years although a commitment for 2018-2019 has not been confirmed. 16

(2) Describe the plan to sustain project/program funding. To sustain program funding the Atkins CDC will continue to seek program earned income, grant writing and donations. (3) If this year s request is different in any way (amount, activities, etc.) from a prior year s request, explain how and why. This year s request is different from prior years because it is for a new program. The food incubator is new to the Enterprise Center, and having staff to manage the garden is new. The two staff positions will complement each other as the garden produce will be used in food preparation, and will bring more focus and organization to a volunteer-led program that has potential to increase production and expand distribution of fresh produce in the target area. 17

C. Average Cost (4 points) Use the table below to show the average amount of City funds requested per beneficiary to be served during the year and the average total cost of the service per beneficiary to be served during the year (including all funding sources). Proposed funds from the City for this project: 65,000 Number proposed to be served for the year: 200 Average City funds per beneficiary: 325 Proposed funds from all sources: 65,000 Number proposed to be served for the year 200 Average total funds per beneficiary: 325 D. Barriers (3 points) Describe any potential barriers to the project implementation and how you plan to overcome them. With all new programs we expect a learning curve, and will make adjustments as necessary to ensure program participants receive the support and resources they need. We expect high demand for kitchen usage, and expect to work closely with the Forsyth County Health Department and the NC Department of Agriculture. Section 7: Other Information A. Number of full Board meetings held during the last twelve months: Quarterly board meetings were held four times within the last twelve months. Board members are not compensated. B. Number of Board s Executive Committee meetings held during the last twelve months: Three C. Submit a copy of the agency s latest 990 Form as submitted to the Internal Revenue Service, Audit Report and Auditor s Management Letter and copies of their By-Laws, Articles of Incorporation, Personnel Policies, Procurement Policies, Accounting Procedures, IRS 501(c)3 designation letter, and a current Board roster. D. The City reserves the right to request additional information on any proposal. 18