In 2009 EMERGE served over 4,000 individuals. Key service impacts included: placing 757 individuals into permanent jobs with a 76% 6-month retention rate; creating 606 temporary/transitional jobs that generated $1.1 million in wages; employing 185 youth through three youth employment programs; 69% of our Villages (supportive/transitional housing) families surpassed one year of residency and 32% of families exited Villages programs to permanent housing; 86 K-12th grade supportive housing youth maintained high school attendance rates (90%+); 21,975 work-related rides were provided by our Access to Jobs; 155 completed a customized training; 528 were issued Rapid Pay Cards, 248 participated in financial literacy workshops and 28 IDA accounts were maintained. Other key 2009 highlights included: our Emerge Career and Technology Center $4.4 million capital campaign secured the old North Branch Library and exceeded the 50% mark; youth employment and ex-offender programming expanded; a new Weatherization customized training was created; the board adopted a new mission and a new 4-year strategic plan; a new agency-wide Client Track database was implemented; a new Development Manager was hired (to enhance our development capacity); our web-site was redesigned; we opened two new service sites (and now offer services from 6 locations); we developed/maintained over 40 partnerships and by year end we have come close to certifying 12 of our staff as “Family Development Specialists” via a collaboration with the University of Iowa’s School of Social Work.

1) Begin implementation of our new strategic plan 2) Achieve our larger $5.85 million budget – fully funding depreciation and a $100,000 “savings assessment” 3) Further expansion and diversification of organizational revenue through increased enterprise sales, increased foundation support, increased individual contributions, and securing at least two new government contracts. 4) Implement staff development initiatives that result in increased staff certifications – i.e. by the end of the year, more than 50% of permanent staff will become certified in at least one specialized area such as Global Certified Development Facilitator (GCDF), Family Development Specialists, Financial Literacy Trainer, etc. 5) Fully implement a new centralized Client Track data base system – training staff, inputting data and generating reports by the end of the year 6) Create, seek and obtain funding for new programmatic concepts pertaining to: (1) gang prevention/intervention; (2) capacity-building strategies with ex-offender and immigrant serving organizations; and (3) a North Minneapolis Center for Working Families. 7) Upgrade the agency’s website and marketing/communication functions 8) Achieve at least 90% of funded outcomes in each program 9) Increase board membership 10) Negotiate a new service agreement with the MACC Commonwealth

Temp-to-perm staffing program employs over 500 residents annually, ex-offenders, at risk youth, first generation immigrants, job training and placement, homeless families with mental illness and chemical dependency,

Minneapolis, St. Paul and surrounding metro areas