Goodwill Excel Center Midsouth

Goodwill Excel Center Midsouth General Information Contact Information Nonprofit Goodwill Excel Center Midsouth Address 1490 Norris Road Memphis, TN 38106 Phone 901 323-6221 Facebook facebook.com/theexcelcenter Twitter @MemphisGoodwill At A Glance Year of Incorporation 2014 Community Foundation staff conducted a site visit? 1

Statements & Search Criteria Mission The Excel Center mission is to provide adults 18 and older the opportunity and support to earn a high school diploma and begin post-secondary education while developing career paths in sectors of the local economy that offer better-than-average employment and growth opportunities. The school will "meet students where they are" in their education by providing flexible structure and supportive relationships to help them manage work, life and family concerns as they achieve their educational goals. The tuition-free charter school for Shelby County adults addresses barriers to fulfilling educational goals including transportation, child care issues, and a support system/mentor. The Excel Center's unique program provides drop-in child care, transportation vouchers, and life coaches and support services. Classes are offered in the day and the evening and year-round. We emphasize college and career readiness and focus on viable career pathways that are aligned with the city's workforce needs. Background In response to the community's concern for the number of high school adults without a high school diploma and the annual high school dropout rate, Memphis Goodwill applied for and gained approval in 2014 for The Excel Center, a charter school for adults 18 and older to earn their high school diploma. Memphis Goodwill leaders selected the Excel Center model from Goodwill Industries of Central Indiana for a number of reasons. The model follows the Goodwill mission of assisting individuals with barriers to education, specifically age, childcare needs, transportation assistance and balancing school with work. This model focuses on obtaining a high school diploma and broader career possibilities through certifications in high-growth industries and fields relevant to the city's workforce needs. Once approved for the charter and for non-profit status (501)c3, the team signed a lease to use 1490 Norris Road, formerly Norris Road Elementary, as the Excel Center location. Enrollment commenced and a lottery was held April 1, 2015, for 350 candidates. On July 20, 2015, 350 students started classes. In the first year, 2,239 credits were earned and the school was paid for an annualized enrollment of 173 full-time equivalents. Thirtyeight adults earned their high school diploma on June 18, 2016. The Excel Center had hoped to move to Crosstown Concourse, but given the challenges as the only adult charter school in Tennessee, GECM is focused exclusively on the model and next-steps in order to maximize impact for the Midsouth community. 2

Impact The Excel Center will help with issues in the Memphis Community that impact poverty and liveability: the number of opportunity youth (16-24 year-olds currently not in school or working), the total number of high school dropouts (131,000) and 2,000 who drop out annually, and the lack of a trained workforce to attract and retain employers to the city. In the fiscal year 2016, the first year of operation, 2,239 total credits were earned and the school was paid for an annualized enrollment of 173 full-time equivalents. Thirty-eight adults earned their high school diploma on June 18, 2016. Of the 38 graduates, 15 were accepted and plan to pursue post-secondary education (39%), 3 are pursuing certifications (7%), and one student is enrolled in an IT support program with Lab Four through WIN (Workforce Investment Network). Fifteen graduates did not have a next-step but were given a warm hand-off to the Goodwill Job Center for assistance with future plans. The goals for the fiscal year 2017 include: 1)Resolve classification issue in order to effectively and efficiently serve adults in an environment and timeframe appropriate and effective given their age. GECM contracted with a consultant in October to work through the classification issues as the resolution will most likely be in the form of a legislative change. 2)Exceed enrollment needed to break even. 3)Retain students at a higher level through enhanced processes and through use of life coaches 4)Establish firm partnerships with organizations for career certifications & begin dual-credit programs with postsecondary institutions that can operate onsite given transportation challenges. 5)Graduate students in December 2016 and Spring 2017. 5)Meet and exceed challenge grant 6)Work with SCS on operational issues given our unique model. GECM contracted with TeamingSolution to create a fix in PowerSchool (student management system) that aligns the Excel Center schedule with PowerSchool. Needs Financial. The Excel Center has operational costs not met by the Basic Education Plan (BEP). The unique model and population served require such additional services such as transportation, security, drop-in child care and life coach positions. Additional financial needs are emerging given that we a unique model and the state's first and only adult charter school. A challenge grant enabled the Excel Center to complete the first year of operation and to open the doors for its second year. GECM must meet the challenge grant by January 31, 2017, to continue operations given the classification and operational challenges. 1) We are funded based on a 6.5 hour seat time (currently) which is unrealistic for the adults we serve thereby causing the need to enroll large numbers of students to equate to full-time equivalents. The increase in students is straining the teacher-student ratios, administrative staff, and security given the number of bodies needed to meet the 6.5 hour seat time. 2) A 14-passenger van would help transport students to certification programs not easily accessed by MATA. ($50K) Volunteers. We have an MOU with Literacy MidSouth to assist with reading levels of students but have a need for volunteers to help with the drop-in center during peak periods. (Background check and Stewards of Children Training required). The Excel Center students also take End-of-Course exams, and therefore, volunteers are needed to help proctor exams in December and April. CEO/Executive Director Statement The first year of The Excel Center was a challenging one, but we remain committed to making sure adults without a high school diploma are given the opportunity to earn one at The Excel Center. We've had to adjust and pivot many times given the uniqueness of the model and the challenges related to being the first one out of the gate. Potential funders, employers, civic agencies and non-profit agencies realize the value of the model, but we continue to face the classification issue as well as numerous operational challenges. We've taken steps to resolve these issues but time is of the essence given the financial strain on the organization. Our second graduation looks to be a larger class than the first, and for me, that's what makes the frustration and the effort worthwhile as these graduates are truly changing their lives and their families. 3

Board Chair Statement It's exciting to be a part of The Excel Center given its mission to serve high school dropouts within Shelby County. It's also very challenging as we are the first adult charter school, and as such, we face multiple barriers. But nonetheless, the first graduation came and went and we opened our doors for our second year on July 25, 2016. This model is needed in Memphis and I'm pleased to be a part of a board that is committed to changing lives. Areas Of Service Areas Served Areas TN - Shelby County The LEA of The Excel Charter, Shelby County Schools, mandates that the program only serves adults 18 and older who are Shelby County residents. Service Categories Adult Education Government and Public Administration Economic Development 4

Programs Programs Life Coaches Description Life coaches make sure students function and fit well within the Excel Center culture. Coaches are the primary liaison between the school and The Excel Center students. Coaches work proactively with students to create their class schedule and to address any out-of-class challenges that may keep them from attending classes and making adequate progress. Coaches contact students on days when they are absent to find out why they are not in school, reinforcing to students that they must be in class to move toward their goal of earning a high school diploma. Currently, we have three life coaches with one lead coach. Budget $215,000.00 Strategy Long term Success Short Term Success Life coaches are the "lifeline" to the students. Therefore, long-term success will be tied to student retention with the current goal to retain 80% of students from one session to the next. The Life Coaches motivate and inspire so the student's long-term goals should translate into positive graduation rates if the coaches are successful. Once a student is near to graduation, the life coach transfers the student to the career or college counselor, depending on their personal assessments. Short-term success for the life coaches is a matter of motivating the students to return each and every day. Lowering the voluntary drop rate each session would be a short-term success. Drop In Center for Children Description The Drop-In Center is a critical component of the model as it addresses a barrier for most adults thinking about earning a HS diploma. The Excel Center has a drop-in center that provides up-to 4 hours of drop-in childcare free of charge. Students must be enrolled and are responsible for diapers, snacks, food and a change of clothes. Staff work on a curriculum so that children are in fact, our littlest learners. Additionally, all children must be up-to-date on immunizations. All staff in the Drop-in center have taken the Stewards of Children course offered by the Child Advocacy Center. Budget $80,000.00 Strategy Long term Success Short Term Success Ultimately, long-term successes would include the ability to offer childcare longer than 4 hours. This would enable the parents to work on their high school diploma and possibly a certification if their child(ren) are cared for longer than 4 hours. This requires the site to be regulated by the state. Short-term success of the drop-in center includes consistent attendance of children. This would indicate credit attainment of the parents as they are utilizing the program to work toward their diploma. Consistent attendance by the children will also help them realize that school/learning is necessary and a part of life. 5

Board & Governance Board Chair Board Chair Mr. Billy Tedford Company Affiliation Cost-OS LLC Term July 2014 to July 2017 Email billy@cost-os.com Board Co-Chair Board CoChair Mr. Macky Sneed Company Affiliation Sneed Company Realtors Term July 2014 to July 2017 Email msneed@sneedcompanies.com Board Members Name Affiliation Status Mr. Austin Baker HRO Partners Exofficio Mr. Charles Gerber Gerber-Taylor Investments Voting Mr. Tony Martini Memphis Goodwill, Inc. Exofficio Mr. Andy McCarroll Southeastern Asset Management Voting Dr. Mary McDonald MCD Partners Voting Mr. Mark Nance Paragon Bank Voting Mr. Michael Robilio Lucchesi's Pasta Company Voting Mr. Nick Scully The Compass Group Voting Mr. Macky Sneed Sneed Company Realtors Voting Mr. Billy Tedford Cost-OS LLC Voting Mr. Brian Williams Raymond James Voting Board Demographics - Ethnicity African American/Black 0 Asian American/Pacific Islander 0 Caucasian 9 Hispanic/Latino 0 Native American/American Indian 0 Board Demographics - Gender Male 9 Female 1 Unspecified 0 6

Governance Board Term Lengths 1 Board Term Limits 0 Board Meeting Attendance % 73 Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions 100 Number of Full Board Meetings Annually 10 Standing Committees Development / Fund Development / Fund Raising / Grant Writing / Major Gifts Board Governance Finance Academic Affairs Comments The Excel Center has the opportunity to change the lives of the 120,000 adults in Shelby County without a high school diploma. The city is focused on workforce development to attract and retain employers, and we want to be a part of the solution. We're working with community partners such as Workforce Investment Network, postsecondary institutions, Tech 901 and others to identify and implement career certifications that work for Excel students and the city. We're eliminating barriers like child care and transportation by providing 4 hours of drop-in child care and bus passes. We're able to utilize our partnership with Goodwill Industries of Central Indiana to make program corrections and enhancements based on their experience of opening 9 locations in 5 years. We're challenged to keep students motivated to enroll and to attend. Students are the primary source for referrals. We continue to participate in community events that target the population we serve. 7

Management Executive Director/CEO Executive Director Ms. Beth Erb Term Start June 2014 Email Experience berb@goodwillmemphis.org Beth Erb was born in Covington, TN. She has lived in Memphis for over 13 years. She graduated from the University of Memphis with a Bachelor s Degree in Sociology. For the last 11 years she has worked in the Social Services field. Before getting her Bachelor s degree she was employed with Memphis Goodwill and decided to return in July, 2009. She is the Vice President of Community Services with Goodwill. She is responsible for Goodwill s provision of mission services, including The Excel Center and Goodwill Job Centers. According to Erb, My passion has always been to help others. As Vice President of Community Services with Goodwill, I will be able to continue to do the work that I love. Staff Full Time Staff 22 Part Time Staff 0 Volunteers 0 Contractors 0 Retention Rate 0 Plans Organization has a Fundraising Plan? Organization has a Strategic Plan? Years Strategic Plan Considers 2 Date Strategic Plan Adopted Dec 2015 Management Succession Plan? Under Development Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy No Directors and Officers Insurance Policy 8

Financials Fiscal Year July Fiscal Year 2017 Projected Revenue $2,341,208.00 Projected Expenses $2,227,932.00 Endowment Value 0 Spending Policy N/A Percentage (if selected) 0% Form 990s Form 990 Form 990 Form 990 Detailed Financials Revenue and Expenses Total Revenue $449,591 -- -- Total Expenses $406,483 -- -- Revenue Sources Foundation and Corporation $449,218 -- -- Contributions Government Contributions $0 $0 $0 Federal -- State -- Local -- Unspecified $0 Individual Contributions -- -- -- Indirect Public Support $0 -- -- Earned Revenue $0 -- -- Investment Income, Net of Losses $373 -- -- Membership Dues $0 -- -- Special Events $0 -- -- Revenue In-Kind $0 -- -- Other $0 -- -- 9

Expense Allocation Program Expense $168,545 -- -- Administration Expense $237,938 -- -- Fundraising Expense $0 -- -- Payments to Affiliates -- -- -- Total Revenue/Total Expenses 1.11 -- -- Program Expense/Total Expenses 41% -- -- Fundraising Expense/Contributed Revenue 0% -- -- Assets and Liabilities Total Assets $578,103 -- -- Current Assets $284,428 -- -- Long-Term Liabilities $202,795 -- -- Current Liabilities $296,174 -- -- Total Net Assets $79,134 -- -- Short Term Solvency Current Ratio: Current Assets/Current Liabilities 0.96 -- -- Long Term Solvency Long-Term Liabilities/Total Assets 35% -- -- Top Funding Sources Top Funding Source & Dollar Amount -- -- -- Second Highest Funding Source & Dollar -- -- -- Amount Third Highest Funding Source & Dollar Amount -- -- -- Capital Campaign Currently in a Capital Campaign? No Goal $0 Capital Campaign Anticipated in Next 5 Years? State Charitable Solicitaions Permit Permit? Dec 2017 Comments Organization Comments The fiscal year of July 1, 2014 through June 30, 2015 was the school's planning year. Our first year of operation was July 1, 2015 through June 30, 2016. There is a combined audit for 2014 and 2015 but 2014 has its own 990. 10