Employment Connection

Empower, employ, inspire.

aka Managed Work Services   |   St. Louis, MO   |  www.employmentstl.org

Mission

To assist individuals with limited opportunities to self-sufficiency. Offering more than just a job, Employment Connection provides our clients with the training, resources, relationships, and wrap-around services that empower them to achieve their goals for self-sufficiency through living-wage employment.

Ruling year info

1977

Chief Executive Officer

Mr. Sal Martinez

Main address

2838 Market St

St. Louis, MO 63103 USA

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EIN

43-1106386

NTEE code info

Employment Training (J22)

Human Service Organizations (P20)

Other Housing Support Services (L80)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

A history of disinvestment and benign neglect for neighborhoods of North St. Louis has exacerbated conditions in one of the nation's most geographically racially segregated cities. Predominantly Black neighborhoods north of the city's "Delmar Divide" have less access to employment, healthcare, safety, or education. Employment Connection believes that every individual has the inherent desire and ability to be self-sufficient. Everything we do is designed to help our clients overcome the significant barriers they face (like homelessness, trauma, resource scarcity, lack of opportunity) and empower them to achieve their goals for self-sufficiency. Offering more that just a job, EC offers clients the training, supportive relationships, and wrap-around services that empower clients to obtain living wage employment.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Competitive Employment Program

Competitive Employment Program (CEP) and Career Assistance Program (CAP)serve approximately 3,000 individuals per year. Includes specialized programs for noncustodial fathers, families receiving cash (welfare) assistant, out of school youth ages 19-21, ex-offenders, those recovering from substance abuse issues, Veterans.

Population(s) Served
At-risk youth
Low-income people
Working poor
Ex-offenders
Unemployed people

An employment readiness training that provides training on various topics such as resume building, interview skills, and application submission.

Population(s) Served
Adults

These courses are provided by St. Louis Community Credit Union during the World of Work, employment readiness training.

Population(s) Served
Adults

Adult Basic Education or HiSet services are provided by the St. Louis Public Schools at our facility.

Population(s) Served

Back to Health, Back to Work provides behavioral health assessments and interventions to assist adults maneuver behavioral health barriers to obtain employment.

Population(s) Served
Adults

Provides permanent supportive housing

Population(s) Served
Adults

Provides rapid-rehousing

Population(s) Served
Adults

Provides eviction prevention services to families faced with eviction (rent assistance, utilities assistance, etc.).

Population(s) Served
Unemployed people
Working poor

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of families assisted with rent or mortgage to avoid eviction

This metric is no longer tracked.
Totals By Year
Population(s) Served

Low-income people, Working poor, Out-of-home youth, Ex-offenders, Unemployed people

Related Program

Project Prevention

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

COVID-19 greatly increased the demand for eviction prevention services across the United Way's Service Provider Network (2-1-1), which necessitated EC doing triple it's previous volume.

Number of participants who gain employment

This metric is no longer tracked.
Totals By Year
Population(s) Served

At-risk youth, Economically disadvantaged people, Ex-offenders, Unemployed people, Veterans

Related Program

Competitive Employment Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

COVID-19 interfered with employment program by driving down foot traffic, forcing agency to pivot to online trainings, and reduced job openings for graduates.

Number of clients who complete job skills training

This metric is no longer tracked.
Totals By Year
Population(s) Served

At-risk youth, Economically disadvantaged people, Ex-offenders, Unemployed people, Veterans

Related Program

World of Work

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. Clients exit services with skills and supports needed to achieve self-sufficiency.
2. Total review in 2017 will exceed 2013 revenue to sustain and expand the services available for clients int he St. Louis community. Building debt will be retired by 2017 and cash reserves will increase through the board-designated investment portfolio.
3. Secure a diverse group of volunteers that contribute their time, talent, and treasures.
4. Leverage collective impact to effectively utilize community resources that more efficiently provide unique services and develop a more holistic approach to service delivery.
5. Increase knowledge and visibility of agency impact on a local and national level to enhance support for the mission.

Priority 1: Build Stronger Agency Programs

Priority 2: Create Sustainable Revenue Sources

Priority 3: Support Strong Board and Recruit Other Volunteers

Priority 4: Develop Community Partnerships

Priority 5: Increase Marketing/Branding

Employment Connection has the capacity to:

 Continue to expand relationships with employers friendly to agency mission
 Expand services (employment and housing) to individuals in the target population
 Continued assessment of client needs for supportive services
 Further development of hard skills training programs
 Expand and explore social enterprise opportunities
 Expand housing services including tax credits and grant opportunities
 Full utilization of building resources
 Additional research into skill sets and needs for development activities (grant writing, fundraising, major gifts, social enterprise, etc.)
 Develop funding partnerships to strengthen collective impact of joint services to support mission
 Maintain and expand relationships with the United Way of Greater St. Louis, the St. Louis Mental Health Board, and other key funding partners
 Recruitment of additional motivated and involved Board and committee members
 Maintain diversity among the Board
 Focus on development of Board members with experience in areas like marketing, technology, and social media
 Continue to recruit individuals with ability to influence community/business/employers to support agency mission
 Maintain and expand volunteer support
 Utilize United Way of Greater St. Louis professional development and training programs
 Continue Olin United Way Board Fellows Program
 Increase partnership opportunities to promote collective impact
 Maintain and expand relationships with college and university internship programs
 Maintain and expand relationships with volunteer services organizations (i.e., AARP,
IVC, St. Louis Internship Program, etc.)
 Maintain and expand relationships with businesses for professional volunteer service
 Maintain agency volunteer certification through United Way of Greater St. Louis
 Evaluate market position and target audience
 Explore print, social media, and technological opportunities
 Assess need for marketing plan based upon evaluation

Have accomplished:
Expand services (employment and housing) to individuals in the target population
Continued assessment of client needs for supportive services
Improve client assessment and evaluation process
Expand housing services including tax credits and grant opportunities
Maintain and expand relationships with the United Way of Greater St. Louis, the St. Louis Mental Health Board, and other key funding partners
Utilize United Way of Greater St. Louis professional
Maintain agency volunteer certification through United Way of Greater St. Louis
Evaluate market position and target audience
Explore print, social media, and technological opportunities
Assess need for marketing plan based upon evaluation


Needs more work or is an ongoing priority:
Continue to expand relationships with employers friendly to agency mission
Further development of hard skills training programs
Expand and explore social enterprise opportunities
Additional research into skill sets and needs for development activities (grant writing, fundraising, major gifts, social enterprise, etc.)
Full utilization of building resources
Develop funding partnerships to strengthen collective impact of joint services to support mission
Recruitment of additional motivated and involved Board and committee members
Focus on development of Board members with experience in areas like marketing, technology, and social media
Continue to recruit individuals with ability to influence community/business/employers to support agency mission
Maintain and expand volunteer support
Increase partnership opportunities to promote collective impact
Maintain and expand relationships with college and university internship programs
Maintain and expand relationships with volunteer services organizations (i.e., AARP,
IVC, St. Louis Internship Program, etc.)
Maintain and expand relationships with businesses for professional volunteer service

Financials

Employment Connection
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Employment Connection

Board of directors
as of 6/2/2021
SOURCE: Self-reported by organization
Board chair

Steven Fiamingo

Ascension Health

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 05/04/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Multi-Racial/Multi-Ethnic (2+ races/ethnicities)
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data