How Listening and Adaptability Have Shaped 36 Years of Service
“I’m thinking I want to work, but I don’t know.”
It’s a conversation Jolene Wanek, Client Services Director at Employment Resources, Inc. (ERI), knows well. For someone with a disability who relies on public benefits, deciding whether to pursue employment can bring up questions about financial security, healthcare, and what happens if things don’t go as planned.
Wanek’s response is simple, “We got you.”
For more than three decades, that willingness to meet people where they are has guided ERI’s work. Founded in 1990, the Wisconsin-based nonprofit helps people with disabilities explore employment, navigate public benefits, and pursue greater financial independence. Along the way, ERI has developed programs, training, and resources that have helped shape disability employment services throughout Wisconsin and beyond.
For this installment of Wegner CPAs’ Nonprofit Spotlight series, we spoke with Executive Director Kweku TeAngelo Cargile Jr., Deputy Director Theresa Kulow, and Jolene Wanek about the organization’s evolution and what other nonprofits can learn from its approach.
Listening to the People You Serve
ERI’s employment services support people at nearly every stage, from those just beginning to consider employment to those who need assistance maintaining a job.
“We can work with somebody on that entire continuum, right, from start to finish,” Wanek explained. “Nobody’s left behind.”
That individualized approach has remained central to ERI’s mission, even as the organization’s programs have changed. One of its most significant contributions grew from a concern staff heard repeatedly from people who wanted to work but worried about losing the public benefits they depended on.
“This is my biggest barrier to getting a job,” Kulow recalled people saying. “I’ll lose my benefits. I’ll lose my health care.”
“We can work with somebody on that entire contiuum…from start to finish.”
-Jolene Wanek, Client Services Director | Employment Resources, Inc.
At the time, work incentives benefits counseling did not exist in the form it does today. ERI worked with other providers and state agencies to develop a service that could help people understand how employment might affect their benefits and make informed decisions about working.
Kulow recalled the conversations that helped move the effort forward, “This is what we’re hearing. This is what we’re seeing. Can we build a service that addresses this barrier to employment?” ERI helped pioneer the service and continues to provide benefits counseling and train other professionals who deliver that guidance across Wisconsin.
A similar approach shaped ERI’s work with people who have complex physical disabilities. Recognizing that employment often involves more than securing an initial job, ERI developed a team-based approach that brought together benefits counselors, vocational rehabilitation professionals, assistive technology specialists, and other providers to support long-term career goals.
“What is the arc of your career that you’re looking for?” Kulow explained. “Let’s bring the whole team together and talk about the trajectory of that.”
This approach has since influenced services throughout Wisconsin, including youth transition programs that help students with disabilities prepare for employment after high school.
Building a Culture That Encourages New Ideas
ERI’s willingness to listen also extends to its own employees. For Cargile, who joined the organization nearly two years ago, one of the biggest lessons has been recognizing the knowledge and creativity already within the team.
“The ideas are already in-house,” he said. “You just have to decide to actualize them.”
He pointed to recent efforts to increase collaboration between ERI’s Ticket to Work and employment services teams. Bringing employees together across functions has helped expand capacity, improve morale, and create greater appreciation for the expertise different departments contribute.
The organization has also introduced opportunities for employees to recognize one another’s accomplishments through an internal newsletter, helping staff better understand work taking place beyond their own teams. Wanek sees that culture as an extension of ERI’s approach to serving people with disabilities.
“We don’t just do person centered for the people we serve,” she said. “We’re person centered for our staff.”
Employees are encouraged to share ideas and challenge existing processes, whether during formal planning sessions or informal conversations. “If you wanna get a little outside of the box with a wild and crazy idea, let’s talk about it,” Wanek explained. “Because that’s where innovation happens.”
For Kulow, that openness has been a constant throughout her nearly two decades with the organization. “Just because we’ve done it this way doesn’t mean we have to keep doing it this way.”
Continuing to Evolve
As ERI plans for the future, its leaders are exploring how to strengthen organizational capacity, expand fundraising, and reach more people through existing programs. The organization is working to grow its Ticket to Work program beyond Wisconsin while developing stronger relationships with employers.
“We know there’s two sides to this employment coin,” Wanek said.
ERI has extensive experience supporting job seekers and people navigating benefits systems. Now, it sees opportunities to build on that expertise by helping employers better support the people they hire.
The organization is also participating in research with UW-Madison and partners across the country to explore whether artificial intelligence could help people maintain employment. The project is testing an AI-supported tool that could identify concerns after someone begins working, allowing counselors to offer support before those challenges lead to job loss. For Kulow, the project raises an important question about how employment services can continue to evolve, “How can we better support them in keeping [their jobs]?”
Staying True to the Mission
When we asked what advice they would offer other nonprofit leaders, all three returned to themes that have shaped ERI’s work over the years.
Cargile emphasized the importance of trusting the people around you. “You do not have to be the most knowledgeable on everything,” he said. “And there’s a lot of value and importance in trusting the experts that you co-lead with.”
Kulow encouraged leaders to listen to the people closest to their work and remain willing to change based on what they hear.
“There’s a lot of value and importance in trusting the experts you that you co-lead with.”
-Kweku TeAngelo Cargile Jr., Executive Director | Employment Resources, Inc.
Wanek offered one word of advice: “Pivot.” But she was equally clear about what should remain constant as organizations adapt. “Don’t lose sight of your mission.”
After 36 years, ERI’s services and methods continue to evolve, but its leaders remain grounded in the people they serve. And while the organization has many ways to measure success, Wanek returned to the outcome that matters most. “At the end of the day, it’s the people.”
What Other Nonprofits Can Learn from ERI
ERI’s experience demonstrates the value of listening to the people closest to your mission and being willing to adapt based on what you hear. For other nonprofits, it’s worth considering whether employees and the communities you serve have meaningful opportunities to influence decisions. Are your programs, processes, and resources evolving alongside their needs? Building that responsiveness into your organizational culture can help you navigate change, strengthen your impact, and remain true to your mission over time.
Looking for more nonprofit resources?
Read prior installments of our Nonprofit Spotlight including Catholic Charities and Common Wealth Development. Learn how to properly allocate functional expenses, determine who can actually sign your Form 990, or access our Nonprofit Board Governance Framework to help strengthen your nonprofit’s governance practices.
