HomeMy WebLinkAboutR63-Economic Development
CITY OF SAN BERNARDINO
ECONOMIC DEVELOPMENT AGENCY
ORiGINAL
FROM: Emil A. Marzullo
Interim Executive Director
SUBJECT:
American Recovery and Reinvestment Act
("ARRA") of 2009 Strengthening Communities
Fund Grant for the Office of Business
Development
DATE:
July 1,2009
Synopsis of Previous Commission/Council/Committee Action(s):
Recommended Motionls):
IMavor and Common Council)
Resolution of the Mayor and Common Council of the City of San Bernardino approving and authorizing the
submittal of an application pursuant to the American Recovery and Reinvestment Act CARRA") of 2009
Strengthening Communities Fund Grant and delegating the administration thereof to the Redevelopment Agency
of the City of San Bernardino
(Communitv Develooment Commission)
Resolution of the Community Development Commission of the City of San Bernardino approving and accepting
the delegation of the administration for the American Recovery and Reinvestment Act CARRA") of 2009
Strengthening Communities Fund Grant and authorizing and directing the Interim Executive Director of the
Redevelopment Agency of the City of San Bernardino to submit the requested application
Contact Person(s):
Lori Panzino- Tillery
Phone:
(909) 663-1044
All
Project Area(s):
N/A
Ward(s):
Supporting Data Attached:
o Staff Report 0 Resolution(s) 0 Application/Agreement(s)/Contract(s) 0 Map(s)
o Letter(s)
Funding Requirements:
Amount: $
-0-
Source:
N/A
Budget Authority:
N/A
",",m" /I2, ~ rf-j
Emil A. Marzullo, Interim E ecutive Director
Fiscal Review:
!fL )$<<- ~
Russ Dejesus
Interim Administrative Services Director
Commission/Council Notes:
KCSO's
D2/Y) q> - d-cP c.f
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I
P '\gendas\COlnm Dc\' COll\lllissioll\CDC :C009\07.06-09 ARRA Strengtheoiog Communities FlIod Grallt SRdoe
COMMISSION MEETING AGENDA
Meeting Date: 07106/2009
Agenda Item Number: f? {; '3
ECONOMIC DEVELOPMENT AGENCY
STAFF REPORT
AMERICAN RECOVERY AND REINVESTMENT ACT ("ARRA") OF 2009
STRENGTHENING COMMUNITIES FUND GRANT FOR
THE OFFICE OF BUSINESS DEVELOPMENT
BACKGROUND:
On February 17, 2009, Congress passed the American Recovery and Reinvestment Act of 2009
("ARRA"), a nearly $800 billion economic recovery package with funds set aside for the Department of
Health and Human Services, Strengthening Communities Fund. These grants are discretionary and
competitive in nature. In a bold effort to reverse an environment where businesses are closing and few
new businesses are opening, the Redevelopment Agency of the City of San Bernardino ("Agency") is
reorganizing and consolidating its business assistance programs and staff in a one-stop business center,
the Office of Business Development ("Office"). The Office is proposed to be established in the 2009-
2010 Fiscal Year budget. Current Agency Staff will be assigned to coordinate services and programs and
work one-on-one with businesses to support all aspects of economic development, redevelopment, and
financing. The creation of a centralized Office of Business Development within the confines of the
Agency's building will encompass a wide range of available resources and currently active programs that
exist at the Agency as well as seek out new programs and monies to assist the business community.
The Office will focus on three specific areas; business retention, business recruitment and business
solutions. Agency Staff is seeking funding sources through ARRA and the Strengthening Communities
Fund to support the Office's goals and outreach efforts as well as building capacity for the community to
address broad economic recovery issues.
CURRENT ISSUE:
Agency Staff, in an effort to minimize ongoing costs for the Office particularly in the current economic
environment, has found an ARRA grant to subsidize the business solutions aspect of the Office of
Business Development. Business solutions is the arm of the Office that will provide educational support
to the business community. In researching what offerings may be beneficial to businesses, it became clear
that the need to create training and educational support to the non-profit community was essential.
Communities which thrive as a whole become healthier and grow faster than communities that are not
cognizant of the entire community which includes successful businesses and successful non-profits.
The ARRA Strengthening Communities Fund grant has been established to assist in increasing capacity in
cities such as the City of San Bernardino ("City") to maximize the number of non-profits addressing
economic recovery issues, enhance the impact of social services resources in the City through training and
technical assistance and facilitating partnerships between non-profits and governmental entities. Non-
profits will benefit from many of the training sessions offered to the business community and the business
community can always benefit from working with non-profits.
___________________________________ _________________________________.n__ _______________________________________. _______________________. ------------------------------------ -------------------.----------
P:\Agendas\Comm Dev Commiss;onlCDC 2009\07-06-09 ARRA - Strengthening Communities Fund Grant SR.doc
COMMISSION MEETING AGENDA
Meeting Date: 07/06/2009
Agenda Item Number: /2. (; '3
Economic Development Agency Staff Report
ARRA Strengthening Communities Fund Grant
Page 2
Agency Staff has prepared the draft grant application documents in the name of the Agency as the
applicant on behalf of the City as attached and in the Resolutions submitted for approval. This agenda
item requires a Resolution from both the Mayor and Common Council of the City of San Bernardino
("Council") and the Community Development Commission of the City of San Bernardino
("Commission") to accomplish both the application process and the delegation of responsibilities to the
Agency to administer and implement this grant. The grant offers $250,000 for a variety of training
opportunities and technical assistance to non-profits for their edification and support of the community. A
25% cash or in kind match contribution is required which will be easily achieved by the Agency's space
allocation of 4,500 square feet, relocated staff costs and ongoing cash support.
Due to the time restraints associated with the grant application from the Agency, it is necessary that the
application be submitted so as to be received by 5PM EST in Washington, D.C., at the Department of
Health and Human Services on July 7, 2009. To accomplish these inherent time restraints, the application
must be sent on Monday July 6, 2009, with a follow-up transmittal of the approving Resolutions, if
approved by the Council and the Commission. If the Resolutions are not approved, then the application
will be withdrawn.
ENVIRONMENTAL IMPACT:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
That the Mayor and Common Council and the Community Development Commission adopt the attached
Resolutions.
{l k- ~)
Emil A. Marzullo, Interim Exe tive Director
P:\Agendas\Comm Dev Commission\CDC 2009\07-06-09 ARRA - Strengthening Communities Fund Grant SRdoc
COMMISSION MEETING AGENDA
Meeting Date: 07/06/2009
Agenda Item Number: PJi 3
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RESOLUTION NO.
(Co~y
RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY
OF SAN BERNARDINO APPROVING AND AUTHORIZING THE
SUBMITTAL OF AN APPLICATION PURSUANT TO THE AMERICAN
RECOVERY AND REINVESTMENT ACT ("ARRA") OF 2009
STRENGTHENING COMMUNITIES FUND GRANT AND DELEGATING
THE ADMINISTRATION THEREOF TO THE REDEVELOPMENT
AGENCY OF THE CITY OF SAN BERNARDINO
8 recognizes the need to reverse an environment where businesses are closing and few new
WHEREAS, the Mayor and Common Council of the City of San Bernardino ("Council")
9 businesses are opening and the Redevelopment Agency of the City of San Bernardino ("Agency")
10 is reorganizing and consolidating its business assistance programs and staff into a single business
11 resource center, the Office of Business Development ("Office"); and
12 WHEREAS, the Agency recognizes the benefits to the City of San Bernardino ("City") that
13 will be derived from receiving Strengthening Communities Fund Grant ("SCF Grant"); and
,4 WHEREAS the SCF Grant funds are to be utilized to build capacity of the City to assist
15 nonprofit organizations in addressing broad economic recovery issues present in the City through
16 its Office and the associated training and educational component; and
17 WHEREAS the SCF Grants funds will foster partnerships between nonprofits, the business
18 community and the City.
19 NOW, THEREFORE, IT IS HEREBY RESOLVED, DETERMINED AND ORDERED BY
20 THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO, AS
21 FOLLOWS:
22 Section 1. The Council hereby finds and determines that the facts and circumstances set
23 forth in the Recitals hereof are true and correct in all respects.
24 Section 2. The Council hereby consents to the submittal of a SCF Grant application and
25 hereby approves and authorizes the Interim Executive Director of the Agency to execute and submit
26 the application on behalf of the City, a copy of which is attached hereto, marked as Exhibit "A," and
_ 7 incorporated herein by this reference.
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P:\Agendlts\Resolutions\ResoIUlions'2009\07_06-09 ARRA. Strenlrtheninl! Commun;li~. ~t1~rl ,.nnt urr 1)__ ~_^
1 Section 3. The Council hereby designates the Agency as the Authorized Entity to apply for
2 and administer the activities to be conducted under the Grant and recognizes the need to support the
3 Agency as required by the SCF Grant when received.
4 Section 4. This Resolution shall take effect upon its adoption and execution in the manner
5 as required by the City Charter.
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P:\Agendas\ResolutionslResolutions'1009\07.06-09 ARRA + StreTlgthening Communities Fund Gram MeC Resodoc
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RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY
OF SAN BERNARDINO APPROVING AND AUTHORIZING THE
SUBMITTAL OF AN APPLICATION PURSUANT TO THE AMERICAN
RECOVERY AND REINVESTMENT ACT (" ARRA") OF 2009
STRENGTHENING COMMUNITIES FUND GRANT AND DELEGATING
THE ADMINISTRATION THEREOF TO THE REDEVELOPMENT
AGENCY OF THE CITY OF SAN BERNARDINO
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and
Common Council of the City of San Bernardino at a
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meeting thereof,
, 2009, by the following vote to wit:
Navs
Abstain
Absent
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18
Rachel G. Clark, City Clerk
19 The foregoing Resolution is hereby approved this
day of
,2009.
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Patrick J. Morris, Mayor
City of San Bernardino
23 Approved as to Form:
24 By: n41/W/? 1-. f ~_____
25 0... ames F. Penman, City Attorney
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P\.Agendas\Resolutions\Resolutions\2009\07-06-09 ARRA - Strengthening Communities Fund Grant MCC Resodoc
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P:~endas\Resol"tiolls\Resolutjons\2009\07_06-09 ARRA - Srrengthcning Communities Fund Granl MCC RC50 doc
TABLE OF CONTENTS
PROJECT SUMMARY/ABSTRACT (J Page Limit) 2
PROJECT NARRATIVE (20 Page Limit)
OBJECTIVES AND NEEDS FOR ASSISTANCE
(a) Needs of Service Area 3
(b) Needs of the Authorized Entity 4
TABLE 1: Applicant's Self-Assessment Needs 5
(c) Needs of Nonprofit Organizations in Service Area 6-7
TABLE 2: Agencies Serving the City of San Bernardino (partial list) 6
(d) Project Objectives 8
TABLE 3: Project Objectives 8
APPROACH
(a) Outreach Strategy 8
TABLE 4: Work Plan 9
(b) Training & Technical Assistance Strategy for Nonprofit Organization 10
TABLE 5: Training Topics, Number of Workshops & Timeline 11
TABLE 6: Training, TA & Community Support Strategy 12
(c) Authorized Entity's Internal Capacity Building Strategy 12-15
TABLE 7: Authorized Entity's Internal Capacity Building Strategy 13
ORGANIZATIONAL PROFILES
(a) Organizational Capability 15-16
(b) Project Management Structure and Staffmg 17-18
EVALUATION
(a) Evaluation Design 19
TABLE 8: Evaluation Design 20
(b) Pre-Assessment Strategy 21
(c) Post-Assessment Strategy 21
FIGURE 1 The Four Components o/the Community Scorecard Process 22
APPENDIX (J 5 Page Limit)
A Organizational Chart 23
B Baseline Survey 24-25
C Flowchart of Community Scorecard Six-Stage Process 26
D Six-Stage Implementation of the Community Scorecard Process 27-29
E SCF Team Resumes (1) Management, (1) Staff, (2) Consultants 30-37
BUDGET and NARRATIVE JUSTIFICATION
REQUIRED FORMS: SF 424, SF-424a, SF-424b, SF-LLL
LETTERS OF SUPPORT
CERTIFICATIONS
1
PROJECT SUMMARY/ABSTRACT:
Applicant, the Redevelopment Agency of the City of San Bernardino (SBRDA) is a
focused, diversified organization whose mission is "To enhance the quality of life for the citizens
of San Bernardino by creating jobs, eliminating physical and social blight... through...
partnerships." Applicant's service area is a 69 mi2 political subdivision of the City of San
Bernardino (City), CA. Founded in 1810, the City is the San Bernardino County (County) seat
which is the center of County social services and serves as a magnet attracting unemployed and
homeless individuals. The streets are plagued with 36 Gangs and 3,798 known gang members
who live in the city. A high unemployment rate of 15.9% combined with low education
attainment levels, where 40% of residents over 25 years of age lack a high school diploma or
GED, make it difficult to support a family.
The American Recovery and Reinvestment Act of 2009 (ARRA) Strengthening
Communities Fund's (SCF) $250,000 funding will help SBRDA implement a 24-month project
to: 1) Build internal capacity to involve local nonprofits in economic recovery; 2) Conduct
outreach to increase nonprofit involvement in economic recovery serviceslbenefits; and 3)
Provide free capacity building services-3,800 hours of Training and Technical Assistance to a
cohort of 30 faith-based and secular nonprofits whose collective efforts are vital to sustain and
improve the lives offarnilies in San Bernardino.
SBRDA will implement an evaluation methodology that solicits nonprofits' perceptions
on the quality, efficiency and transparency of this project. Using a community based monitoring
tool with nonprofits, city leaders, government, colleges, and business will provide a strong
instrument for empowerment and encourage nonprofits' collaboration. This will open the doors
for partnerships to design and implement stronger programs to help citizens' help themselves
while tackling service area needs: economic recovery, training, jobs, and resources.
2
PROJECT NARRATIVE: OBJECTIVES AND NEEDS FOR ASSISTANCE
(a) Needs of Service Area:
1. Lack of Resources: Although needs in the Service Area are increasing, the availability of
services and resources to the community is decreasing. Secular, faith-based and government
organizations are forced to cut back, scale down, and make drastic changes because of the fiscal
crisis. With no funds to expand social services to meet growing needs, many agencies are
"broken" and unable to sustain levels of services because fiscal reserves are low, if not
nonexistent.
2. Severe Economic Challenges: Economic conditions for the City continue to worsen. On
May 18, 2009, Mayor Patrick Morris declared a "Severe State of Fiscal Hardship" if the State
of California (State) seizes $2 billion property taxes to meet the State's budget shortfall and
perilously impede economic recovery and cut already reduced social services in the City. In
February 2009, facing declining property values and sales taxes revenues the City began
drastically cutting City Services, reducing City Hall operating hours, library hours, and closed
parks, pools and recreation facilities. Additionally, the City laid off a portion of their employees
and implemented a 10% reduction to employees base salary which was achieved through
mandatory furloughed work days.
3. High Unemplovrnent: The city continues to experience persistent economic challenges
resulting from the loss of its three largest employers during the late 1990's, one of which was an
United States Air Force Base. The City's 15.9% unemployment rate is 38% higher than the
State's 11.5% and 69% higher than the Nation's 9.4% [June 19, 2009 www.edd.ca.gov]. The
City is part of the Enterprise Zone. Pursuant to California State Government Code Section
7082, Enterprise Zones are created specifically in areas of high unemployment to spur job
growth and creation.
3
4. Highest Level of Social Services Exoenditures bv City: According to the San Bernardino
County Human Services 2008 Report, County Residents Receiving Aid by Cities, 20.2% of the
County's residents receive some sort of public assistance, the most anywhere in San Bernardino
County.
5. High School Dropout Rates. Drugs & Violence: The City of San Bernardino Unified
School District (District) suffers from a relatively high dropout rate of 34.5% compared to the
State average of 24.2%. Additionally, during the 2006-2007 school year, the District had over 80
expulsions and over 5,700 violence and/or drug-related suspensions (California Department of
Education, 2008). These educational and economic demographics illustrate the vulnerability of
this population to criminal and gang activity. The lower educational attainment can be directly
correlated to the lower than average household incomes and the propensity to require
government aid.
6. High Level of Crime & Gang Activitv: Historically, San Bernardino's Class I Violent
Crimes ratio of 11-13 per 1,000 has been one of the highest in the State and nearly double that of
the State ratio of 5.1 per 1.000 since 2005. The City is home to nearly a quarter of the 11,000 to
13,000 countywide gang population. Over the past decade, the City experienced a large increase
in gang-related criminal activity from homegrown gangs and gangs that migrated from Los
Angeles and other larger cities because of the abundance oflow income housing resulting in a
decreased quality of life and flight of the middle class residents.
(b) Needs of the Authorized Entitv:
San Bernardino faces high unemployment, chronic poverty, blight, crime, and growing
demand for social services. Improving economic conditions is SBRDA's purpose and
leadership's priority to provide a secure community for individuals to live, grow, and prosper.
City of San Bernardino Mayor and Common Council approved a Resolution on July 6, 2009
4
designating SBRDA as the Authorized Entity to apply for, and administer, this grant and serve as
a coordinating agency for nonprofits to access ARRA information and resources. SBRDA
needs to develop services for nonprofits similar to those it provides "for-profits" such as
training, business tools, employment & technical assistance, partnership development, and
consulting services. Table 1 illustrates a self-assessment and the needs of SBRDA to build its
own capacity to implement the project and include nonprofits in economic recovery efforts.
SELF-
ASSESSMENT
No SBRDA
program exists
with Training,
Tech Assistance,
tools or staff to
inform, include &
support nonprofits
in economic
recovery efforts
NoSBRDA
collaboration or
community
engagement with
secular & faith-
based non profits
No evaluation of
effectiveness tools
in place or
mechanisms to
include nonprofit
input/concerns
TABLE 1: A
NEEDS OF
APPLICANT
Build its own
capacity to
include the
nonprofit
sector in Office
of Business
Development &
Econ. Recovery
efforts
Build
relationships
with nonprofits
and facilitate
partnerships
bern.leen
nonprofits &
govt. agencies
Collaborate
with experts to
develop assess-
ment tools and
implement CSC
process
licant's Self-Assessment Needs
CAPACITY BUILDING TASKS
To fulfill SBRDA's Needs to im lement the SCF Pro'ect
Desi ate SBRDA Staff to work on SCF Team/Pro'ect
Set-uplHost SCF activities/services at SBRDA Resource
Center
Hire Consultants to help mobilize nonprofit outreach &
awareness cam ai about SCF/ARRA u ose/benefits
Formalize ro'ect Trainin & Technical Assistance TA
Evaluate/Hire Consultants to facilitate T A
Develop/enhance business tools, obtain library resources,
and partner with monster.com for workforce development
to ide' ob train in and lacement throu h non rofits
Develop the technical competence to facilitate Interface
Meetings (1M) between "service providers" (SBRDA,
Consultants, Project Partners, City Leaders) and
"communi users" (secular/faith-based non rofits)
Develop a strong publicity campaign to ensure community
and stakeholder artici ation in 1M and Partnershi s
Develop systems to make Community Scorecard interaction
an ongoing practice and strengthen community
em owerment
Design Baseline Survey pre-assessment tool with CA State
Universi San Bernardino
Develo uestionnaires, ratin scales, re- and ost- tests
Set up a database for collecting obtained information to
track in uts, monitor uali ,com are erformance
Implement (CSC) process to exact public accountability
and enerate rovider/user feedback
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(c) Needs of Nonnrofit On!:anizations in Service Area:
To meet the needs of nonprofits in the Service Area, including their lack of knowledge
and access to ARRA information, inability to effectively secure funding, deficient internal
capacity; and/or inadequate quality/level of social services they provide, this SCF project can
help nonprofits address broad economic recovery issues to help low-income clients (a) secure
and retain employment with information shared by and developing partnerships with Workforce
Development Department and Workforce Investment Act, (b) earn higher wages and obtain
better quality jobs with resources from and partnering with San Bernardino Employment &
Training Agency, and (c) gain greater access to ARRA statelftderal benefits by participating in
SCF activities. Nonprofits struggle to cope with budget cuts, loss of donors, dwindling
donations, and unprecedented numbers of social service referrals. Many agencies in Table 2 are
in dire need of information, training, technical assistance, funding, and the opportunity to build
partnerships to assertively help San Bernardino's unemployed and low-income individuals.
TABLE 2: A!!:encies Servin!!: the City of San Bernardino (partial list)
I. Dotion House 2. Nutrition for Seniors & Meals on Wheels
3. Cal State University SB 4. Operation Phoenix Cal GRIP Project
5. Catholic Charities of SBlRiv. 6. Priscilla's Helping Hands
7. Central City Lutheran Mission 8. PupulIi Neicl1borhood Latina Devel. Ctr.
9. Children's Fund 10. SB City Unified School District
II. Children's Network 12. SB Community College District
13. City ofSB Economic Transformation 14. SB County Dept. of Behavioral Health
15. Community Hospital ofSB 16. SB County Dept. of Children's Services
17. Community Staff Prof. Development Ctr. 18. SB County Food Bank
19. First 5 San Bernardino 20. SB County of Public Health
21. First Church of the Nazarene 22. SB Dept. of Aging and Adult Services
23. First Nations Tribal Ed & Resource Ctr. 24. SBNF A Urban Y onth Conservation Corps
25. Focus 9241 I Zip Code Focus 26. Somebody Cares Southland
27. Head Stan Preschool Services 28. SI. Bernardine Medical Center
29. Horizons Parmership 30. SI. John's Episcopal Church
3 I. IE Community Benefits Collaborative 32. USDA Nature Conservation Service District
33. Lewis Center for Educational Research 34. Victory Outreach of San Bernardino
35. Lutheran Church of Our Savior 36. Vista Guidance Centers
37. Lutheran Social Services 38. Volunteer Center of SB County
39. Mustard Seed Tutorial Center . 40. Westside Prevention Project
4 I. Neighborhood Housing Services 42. Young Visionaries Youth Leadership Acad.
6
On June 6, 2006, Mayor Patrick J. Morris initiated the Operation Phoenix (OP) project.
The OP project is a multi-jurisdictional partnership, which incorporated a holistic approach of
leveraging local, State, and federal resources to eradicate long-temi crime, blight, and chronic
social issues facing distressed San Bernardino neighborhoods. OP's collaborative approach
demonstrates that together, coordinated and collective efforts of government and nonprofits
achieve success.
Catholic Charities (CC), established in 1979, is a local leader assisting families with
limited resources, whom are often facing multiple issues. In FY 2007-08 over 17,000
households benefited from CC prevention- to crisis-based cornmunity and emergency assistance
services. In an effort to stabilize and strengthen individuals/families, CC provides services by
collaborating with other community agencies and has traditionally served as a "last-resort" for
those in need of assistance. Due to a lack of available resources, their inability to serve 95-98%
of requests for housing/assistance demonstrates a clear need to participate in training and receive
technical assistance to meet rising demands and help more individuals and families requesting
assistance.
Many respected, prudent, and experienced organizations in the City need training and
assistance to build agency capacity to handle escalating hardships. To make matters worse, the
city is notorious for lacking the support of private foundations with huge endowments, which
prefer to fund nonprofits in more affluent Los Angeles, Orange, San Diego, San Jose, and San
Francisco Counties. Frustration is felt by many local nonprofits including Catholic Charities-
"Our agency wasn't funded because the City of San Bernardino is too poor to help."
7
(d) Proiect Obiectives
Reaching the project goal is attainable by performing the five Proposed Activities to
achieve the three important Objectives outlined in Table 3. In reference to Table 8, Applicant
relates how it uses an Objective-based Approach to Evaluation Design by following these steps:
1) establish a goal; 2) defme objectives in behavioral terms; 3) fmd situations in which
achievement of objectives can be shown; 4) develop measurement techniques; 5) collect
performance data; and 6) compare performance data to these behaviorally stated objectives.
TABLE 3: Pro'ect Ob'ectives
Build the Redevelopment Agency of the City of San Bernardino's capacity to maximize the number of
GOAL:
non rofits addressin economic recove issues and enhance the im act 0 social services in SB
OBJECTIVES PROPOSED ACTMTIES
1. Help organizations develop the capacity to offer
additional services based on new needs that have arisen 1.
from the economic downturn and new relevant ARRA 2.
efforts/programs for which the organizations might be 3.
eli ible (offerin weatherization activities, eenjobs).
2. Help organizations form new partnerships and apply for
ARRA funding! rograms.
3. Help organizations form/strengthen partnerships to
better facilitate referrals for services and benefits to help
low-income individuals secure/retain employment, earn
higher wages, obtain better-quality jobs, and gain greater
access to state and federal benefits and tax credits.
Internal Capacity Building
Conduct External Outreach
Facilitate Training &
Education
4. Provide Technical
Assistance
5. Facilitate Partnerships
PROJECT NARRATIVE: APPROACH
(a) Outreach Strate!!V
The Table 4 Work Plan to be further developed during post-award phase includes
service components, milestones, and benchmark for accomplishing grant-funded activities
beginning with preparatory groundwork to build applicant's capacity to launch a citywide
advocacy and awareness campaign to inform people about the SCF project. To help conduct this
comprehensive outreach, SBRDA staff will retain Public Relations consultants for their expertise
and ability to accelerate a full-scale mobilization of nonprofits to participate in the project.
8
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Together, the SCF Team (SBRDA Staff, Partners, Consultants) will implement an outreach
strategy to: 1) educate people about the purpose of the SCF project and ARRA efforts and benefits
using telephony, media, and print; 2) identify secular and faith-based nonprofits providing social
services within the City using contact lists, databases, and Internet; 3) contact and openly reach
out to an estimated 50-60 nonprofits to determine eligibility -must provide at least one secular
social service in the service area to participate in SCF training and technical assistance; 4)
conduct ore-assessments using a Baseline Survey to identifY each nonprofit's capacity building
needs using an electronic data collection method, -SBRDA Staff will ask questions via telephone
and enter survey answers directly into digital format; 5) provide results to each agency via email;
6) invite secular and faith-based agencies to participate in activities and not discriminate when
considering how groups/persons can be involved in the recovery effort; 7) enroll 30 nonprofits
with capacity building needs; and 8) host the first Interface Meeting using the Community
Scorecard (CSC) process, Appendix C, to discuss the needs of nonprofits in the Service Area and
introduce the SCF Team, project overview, services and benefits, and a calendar of workshop
dates/times/topics offered to nonprofitsfree of charge. 100 agencies participate in this process,
the first step towards project success will be achieved.
(b) Trainine: & Technical Assistance Stratee:v for Nonprofit Ore:anization
Agencies may participate in any combination of the 160 Workshops offered in Table 5.
However, the Baseline Survey will reveal an agency's essential capacity building needs. Each
workshop is 5 hours and 8 workshops are offered each month for 20 months. Training topics
include Organizational Development, Program Development, Collaboration & Community
Engagement, Leadership Development, and Evaluation of Effectiveness. Trainers will select and
make use of evidence-based curriculum and implement an interactive facilitator approach for
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effective delivery. Applicant will: recruit/hire Consultants through established competitive
procurement methods to provide 400 hours of Outreach to build applicant's capacity during the
Preparatory Groundwork phase; facilitate 400 hours of Training (80 5-hour workshops); and by
appointment complete 2,000 hours of one- on-one intensive Technical Assistance.
A combination of SBRDA Staff and collaborating Partners will facilitate 400 hours of
Training (80 5-hour workshops) and 600 hours of walk-in Technical Assistance at the SBRDA
one-stop. Community Support activities including Partnership Interface Meetings, Newsletters,
and website updates are outlined in Table 6. Participants will be required to sign-in, participate
in surveys, and complete assessment tools for quantitative and qualitative evaluation purposes.
TABLE 6: Traininl!. Technical Assistance & Communi" Support Strategy
# Service Activities Method of Responsible Frequency # Participants
Hours Component Accomplished Delivery Provider offered
400 Outreach Prep Gmdwork Outreach Consultants 90-day Start-up Citywide
400 Training 80 5-hr Group Consultants 4 workshops 30 Nons per
Capacity Bldg workshops education per month month
2,000 Technical 1,000 Face2face Consultants 50 sessions/mo 20 Nons per
Assistance 2-hr sessions l-on-l By Appt. month
400 Training 80 5-hr Group SBRDA & 4 workshops 30 Nons per
Capacity Bldg workshops education Partners per month month
600 Technical Ongoing Walk-In SBRDA Staff 20 months 20 Nons per
Assistance Face2face M-Th 2-4p month
60 Interface Mtgs 20 3-hr m~ Group SBRDA Staff Monthly x 20 35Nons&Govt
Newsletters 20 Email SBRDA Staff Monthly x 20 30+ Nons
Website Updates Ongoing Internet SBRDA Staff Continuous 30+ Nons
(c) Authorized Entity's Internal Capacity Buildinl! Stratel!V
SBRDA's Office of Business Development (OBD) provides training, business tools,
employment assistance, technical assistance, consulting services, and partnership development
to the "for-profit" sector. With 57 years experience working with businesses and government
agencies to address economic issues present in San Bernardino, Applicant has the competence to
provide similar services to nonprofits. Through Internal Capacity Building efforts outlined in
Table 7, SBRDA will enhance OBD services and expand its reach to include the nonprofit sector
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Team will perform Internal Capacity Building Strategy (formalized 90 days after grant receipt)
tasks to overcome its limitations in four areas with the goal to Build the Redevelopment Agency
of the City ofSGJJ.Bernardino 's capacity to maximize the number of non profits addressing
economic recovery issues and enhance the impact of social services in San Bernardino.
Those four areas of internal capacity building are as follows:
1. Organizational Development: a) Designate SBRDA Staff to work on SCF TeamlProject;
b) Set-uplhost SCF activities/services at One-Stop; c) Hire PR Consultants to help conduct
outreach and provide information to the community; and d) Participate in National ARRA efforts
2. Program Development: To design, develop, and implement a program that includes the
nonprofit sector in OBD's economic recovery efforts: a) Develop/enhance business tools, obtain
library resources, and partner with monsteLcom for workforce development to guide job training
and placement through nonprofits; b) Formalize project Training & Technical Assistance; c)
Develop a comprehensive Calendar for Training &Technical Assistance to engage nonprofits in
project services; and d) Evaluate/Hire Consultants to facilitate Training & Technical Assistance.
3. Collaboration & Community Engagement: To build relationships with nonprofits and
facilitate partnerships with government agencies that include and engage them in economic
recovery efforts: a) Develop the technical competence to facilitate Interface Meetings between
"service providers" and "community users"; b) Develop a strong publicity campaign to ensure
cornmunity and stakeholder participation in Interface Meetings and Partnerships; and c) Develop
systems to make CSC interaction an ongoing practice and strengthen community empowerment.
4. Evaluation of Effectiveness: To collaborate, with experts, to develop assessment tools and
implement the CSC process: a) Design a Baseline Survey pre-assessment tool with California
State University San Bernardino (CSUSB); b) Develop questionnaires, rating scales, pre- and
, A
post- tests; c) Set up a database for collecting obtained information to track inputs, monitor
quality, compare performance; and d) Implement CSC process to exact public accountability and
generate provider/user feedback.
PROJECT NARRATIVE: ORGANIZATIONAL PROFILES
(a) Ore:anizational Capabilitv
SBRDA is well positioned to support this new project because it has One-Stop facilities to
house resources, host project activities (Training, Technical Assistance, Interface Meetings).
Appendix A, Organizational Chart, illustrates how leadership and staff are in place to
implement and manage project services, resources, and finances to successfully achieve project
goals to include nonprofits in economic recovery efforts within the City of San Bernardino.
Time and resources allocated to the project will not be used to supplant existing or other non-
grant activities but complement our current scope of work. Under the Mayor and Council's
guidance, Applicant and government agency partners have formed well-developed working
relationships and a history of effectively working together prior to announcement of this funding
opportunity .
I. Successful Historv: SBRDA has over 57 years experience working in conjunction with
reciprocal agencies and local government to promote economic solutions, business services,
systems and programs, and targets local and international businesses for trade and commerce
opportunities that generate economic impact for the city.
2. Outreach: Experts have identified that up to 80% of a community's business growth will
come from already established businesses. The hope and intent is to continually foster a close
relationship with businesses, and through extensive outreach, for both profit and nonprofit
organizations to become fully aware of available tools, training, and technical assistance.
3. Partnership Development: The very process of redevelopment brings local government
and organizations together around common goals to improve the neighborhood they share, attract
new jobs, eliminate blight, stimulate reinvestment, reduce crime, build/improve roads and public
facilities, promote green jobs and projects, transform hazardous waste sites into productive uses,
and generate tax revenues in declining urbanized areas.
4. Business Tools: SBRDA develops useful and informative reference sources with key
contacts and websites and an assortment of mass media, print, on-line, digital tools, and Web-
based technology to deliver on-demand analysis/reports to help facilitate growth/prosperity.
5. Relevant Statistics/Data: Economic & Community Profile, written by noted economist
John Husing Ph.D., uses the latest census, data sources, labor, real estate statistics, and other
facts/info, is published and available at no charge by downloading a copy from (www.sbrda.org).
the partnership with Monster.com will provide real time labor force and employment on demand.
6. EmplOYment Assistance: Project partner, San Bernardino Employment and Training
Agency (SBET A) established under the Federal Workforce Development Act (WIA) is
composed of business leaders and others experienced in education and training. SBET A serves
the workforce development needs of job applicants with job search and placement. They also
provide support for businesses, including nonprofits through: recruitment; referral of pre-
qualified applicants; labor market iriformation; customized training; human resources technical
assistance; and up to six months reimbursement for half of the wages paid on new employees.
7. Business Consulting Services: SBRDA provides one-on-one business consulting,
marketing, and Business Support Network tools to identify market trends and growth potential
using resources and technology to successfully grow and expand businesses in the City.
1';
(b) Proiect Mana2ement Structure and Staffm2 (See Appendix A Organizational Chart)
As a Team, Project Management, Staff, and Consultants are: educatedlknowledgeable;
prepared, competent, and respected in their field; sought after for collaborative efforts; work well
with nonprofit-business-govemment sectors; and always look out for the better good of society.
SBRDA Staff. Proiect Director: Lori Panzino-Tillerv with 21 years experience in
nonprofit, government, and private industry is responsible for the implementation and execution
of this project by: bringing proposed partners together; assimilating needs/expectations of
nonprofits and stakeholders; and will guide the entire process from building SBRDA's internal
capacity, outreach, delivery of services, data collection, and comparing results to expected
outcomes, to answering critical evaluations questions. As a dedicated and efficient Leader able
to navigate intense/complex economic and social issues, her role is to make critical decisions and
through example, inspire and encourage nonprofits, staff, partners, arid stakeholders to make
positive contributions. Always prepared and well researched with excellent presentation and
writing skills, she is comfortable making board level presentations, informing constituents of
rights/choices and working with the community to build solid policy and lasting partnerships.
SBRDA Staff. Business Development & Outreach Manager. Colin Stranf!e, MPA, has 19
years public sector experience managing and negotiating large and small private and public
economic development projects throughout the City of San Bernardino. Outreach to businesses;
will include providing one-on-one business consulting services; producing brochures, materials,
and demographics; disseminating news/information via media and TV; facilitating training and
leadership forums. He also has over 15 years international experience in T ourism/Hospitality;
and has supervised a staff of up to 280 persons.
17
Consultant. Bunnie Riedel. MA. has 20 years experience in PR/communications,
legislative advocacy, public speaking, organizational development, financial management,
fundraising and special events, membership growth and program creation, staff development and
coalition building. As a Nonprofit Director, Alliance for Community Media, she provided:
outreach to national and local religious groups and clergy; facilitated training, developed
education materials/resources. Her role will be to possibly provide 500 hours of Training &
Technical Assistance, which will strengthen nonprofits' capacity.
Consultant, Phvliss Sun ins. MBA, has 18 years experience as a Faculty/Trainer, Nonprofit
Director and Consultant to government agencies designing/executing social service programs
that: accomplish performance goals, improve participation rates; and motivate clients to achieve
self-sufficiency. As a proactive business partner, grant writer, and energetic facilitator, her role
will possibly be to provide 500 hours of Training & Technical Assistance, which will help
build nonprofits' capacity.
Consultant. Public Relations selected through a competitive Request for Proposals will
provide 400 hours of Marketing/PR during Internal Capacity Building. Consultant's role is to
carry out an accelerated Outreach Strategy using telephony/media/print to launch a citywide
campaign about ARRA effortslbenefits, and mobilize nonprofits to participate in the project.
lR
PROJECT NARRATIVE: EVALUATION
(a) Evaluation Desi!!l1
The Evaluation Design to assess the implementation and effectiveness of our capacity
building project necessitates two evaluation techniques: I) Fonnative Evaluation to measure
documented project activities and analyze how the project operates; and 2) Outcomes Evaluation
to assess the extent to which the project achieves expected results [detailed in Sections (b) and
(c) below]. Table 8 illustrates how evaluation begins with three Objectives and progresses
through two phases toward a goal of "Building the Redevelopment Agency of the City of San
Bernardino's capacity to maximize the number of nonprofits addressing economic recovery
issues and enhance the impact of social services in San Bernardino. "
I) Fonnative Evaluation demonstrates how well the project is operating. SBRDA Staff and
Consultants will use Verification Tools (emollrnent fonns, sign-in sheets, log-in sheets,
timesheets, work product) to confinn the completion of Proposed Activities: I) Internal Capacity
Building; 2) Outreach & Education; 3) Training; 4) Technical Assistance; and 5) Building
Partnerships and Interface Meetings. CSUSB Evaluators will use quantitative results to compare
the number of workshops presented, hours of assistance provided, and the number of participants
to the quantities proposed in the Work Plan, Table 4, to detennine if: the project was
implemented; is operational; and potentially capable of having an impact.
2) Outcomes Evaluation: SBRDA Staff and CSUSB Evaluators will jointly design and
enhance the Baseline Survey, Pre- and Post-Tests, Questionnaires, and other Assessment Tools
during Internal Capacity Building exercises. Staff and Consultants are responsible for gathering
data from participants (infonnation source) at intervals, before/after participation in Proposed
Activities. Comparing data from multiple instruments (questionnaires, surveys, rating scales,
knowledge tests) and methods (interviews, Interface Meetings, Community Scorecard focus
,,)
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groups, site visits) allows Evaluators to determine to what extent the project affected results by
measuring the difference between pre- and post-assessments. These qualitative results will
determine whether participation in Proposed Activities helped build the capacity of nonprofits by
improving knowledge, participation, and achievement. See Appendix C for an explanation of the
process and methodology for including nonprofit/user perception of the quality and project
outcomes. Staffwill maintain records, data, and reports on-site and use both evaluation
techniques to help generate SCF quarterly performance progress reports and support SBRDA's
full participation in a national evaluation of the SCF Government Capacity Building program.
(b) Pre-Assessment Strate!!\'
During Outreach, SBRDA staff willi) contact an estimated 50-60 nonprofits to participate in the
Baseline Survey, Appendix B, a pre-assessment tool enhanced during Internal Capacity Building
in collaboration with CSUSB [experts with substantial experience]; and 2) set up a database for
collecting obtained information to provide a thorough baseline assessment comparing an
organization's capacity prior to receiving Training, Technical Assistance, and involvement in
Partnerships. The basis for interpreting survey findings is to establish what the organization's
needs are before participation. We developed the Baseline Survey by turning Table 8 Anticipated
Outcomes into a series of yes/no questions to reveal experience, knowledge, and skill. Then asking
agencies to self-identity specific areas of interest and need for Training, Technical Assistance.
(c) Post-Assessment Strate!!\'
To assess the project's impact over the 2-year period, qualitative information captured in
questionnaires, surveys, rating scales, pre- and post- knowledge tests will be gathered during
T &T A. SBRDA will implement the Cornmunity Scorecard (CSC) a community based monitoring
tool to exact social and public accountability and responsiveness by including Interface Meetings
21
between "service providers" (SBRDA, Consultants, Project Partners, City Leaders) and
"community users" (secular/faith-based nonprofits) to allow for immediate feedback. The four
components of the CSC process are illustrated in Figure 1.
Figure 1: Tbe Four Components oftbe Community Scorecard Process
- C Community Scorecard Process .--=:::>----
Input Tracking --- --- Interface
Scorecard Community Generated Provider Self-Evaluation Meeting
Performance Scorecard Scorecard
General Methodology for Implementation: Using a methodology of soliciting user perceptions on
quality, efficiency and transparency allows us to: (a) track inputs [T&TA, funding applications
produced]; (b) monitor quality of services; (c) generate benchmark performance indicators; (d)
compare nonprofit performance; (e) generate direct feedback between providers/users; (f) build
capacity; and (g) strengthen community empowerment routcomesl. Effective CSC undertaking
requires a skilled combination of: 1) understanding the socio-political context of governance, 2)
technical competence to facilitate process, 3) a strong publicity campaign to ensure
community/stakeholders participation, and 4) follow-up to make this an ongoing practice.
Appendix C illustrates the six-stages to implement the CSC process. Appendix D provides a
detailed narrative of the stages and tasks involved.
22
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APPENDIX B:
Baseline Survey
Page 1 of2
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BASELINE SURVEY :E E
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PRE-ASSESSMENT TOOL '" C ~
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COMMUNITY & FAITH-BASED NONPROFITS ~ ~i:::: >>
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prior to any participation in SCF project/activities/services. .5 ~ C .- "" ~ ~
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Eligibility:
1. Do you provide a social service in the City of San
Bernardino?
2. Is at least one soc svc secular and provided separately?
Knowledge of ARRA & Economic Recovery:
3. Are you familiar with ARRA?
4. Are you involved in Economic Recovery?
5. Do you offer any social service(s) based on economic
downturn needs? -'-
6. Do you make referrals to ARRA resources?
7. Do you facilitate citizen access to ARRA serviceslbenefits?
8. Do you provide job training?
9. Do you provide job placement services?
10. Do you help low income individuals?
Funding: .
II. Are you aware of State!F ed resources & funding
12. Have you accessed State!Fed resources & funding
13. Have you applied for any ARRA funding?
14. Have you been awarded/received any ARRA funding?
15. Have you applied for local government funding?
Partnerships:
16. Has your organization ever collaborated on a project/service?
17. Have you formed any partnership(s) with local government?
18. Any partnership(s) with in-state agencies?
19. Any partnership(s) with community nonprofits?
20. Any partnership(s) with faith-based nonprofits?
APPENDIX B:
Baseline Survey
Page 2 of2
Effective OperationIProvision of Social Services & Areas of Training & Technical Assistance:
Please mark the boxes to self-identify areas if (l) Interest and/or (N) Need
21. Organizational Strengthening Board Governance
Development Developing Systems: Mgmt, HR, Fin., Tech, Planning
Training JoblBenefits Counselors for ARRAIFed Asst.
Developing Communications Strategy
Marketing Strategies & Providing Info to Community
22. Program Creating Info Systems (ARRA BenefitslPrograms, Financial BenefitfTax Credits,
Development Social Service Benefits)
Translating Program Info into Spanish or Other Languages
Making Program Improvements
Developing Curriculum Gob retraining, new job skills)
ResearcbIWriting to Fund New Programs & Improvements
23. Collaboration Disseminating Info Regarding StatelLocal ARRA Benefits
& Community Developing Referral Systems Related to ARRA Benefits
Engagement Collaborations/Partnerships wlUniversities, Colleges, V oc.
Conducting Research on Local Sector Workforce Needs
Collaborations/Partnerships w/Industry Training Programs
Assessing Community & Skills Needed for Green Workers
Employing Youth & Hard-to-Serve workers
24. Leadership Specifying Board Composition and Function
Development Contributing to StaffProfessionaJ & Career Development
Training and Development of Volunteers
Developing Succession Planning
25. Evaluation of Launching a Formal Program Evaluation
Effectiveness Developing & Incorporating New Program Measures
Incorporating Best Practices
Assessing Program Outcomes
Replicating Effective Program Models
APPENDIX C:
Flowchart of Community Scorecard Six-Stage Process
Preparatory Groundwork and Organization
Find, train, and retain good facilitating staff
Do preliminary research on community (nonprofrts)
Tell community (nonprofits) about purpose of initiative & need to participate
Organize community gathering
. ,
. Community Gathering.
Input Tracking Matrix
Community Scorecard
Visit Ou ut Site and Check
Ask Groups to Explain High/Low Scores
Record findings in Input Tracking Matrix
Record findings in Community Scorecard
Interface Meeting
Feedback and Dialogue
Accounta'bllii:ji. :1-----
I 'Tran'sp~ency 1--
REFORM
-I Efficiency' '1
-I Empowennent. 'I
.,~
APPENDIX D:
Six-Stage Implementation ofthe Community Scorecard Process
Page 1 of3
I) Preparatorv Ground Work: First, we identifY the scope of the performance evaluation
and monitor the performance of services. Second, given the high degree of facilitation and
mobilization required in the CSC process, traditional leaders, members oflocal governments,
workers at partner offices, SBRDA Staff, and Consultants will help with the implementation of
the scorecard. The data collection is done through focus group interactions and questionnaires.
Third, the process of drawing out community perceptions is done via community Interface
Meetings to ensure broad participation. Fourth. SBRDA Staff will conduct a preliminary
assessment using a Baseline Survey to give a first glimpse at the usage issues and performance
criteria. Data collection of/ocus groups will be done during community gatherings.
2) Development of the Input-Tracking Scorecard: First, to track inputs, we must obtain
supply-side data in the form of: (a) inventories of inputs like Training, Technical Assistance,
tools/resources; (b) facilitation of partnerships; (c) ARRA funding applications produced; and (d)
ARRA benefits/services available for citizens. Second, project staff takes this information to the
community to let them know their 'rights' and providers their 'commitments' to economic
recovery efforts. Third, divide participants into three focus groups based on their involvement in
the project-agencies who participated in Training, Technical Assistance, and/or Partnerships.
These groups will provide information regarding the different inputs. Fourth, finalize a set of
measurable input indicators to track/compare a variance between actual and entitled data. Fifth,
ask for and record the data for each input from all of the groups and put this in an input-tracking
scorecard. Sixth, in the case of physical inputs (written ARRA funding applications) inspect the
quality/completeness to provide first hand evidence.
3) Generation of the Community Generated Performance Scorecard: First, facilitators
will classify participants into focus groups based on service usage to collect useful data. Second,.
each of the focus groups will brainstorm to develop performance criteria with which to evaluate
SBRDA and services. Facilitators will use appropriate 'lead-in' questions: Do you think this
service is operating well? Why? How would you measure/describe the quality of the service?
Facilitators will list all issues mentioned and assist the groups to organize them into measurable
or observable performance indicators: the attitude of Staff/Consultants (politeness, punctuality);
the quality of services provided (adequate infrastructure and equipment, qualifications of staff);
and access. The indicators should be 'positive' in the sense that a higher score means better.
The facilitating team will ensure that everyone participates in developing the indicators so that a
critical mass of objective criteria is brought out. Third, community generated performance
indicators need to be finalized/prioritized and should not exceed 5-8. The evaluation team can
agree on a set of standard indicators (minimum of 3) for each service. Fourth, facilitators will
ask the focus groups to give relative scores (scale of 1-5 or 1-100 is usually used for scoring,
with the higher score being 'better'). Fifth, in order to draw people's perceptions better, it is
necessary to ask the reasons behind both low and high scores to help explain outliers and provide
valuable information and useful anecdotes regarding service delivery. Sixth, the final task is
asking the community to come up with its own set of suggestions as to how things can be
improved based on the performance criteria they came up with. The next two stages involve
feedback and the responsiveness components of the process.
4) Generation of Self-Evaluation Scorecard bv Facility Staff: First, SBRDA Staff will
undertake the self-evaluation to get the provider's perspective. Second, staffwill brainstorm to
come up with their own set of performance indicators. Third, staff will fill in their relative
scores for each of the indicators, which are averaged to get the self-evaluation scorecard.'
Fourth, the staff are asked to reflect on why they gave the scores they did, and to also come up
with their own set of suggestions for improving the state of service delivery.
5) Interfaces between Community and Facility Staff: First, both the community and
providers need to be prepared for the Interface Meeting ensuring that the feedback of the
community is taken into account and that concrete measures are taken to remove the
shortcomings of service delivery. Second, to ensure adequate participation from both sides
requires mobilization at the community level so that staff, local political leaders, and senior
government officials are able to attend the meeting and to give it greater legitimacy. Third,
facilitate dialogue between the community and the service providers and help them come up with
a list of concrete changes that they can implement immediately.
6) Follow-UDS and Continuation: Both demand and supply side measures can be
undertaken to ensure that implementation is followed through on a sustained basis. From the
supply side, the key is to get local government to create forums for feedback from communities
via the CSC so that performance based policy action can be taken. Second, national government
can integrate CSC findings in their national program. Third. from the demand side, nonprofits
can train their staff on how to conduct a cse. Fourth, partnerships can be facilitated between
secular and faith-based nonprofits, local government and social service agencies. Fifth, data and
findings can be disseminated into the public domain via reports and local media.
,
APPENDIX E: 8 Pages SCF Team Resumes: (1) Management (1) Staff (2) Consultants
Lori Panzino- Tillery
SELECT ATTRIBUTES AND AWARDS
Dedicated and efficient executive able to navigate through intense and complex issues, always seeking
clear and truthful results representing customer or taxpayer best interests. Recognized for outstanding
problem solving, decision-making, and critical thinking skills, as. a leadership-oriented Division Chief,
always developing staff skills. An inspiring and thoughtful manager who makes the most of teachable
moments bringing the skills and knowledge base of staff to increasingly higher levels. Is often sought to
lead and chair working committee to assure time and task efficiency, with thorough research and palpable
results. A decisive leader, always prepared and well researched, comfortable in legislative hearings,
making board level presentations, informing constituents of rights and choices, and working with peers to
build solid policy. Named by former California AG William Lockyear to Project California Advisory
Board. Frequently sought by other state/local municipalities for input on contractual and related issues.
. Past President (2005-2007), National Association of Telecommunication Officers and Advisors
. Testified on Video Franchising before the FCC and the Senate Commerce, Science and
Transportation Committee on behalf of National Local Government Associations
. Past President - States of California and Nevada Chapter (SCAN) of the National Association of
Telecommunication Officers and Advisors (NA TOA)
. Founding Board Member of the Volunteer Center of the Inland Empire
. "Circle of Service" recipient from California State Assoc. of Counties for legislative activities
EDUCATION
MANAGEMENT AND LEADERSHIP ACADEMY, COUNTY OF SAN BERNARDINO, CA
WESTERN STATE UNNERSITY COLLEGE OF LAW, FULLERTON, CA _ JD program
UNNERSITY OF REDLANDS, REDLANDS, CA -B.A. Political Science / Foreign Language
PROFESSIONAL EXPERIENCE
2008-Present CITY OF SAN BERNARDINO ECONOMIC DEVELOPMENT AGENCY, CA
Manager of Office of Business Development, General Manager TV Station,
Franchise Admin, Mg City Employment/Training Agency (WIA), Project Manager
.a. General Manager- Manage 10 employees, programming and operations for Public,
Educational & Govt channels providing community programming on four channels.
.a. Franchise Administrator- Manage state and local franchises with five video service
providers. Chief Advisor to the Telecommunications Commission consisting of
Mayor and Council members' appointees for monthly meetings.
.a. Manager. Office of Business Development- Develop, create and manage 4500 square
foot training and business support center, 4 employees & coordinate 30+ community
partners. Recruit businesses and network with business resources for expansion and
retention. Create funding mechanisms for new and expanding businesses and jobs.
.a. Manager. Emplovrnent and Training Agency- Oversee the operations and business
development for the City's Resource center Career Center and Workforce Investment
Act functions. Provide support to 28 staff, businesses and clients in connecting to
each other and the political community.
.a. Proiect Manager- Coordinating a municipal fiber build for downtown businesses to
promote economic development. Coordinate with utility providers and alternative
energy providers on statutory issues and collaborating City and Redevelopment
projects as needed. Advisor to Enterprise Zone steering committee.
1997-2008 COUNTY OF SAN BERNARDINO, SAN BERNARDINO, CA
1996-1997
]99]-1996
1988-1991
Division Chief, Franchise Programs
.. Hired as contract employee and in 6 months assigned to create and manage Franchise
Programs to serve cable/utility franchises; manage policy for 4,000+ miles of County
right-of-way, and negotiate with telecommunications fInns for use of right-of-way.
.. Cost effectively administered operations, and strategically direct County program
with the lowest cost to revenue, 3%, with 97% accruing to County General Fund.
.. Serve as County's liaison to California Public Utilities Commission (puq and
investigate utility issues at the request of the PUC and participate as PUC presenter
for Rulemaking Proceedings.
.. Recognized as an unbiased informed legislative reviewer, reporting on legislative
activities including FCC actions and Proposed Rulemakings.
.. Responsible for 13 Cable Franchises, 36 Utility Franchises, negotiating 24 Franchises
with annual revenues> $7 mil, more than doubling revenues to County since 1997.
.. County's resource on communication issues including video service providers, utility
rules and regulations and the related state and federal statutes.
.. Negotiated acquisition of $22 million of fiber infrastructure for County's use.
MANPOWER, INC., SAN BERNARDINO, CA
Branch Manager
.. Managed 2 offices and staff of 8 human resources professionals placing key
temporary and contract employees for national and local employer customers.
... Responsible for interviewing, final hiring, placement of applicants, business
development, customer service, human resources problem resolution, and profit and
loss for territory.
.. Doubled revenue of Victorville Office, which was slated for closure prior to my
appointment as Manager, and result was jobs saved, market growth, and expanded
profit contribution.
BETIfLEHEM HOUSE PROJECT, HIGHLAND, CA
Chief Executive Officer
... Managed non-profit (50 I (c)3) domestic violence rehabilitation facility with staff of
50, 3 sites including the 100 bed (40 women, 60 children) housing facility and on-
site K thru 12 school with $2 million annual budget. Staff included 3 Psychologists,
2 teachers, RN, paralegal, and 200 volunteers.
.. Shelter was Awarded President Bush's Point of Light in 1992, and recognized by
Federal, State and Local organizations as a model facility.
... Created program for restitution collection through the Court system and distribution
of funds to domestic violence shelters across the County.
... Developed Corporate Sponsorship program for recurring revenue and "scholarships".
.. Made public presentations on facility; marketed for in-kind and financial donations.
CHAMBERS OF COMMERCE, SAN BERNARDINO COUNTY, CA
Executive Director
oil. Worked with numerous non-profit based Chambers to promote business development
and marketing programs, membership drives, and special events. Instructed Boards of
Directors on "business" of Chambers and facilitated Board retreats. Maintained
Legislative Lobby role for Chambers on issues including Workers Compensation
Refonn, developed grant programs, & additional funding sources.
Colin Stephen Strange
Crestline, CA 92325
PROFILE
. A career span of over thirty years in the workforce in both the private and public sectors spanning four
countries and three continents.
. 16 years in the public sector managing various development and redevelopment projects as well as
coordinating the downtown revitalization program for the City of San Bernardino.
. 15 years in the private sector in the Tourism and Hospitality Industry managing hotels in the United
Kingdom, The Netherlands, South Africa and the United States, supervising a staff of up to 280 persons.
. Winner of two Intemational Downtown Association (IDA) Awards (Winnipeg; Canada 1995 & Dallas; Texas
1996) for innovative, downtown revitalization programs.
. Board Member, Califomia Downtown Association, San Bernardino Downtown Business Association, San
Bernardino Convention and Visitors Bureau.
EMPLOYMENT
1991 - Present
CITY OF SAN BERNARDINO ECONOMIC DEVELOPMENT AGENCY (Agency)
Project Manager, Redevelopment and Economic Development
For the past ten years managed redevelopment and development projects, both large and small, for the
Agency . Development Projects include the successful recruitment of the Italian, multi-national, grout and
adhesive manufacturer Mapel to a site on Industrial Parkway, a new funeral home Precadlo for the West Side
and a new headquarters for the Amapo/a Rico Taco chain of restaurants. Redevelopment projects include the
rehab of the old Fedco store into Fiesta Village shopping center conversion of the old Best building into the new
Intuff headquarters and completion of the HUB Phase /I project.
Represent and promote the Agency at numerous organizations such as the Inland Empire Economic
Partnership Community Partners, the San Bernardino Area Chamber of Commerce, and The San Bernardino
Downtown Business Association, as well as representing the Agency, as and when required, at local business
association meetings such as HABA, BABA, Mount Vernon Merchants, and Hospitality Lane Business
Association. Promote the Agency and assist the business population with the production of brochures,
redeveiopment guides and demographic information as well as disseminating information and business news
on a bi-monthly television show BusinessBeat in partnership with the Chamber of Commerce. Represent the
Agency at Trade Shows such as ICSC, and the Asia Pacific Conference. Provided assistance to the Mayor's
staff on an annual basis by scripting and producing the Mayor's State of the Cffyaddress.
In partnership with California State University, San Bernardino provided individual, one-on-one business
consulting services to the San Bernardino business population through a program known as BizNet. Instructor
for Mayor Valles Performance Enhancement Program for all City employees, Dr. Audrey Mathews masters
class in economic development at Cal State University and the annual Chamber of Commerce leadership
forum. Utilized as tour bus guide for visiting dignitaries from time to time.
Project Coordinator
San Bernardino Downtown Main Street Inc.
Reported to the Executive Director of Main Street Inc., the division of the Agency responsible for the
revitalization of downtown San Bernardino. In addition to the task of recruiting and or retaining jobs and filling
space downtown received the IDA Special Achievement Award in 1995 for the production of "The Legend of
the Arrowhead", a musical comedy based upon the history of San Bernardino which also received recognition
from the State Legislature and again in 1996 for a program with a local bookstore specializing in African
American literature whereby we were able to attract national celebrities to San Bernardino for book signings
such as Maya Angelou, Coretta Scott King, George Foreman, Johnnie Cochran, Christopher Darden and Colin
Powell to name a few, so attracting national media attention for the city.
Produced all the marketing and publicity materials for the organization such as quarterly newsletters, tour
guides, shopping guides, restaurant guides, business reports, annual reports and a weekly television show
entitled "Destination Downtown" promoting business and activity within the downtown area
1976.1991
TRUSTHOUSE FORTE HOTELS
General Manager at various Trusthouse Forte properties including the 235 room Maruko Hotel in downtown
San Bemardino, the 600 room Viscount Hotel at LAX airport, the Manchester Post House and the Angel Hotel
in Guildford, United Kingdom and the Park View Hotel in Durban South Africa.
Prior to attaining the position of General Manager served as Company Overhead Controller at the home office
of company in London, UK overseeing the home office overhead expenditures of this 800 property, hotel chain
including an overhead payroll of 400 persons.
EDUCATION
California state University San Bernardino
Masters Public Administration Dee 2009
California State University San Bernardino
Bachelors (Honors) Business Administration-
General Management Specialty. Dec 2007
University of Johannesburg
Degree in Tourism and Hospitality Management
Winner - Intemationallnternship - Amsterdam, the Netherlands Dec 1976
British Chartered institute of Cost and Management (C.I.M.A)
Foundation A & B, Professionai Part 1
Slough College London, United Kingdom. Dee 1984
SKILLS
Communicator: I possess creative writing skills which have helped me become an effective and persuasive
communicator and write many business reports, contribute to the annual EDA budget, write
brochures, pamphlets, scripts for special promotions and many speeches and iectures, often
for other people. Extremely innovative in the development of programs/concepts/products.
People:
I am considered to be personable and able to get on with peopie at all levels. I am a sincere
individual who is able to make everyone com'fortable and at ease. These skilis have been
enhanced by my work in the hospitality industry and also by the television show where I have
developed the skill of drawing the most from my guests with well prepared questions that
make them feel, and appear, interesting and important.
Motivator:
Mostly from the period of my working life in the private sector where I had staffs in excess of
200 people, that I became known as a qualified motivator. This was in large part due to
acknowiedging the contribution of every staff member and carefully noting their opinions.
During this time I instigated a Staff Consultative Committee for regular line staff with a regular
agenda covering financial, health and safety standards and recreational issues which greatly
contributed to the moral and contribution of the staff.
Trainer:
In line with the above I am a firm believer In sound training. This contributes to improved
morale, improved customer service and is cost effective in both the short and long term. I am
an accredited On Job Trainer.
Bunnie Riedel
Email: info(ii).riedelcommunications.com
Results oriented executive with proven track record ofleadership and creative vision. Highly developed skills in:
public relations/communications; legislative advocacy; public speaking; organizational development; financial
management; fundraising and special events; membership growth and program creation; staff development and
coalition building. Known First Amendment advocate. Internationally recognized telecommunications expert.
Employment History
President 2005 to present
Riedel Communications, Inc.
Riedel Communications is a full service consulting finn providing a range of services to municipalities
(cities and counties), nonprofit entities and federal government agencies. Services include: legislative
analysis and strategic response; media and public relations; cable television franchise renewal; Public
access television start up; strategic planning; media distribution and executive search.
Executive Director 1998 to 2005
Alliance for Community Media
The Alliance for Community Media is a national nonprofit organization representing over 1,500 Public,
Educational and Government access television centers. The Alliance is dedicated to promoting
democracy through media and the protection of the First Amendment guarantee of free speech.
As Executive Director I managed the organization to include: work with a twenty-two member Board of
Directors and eight regional chapters; supervision of eight staff and contractors; publication of a quarterly
journal; management of a yearly conference and trade show; management of a national video festival;
legislative and regulatory representation; public education through press interviews, speeches and videos;
outreach to NGO and government entities domestically and abroad.
Key Accomplishments
. Created strong public policy presence with increased visibility and impact on Capitol Hill, district and federal
courts, FCC and municipal regulatory bodies.
. Created exceptional media presence: New York Times, Chicago Tribune, Los Angeles Times, Multichannel
News, Broadcasting & Cable, Communications Daily, USA Today, Vibe Magazine, Democracy Now!, My
Technology Lawyer, Village Voice, etc.
. Acquired funding/grants: Dept of Ed, Dept of Health & Human Services, John T. & Catherine D. MacArthur
Foundation, Lloyd E. Rigler Foundation, Freedom Forum, SONY, Matrox Video Products, TargetVision
. Established partnerships with federal government agencies and non-profits such as U.S. Dept. of Education,
U.S. Dept. of Health and Human Services, White House Millennium Council, NASA, League of Women
Voters, Soldiers' Radio &TV, FEMA and Center for Governmental Studies.
. Published numerous resources and public interest materials (Community Media Review magazine).
. Successfully managed annual International Conference and Trade Show with attendance from U.S. and
abroad (600 attendees, 45 exhibitors).
. Managed annual Hometown Video Festival, oldestllargest video festival in the US (1,500 entrants).
. Developed direct mem ber services, including quarterly resource newsletter, affmity programs, listservs (800
participants) and vendor discounts.
. Accomplished dramatic financial and organizational turn-around eliminating $100,000 organizational debt
in two years. Established first-ever organizational reserve funds. Recipient of the American Society for
Association Executives "Gold Circle Financial Management Award."
. Aspen Institute Fellow, 2004 "American Voters and the Quality of Media Education."
National Field Director 1994 -1998
Americans United for Separation of Church and State
Americans United is a 50 year-old national organization dedicated to preserving religious liberty as
guaranteed by the First Amendment of the Constitution. As National Field Director I created the field
education and outreach department, including: supervision of three staff and 40 chapter boards;
membership growth and fundraising (high donors, foundations); outreach to national and local religious
groups and clergy; nationwide grassroots public policy program and activists' training; public relations;
publication of the newsletter and resource materials.
Key Accomplishments
. Created national chapters program and national religious denomination outreach program
resulting in chapter growth from three in 1994 to 40 in 1997 & clergy/activists network of over 8,000.
. Grassroots Chair "Coalition to Preserve Religious Liberty."
. Created Mobilize America: A National Videoconference.
. Authored articles published in Chicago Tribune, Christian Social Action, and Women's American
ORT magazine.
. Created first website for AU and first print advertising campaign.
. Presented SO speeches and debates per year; radio and television appearances included CNN,
CSPAN, Newstalk, The Oliver North Show.
Founding Executive Director 1989 _ 1994
The Religious Coalition of Southern California
The Religious Coalition of Southern California is a state affiliate of national Religious Coalition
dedicated to women's health issues. Managed all aspects of the affiliate, including: lobbying; strategic
planning; board and donor development; special events; grant-writing; media and public relations;
newsletter production; volunteer recruitment and training; membership.
Key Accomplishments
. Founded organizatiou, developed 21 member Board of Directors, grew membership to over 4,000.
. Chaired "Greater Los Angeles Coalition" (75 members).
. Created Clergy Network of 500 clergy.
. Established "Freedom of Religion Awards" (annual awards banquet) "The Candlelight Vigil."
. Appeared in and advised several videos (including Academy Award nominated documentary).
Honors and Awards
Gold Circle Financial Management Award, American Society of Association Executives
Everett Goldberg Memorial Award, Baltimore Community Access Corporation
Hammer Award for Re-inventing Government, Vice-President Al Gore
Associations Advance America Award, American Society of Association Executives
Leadership Award, California State Senate
Phi Kappa Phi Honors Society
Keynote Speaker and featured speaker/panelist, OURMedia III (NUESTROSMedia III, Barranquilla,
Colombia); The Broadcasting Institute (Seoul, South Korea); 6th Olympiad of the Mind (Paris, France).
National Assoc of Telecom Officers & Advisors (NATOA); Center for New West Digital Divide Summit.
I Education
Master of Arts, California State University at Los Angeles (4.0 gpa)
Bachelor of Arts, California State University at Fresno
PHYLISS L. SUNINS, MBA
Email;plsunins@yahoo.com
Committed to improve our community and enhance the well being of families and helping workers achieve self-
sufficiency by focusing on educational achievement, training and support services, economic security through work
experience and career preparation, job search assistance, improved health, and connection to community. Proactive
and energetic to develop people and impact lives with a clear understanding on how to effectively build sustainable
innovative programs; entrepreneurial self-starter and creative thinker with experience producing results in
government, nonprofit, and public social services environments meeting the diverse needs of clients, business, and
community facing difficult challenges. Consistently successful in fiscal and contracts management, writing
grants/proposals to RFPs, developing/writing curriculum, designing/executing programs and services to achieve
business/outcome performance goals: improve program participation rates, work activity, and motivating
participants. Understand the needs and cultura1 landscape of Southern California to build collaborations and
partnerships with a variety of business and community contacts and resources. Experienced college instructor,
facilitator, and trainer who has presented dynamic educational workshops and professional development seminars.
PROFESSIONAL EXPERIENCE
DIRECTOR of TRAINING & DEVELOPMENT
Consultant to the County of San Bernardino, San Bernardino, CA 200 I - 2009 present
Directly responsible for developing and coordinating the program services, workshops, trammg,
resources, and client support services for career development and skills training for the largest
geographical (20,105 square miles) county in the US. Primary program emphasis is always on
completing education requirements to attend college, vocational or post-secondary training and work
preparation to achieve self-reliance; obtaining, retaining, and advancing in a job with a good future
through education, career development, job & life skills, and support services.
. Prof!ram Manaf!ement {Multi-Sitel; Provide year-round multi-site support and services to youth at
three locations throughout San Bernardino County. Strategically plan and execute ILP at-risk youth-
in-placement initiatives for independent living. Set priorities, meet goals, and achieve milestones.
Intensive assessment, case management, work readiness and life management skills, motivation
enhancement, work experience, occupational skills training, job search assistance, job placement and
retention guidance. Develop and analyze surveys; assess operations and outcomes; and modifY
services to enhance results. Coordinate staff, execute projects, and manage the delivery of services.
. Traininf! & Professional DeveloDment: EmDlovment & Economic Security: Develop curriculum, plan
and conduct training, seminars, conferences and sustain activities in support of career development,
job skill development, resume preparation, mock interviews, personal/professional growth, self-
esteem enhancement, business and personal etiquette training, life skills, and coaching/mentoring to
meet the diverse needs of youth and develop action plans accordingly. Maintain current and relevant
information and resources about careers and the job market utilizing extensive Internet research and
networking. Speak effectively and present before groups of 5-200+.
. Community Economic DeveloDment: Develop and maintain professional relationships with
businesses, employers, government, community organizations, academic, and community partners.
Prospect and recruit employers to participate in job and career development workshops, events, and
opportunities.
. Grant Writinf!. Budf!et/Fiscal Administration & Contracts Manaf!ement: Set and meet goals, achieve
milestones, fiscal management, and program oversight, ensure adherence to schedule, performance,
budget, and contract compliance. Analyze statistical data, surveys, outcomes and evaluations.
Develop reports, spreadsheets, and make presentations in support of student needs and achievements
and overall program success. Develop and professionally write proposals, competed and successfully
awarded contracts for eight consecutive fiscal years. Responsible for identifYing supplemental
private support.
EXECUTIVE DIRECTOR & DIRECTOR of HUMAN RESOURCES
Nonprofit Management Services, Murrieta, CA 1999 - 2006
Planned, organized, and directed the daily operations of a public funded nonprofit agency and took
responsibility for program results, budget admin, HR, business development, and contracts management.
Established policies, goals, and objectives to assist families in need facing adverse socia-economic
conditions with proactive services that builds self-esteem, self-reliance, and forge the skills necessary for
successful independent living to overcome unemployment, poverty, lack of education and skills.
. Profffam Manaf!ement: Managed multi-site activities at 16 locations throughout Riverside County
region. Developed curricula and course materials, coordinated staff, and managed the continuous
delivery of services to 450 participants per month. Planned and developed program priorities,
content, programmatic direction, performance standards, milestones and service outcomes.
Developed surveys and data analyses to determine participant needs. Assessed operations and
outcomes using these criteria objectives; modified services and created new offerings to enhance
program standing. Resolved issues, monitored results, and tracked/compiled/processed data to assure
timely submission of reports.
. Communitv PartnershilJs & Public Policv: Created and maintained high-level relationships and
strengthened partnerships with business leaders, community organizations, and government officials:
California Children & Families Commission, Riverside Economic Development Agency, Workforce
Development & WlA, Governor's Caregiver Training Initiative, First 5 Riverside, Riverside County Office of
Education, Regional Occupational Program (Rap), School Districts & Continuing Education Sites,
Community Action, San Bernardino County Probation & Department of Children's Services, Riverside
County Probation & Department of Public Social Services & Child Protective Services Departments.
. HR & Performance Manaf!ement: Coordinated and supervised 12 program staff. Managed a high
achieving staff responsible for day-ta-day operations using performance management, outcomes
measurement and goal setting to ensure smooth and efficient operations and inspire a motivated team.
Strategic planning to meet program objectives, organizational development and staffing needs:
recruit, interview, select, new hire orientation, talent management, reviews, terminations, resolved
conflicts and mediated solutions. Ensured compliance with local/state/federal laws. Developed
poiicies/procedures manual. Compensation, benefits, 40 I k-retirement Trustee & Plan Administrator.
. Budf!et Administration & Fiscal Manaf!ement: Developed, enhanced, and maintained information
systems to support financial operations, reconciliation, fiscal reporting, and annual audit procedures.
Managed budgets, recommended resource allocations, provided projections, forecasts, and analyzed
financial impacts of actual versus budget performance to determine variances. Generated financial
reports and ensured compliance with reporting guidelines. Approved purchase requests, AlP, payroll.
. Contracts Manaf!ement & Grant Writing: Developed, wrote, and presented proposals; negotiated
terms and administered grants, contracts, and agreements. Maintained records and produced reports.
Worked closely with the Board of Directors to design strategies to maximize grants and prospect
corporate and private support.
COLLEGE INSTRUCTOR & ADJUNCT FACULTY 1991 - 1999
College Instructor at Mt. San Jacinto Community College (Law, Management); Chaffey College (Law);
Riverside Community College (Law); Cerritos College (Business); San Bernardino College (Law);
Skadron College (Business, Law); Orange Coast Community College (English); University of California,
Irvine (Comparative Culture)
PROFESSIONAL DEVELOPMENT
MBA, Masters in Business Administration,- Monterey Institute of International Studies
BA, Bachelor of Arts, Social Ecology, Criminal Justice - University of California, Irvine
Pepperdine University - Negotiation, Mediation & Conflict Resolution Training
University of California, Riverside EX!. - Nonprofit Management Training & Grant WritinglDevelopment
MS Office, Word, Excel, Power Point, Internet Research, Legal Solutions, Extensive Paralegal Expertise
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RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF SAN BERNARDINO APPROVING AND ACCEPTING THE
DELEGATION OF THE ADMINISTRATION FOR THE AMERICAN
RECOVERY AND REINVESTMENT ACT ("ARRA") OF 2009
STRENGTHENING COMMUNITIES FUND GRANT AND AUTHORIZING
AND DIRECTING THE INTERIM EXECUTIVE DIRECTOR OF THE
REDEVELOPMENT AGENCY OF THE CITY OF SAN BERNARDINO TO
SUBMIT THE REQUESTED APPLICATION
RESOLUTION NO.
WHEREAS, the Redevelopment Agency of the City of San Bernardino (the "Agency")
10 recognizes the need to reverse an environment where businesses are closing and few new
11 businesses are opening and the Agency is reorganizing and consolidating its business assistance
12 programs and staff into a single business resource center, the Office of Business Development
13 ("Office"); and
14 WHEREAS, the Agency recognizes the benefits to the City of San Bernardino ("City") that
15 will be derived from receiving Strengthening Communities Fund Grant ("SCF Grant"); and
16 WHEREAS, the SCF Grant funds are to be utilized to build capacity of the City to assist
17 nonprofit organizations in addressing broad economic recovery issues present in the City through
18 its Office and the associated training, technical and educational component; foster partnerships
19 between nonprofits, the business community and the City; and
20 WHEREAS, the Agency recognizes that the Office will provide valuable training and
21 technical assistance that will benefit the nonprofit community as well as the business community;
22 and
23 WHEREAS, the City has adopted a Resolution of this date authorizing the submittal of an
24 application for the City for the SCF Grant, and the Community Development Commission of the
25 City of San Bernardino ("Commission") by the adoption of this Resolution intends that the Agency
26 be the Authorized Entity and sub-recipient of such SCF Grant funds for the actual use,
27 implementation and administration of SCF Grants funds.
28
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P:\Agendas\Resolutions\Resolutionsl2009\07-06-09 ARRA - Strengthening Communities Fund Grant CDC Resodoc
1 NOW, THEREFORE, THE COMMUNITY DEVELOPMENT COMMISSION OF THE
2 CITY OF SAN BERNARDINO DOES HEREBY RESOLVE, DETERMINE AND ORDER, AS
3 FOLLOWS:
4
Section 1.
5 of the SCF Grant application by the City and hereby authorizes the Interim Executive Director 0
The Commission hereby recognizes the concurrent approval of the submittal
6 the Agency to execute said documents.
7
Section 2.
The Agency as the Authorized Entity under the SCF Grant will be responsible
8 for the following: 1) conducting programmatic and financial oversight of the SCF Grant award; 2)
9 implementing the approved work plan; 3) participating in national evaluation studies, and 4) sending
10 Agency representatives to an annual grantee conference in Washington, DC.
11
Section 3.
The City has recognized the need to support the Agency as the Authorized
12 Entity and will provide assistance as a resource in training and technical undertakings where
13 applicable as may be required by the SCF Grant.
This Resolution shall take effect from and after its date of adoption by this
14 Section 4.
15 Commission.
16 III
17 III
18 III
19 III
20 III
21 III
22 III
23 III
24 III
25 III
26 III
27 III
28 III
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P:\Agendas\Resolulions\Resolutions\2009\07_06-09 ARRA - Strengthening Communities Fund Grant COC Reso doc
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RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF SAN BERNARDINO APPROVING AND ACCEPTING THE
DELEGATION OF THE ADMINISTRATION FOR THE AMERICAN
RECOVERY AND REINVESTMENT ACT ("ARRA") OF 2009
STRENGTHENING COMMUNITIES FUND GRANT AND AUTHORIZING
AND DIRECTING THE INTERIM EXECUTIVE DIRECTOR OF THE
REDEVELOPMENT AGENCY OF THE CITY OF SAN BERNARDINO TO
SUBMIT THE REQUESTED APPLICATION
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Community
8 Development Commission of the City of San Bernardino at a
meeting
,2009, by the following vote to wit:
Nays
Abstain
Absent
19
Secretary
20
21 The foregoing Resolution is hereby approved this
day of
,2009.
22
23
24
Patrick J. Morris, Chairperson
Community Development Commission
of the City of San Bernardino
25
Approved as to Form:
26
27 By: \. ~~( tfU
Agency CjXsel
28
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P:\Agendas\ResolU1ions\Resolulions\1009\07-06-09 ARRA _ Strengthening Communities Fund Grant CDC Rcso,doc