Guide to Promising Initiatives For Funding Investments In Inland Southern California June 2015
Introduction The Funders Alliance of San Bernardino and Riverside Counties created this Guide to Promising Initiatives for Funding Investments in Inland Southern California to help grantmaking colleagues as they begin to invest in the two-county region. The Guide presents a list of collaborative or coalition efforts and individual organizations that have been recommended by one or more members of the Funders Alliance. This typically means that at least one of the Funders Alliance members has chosen to fund the effort or organization. Recommended efforts and organizations were then asked to agree to be profiled in this Guide and to provide succinct answers to a short survey. Their answers are included here in full, with small alterations for length or consistent language usage. Collaborative and coalition efforts are listed alphabetically beginning on page 3; individual organizations alphabetical listings begin on page 14. The Funders Alliance encourages funders who wish to begin funding in San Bernardino or Riverside, or who wish to deepen their investments, to utilize this Guide as a starting point to understand the local nonprofit sector. There are, of course, many more organizations doing excellent work in the region that deserve funding. If you choose to reach out to one of the organizations listed, please let them know you saw their information in this Guide. If you have questions or would like more information about the nonprofit sector in Riverside or San Bernardino Counties, please reach out to the Funders Alliance. Our goal is to increase philanthropic investment, improve the strength of our local nonprofits, and ensure that the people of the region have access to the health, education, and cultural services they need to lead full lives. The Funders Alliance of San Bernardino and Riverside Counties is committed to making the Inland Empire a success story for California. We know the needs and opportunities that exist in the region, and invite others to join us in investing in the future of the Inland Empire. To learn more, visit www.iecapaciteria.org/funders-alliance. 2015 Funders Alliance Members Altura Credit Union Annenberg Foundation Arrowhead United Way Bank of America Charitable Foundation Community Action Partnership San Bernardino County Citizens Business Bank Children and Families Commission First 5 San Bernardino CSU San Bernardino Philanthropic Foundation First 5 Riverside HMC Designing Futures Foundation Inland Empire United Way JP Morgan Chase Global Philanthropy Kaiser Permanente Riverside & Moreno Valley Medical Centers Riverside Arts Council Riverside Community Health Foundation San Bernardino County, Human Services The California Endowment The California Wellness Foundation The Children's Fund The Community Foundation Union Bank Foundation United Way of the Inland Valleys U.S. Bank Weingart Foundation Wells Fargo For additional information, please contact: 2015 Chair, Erin D. Phillips, (909) 379-0000, Erin.Phillips@childrensfundonline.org www.childrensfundonline.org 2
PROMISING INITIATIVES Collaborative or Coalition Efforts List of Efforts Included: 1. Community Vital Signs 2. Housing Opportunities Collaborative Inland Empire 3. Latino Health Collaborative 4. Microenterprise Collaborative of Inland Southern California 5. Ontario-Montclair Promise Scholars Initiative 6. San Bernardino County Reentry Collaborative 3
PROMISING INITIATIVES Collaborative or Coalition Efforts Community Vital Signs Name of initiative as it appears on IRS forms, if a nonprofit N/A If a collaborative or coalition, what organization is the lead agency San Bernardino County Department of Public Health If a collaborative or coalition, provide the primary initiative partners San Bernardino County (SBC) Public Health, Behavioral Health, and Arrowhead Regional Medical Center are the early funders of the initiative SBC Health Officer SBC Healthy Communities Program representing cities and unincorporated communities Hospital Association of Southern California representing all 18 n for-profit hospitals in San Bernardino County Community Clinic Association of San Bernardino County San Bernardino Associated Governments San Bernardino County Behavioral Health Commission Inland Empire Economic Partnership San Bernardino County Sheriff s Department Local public safety agencies, including local police and fire San Bernardino County Superintendent of Schools San Bernardino County 2-1-1 United Way Loma Linda University Health Kaiser Permanente Dignity Health Redlands Community Hospital St. Mary s Medical Center Community-based organizations Faith-based organizations Supriya Barrows, Project Manager for Community Vital Signs 909-387-9105 Supriya.Barrows@dph.sbcounty.gov Website of initiative CommunityVitalSigns.org Mailing address of initiative 351 N. Mt. View 2 nd Floor, San Bernardino, CA 92415 Short description of initiative (four sentences or less) Community Vital Signs is a community health improvement framework jointly developed by San Bernardino County residents, organizations, and government. It builds upon the Countywide Vision by setting evidence-based goals and priorities for action that encompass policy, education, environment, and systems change in addition to quality, affordable, and accessible health care and prevention services. It provides the basis for aligning and leveraging resources and efforts by diverse agencies, organizations, and institutions to empower the community to make healthy choices. Also see short video at https://youtu.be/blbeczydzdo. Geographic region served by initiative (include county(s), city(s), and neighborhood(s), as applicable) San Bernardino County (SBC) Initiative budget size $300,000 in 2014 Initiative staffing profile N/A as included in the Department of Public Health budget What is the mission and/or intended outcomes of your initiative (two paragraphs maximum) Community Vital Signs envisions a county where a commitment to optimizing health and wellness is embedded in all decisions by residents, organizations, and government. The initiative s membership includes broad multi-sectoral leaders all deeply committed to transforming SBC into a healthier place for residents to live, work, learn, and play. The Initiative utilizes the resources, networks, and strategies through other existing SBC initiatives and institutions to provide the infrastructure for increased: 4
Coordination of community health activities, Access to and use of data for strategic planning, resource allocation, and alignment for improved decision-making and evaluation across multiple sectors, and Strategic and integrated community engagement activities to help advance policy, program, and systems change. Community Vital Signs has developed a Community Transformation Plan in response to tremendous community engagement efforts identifying education, economy, access to health and wellness, and safety as the most pressing health priorities. The Community Transformation goals, strategies, and action steps will be evaluated over the next three (3) to five (5) years. Critical to any evaluation is the development of agreed upon data metrics with which success will be measured. A multi-sectoral Vital Signs data platform is under development to house all the relevant existing secondary data, collect and house primary data from select areas and cities, and provide the venue by which business intelligence can be employed to provide consistency in measuring success across multiple partners and sectors. The innovative development of this platform around the ability for Geographic Information System (GIS) mapping will quickly help stakeholders and residents identify trends, locate resources, evaluate effectiveness of community transformation strategies over time, where improvement efforts are most needed; and over time become sustainable leveraged partner resources. Short description of your initiative s greatest need for additional funding (four sentences or less) Financing ongoing evaluation of strategies (e.g. data platform development including business intelligence support) Collection of primary data (i.e. quality life survey for county residents) including development of survey tool, dissemination, and analysis Implementing a communication/marketing plan, targeting residents, policy makers, and sectors Funding multi-sector pilot projects related to the community priority areas including coordination, technical assistance, and evaluation 5
PROMISING INITIATIVES Collaborative or Coalition Efforts Housing Opportunities Collaborative Inland Empire Name of initiative as it appears on IRS forms, if a nonprofit Housing Opportunities Collaborative, 87-0798977 If a collaborative or coalition, what organization is the lead agency The collaborative is being led by the Housing Opportunities Collaborative If a collaborative or coalition, provide the primary initiative partners The collaborative or coalition primary initiative partners include: Federal Reserve Bank of San Francisco Neighborhood Housing Services of Inland Empire Fair Housing Council of Riverside County Neighborhood Partnership Housing Services Homestrong USA Springboard Nonprofit Consumer Credit County of San Bernardino Management NID Housing Counseling Agency Bank of America Wells Fargo Roberto Gonzalez, Program Manager (909) 553-1080 Gonzalez@housingcollaborative.org Website of initiative www.inlandempire.housingcollaborative.org Mailing address of initiative 8711 Monroe Court, Suite A, Rancho Cucamonga, CA 91730 Short description of initiative (four sentences or less) The Housing Opportunities Collaborative is a coalition and organization of nonprofits, government agencies, financial institutions, and businesses that work together to provide housing and financial education and counseling. Geographic region served by initiative (include county(s), city(s), and neighborhood(s), as applicable) San Bernardino and Riverside County Initiative budget size $210,000 Initiative staffing profile Program Manager What is the mission and/or intended outcomes of your initiative (two paragraphs maximum) Our mission is to promote equal access to housing for all persons in the region, especially lowincome and underprivileged individuals and families, by educating the public concerning home ownership and landlord-tenant rights and responsibilities, seeking financial and capacity building resources, providing financial and other resources, monitoring compliance with housing related laws, and conducting related activities. The Housing Opportunities Collaborative created the Virtual Counselor Network, which is a collaborative approach to providing housing and financial counseling. Clients that contact the Virtual Counselor Network can connect via a toll-free telephone number, website, or local kiosk to connect to a counselor through audio or web conference. We currently have more than 18 participating housing counseling agencies throughout Southern California. Clients can access services that can address homebuyer education, financial capacity education, foreclosure prevention counseling, reverse mortgage counseling, credit counseling, rental counseling, and legal services. The intended outcome of the initiative is to make counseling services accessible and convenient to more residents, and expand the reach of housing and financial counseling agencies. 6
Short description of your initiative s greatest need for additional funding (four sentences or less) Initiative s greatest need for additional funding is funding to increase VCN infrastructure. Funding will help promote the expansion of virtual counseling tools and services. The Virtual Counselor Network is in the process of developing the VCN direct to home portal that would make counseling services resources accessible to clients who have mobility restrictions as well as connect to services from the convenience of their homes. HOC is currently looking for a lead funder that would like to sponsor the VCN direct to home portal. 7
PROMISING INITIATIVES Collaborative or Coalition Efforts Latino Health Collaborative Name of initiative as it appears on IRS forms, if a nonprofit LHC is not a separate 501(c)(3), Reach Out is the fiscal sponsor If a collaborative or coalition, what organization is the lead agency Reach Out If a collaborative or coalition, provide the primary initiative partners Information forthcoming Omar Gonzalez and Salvador Gutierrez (909) 982-8641 omar@we-reachout.org Website of initiative www.latinohealthca.org Mailing address of initiative 1126 W. Foothill Blvd., Suite 250, Upland, CA 91786 Short description of initiative (four sentences or less) The Latino Health Collaborative (LHC) was founded in 2004, with the goal of removing barriers within the public and private health systems that impact health and access to health care. Since then, LHC has grown to a coalition of more than 75 partners representing a wide swath of communities and disciplines, and is recognized for its expertise in coalition building, health advocacy, and community organizing. LHC is the backbone organization for the Healthy San Bernardino Coalition and Healthy Muscoy Coalition, which have disseminated projects including the San Bernardino Striders and the Waterman Gardens Farm Share program, as well as producing the only comprehensive environmental scan on health for the City of San Bernardino. Geographic region served by initiative (include county(s), city(s), and neighborhood(s), as applicable) San Bernardino and Riverside County Initiative budget size $350,000 Initiative staffing profile 1 manager; 3 health policy & outreach specialists. Reach Out Policy Director oversees. What is the mission and/or intended outcomes of your initiative (two paragraphs maximum) Our mission is to improve the health of Latinos and our community and to address barriers within the public and private systems that impact health and access to health care. LHC provides health advocacy, policy, and community health programs that address such issues as obesity, preventable diseases related to obesity/overweight, and issues with the built environment that limit community members access to healthy food and opportunities for physical activity. LHC specializes in convening, leading and mobilizing health community coalitions, such as the Healthy San Bernardino and Healthy Muscoy coalitions. LHC also participates in community engagement strategies for the Community Vital Signs project. Short description of your initiative s greatest need for additional funding (four sentences or less) LHC s greatest funding need is for staffing. At the end of June 2015, LHC s funding from First 5 San Bernardino will end, requiring staffing reductions, which, in turn, will affect the status of both Healthy San Bernardino and Healthy Muscoy, as well as LHC s ability to disseminate its health policy agenda through the region. Infrastructure costs are maintained through Reach Out. 8
PROMISING INITIATIVES Collaborative or Coalition Efforts Microenterprise Collaborative of Inland Southern California Name of initiative as it appears on IRS forms, if a nonprofit AmPac Tri-State CDC (fiscal sponsor) If a collaborative or coalition, what organization is the lead agency AmPac is our fiscal sponsor and administrative agency If a collaborative or coalition, provide the primary initiative partners Steering committee members include representatives from: VEDC Bank of America CDC Small Business Finance Inland Empire Small Business Development Center Pacific Western Bank Inland Empire Women s Business Center Community Action Partnership of Riverside County Pacific Premier Bank AmPac Tri-State CDC Catherine Marshall, Project Manager (909) 915-1706 cmarshall.microbizinsocal.org Website of initiative www.microbizinsocal.org Mailing address of initiative 22365 Barton Road, Suite 210, Grand Terrace, CA 92313 Short description of initiative (four sentences or less) The Microenterprise Collaborative of Inland Southern California (MECISC) was formed to improve economic conditions in Inland Southern California through microenterprise development. Microenterprise development provides low and moderate income individuals with the training, technical assistance and capital necessary to start and grow their small businesses. Over 90% of the existing businesses in Inland Southern California qualify as microbusinesses, with fewer than five employees. Small business ownership is a proven means for low and moderate-income individuals to improve their economic stability with increased income and assets. Geographic region served by initiative (include county(s), city(s), and neighborhood(s), as applicable) San Bernardino, Riverside, and East Los Angeles Counties Initiative budget size $100,000 Initiative staffing profile Managed by a community-based steering committee, Project Manager, and administrative staff from AmPac. What is the mission and/or intended outcomes of your initiative (two paragraphs maximum) The purpose of the Microenterprise Collaborative of Inland Southern California is to create and sustain businesses and jobs through micro-business development. The Microenterprise Collaborative of Inland Southern California (MECISC) will raise public awareness for the need for microenterprise development, coordinate and expand service delivery of small business training and technical assistance, and increase access to capital for start-up and expansion of small businesses. Short description of your initiative s greatest need for additional funding (four sentences or less) The Microenterprise Collaborative seeks funding to support the public awareness activities that will increase the number of micro-businesses accessing small business development services and business capital. These include quarterly community meetings and small 9
business conferences targeting low and moderate-income individuals and families operating small businesses. The Collaborative will also focus on increasing the capacity of the microbusiness development programs and micro-lenders who are serving this population. The Microenterprise Collaborative looks for partners to improve the local economy and create good jobs through successful micro-businesses. 10
PROMISING INITIATIVES Collaborative or Coalition Efforts Ontario-Montclair Promise Scholars Initiative Name of initiative as it appears on IRS forms, if a nonprofit Ontario-Montclair Schools Foundation If a collaborative or coalition, what organization is the lead agency Ontario-Montclair School District If a collaborative or coalition, provide the primary initiative partners Ontario-Montclair School District University of La Verne Chaffey Joint Union High School District CSU San Bernardino Inland Empire United Way Cal Poly Pomona City of Ontario Ontario Chamber of Commerce Chaffey College Leslie Sorensen (909) 418-6331 leslie.sorensen@omsd.net Website of initiative www.promisescholars.org Mailing address of initiative PO Box 1426, Ontario, CA 91762 Short description of initiative (four sentences or less) Promise Scholars is creating a post-secondary access pipeline for all students in the Ontario- Montclair School District through partnerships with schools, businesses, local government, and nonprofits. Providing activities and supports from elementary through high school and beyond, Promise Scholars works to improve enrollment in college and career technical training programs in a community where 90% of children live in or near poverty. Over 1,200 parents and 7,300 students in grades 5-12 were served in 2014-15. Geographic region served by initiative (include county(s), city(s), and neighborhood(s), as applicable) San Bernardino County, City of Ontario and City of Montclair Initiative budget size $175,000 (not including partner in-kind of staff, supplies, etc.) Initiative staffing profile 1 full-time Administrator (in-kind from Ontario-Montclair School District); 1 full-time Coordinator (in-kind from Inland Empire United Way, Ontario-Montclair School District, and Chaffey Joint Union High School District); 2 full-time AmeriCorps Members, and over 200 interns/volunteers. What is the mission and/or intended outcomes of your initiative (two paragraphs maximum) The Ontario-Montclair Schools Foundation is dedicated to helping all children achieve their college and career dreams. Promise Scholars was launched in 2011 and works to address low educational attainment and related economic instability by building an early universal education pathway for children. The intended outcomes are to increase high school graduation and college-going rates by changing the norms in school, in home and the community. There are 27,000 children living in or near poverty in Ontario and Montclair. At some of our schools 50% of the parents have not completed high school and only 6% of all parents have a college degree. This means the majority of our students will be the first in their family to attend college. We believe education can break the cycle of poverty and Promise Scholars has the potential to move the needle on education on a large scale. While over 7,000 students were served by the program in 2014-15 many more children and families need to be reached. 11
The Promise of Promise Scholars is a two-fold commitment to the students and their families: if they stay in school and graduate from a Chaffey Joint Union High School they are guaranteed a place at Chaffey College, Cal Poly Pomona, CSU San Bernardino, or University of La Verne and a nominal Promise Scholars Scholarship along with help with financial aid processes. Undergirding this Promise are early college awareness and access activities for all students. This starts with community college visits for all 5th graders (where they learn about technical training programs as well as AA degrees and the ability to transfer for a BA and above), Business Leader presentations to all 6th graders (presenters share about their college and career path), 4-year university tours for all 8th graders, and help with the FAFSA (Free Application for Federal Student Aid) or DREAM Act application for 12th graders and their families. This year FAFSA completion workshops at all three high schools resulted in 609 families completing the FAFSA or DREAM Act application (a 43% increase in participation from the year before). The FAFSA allows lower income students to qualify for state and federal aid (grants, scholarships, and fee waivers). National research has shown that 90% of students who complete the FAFSA attend college. Short description of your initiative s greatest need for additional funding (four sentences or less) Promise Scholars greatest need is to build capacity of volunteer management and donor data systems to prepare to add activities at the 7th, 9th and 10th grade levels; this includes training, software, and staff. Support is also needed to launch a complementary public education campaign to reinforce college goals and planning (e.g. college-going messages for students and parents, parent and guardian presentations, financial aid information, etc.). The approach for the public education campaign would be to engage youth and parent in crafting messages and disseminating information to their peers. In addition, evaluation processes need to be improved beyond pre/post surveys of students and teachers. 12
PROMISING INITIATIVES Collaborative or Coalition Efforts San Bernardino County Reentry Collaborative Name of initiative as it appears on IRS forms, if a nonprofit Not Applicable. We are a government agency. If a collaborative or coalition, what organization is the lead agency County of San Bernardino, Department of Public Health If a collaborative or coalition, provide the primary initiative partners County of San Bernardino Human Services (Public Health, Behavioral Health, Transitional Assistance) County of San Bernardino Interagency Council on Homelessness Probation Fontana Police Dept. Sheriff Rialto Police Department District Attorney Faith-Based Organizations Public Defender Community-Based Organizations (IEHP, Molina, United Way 211, Center for Employment Opportunities) Trudy Raymundo, Director, Department of Public Health Jose Marin, Special Projects Coordinator Trudy Raymundo: (909) 387-9145; Jose Marin: (909) 387-6495 Trudy Raymundo: TRaymundo@dph.sbcounty.gov; Jose Marin: Jose.Marin@dph.sbcounty.gov Website of initiative www.sbcounty.gov/sbcrc Mailing address of initiative 351 N Mountain View Ave, 3 rd Floor, San Bernardino, CA 92415-0010 Short description of initiative (four sentences or less) The SBCRC is a coalition of governmental agencies (county, city, and federal), faith-based organizations, and community-based organization working together to provide for the successful transition of the formerly incarcerated. Geographic region served by initiative (include county(s), city(s), and neighborhood(s), as applicable) San Bernardino County Initiative budget size $175,000 (not including partner in-kind of staff, supplies, etc.) Initiative staffing profile 0.50 FTE Supervising Program Specialist; 0.25 FTE Public Health Director; 0.10 FTE Public Health Division Chief; 0.10 FTE Pubic Health Officer; 0.10 FTE Public Health Secretary; 0.25 FTE Public Health Statistician What is the mission and/or intended outcomes of your initiative (two paragraphs maximum) The SBCRC is a partnership of agencies, organizations, and individuals committed to making our communities safer through the successful reentry and long-term success of the formerly incarcerated. The SBCRC connects individuals seeking change, before and after release, to services needed to ensure a balanced and successful reentry thereby interrupting the cycle of offending and reoffending. Short description of your initiative s greatest need for additional funding (four sentences or less) The San Bernardino County Reentry Collaborative (SBCRC) is in need for additional funding for two major components. The first need is to continue to staff the SBCRC in its monthly meeting and mission. The second need is to continue our current Peer Advocate pilot. This pilot, with the use of peers, has successfully been able to achieve a low recidivism rate of 5.1% for a cohort of 89 individuals. 13
List of Organizations Included: 1. Academy GO 2. Boys & Girls Club of Greater Redlands-Riverside 3. Children s Fund 4. Court Appointed Special Advocates (C.A.S.A.) of San Bernardino County 5. El Sol Neighborhood Educational Center 6. Family Assistance Program 7. Family Service Association of Redlands 8. Feeding America Riverside/San Bernardino 9. Inland Congregations United for Change 10. Kids Come First 11. Legal Aid Society of San Bernardino 12. Olive Crest 13. Operation SafeHouse 14. Renaissance Scholars, Educational Opportunity Program 15. Riverside Arts Council 16. Riverside County Child Assessment Team 17. SAC Health System 18. Time for Change Foundation 14
Academy GO Academy for Grassroots Organizations Vici Nagel, President/CEO (760) 949-2930 vgnagel@yahoo.com www.academygo.com PO Box 293928, Phelan, CA 92329 AcademyGO is a nonprofit management support organization whose mission is to improve the quality of life in our region by supporting and strengthening the social service sector. Since its founding in 2000, AcademyGO has grown to serve throughout San Bernardino County and surrounding areas with a continuum of services enabling charitable nonprofits to become more effective, efficient, responsive, and sustainable. We leverage our expertise and funding to positively impact a broad cross-section of local needs, causes, and organizations. We advance organizations, leaders, and impact through low-cost training, meaningful opportunities for leaders to connect and form collaborations, funding research resources, and information and resource exchanges. We primarily provide services in San Bernardino County at multiple locations. $300,000 in 2014 FTE CEO; FTE COO; ¾ FTE Executive/Administrative Assistant; ¾ FTE Program Assistant The Inland Empire is the epicenter of new growth and demographic change in California. With high rates of poverty, and poor education and health outcomes, ensuring its success is critical to the future of the state and nonprofits are critical to bringing about that success. Our broad goals are to: Strengthen the charitable, social service sector; strengthen individual organizations; and strengthen the sector s leaders (both current and emerging). In 2014, AcademyGO provided direct services to nearly 600 nonprofit professionals and volunteers representing 380 organizations. Overall, during 2014 survey respondents reported that AcademyGO helped them: Learn new skills and increase their knowledge, productivity, and organizational effectiveness (100%); identify funding and resources (100%); increase funding resources (95%); and increase collaboration (100%). $100,000 annually to add a Program Manager to increase, fund, promote, and align and coordinate our services with those of other capacity-building entities in Southern California. $150,000 annually to provide a year-long Senior Leadership Academy to 30 nonprofit CEOs who are working to advance their organization to the next level. $100,000 annually to provide a year of coaching to 30 nonprofit CEOs. $80,000 annually to provide a six-month Emerging Leaders Academy to 30 emerging nonprofit leaders. 15
Boys & Girls Club of Greater Redlands-Riverside Boys & Girls Clubs of Greater Redlands-Riverside P.T. McEwen (888) 822-6535 pmcewen@bgcie.org www.begreatie.org 1251 Clay Street, Redlands CA 92374 When school is out, the Club is in! We are an after school and out of school program for kids ages 6 to 18. Currently we serve over 2,600 per day, helping them achieve academic success, build healthy lifestyles, and instill good character and citizenship. Communities of Loma Linda, Mentone, Moreno Valley, Redlands, Riverside & San Bernardino $2.5 million 260 employees To enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. Currently we are searching for capacity funding to help restructure our Board and auxiliary support groups. Next is capacity with resource development, human resources, and impact measurement. Third, we are in search of transportation funds to help us secure at least two more vans for transporting kids. 16
Children s Fund Children s Fund Incorporated Erin Phillips (909) 379.0000 Erin.Phillips@childrensfundonline.org www.childrensfundonline.org 348 W. Hospitality Lane, Suite 110, San Bernardino, CA 92408 Inspired by the belief that children are resilient and deserve every chance to live a safe, prosperous life, Children s Fund is committed to providing key support to at-risk, abused, neglected, impoverished, or abandoned children in our communities. We work in partnership with the County of San Bernardino and other non-profits to help meet the needs of the region s most vulnerable youth. We provide responsive support in the areas of emergency needs (including but not limited to basic necessities like beds, food, clothing, medical/dental care, and emergency shelter), community outreach (expansive collection campaigns for holiday gifts, backpacks and school supplies, and other needs like hygiene items, coats and shoes, blankets, books, prom attire, and food), the Children s Assessment Center (specialized child abuse assessment and investigation), and various education/mentorship programs. Children s Fund has served more than 59,000 children in the current year alone, bringing the total to more than 1.4 million local children since its inception in 1986. San Bernardino County $ 4,066,400 12 staff members, including President & CEO, Chief Operating Officer, Director of Development, Marketing Manager, Programs Manager, and various support staff. These children have complex needs, and we want to be able to provide what they need, when they need it, when all other resources cannot. Through partnerships with multiple organizations, we are able to connect resources with acute needs responsively and efficiently over a large county. Through innovative and collaborative efforts like the Children s Assessment Center, we support critical, life-saving intervention for vulnerable children facing unspeakable circumstances. We also promote and support programs that help these children become more resilient and break the cycles of abuse and poverty in which they find themselves. These intervention and support strategies are intended to provide key responses during times of crisis in order to help children and families regain stability, move forward with their lives more positively, and prevent future abuse. Children s Fund seeks funds for direct support for multiple programs. Secondarily, Children s Fund seeks funds for general operating support, which allows our staff to continually fundraise and match resources with specific and acute need throughout San Bernardino County. 17
Court Appointed Special Advocates (C.A.S.A.) of San Bernardino County Child Advocates of San Bernardino County Cesar Navarrete (909) 881-6760 cesar@casaofsb.org www.casaofsb.org PO Box 519, Rialto, CA 92377 Court Appointed Special Advocates (C.A.S.A.) of San Bernardino County is a 501(c)3 nonprofit human service agency that serves at-risk foster youth and juvenile offenders living throughout San Bernardino County. Our mission is to improve the quality of life for foster youth and juvenile offenders with stable and consistent advocacy and mentoring provided through trained community volunteers. C.A.S.A recruits, screens, trains, and supervises community volunteers to mentor and advocate for youth through the court system to improve interpersonal relationships, educational achievement, stability, and overall well-being. San Bernardino County $660,000 Executive Director; Program Manager; Community Outreach Manager; 2 Community Outreach Coordinators; 5 Advocate Supervisors (case managers); Event Coordinator Our mission is to improve the quality of life for foster youth and juvenile offenders with stable and consistent advocacy and mentoring provided through trained community volunteers. Our volunteers mentor and advocate for youth to help improve youth educational achievements, stability, overall well-being, community connections, and positive relationships for a successful transition into interdependence. Child Advocates of San Bernardino County is in need of funds for capacity building that includes; staff development opportunities, program redesign, IT upgrades, and marketing. In order for CASA to grow and serve more youth we must first work to improve our service delivery model by providing specific staff development opportunities that include; case management training, fund development training, measurable outcomes development and implementation training, and follow-up program design and implementation for aftercare. In order to be more efficient and productive CASA needs new computers, preferably laptops to support a mobile workforce and satellite offices throughout the County. In order to serve more youth CASA is recruiting, screening and training new volunteers throughout the year. CASA is in need of marketing funds to support those efforts. The more volunteers that are trained the more youth we serve. 18
El Sol Neighborhood Educational Center El Sol Neighborhood Educational Center Alexander Fajardo, Executive Director (909) 884-3735 alexfajardo@elsolnec.org www.elsolnec.org Main Office: 766 North Waterman Ave, San Bernardino 92410 In 2014, El Sol served over 85,000 community members with numerous programs including insurance enrollment; health education and promotion; English as a Second Language (ESL) classes; leadership programs; community computer classes; after-school programs for students; community-based health education programs; asthma programs; vision screening; mental health education; and home visitation services to improve mother-child health and school readiness. El Sol was also able to document impacting over 120,000 participants through various educational presentations. Core programmatic strategies show breadth of El Sol s experience which lends itself to being able to successfully implement the proposed project: Health promotion, prevention and early intervention; structured case management; early childhood development and parenting education; home visitation; capacity building and community research. All Inland Empire. 4 Offices in San Bernardino county and 4 Offices in Riverside County. $4,385,000 67 FT; 34 PT; 167 Community Health Workes/promotores Year founded: 1991. Mission: To empower our communities to lead healthy lives & access to healthcare, safe, affordable housing; opportunities for education; and the leadership to eliminate disparities. Vision: Our community members will reach personal empowerment to move towards self-sufficiency and contribute to their community s well-being. Communications/Marketing: Review identity/brand to ensure the organization is recognized as having expertise working with several groups, and not limited to Latinos/Hispanics. Need to develop additional communications materials, marketing, etc. Evaluation: Continue strengthening evidence-based models and outcomes-focused: We acquired ETO to track program outcomes and have LLU researchers as evaluators. Human Resources: ensure clear job descriptions and responsibilities as well as personnel management (recruitment, motivation, evaluation, etc.). Define expectations for volunteer CHWs and role within the larger organization. Policy and civic engagement: Develop capacity of organization to engage community for policy advocacy and civic engagement. This is a natural complement to the work of Community Health Workers 19
Family Assistance Program Family Assistance Program Darryl Evey (760) 978-6001 darryl@familyassist.org www.familyassist.org 15075 7th Street, Victorville, CA 92395 Family Assistance Program operates a range of programs to help struggling families. These include shelter for victims of domestic violence, women on probation and homeless/runaway teens. The agency also operates a mentoring program for trafficking victims, a Drop-In Center for teens, a counseling center, and a variety of classes and groups. All of San Bernardino County $1.8 million 29 full time, 9 part time Family Assistance Program envisions a community where each person has a loving, nurturing home life. We provide the tools necessary to create healthy interpersonal relationships, economic empowerment, and stable housing. Over the last five years, the agency has more than tripled in size in an effort to meet the needs of the community. For example, when teenage girls came to the domestic violence shelter for help, we learned there were no shelters for teens in the county. In 2011, the agency opened Our House, the only teen shelter in the county. We also have expanded to work with victims of human trafficking. The District Attorney s office and local law enforcement bring adult victims to the domestic violence shelter and minors to the teen shelters. The agency s trafficking advocates provide mentorship and supportive services to help the victims to heal and become self-sufficient. The greatest need is to open a specific shelter for trafficking victims. Mixing them with other groups is not in their best interest or the best interest of the other groups. Unfortunately, due to lack of funding, this is the only way to provide shelter to them now. 20
Family Service Association of Redlands Family Service Association of Redlands Kyra Stewart, Executive Director (909) 793-2673, ext. 111 Kyra@redlandsfamilyservice.org www.redlandsfamilyservice.org 612 Lawton Street, Redlands, CA 92374 A safety net program serving homeless, at risk homeless and low income families of the East Valley. Services include rental assistance, motel vouchers, food, clothing, onsite medical mobile clinic, bus vouchers, gas cards, and educational programming. East Valley of San Bernardino County - Redlands, Loma Linda Highland, Yucaipa, Mentone and some mountain communities $1 million 15 staff Founded in 1898, the mission of the agency is to "Alleviate Poverty, Encourage Self Sufficiency and Promote the Dignity of All. Through two core programs, the overall outcome is to stabilize the family with supports to increase their current self-sufficiency level. Additional services include clothing, motel vouchers and educational programming. The Housing Assistance Program is the core service of the agency (preventing homelessness) last year 172 families in crisis faced with the imminent danger of homelessness were assisted with rental support that ultimately stabilized their crisis. The housing program is a comprehensive case management driven program that assists clients facing eviction or who are already homeless with finding housing and or securing the housing situation they are in. Case managers also work with the family to identify other basic life needs that may not be met such as food, access to health care and counseling. The Housing Assistance program is a core service provided at the agency and the need is endless. The program costs over $300,000 to operate and is essential to tackle the devastating effects of homelessness in this area. 21
Feeding America Riverside/San Bernardino Feeding America Riverside/San Bernardino Counties William Carnegie, President/CEO (951) 359-4757 wcarnegie@feedingamerica.org www.feedingamericaie.org 2590-A Jefferson Street, Riverside, CA 92504 Feeding America Riverside/San Bernardino (FARSB) is the food bank of the Inland Empire focusing on child and senior hunger and operating multiple programs including USDA Emergency, a mobile pantry, Food Assistance and Cal Fresh. FARSB partners with more than 580 non-profit agencies to provide food for over 425,000 individuals every month. San Bernardino and Riverside County (West of Palm Springs) $2.7 million Administration-4, Fundraising-4, Programs-6, Warehouse & general operations-16. Total: 30 Mission: To alleviate hunger in the Inland Empire. Vision: Feeding America Riverside/San Bernardino envisions a community where everyone has access to an adequate and nutritious food supply. FARSB provides food to 50% of people in need in the Inland Empire every month, distributing nearly 2.5 million pounds of food. The greatest priority for additional funding is for general operating capital to fill key staff positions and to expand programs to meet the need to alleviate hunger within our region. 22
Inland Congregations United for Change Inland Congregations United for Change Sponsoring Committee Dr. Thomas Dolan (909) 383-1134 tom@icucpico.org www.icucpico.org 1441 North D Street, Ste. 208, San Bernardino, CA 92405 Inland Congregations United for Change unlocks the power of ordinary people to build vibrant communities based on the values of family, justice, diversity, and action. ICUC empowers faithbased congregations to be a powerful vehicle for social change within the Inland Empire. We currently have 51 member organizations including congregations, 1 neighborhood organization and twelve schools. ICUC works in four distinct regions of the Inland Empire: Riverside, San Bernardino, the Coachella Valley and the High Desert region. $800,000 7 FT employees, 4 PT employees Our organizing efforts address a range of local issues, five regional campaigns, participation in state and national campaigns and the integration of voter engagement strategies in support of these. We integrate local, regional and statewide campaigns to enhance leadership development opportunities and to leverage our statewide work with local knowledge and power. Local issues include transportation, access to recreation, air quality, responsible banking ordinances, immigrant issues related to towing and policing, neighborhood development and several other local concerns that are organized by local organizing committees. Multiple congregations and school committees lead regional organizing campaigns in the areas of education, immigrant rights, health access, economic development and racial justice. Rather than view these as disconnected campaigns, ICUC understands them to be necessary components of building strong and healthy communities and creating pathways of hope and opportunity for individuals and families across the Inland Empire. Additional funding for training is our greatest need as ICUC's focus is on leadership development efforts. 23
Kids Come First Kids Come First Cynthia Prendiz (909) 984-7384 office/(909) 230-8575 cell cprendiz@kidscomefirst4health.org www.kidscomefirst4health.org 1556 S. Sultana Ave., Ontario, CA 91761 Although our primary focus is Health Care Access; the need for care extends beyond "sick visits" to prevention/wellness services immunizations, regular physical exams, health education, and healthy lifestyle support. Kids Come First also provides learning opportunities to health professions students and infuses them with passion for working at the community level with underserved populations. West End of San Bernardino county; cities of Chino, Pomona $650,000 2.16 FTE Providers, Admin & support staff 9.11 Healthy children are better able to learn, grow, and become productive community members. Kids Come First empowers families to raise healthy children by integrating quality health care, education, and access to resources to prevent and treat illness, promote wellness, and sustain healthy lifestyles. Even with the ongoing implementation of the Affordable Care ACA, there will always be a significant percentage of our target population that is not eligible or that is reluctant to apply for Medi-Cal or subsidized care due to immigration status or other family issues. Our program aims to provide excellent patient care, divert unnecessary hospital visits and have a positive impact on the lives of children and their families regardless of the ability to pay. With all of this being said, there are less and less grants made available for program support. We are unable to do the great work that we do without unrestricted support. 24
Legal Aid Society of San Bernardino Legal Aid Society of San Bernardino Deborah J. Davis, Chief Administrator (909) 381-4633, x 103 deborahd@legalaidsb.com www.legalaidsb.com; www.legalaidofsb.org 588 W. Sixth Street, San Bernardino, CA 92410 Our agency helps our most vulnerable residents cure devastating problems which threaten their daily lives by securing advice to learn their rights and responsibilities. With this advice, most will identify possible courses of action and obtain professionally prepared legal documents and procedural help, step-by-step, through each phase of their case. This work allows people to take informed, lawful, proactive steps to establish access to healthcare services for dependent minors and disabled, dependent adults, live free of domestic and elder abuse, safely and lawfully exercise their right to custody or visitation with their minors, secure appropriate child or family support, and maintain habitable rentals or avoid homelessness by taking informed and timely, legal action. Our projects enhance personal growth and selfsufficiency by helping families in their pursuit of corrective solutions to life-altering challenges. County of San Bernardino plus qualified residents of Beaumont in Riverside County. $546,640 Our staff consists of Executive Director, Chief Administrator, Supervising Attorney, 2 part-time Staff Attorneys, Caseworker III/Database Manager, 8 full-time caseworkers, 2 part-time caseworkers, part-time Outcomes Clerk, Receptionist/Asst. Bookkeeper, an (Independent contractor) Bookkeeper, and 50 volunteer attorneys and 45 non-attorney volunteers per year. Legal Aid Society of San Bernardino improves the lives of those in need, in San Bernardino County and surrounding communities, by providing counseling, education, and legal services, regardless of ability to pay. Our outcomes are to improve the lives of our most challenged residents by proactively pursuing lawful court orders to remedy problems in Family Law, Guardianship, Conservatorship, Landlord/Tenant rights, and misc. consumer and individual rights issues. Our greatest need for support at this time is for competitive wages and benefits for the purposes of staff retention and recruitment. 25
Olive Crest Olive Crest Pam Lee (951) 686-8500, ext 1427 pam-lee@olivecrest.org www.olivecrest.org 555 Technology Court, Riverside, CA 92507 Through each of our programs, Olive Crest provides hope for brighter futures through the following continuum: Children and Families in Crisis (Abuse, Neglect, Isolation), Loving Home (Safety, Belonging, Stability), Tools for Success (Counseling, Education, Life Skills), and Family for Life (Security, Confidence, Permanency). Inland Empire, including Desert Communities. $35 million 150 employees Olive Crest is dedicated to Preventing Child Abuse, Treating and Educating at risk children, and Preserving the family One Life At A Time. Olive Crest programs benefit the community by providing at risk youth with the tools necessary to engage in school, have productive roles at home, through employment and in the community. We always need additional funding for our Safe Families which is one of our only programs that is not government funded. Safe Families For Children is a movement of the church to provide temporary loving homes for children whose families are in crisis. 26
Operation SafeHouse Operation SafeHouse Kathy McAdara, Executive Director (951) 351-4418, ext. 18 safehouse9@aol.com www.operationsafehouse.org 9685 Hayes Street, Riverside, CA 92503 Operation SafeHouse was founded in 1990 to provide emergency shelter for runaway, homeless, and at-risk youth ages 11-17 in Riverside County. SafeHouse provides core essential services from two shelters located in Riverside and Thousand Palms respectively. Other services include two transitional living programs for older homeless youth ages 18-22, a street outreach program, the nationally recognized Safe Place program, the only human trafficking program in the Inland Empire providing long-term victim services for victims of all ages, and a substance abuse program for youth who are dealing with substance and alcohol addictions. SafeHouse serves all of Riverside County $3,744,548 100 employees SafeHouse offers at-risk youth positive alternatives to becoming victims of the streets. Our goals are to: Provide immediate counseling and intervention services for variable and multiple needs (inner conflict resolution, child abuse / neglect, substance abuse, etc.); reunite the youth with their family (family preservation and reunification); foster self-reliance and responsibility; and create an intervention point for runaway and homeless youth before they become juvenile offenders. SafeHouse serves over 700 youth annually in our shelters, 60 youth annually in our Transitional Living Programs, and 5,000 youth through our Outreach and Education Programs. It is our hope to provide referrals, intervention, and information that will help build resiliency in the family and provide youth an alternative to life on the streets. Since, 2008 we have added five new programs to our organization in order to expand services to the eastern portion of our County. Our organization s greatest need is to find multiple funding sources to sustain our existing programs, continuing development of long-term donors, and expansion of private foundation support in order to maintain our existing programs and continue program and administrative support. Our fund development department has been working diligently on this: Additional fundraising through partnerships and collaborations with other service providers; development of long-term donors in the eastern portion of the county: Board of Directors and Auxiliary Committee commitments to give or get; and addition of two revenue-generating thrift stores. 27