>> Operator:  Good day and welcome to the Non-federal Support for Community and Economic Development Projects conference call. Today’s conference is being recorded. At this time I’d like to turn 

the conference over to Ms. Whitney Marsland. Please go ahead ma’am.

>> Whitney Marsland:  Welcome to the 2013 CED spring Webinar series hosted by OCS. This Webinar series provides you with a variety of live online presentations related to grant administration, 

reporting, best practices lessons learned and other topics of interest. I’m Whitney Marsland at ICF International. And I’m joined here today by Gerald Shanklin from the Office of Community 

Services. This Webinar is being recorded. And you’ll be able to access the full Webinar and a PDF of the slides on the OCS Community Development Web site. We will also be taking questions over the 

phone at the end of this presentation or you can submit a written question via Live Meeting at any time during the presentation and we’ll answer that during the question and answer session at the 

end. You can also utilize the feedback buttons in the menu to let us know if you need the presenters to speed up or slow down during the presentation. Also before we get started we would like to 

announce that the Federal Support for CED Projects Webinar that was scheduled for next Tuesday, April 23 has been canceled. So now I’d like to turn it over to Gerald to introduce our speakers.

>> Gerald Shanklin:  Hello every one of welcome to today’s seminar - Webinar. We’re glad you could join us this afternoon. I’m Gerald Shanklin from the Office of Community Services. For today’s 

Webinar we’ll provide both prospective and current grantees with an overview of available non-federal funding that grantees may be able to leverage for their successful - for the success of their 

projects. We are excited today to have four speakers on call two of which are OCS grantees. First let’s welcome Bob Giloth and Alison Hagy who will provide information about possible nonfederal 

funding sources available for community economic develop projects.

	Bob Giloth or Robert Giloth is Vice President for the Center for Community Economic Opportunity at the Annie Casey Foundation a private philanthropic or philanthropy dedicated to helping 

better futures for disadvantaged children. Bob is responsible for planning and integrating economic opportunity and play space investments including the foundations workforce development agenda. 

Prior to joining the foundation in December 1993 Bob managed Community Development Corporation in Baltimore and Chicago. And was Deputy Commissioner of Economic Development under Chicago’s former 

mayor the late Harold Washington. Bob has a PhD in City and Regional Planning from Cornell University.

	Alison Hagy is a Senior Program Associate at PolicyLink a national policy and research and action institute advanced economic and social equity. Alison is a member of the Health and Food 

Access Teams where she works to advance policy promoting health, social and economic equity. She focuses on promoting strategies to improve health and counteract obesity including improving health 

access to healthy food and advancing policies promoting healthy neighborhood environments. Alison holds an MPH from the University of California Berkeley and a JD from the University of Texas at 

Austin.

	We’re also pleased to have two experienced OCS grant - CED grantees with us to talk about their experiences leveraging nonfederal resources for their community economic development 

projects. Welcome Liberty Canzater and Tim Tramble. 

>> Liberty Canzater followed of the Butterfly Foundation in May 2007 which focused on providing mentors or I guess she calls it life coaches to economically challenged adults. Liberty is a member 

of the Spartanburg South Carolina Downtown Rotary Club and currently serves on the boards of the Urban League of the Upstate and the Workforce Investment Board. Liberty received her Masters of 

Business Administration degree from Webster University, earned a Bachelor of Science degree from the University of South Carolina, and obtained an Associate - an Associates degree in Fashion Design 

from the American College of Applied Arts in London, England.

	Tim Tramble became Executive Director of the Burten Bell Carr Community Development Inc. in 2000. And reports to a board of - comprised of community and business leaders. And in this 

capacity Tim’s responsible for the day to day operations of the organization which includes overseeing various CED projects. Among the honors Tim has received the Ohio Development Finance Funds 

Meritorious Award for Community Development in 19 - in 2005 and a 2008 Marshall Memorial Fellowship. He also earned a Graduate Certificate in Nonprofit Management from Cleveland State University as 

well as a Master of Public Administration Degree. Central State University is also where Tim earned a Bachelor’s Degree in Environmental Science. And he is a certified economic development 

financial professional and even certified by the National Development Council.

	Please join me today in offering a big thank you for all of our speakers for joining us. And now I’d like to turn it over to Bob Giloth.

>> Bob Giloth:  Thank you. Good afternoon. In the next few minutes I hope to provide some insight into the potential funding role of national foundations. As Gerald said I’m at the Casey 

Foundation. I’ve been there 20 years and oversee our community development work. I think it’s important to remember when talking about national foundations that knowing one foundation is knowing 

just one foundation we’re all different. But there’s an important commonality that I think will be a challenge for all of you and that is nationals in general focus on innovation and bringing to 

scale promising practices. So if you have individual projects that you want to get funding from nationals you need to sort of understand what the nationals mean by innovation and scale and how you 

might fit in.

	So what I want to do first is give some background on foundation then offers some advice that might be useful for you in approaching them. And I’ll start with a little bit of background 

about the Casey Foundation just as an example. We are a kids foundation our endowments around $2.7 billion. We make grants about $175 million a year. We come out of the good fortunes of United 

Parcel Service. And their executives still make up the majority of our board.

	Our top three results are reducing poverty, promoting family permanence and building supportive communities. And to do this we play number of roles. And these are sort of different ways of 

being a national grant maker. We design and operate what we call initiatives where there’s a theory of change about changing systems whether it’s child welfare, or juvenile justice, community 

change. And these often are ten to 15 years long. We also play an intermediary role where a lot of our staff are practitioners and we provide technical assistance to states and counties especially 

around child welfare and juvenile justice. We also have hometowns in Baltimore and Atlanta. And we use all our tools grants, investments leadership. And we really focus with our key partners in 

specific neighborhoods.

	And then we’re a grant maker. We make small grants, large grants, we joined funder collaboratives. We use lots of different tools sort of in the development cycle of projects. And then 

finally we’re a social investor. We use our endowment to really backup our mission. And by that I mean we provide low cost loans, often do deposits guarantees, and these are right out of our 

endowment most of which - most of those investments occur through CDFIs. So that’s another way we form relationships.

	As we make grants or investments we pay - a lot of attention of families, evidences, and scale. And by family I mean we’re a kids foundation so we believe in strengthening families. And 

we’re most concerned with low income families and the ratio disproportionalities that effect families in both rural and urban communities. We’re concerned about evidence. How do we help promising 

practices on the ground move up the evidence latter so they’re more rigorous and can be scaled? And then we pay attention to scale. How do you take individual projects that seem to work and get the 

right kind of investment approaches and policy changes that are needed to make them larger projects?

	I hope this gives a sense of one foundation the Casey Foundation. But I think it’s important because to really write a proposal or form a relationship with a national foundation you need to 

understand their identity, their mission their focus. And knowing this enables you to have a - begin a conversation with that foundation and to really position your project or opportunity in light 

of the - what that foundation is trying to solve.

	You know, Casey is one example of a national foundation. There is others. For example the Pew Foundation really doesn’t make grants they’re concerned with system change and they’re kind of 

an in house operating foundation. The Coughlan Foundation focuses on entrepreneurship, Robert Wood Johnson largely on healthcare, MacArthur in Chicago is a global foundation but it’s domestic US 

portfolio is almost completely focused in Chicago. So each of those nationals are different and I think you need to take a look at each of them to understand what they do and how they fit in.

	There are some things that nationals do more of that local foundations don’t always do they support things like evaluation, leadership, some of the social investments. But in my experience 

there’s an awful lot of local foundations and regional foundations that act just like nationals. And sometimes it’s- do a better job than we do. I can think of offhand of community foundations in 

Cleveland, Boston, San Francisco. There’s regional foundations like Joyce or Irvine. And then there’s family foundations like the Jacobs Foundation in San Diego, Skillman in Detroit, or the Siemer 

Foundation in Columbia they do a terrific job on all these counts.

	So with all that said how do you form a relationship with a foundation? You know, we’re more relationship based than proposal based and our program officers tend to be sort of experts in 

different areas. But it’s hard to get inside the national foundation. For example we don’t really take cold proposals. So there’s always a challenge how do you get - how do you talk to a 

foundation?

	Well a lot of us are out in the field a lot at conferences learning with partners on the ground and that’s really the way you have to do it. Certainly letters of inquiry can work but you 

really need to meet someone out in the field. And, you know, everybody’s Web site will give you guidance on that.

	A lot of the themes and community economic development are themes that national foundations are interested in today job creation, housing and services, foreclosure mitigation, neighborhood 

development, healthy foods, cradle to career efforts, commercial development, micro enterprise, social enterprise new financing tools those are all interesting.

	And nationals have different geographies. They are national but they have home bases like we do. They may have target states for example, you know, Kellogg is in New Mexico, Mississippi and 

Michigan. That’s important to know if you’re going to work with them. They also - some funders tend to be more co-investors than others.

	Foundation - national foundations also have target populations. We’re for example very concerned with youth transitioning out of foster care. Some foundations are very interested in 

immigrants and refugees rural and urban. And then finally foundations use different mechanisms to invest in the field. Some support community development corporations. Some go through community 

organizing. Some only work through intermediaries that are regional or national. An increasingly there working through CDFIs of different kinds that handle finance.

	So my big advice is to really sort of position - understand that nationals are trying to change investment, and best practices, introduce new interventions. They’re not simply in the 

business of supporting good and worthy projects. So it really means that you need to really think through how you can position your project, get it in front of them, and help them see how that 

project and its evolution can really help their knowledge development and their interests in scale. So with that said I hope that gives you a good sense of - or a beginning sense of national 

funders. And I’ll turn it over to Alison Hagy from PolicyLink.

>> Alison Hagy:  Thank you Bob. So I am Alison Hagy from PolicyLink. And I am very happy to be here with everybody today to talk about non-federal support for CED projects. Just a little bit of 

background. At PolicyLink we believe that all communities should be communities of opportunity allowing their residence to have access to healthy food, active living, good jobs, quality education, 

parks and services. Our work is grounded in the belief that local leaders are national leaders. And that their wisdom, voice, and experience can provide needed pathways and policies to solve our 

nation’s greatest challenges.

	Within PolicyLink our healthy food access work falls within the PolicyLink Center for Health Equity and Place grounded in the burgeoning evidence that place matters where you live as a 

dramatic influence on how you live and that the physical environment the built environment, the economic environment, the social environment and the services environment all impact health.

	So PolicyLink, the Food Trust, and the Reinvestment are partners of ours. And we’ve been working together for several years to create an advocate for the Healthy Food Financing Initiative. 

This program which was based on the successful Pennsylvania Fresh Food Finance Initiative has seen over $477 million go out the door over the past three years. I won’t spend too much time talking 

about this program and hopefully folks are familiar with it if not I’m happy to take questions at the end.

	But what I wanted to spend a little bit of time talking about today was the Healthy Food Access Portal. So this is a place where you can find a host of information about resources 

supporting healthy food access projects. As many of you know there’s been a huge momentum over the past several years with communities and governments increasing resources to support healthy food 

access. So PolicyLink along with our same partners the Food Trust and the Reinvestment Fund continue this partnership to respond to this interest in healthy food opportunities. And with funding 

from the Robert Wood Johnson foundation we created this the Healthy Food Access Portal. So we designed this to be your full service go to place. And on the portal you’ll find great examples of what 

folks are doing around the country including the latest information on financial resources.

	And this is a movement we’re all involved in. And we want the portal to show you how people are getting engaged at various points and how they are making change. So this is the find money 

section of the portal and as you can imagine one of our very popular pages. When we started the process of creating the portal we heard over and over again that people often start looking for money 

without an understanding of the basics. And so this section was set up to do two things. We wanted it to provide the background necessary to understand the basics of what you need to know when 

thinking about funding your project. And then we also want to present new loan and grant opportunities. So you can use this page for an overview about the different types of financial support 

ranging from grants, loans and incentives. And then within that it also describes examples at the state, local and federal level as well as philanthropic efforts.

	This is a snapshot of our Find Money Assessment Tool. You can find this on our Get Started page. And this is really designed to help you assess your level of readiness to finance your 

healthy food retail project. It provides examples of the types of questions you’re likely to be asked when seeking money whether it’s a grant, loan or other incentives. And these questions assume 

that you’ve identified a location for a specific type of healthy food retail projects. And the questions will vary depending on what your role is with respect to the project. So for instance if 

you’re a real estate developer you’ll focus on a particular section of the assessment tool while if you’re healthy food business operator you can skip to another section. And the same goes for a 

community leader or a government official.

	So as I mentioned there is significant momentum in many states and cities across the country to address the lack of access to healthy food in underserved communities. This map is a summary 

of places where healthy food financing programs have been created. And it’s also places where partners are actively working together to convene taskforces and discuss the progress of these efforts. 


The Healthy Food Financing Initiative the national effort could amplify the impact in each of these states and leverage the work already underway to ensure swift implementation. And I’m going to 

spend the remainder of the time today detailing five of these efforts all of which have dollars available and going out the door these include California, New York, Illinois, New Orleans and New 

Jersey.

	At the local and state level there are a wide variety of financing efforts designed to encourage the development and preservation of healthy food retail in underserved communities. But many 

are partnerships involving philanthropy, state, and local government agencies, food access groups and CDFIs. If you’re located in one of these communities you may have a variety of funding and 

financing sources available to help you make your project a reality. And many of these are public private partnerships which represent some of the most innovative funding opportunities available to 

create or expand the healthy food retail. Most have been created collaboratively by governments, community based organizations, retail industry associations, nonprofit, investors, private 

foundations and again CDFIs.

	HFFI partnerships as we refer to this broad category on the portal typically bring together new resources for healthy food retail designed to meet the needs of specific geographies. The 
funds provide hundreds of millions of dollars in financing for grocery stores and other forms of healthy food retail by providing flexible capital to eligible applicants.

	And before I describe the various state and local programs in more detail I just want to remind folks that you can check out a list of CDFI HFFI grantees on the portal and see if they’re 

doing work in your state. And you can also use Opportunity Finance Network CDFIs Finder tool and find a CDFI that’s working in your state. Those are a great resource to keep in mind as you think 

about funding opportunities.

	So the first model I want to discuss is California. California launched a new model for financing healthy food access with leadership from philanthropy, the California endowment, and its 

partners. They developed the California Fresh Works Fund. So again this is a public private partnership loan fund created to increase access to healthy foods in underserved communities, spur 

economic development that supports healthy communities, and inspire innovation and healthy food retail. The California Fresh Works will finance grocery stores and other forms of healthy food retail 

and distribution by providing a combination of loan and grant financing. The fund has raised more than $264 million and is administered by NCB Capital. So it’s interesting to note that the 

relationship between the federal and state funds. So for instance here NCB Capital impact is the administer of CalFresh Works. They are also CDFI that received $3 million from the National Healthy 

Food Finance Initiative in 2011.

	So the California program has some mandates. You must be located in a low income area lacking access to healthy foods, you must accept SNAP or CalFresh, and you must provide access to 

healthy fresh food. And it also uses a set of priorities including accepting WIC, providing quality jobs, hiring local residents, including healthy food at the checkout and also not selling tobacco 

or alcohol.

	This $30 million New York Healthy Food Healthy Communities Fund provides financing to facilitate the development of healthy food markets in underserved communities throughout New York 

State. So in 2006 New York City public officials including Mayor Bloomberg and City Council speaker Christine Quinn began a concerted effort to improve access to healthy foods in neighborhoods 

throughout the five boroughs. This investigation led to the need for statewide intervention and the creation of a task force which addressed the barriers to supermarket and other fresh food retail 

development in underserved communities across New York. The Healthy Food Healthy Communities Fund is a $30 million business financing program to encourage supermarket and other fresh food retail 

throughout the state of New York.

	The next one is the Illinois Fresh Food Fund which is also a loan and grant program created to help grocers succeed in underserved markets that are identified as a limited supermarket 

access area. The fund provides capital financing for full service grocery businesses in Illinois. So in 2007 the Illinois Food Marketing Task Force met to develop recommendations to overcome the 

barriers to supermarkets and fresh food retail access. So Governor Pat Quinn later announced in 2012 the Illinois Fresh Food Fund. So it received initial funding as a $10 million grant an 

additional $3 million funding was secured by - by IFS as CDFI through again the National Healthy Food Financing Initiative.

	So the final program that I just want to talk about today was the Fresh Food Retailer Initiative which provides a combination of low interest and forgivable loans to increase the number of 

supermarkets, grocery stores and other fresh food markets in low income underserved communities throughout the New Orleans Parish. So in the years before Hurricane Katrina many New Orleans 

residents struggled to access healthy food. And this issue is further exacerbated by the effects of the storm when food retailers were forced to close their doors due to flooding and hurricane 

damage. So this program provides direct financial assistance to retail business by awarding these forgivable low interest loans to fresh food retailers.

	And I’ll very quickly just highlight the New Jersey Food Access Initiative which also offers loans and grants to supermarket operators and developers throughout the state of New Jersey. It 

really has a focus on ten priority cities so across the state. But I see I am running out of time but I am happy to take questions at the end.

	And I encourage everybody to check out the Healthy Food Access Portal for more information about funding and other exciting work to improve access to healthy food. And now I will hand it 

over to Liberty.

>> Liberty Canzater:  Thank you so much. Thank you for having me on the call. And I’ll try to answer a few questions that will hopefully help you in locating some foundation dollars and some of the 

lessons that we learned in other non-federal funding sources that we’ve used or that we’re currently using being that our project will break ground in the next 30 days and hopefully have it open by 

the first of the year.

	So basically the foundation funding how we located this funding we partnered, The Butterfly Foundation partnered with the Farmer’s Market back in 2010 to really provide a program for 

individuals that are unemployed, underemployed, previously incarcerated and homeless. And that was through our Culinary Job Training Program. And after much research of looking for opportunities 

for this population of individuals the food service industry was a little more forgiving when it comes to criminal background histories and things like that. And so that - and it was really growing 

in this area. And that’s the reason why we kind of centered - The Butterfly Foundation focused on this culinary job training program.

	And we didn’t set out to develop this program in a - what happens to be a food desert. When approaching the city of Spartanburg which is one of our partners on this project they noted that 

there was an opportunity for us to use a kitchen which we had limited funds. So of course it was a kitchen on the north side of Spartanburg. And I’ll just refer to that’s what we call the north 

side. And so this property was available and so we were able to utilize the facility.

	Once the RFP came out for the HFFI funds we applied in 2011 and were awarded. And so we - we’re very grateful for that. But in the meantime as we were planning to submit this package to the 

funders then we then decided that we needed to really kind of make sure we had a good collaboration with some of our partners and other community members in order to really bring this thing to 

fruition.

	And what we did again the partners in this project is the Farmers Market, the Mary Black Foundation and the City of Spartanburg. The Mary Black Foundation was the foundation that supported 

the culinary program from its inception. And so when the RFP came out and approached with this opportunity then they were completely on board being that they were also funding the Farmers Market. 

So that collaboration between the two nonprofits was very key in terms of being attractive to what the foundation was really looking for. So we basically researched what each foundation, their 

primary focus and if what our programs generally offered if that was going to fall in line with whatever they wanted to see in the community.

	And we have in Spartanburg one of the key things is it’s called Spartanburg Community Indicators. And the foundation, the local foundations participate in identifying various education -- 

the economy, social health public health social environment and community engagement. And so we use that as a tool to really kind of tailor our programs and services to really kind of make sure 

that we’re offering what has been already identified in our current area. So again the research focusing on what the foundations are basically offering really kind of thinking outside of the box as 

I stated before.

	We were basically looking for an opportunity to serve individuals who were really in search of a job. And, you know, we started out with stable housing but really and truly finding a job 

that’s really the only way you can maintain stable housing. And so they kind of work hand-in-hand. So thinking outside of the box in terms of what not only what the funder’s are looking for but 

what the economy is really requiring your organizations to kind of change and to adapt to in order to really create the sustainability that individuals need to have healthy and stabilized.

	Lessons that we learned in terms of the tips for - that I can really share, the collaboration with other organizations and partnerships that you can develop. It’s critical on terms of 

creating that win-win. Now we talk about a win-win but it really has to be a win for whatever partnership there is as well as a win for the community in which you serve. So that’s one of the 

lessons learned is that we had to start that out early on and before we even approached the foundation for the particular funding.

	Being that we were already collaborating and showing a strong effort into making a difference in providing healthy food for this north side community which happens to be a food desert in 

teaching cooking demonstrations and things like that, those - the foundations really kind of wrap their arms around that effort and supported it and supported it to the point where not only were 

they supporting the program itself but the healthy food hub and putting money to the stick and bricks to see this thing come to fruition. So really just kind of that’s one of my lessons that’ll 

take with me in whatever project that we approach is creating those strong collaborations and understanding what each organization really wants from the project and being transparent and making 

sure that what you are seeing for your organization is really going to be a benefit to that community.

	And other nonfederal funding sources that we have used and that we’re currently using is we’ve approached utility company foundations that are, you know, our local utility company 

foundations have been able to put money into the project, local businesses, local - heavy in manufacturing here in Spartanburg. So some of the manufacturing companies that happen to be on the north 

side or close to the north side, north side happens to be very close to downtown. So some of the foundations or local businesses or major companies downtown actually support the project as well. So 

those are some of the other nonfederal funding sources. And then just local philanthropists who have interest in bringing healthy food in have a focus on making sure that individuals have an 

opportunity to have a job and support their families. Those local philanthropists are ready and willing to support those types of efforts and to see agencies come together to make it happen for 

those communities. 

So hopefully that helped. I’ll be more than happy to answer any questions. And now I’ll turn it over to Timothy.

>> Timothy Tramble:  Good afternoon everyone. I’m going to approach this from a slightly different perspective. I’m going to just talk about the process in which we implement our projects to build 

a coalition of support. And by building a coalition of support we foster what we believe is necessary is to foster a shared vision and the money comes when you do that. There are basically three 

elements that we need to do in order to foster that shared vision. And that shared vision doesn’t just consist of funders. It consists of the people that you’re going to serve. It consists of the 

residents. It consists of your community partners. It consists of the broader community knowing about what it is that you’re doing and so forth.

	So the very first element of doing that is for the residents of the community to be aware of the project and supportive on the project. So we engage the residents every step of the way. We 

get their buy-in and we get their input. The second thing is to establish credibility of the project and the organization. That is an ongoing thing. That isn’t just project by project. But that is 

through the collection of activities that you do on an ongoing basis. The way that we establish our credibility, the very first thing that we do to really plant the seeds is to invest ourselves. 

I’m not just talking about financial resources, I’m talking about through sweat equity, through the engagement of all of our stakeholders. There’s a lot of work that goes into building the 

credibility of a project before we get one dime from the outside sources. I see so many times where there’s an individual that wants to start a nonprofit or it’s nonprofits that come up internally 

with ideas many cases they come up with these ideas -- and they’re great ideas -- and they might even get the funding to implement the idea. But the idea doesn’t take off. And one reason that 

happens is because people don’t share the vision. They have not actually put their own fingerprint on the project. So they don’t care for the project.

	People support what they helped create. And we make sure our residents help create every development that awe put together, every project, every program. They help create it. They put their 

fingerprint on it. We don’t try to jump to the second floor in one fell swoop. We walk up the stairs. You know, we take every step very carefully. And sometimes you don’t get to that grand vision 

that you want to implement right away. But you really set the stage for that grand vision. And, you know, oftentimes we know how things go. People put more time in trying to jump to the grand 

vision when if they just went through the steps they would’ve got to the grand vision quicker. I think our organization’s an excellent example of that.

	The other thing we do in establishing our credibility is to establish the credibility of our partners. So you might have partners who don’t sort of implement this method of engagement with 

the community. But it’s important that if you have a chain of community services that you’re providing you don’t want a weak link in that chain provided by your partners. So you have to make sure 

that they’re engaged with the neighborhood. So we bring our community partners to our meetings and we put them in front of our neighborhood residents and we help them get the input and the 

direction from the community residents as well. It’s very hard work. It takes a lot of time and energy. But that is the key to success.

	And then finally when you get that momentum the resources are I don’t want to say anything is easy. But you are able to leverage resources when you have resources on hand. And that goes 
back to self-investment. It’s a sort of snowball effect.

	So the examples, these are examples of engaging community, building the community’s trust, building the community’s beliefs, inspiring that shared vision with the community. Again it’s a 

two-way street. It’s we’re not just providing information. We’re not just selling a plan. We’re asking for direction on how we implement the plan. And we do that by knocking on doors and we do that 

by the typical community planning process. We do that by going to the residents, meeting them in their space. So sometimes we get voting chairs, load them up in our cars and we’ll go out and we’ll 

set them up in the lawn on the lawn of a community resident and have a community meeting right there at their place.

	The picture on the lower right hand corner is our grants management director in the lobby of the - one of our senior housing developments going to the people. And you know that you’re 

developing that credibility when you get your mayor holding your banner in the neighborhood parade. You know that you’ve done something to establish some level of credibility. This is a picture of 

again getting that feedback and that direction from your community.

	So for our food access initiative that HHS funded residents are informed of the menu. They’re knowing the things they want to see on the menu that’s consistent with health and wellness that 

they feel would meet their interests.

	This is the board where they were actually voting on the name of the restaurant. So again they have their fingerprint on this development. This was not created in the board room of Burten 

Bell Carr. This was created on the streets and in the community and again an example of and the need to engage partners.

	So we host our community meetings and we invite, in fact we require that our partners are involved in our community meetings and tell the community their plans and for them to get feedback 

from our community and what their plans should be not assuming that they have all the right questions in their plans.

	This is just one example of our community partners. But we have a host of community partners that attend our meetings. These are examples of the steps that I was talking about, the 

precursors to the bigger developments. And these are initiatives that may have taken us $5000 to $10,000 to $15,000 to implement. But they’ve basically set the stage for bigger developments. In 

these are - this is just a collage of some of the bigger developments. We have many more but that’s just a collage of some of them. The bigger picture on the lower right-hand corner is our first 

social enterprise. That is our neighborhood landscaping enterprise that we established in 2009 that we’re still implementing today.

	The precursor to the MC Squared Food Access initiative again, the MC Squared stands for a indoor market, a community kitchen and a cafe, a health-conscious cafe. And the precursor to that 

was our neighborhood, our Active Neighbors for Healthy Neighborhoods program where we did weekly health and wellness block parties that consisted of exercise themes for each week, healthy food for 

sale at very low prices, interactive video games and free health screenings. We did this every Thursday in the summer of 2011. We did not know what we were getting into but again as I said it takes 

a lot of persistence of work.

	These are our shirts for what - that we gave away, our Active Neighbors for the Healthy Neighborhood shirts that we gave away. And they served as a really good marketing tool. Our logo and 

name of our organization is on the back of them. I talked to the staff about ordering more because it’s really cool to go to neighborhood meetings and you still see people wearing those shirts.

	And you could see our menu. Our menu as you can see it’s not the most healthy but it meets the people where they are. We’re not trying to take people from where they are which is diets that 

are just totally unhealthy to a place of very healthy. We know that we can’t move people to that extreme. So we do some of the foods that they’re aware of in a healthier way. So our wings for 

example they’re - they weren’t fried. They weren’t pre-fried. They were grilled and lightly season. That’s just a picture of the event in place.

	It’s important as I said to get and to have a broader plan. Oftentimes again people come with a project to the funders expecting them to fund a project. Funders - our experience is that 

funders want to know that the project that they’re funding is a part of broader strategy. And this shows the broader strategy for the lower (Kinsman) corridor. And it’s very important that all of 

the things within that strategy connects. And there definitely is a connection in everything that we’re doing along this avenue.

	The Urban Agricultural Innovation Zone for example is an area that we designated for urban agriculture -- 28 acres. And we have a host of partners one of which is (Red Owl) Green 

Partnership who is doing a number of agricultural innovations with composting, permaculture and aquaponics. This project is a project again building the network of support that supports your 

project. This is the Green City Growers hydroponic greenhouse.

	Just anecdote information, this was done - this was conceived by the (Cleveland) Foundation who wanted to find 10 acres to do this. They’re bringing 35 jobs to the community and they needed 

10 acres of land to do it so one part of being strategic is being prepared. We acquired 31 parcels in 18 months and basically was the only location in that city where they could actually put this. 

So again it was -it fit within the context of what we were only doing.

	And that led to - so when we talked about the health conscious cafe and cornucopia place of state-of-the-art community kitchen multipurpose community space it was something that was just a 

component of a bigger broader strategy and people could see how everything connects and support one another. So you’re not just asking for funding for a particular project that doesn’t have the 

connection to a broader shared vision.

	And that is the community kitchen in use as a community kitchen. And that is a picture of it use as a multipurpose space where we actually had another nonprofit using it to outline their 

strategic plan. That is the restaurant in place with active residents. And that’s the mobile market.

	So I tell this story because when we talk about soliciting funds and securing funds it’s not just about a particular project and it’s not just about what the impact of that project could 

be. There are many times that it isn’t what it is exactly that you’re doing but it’s who’s doing it and the support and the backing that they have to do it. Funders like to just like we do at the 

end of the day when we invest our money we want the highest rate of return or money so funders want to know that if I invest $100,000 that I’m going to yield a much higher rate of return investing 

in this project versus another project that is requesting resources for - from our foundation.So that’s how we look at it. We’ve put ourselves in the foundation’s shoes and we try to be that 

project that would give the highest rate of return on their dollars.

	Now we can see the project and we put together the HHS grant. Quite honestly we knew that the budget that we put together we were going to need more than that budget. We proposed $800,000 

to HHS. They gave us $759,000. We had no state grant solidified at that point, no regional. We did have local government, just two grants of $90,000 and community foundation for $22,000. We had 

self-invested ourselves. We had did the plan, we had the business plan and we had did the architectural rendering. Again you have to show that you have some level of momentum for - no funder, I 

don’t care if it’s a national funder or local funder likes to be the first in.

	And to date naturally this is dated. This was as of February 7. But at that time we had raised approximately 1.4 million. We’re at about 1.5 million now. And the budget continues to grow 

with adding on different layers. It’s not that we’re - we didn’t meet our budget. Our budget was 1.3 million. And we just continue to enhance the work that we’re doing.

	So as you could see we went from those amount of funders to state funder, a regional funder and eight community foundations and two corporate foundations and a host of in-kind partners that 

contribute to the vision.

	So that concludes my presentation.

>> Whitney Marsland:  Thank you to all of our speakers. And for all of the participants on today’s Webinar you will be able to access the recording and a PDF of the slides on the OCS Community 

Development Web site. And more information on accessing these materials will be provided in an email following this presentation. So this is the end of the presentation and now we’re going to open 

the floor to questions.

	So remember that there are two ways you can ask a question. You can submit a written question via Live Meeting. So if you have a question please change your feedback status from green to 

purple to let us know that you have a question. The feedback status is in the upper-right corner of Live Meeting. And once you’ve finished asking a question please change your status back to green.

	The second way you can ask a question is by pressing Star 1 on your phone. If your question is answered while you’re waiting please remove yourself from the queue by pressing Star 2. Wait 

until the indicated intervals for the question and answer period.

	Operator are there any questions in the queue?

>> Operator:  There are no telephone questions now.

>> Whitney Marsland:  And there’s no questions in Live Meeting either.

>> Pooja Patel:  Great. Presenters are there any last thoughts you would like to leave folks with? It does not seem that we have any questions on Live Meeting or on the phone.

>> Timothy Tramble:  What I would just like - this is Tim Tramble of Burten Bell Carr. I would just offer that if anyone has any questions generally - I’m surprised, I generally good questions. So 

if anyone has any questions that they prefer to ask me directly they - feel free to contact Burten Bell Carr Development Corporation or visit our Web site, it’s a very comprehensive Web 

site@bbcdevelopment.org. That’s our Web site bbcdevelopment.org like Boy, Boy, Car development.org. And my phone number, our phone number is 216-341-1455.

>> Whitney Marsland:  And the contact information for the other speakers is also on the slides in the presentation and you can also submit questions to the OCS Registrar at ocsregistrar@icfi.com. 

So that’s going to conclude today’s Webinar. So again any other questions you can submit to ocsregistrar@icfi.com and thank you everyone for participating.

>> Operator:  And once again that does conclude today’s conference and we thank you for your participation.


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