HomeMy WebLinkAbout2018-02-27 - AGENDA REPORTS - GRANT PREVENT AND COMBAT HOMELESSNESS (2)O
Agenda Item: 8
CITY OF SANTA CLARITA
AGENDA REPORT
NEW BUSINESS 14)
CITY MANAGER APPROVAL: 41
DATE: February 27, 2018
SUBJECT: CITY PLANNING GRANT: TO PREVENT AND COMBAT
HOMELESSNESS
DEPARTMENT: City Manager's Office
PRESENTER: Masis Hagobian
RECOMMENDED ACTION
City Council:
1. Award a contract to Analytic Insight to provide contractual services for the City Planning
Grant: To Prevent and Combat Homelessness in an amount not to exceed $50,000.
2. Authorize the City Manager or designee to execute all documents, subject to City Attorney
approval.
BACKGROUND
On June 13, 2017, the Los Angeles County Board of Supervisors (Board) approved Measure H
funding allocations in support of Los Angeles County's (County) Homeless Initiative (HI)
strategies to prevent and combat homelessness in the County. The Board also allocated $2
million to be used for regional coordination services at the Council of Governments (COG) level
and homeless planning grants for cities in the Los Angeles Continuum of Care. Funding for the
City Planning Grants were allocated to each city that applied for planning grants and based on
the number of homeless individuals residing in that city.
The City of Santa Clarita (City) was awarded a City Planning Grant from the County for $50,000
on October 23, 2017. This Planning Grant is being used by the City to hire a consultant to
develop a City plan to combat and prevent homelessness through effective and efficient
collaboration amongst community members and local service providers, and in coordination with
the Los Angeles County's Homeless Initiative Plan.
The City will receive the first half of the total awarded grant ($25,000) from the County upon the
completion of a partnership report, which is the first of two deliverables required by the County.
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The partnership report will be developed by the consultant and is due to the County within 30
days of the contract execution date between the City and County. The second half of the total
awarded grant ($25,000) will be received by the City upon completion of the City Homelessness
Plan, which is the second deliverable required by the County. The City Homelessness Plan will
be developed by the consultant and is due to the County by June 30, 2018.
On December 15, 2017, a request for proposals (RFP) was released to hire a consultant. The
RFP was posted on Planet Bids through the City's Clerk and Contract Services Division.
Proposals were due to the City on January 18, 2018, and 11 vendors downloaded the RFP's
scope of work; however, the City did not receive any bids during this period. The RFP was
extended on January 24, 2018, until February 12, 2018. There were 16 vendors that downloaded
the scope of work and the City received two bids during the extended RFP period.
Bid responses were objectively scored by a committee made up of three City staff members.
Responses were evaluated on the following criteria:
1. Thoroughness of proposal, approach to providing sound services and ability to provide
services to meet objectives
2. Staff qualifications, relevant experience and number of staff provided
3. Knowledge of County's Homeless Initiative and resources available through the initiative
4. Cost of services provided
5. References
Each reviewer scored the proposals independently, followed by a committee meeting as a group
to discuss its findings.
Based upon evaluation criteria, the committee has identified Analytic Insight as the
recommended vendor which best meets the City's needs. Analytic Insight is recommended due
to their relevant experience, proposed number of staff dedicated to the requested services,
detailed methodology and timeline, and understanding of local issues and the County's Homeless
Initiative.
Analytic Insight will be dedicating six staff members towards creating the City plan, including
the firm's President and Founder, who will act as Project Manager and main point of contact.
Analytic Insight has conducted similar projects in its ten years of research and consulting
including, currently, evaluating the state of homelessness in Los Angeles County as a
subcontractor to RTI International on the Collaborative Agreement to Benefit Homeless
Individuals.
Additionally, Analytic Insight's proposal provides a detailed overview of its methodology and
timeline, including a plan to conduct three strategic planning sessions with community leaders
and stakeholders and up to 100 interviews with service providers and community stakeholders to
identify gaps or duplications in local homelessness services.
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The City Council Ad -Hoc Committee on Homelessness Issues, consisting of Mayor Pro Tem
McLean and Councilmember Smyth met on February 20, 2018, and requested that the staff
recommendation be presented to the City Council. The recommended action is for the City
Council to award a contract to Analytic Insight to provide contractual services to develop a plan
to prevent and combat homelessness.
ALTERNATIVE ACTION
Other action as determined by the City Council.
FISCAL IMPACT
Adequate funds will be available to support the contract through the awarded Los Angeles
County - City Planning Grant.
ATTACHMENTS
RFP - Analytic Insight (available in the City Clerk's Reading File)
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SANTA CLARITA
CITY PLANNING GRANT
TO PREVENT AND COMBAT HOMELESSNESS
PART I -TECHNICAL PROPOSAL
February 12, 2018
Presented to:
City of Santa Clarita
City Manager's Office
1 AN,1ALYTICINSIGHT
Presented by:
Amy Flowers, President
Analytic Insight
60 Pine St. Suite 3
Lewiston, ME 04240
(207) 221-3123
Proposal to Conduct City Planning Grant: To Prevent and Combat Homelessness
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'COVER LETTER
Analytic Insight, LLC (AI) is pleased to submit our proposal to develop a plan to combat
homelessness in the City of Santa Clarita (the City). Al brings experience evaluating
homelessness efforts, using secondary data to profile the homeless community and assess
community needs, experience with Santa Clarita and the Los Angeles County efforts to combat
homelessness, as well as with national trends and exposure to innovative and established
methods of combatting homeless in cities comparable to Santa Clarita.
The City will benefit from working with Al in several important ways:
• Al currently evaluates the state of homelessness in Santa Clarita and Los Angeles
County as a subcontractor to RTI on the Collaborative Agreement to Benefit Homeless
Individuals (CABHI). We bring the City a unique opportunity to benefit from our
experience developing detailed analyses and demographic profiles of the areas. More
importantly, the City will have access to a broad range of potential solutions —
evidence -based approaches taken by similar areas nationwide — and their outcomes;
• Al conducted a similar approach to gather the interest, opinions and participation of
service providers, consumers of services and the public at large (Santa Clara County's
"Senior Agenda"). Our past performance assures the City that forums, focus groups and
interviews will enhance the relationships between the City and its stakeholders;
• Our network analysis of stakeholders and providers will offer a sophisticated yet
accessible analysis detailing which providers are central to network communications
and where additional communications are needed. Additionally, we will assess the
current level of coordination of services and identify areas for improvement.
Our proposed project manager, Dr. Amy Flowers, is the founder of Al and offers extensive
experience in data collection, qualitative and quantitative data analysis, and reporting. We will
highlight any gaps, duplications or other issues, as well as identify opportunities for the City to
become more involved in the County's Homeless Initiative, thereby improving coordination
between the City and local homelessness providers and services.
In this proposal, we express our firm commitment to providing the City with a comprehensive
analysis on the current local homelessness services. We will work closely with the City to
ensure that the data collection and reporting provides the necessary information to
comprehensively analyze the current local homelessness services in the Santa Clarita Valley.
Sincerely,
Amy Flowers, Ph.D.
60 Pine Street, Suite 3
Lewiston, ME 04240
(207) 221-3123
amv@analvticinsight.or�
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Cover Letter
Section1- Introduction.................................................................................................................1
Section2 - Project Analysis............................................................................................................1
Section 3 - Objective, Scope, Nature of Proposed Program..........................................................2
Section4 - Work Program..............................................................................................................3
Section5 - Methodology................................................................................................................5
KeyInformant Interviews..........................................................................................................5
Strategic Planning Sessions........................................................................................................6
Mission and Vision Statement Development.... ....................................................................
7
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis..................................7
Identification of Strategic Issues, Strategy Formulation and Plan Development..................8
ExistingData Sources.................................................................................................................8
SocialNetwork Analysis.............................................................................................................8
Final Homelessness Plan..........................................................................................................1A
Section 6 - Project Management.................................................................................................12
Section 7 - Assigned Personnel....................................................................................................13
Section8 - Schedule.....................................................................................................................15
Section 9 - Program Monitoring..................................................................................................16
Section 10 - City Resources..........................................................................................................17
Section 11- Subcontractors.........................................................................................................17
Section 12 - Contractor Capability and References.....................................................................17
Section 13 -Alternative Proposals... ............................................................................................
21
Section 14 - Conflict of Interest...................................................................................................21
Section 15 - Additional Data........................................................................................................21
AppendixA: Resumes..................................................................................................................23
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SECTION 1 - INTRODUCTION
Al (www.analVticinsight.org) is a full service survey research firm located in Lewiston, Maine
since 2007. We are well versed in all aspects of data collection, qualitative and quantitative
data analysis and reporting, as well as strategic planning and program evaluation. For over ten
years, Al has conducted numerous large and complex projects similar to the City's
comprehensive analysis on current local homelessness services, including:
• Evaluation services for the Substance Abuse and Mental Health Services
Administration's (SAMHSA's) Cooperative Agreement to Benefit Homeless Individuals
(CABHI) program evaluation, headed by RTI. We work with data from 30 grant
recipients, including Homeless Healthcare LA and the Tarzana Treatment Center;
• Strategic planning related to services and infrastructure, including the development of
a strategic plan to address the aging population (the Seniors' Agenda) in Santa Clara
County;
• Numerous needs assessments related to poverty, homelessness, aging and access to
social services, including transportation;
• Research projects on behalf of city, county and state governments, including resident
satisfaction surveys, ballot measure feasibility, threshold and sunset testing;
• Focus group and stakeholder forum moderation, most recently working with Westat
and other partners on the Population Assessment of Tobacco and Health (PATH Study)
funded by the National Institutes for Health (NIH) and the Food and Drug
Administration (FDA);
AI's founder, Dr. Amy Flowers, will serve as project manager and has been managing opinion
research for twenty years. She has a BA from the University of California at Berkeley and
earned her PhD at the University of Southern California in sociology. Dr. Flowers is skilled in
quantitative methodologies and analysis. Additionally, Dr. Flowers has been certified in
qualitative interviewing techniques by the RIVA institute, the gold -standard in interviewer
training, and is skilled in the use of NVIVO software for qualitative data analysis.
SECTION 2 - PROJECT ANALYSISZE
The City and various community stakeholders acknowledge an increase in homeless activity
within Santa Clarita. Indeed, in 2017 the City experienced a 5% increase from the 2016 Los
Angeles County Annual Point -In -Time Homeless Count from 316 to 331 homeless individuals.
Additionally, the City strives to identify and provide services to the "hidden" homeless, such as
homeless college students sleeping in their cars or homeless family members couch surfing.
The City faces several challenges related to the homeless population, including:
• Inability to provide all inclusive services within the City limits;
• Lack of community awareness;
ANA Proposal: City Planning Grant to Prevent and Combat Homelessness
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• Lack of coordination to locate services;
• Duplication of services;
• Lack of affordable housing; and
• Lack of local wrap-around services.
In order to provide the City with a plan to combat homelessness in the City, a comprehensive
analysis on the current local homelessness services is needed to identify gaps, duplications and
other issues. Al proposes the following research questions in order to provide the City with this
comprehensive analysis:
1. What are the service gaps in the local continuum of care?
2. What processes are in place to increase communication between local service
providers for coordination of services?
3. What will connect the City's homelessness plan to the County's Homeless Initiative
Plan?
4. What other possible funding sources are there for service providers?
5. How can the City increase community awareness and engagement on
homelessness?
6. What strategies can the City employ to decrease the local homeless population?
We understand that the City seeks to develop a plan to combat homelessness in Santa Clarita
through an effective and efficient collaboration amongst community members and local
service providers. This plan should work in concert with the Los Angeles County's Homeless
Initiative Plan which includes forty-eight (48) recommended strategies to combat
homelessness. These strategies are divided into six areas including:
• Prevent Homelessness
• Subsidize Housing
• Increase Income
• Provide Case Management and Services
• Create a Coordinated System
• Increase Affordable/Homeless Housing
This assessment will identify strategies and action items for the City to address under each of
these six areas.
For this project, Al has developed an approach that involves the early and consistent
participation of City staff. We begin by meeting with the City's project team and any other
relevant stakeholders to discuss the project goals, methodology, protocols and timeline.
Additionally, our research plan engages key stakeholders throughout the assessment of
current local homelessness services. The highlights of our approach include:
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Up to 100 Key Informant Interviews to help identify gaps or duplications in the local
continuum of care, the processes for communication between service providers,
strategies currently employed to decrease the local homeless population, and ways the
City can improve coordination with service providers. Additionally, we will ask what
service providers, agencies or organizations are within the provider's immediate social
network in order to construct a social network analysis for the City.
Strategic Planning Sessions with community leaders to help develop a comprehensive
plan to reduce homelessness using a holistic approach to solve homelessness in the
City. Al will moderate three sessions including development of a mission and vision
statement for the comprehensive plan to combat homelessness, an analysis of the
strenghts, weaknesses, opportunities and threats (SWOT) to combatting homelessness
in the City, and and an evaluation of the strategic issues facing the City and other
relevant stakeholders in carrying out the plan to combat homelessness in Santa Clarita.
Existing Data Sources such as HUD and Census data will be reviewed to create a
homelessness profile for the City of Santa Clarita to complement the primary data
collected during the key informant interviews and strategic planning sessions.
Social Network Analysis will be conducted to examine the relationships between
service providers. This analysis will provide the City with extremely valuable
information regarding the interrelationships between service providers, duplication of
services, which organizations or individuals are central to services and to
communication between others in the network of stakeholders in the issue of
homelessness in Santa Clarita.
A more detailed summary of these project activities can be found in Section 5 — Methodology -
T7611 O_N
ethodology_
EGTION 4'=-WLL,
Al has prepared a detailed timeline to ensure that all phases of the assessment process are
accounted for in the timeline expected by the City. The graph below provides our proposed
project schedule.
SANTA CLARITA PLAN TO COMBAT HOMELESSNESS
Kick -Off Meeting and Research Plan Im
Stakeholder Interview Guide Development
Stakeholder Interviews
Mid -Progress Report
Strategic Planning Session Logistics
Strategic Planning Sessions
Data Analysis
Draft Report
Final Report
Presentation
2/14 3/13
A
I�
M
4/9 5/6
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Our proposed project tasks are further outlined in the table below.
TASK I DATES (2018)
Kick -Off Meeting: Al will meet with the City's project team in February 19-23
person.
Development of Key Informant Interview Guide: Al will work with February 26-27
the project team on questionnaire development for the key
informant interviews.
Conduct up to 100 Key Informant Interviews: Al will schedule and
conduct up to 100 key informant interviews with representatives of
identified stakeholders.
Mid -Progress Report. Al will provide the City with a Mid -Progress
Report detailing the activities completed to date.
Strategic Planning Logistics: Al will work with the City to schedule
strategic planning sessions with community leaders.
Strategic Planning Sessions: Al will moderate strategic planning
sessions with community leaders.
Data Analysis: Al will analyze existing data sets, as well as all
qualitative and quantitative data analysis. Al will complete the
network analysis.
February 28 -March 21
March 22
March 23-30
April 5-9
April 10-19
Draft Report: Al will provide the project team with a draft report for By April 24
review.
Final Report: Al will make any revisions or conduct any additional By April 27
analysis per the project team and provide the final report to the City
by April 27, 2018.
Presentation. Al will present findings to the City and relevant April 27 -May 4
stakeholders.
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SECTION 5 - METHODOLOGY
We have developed a methodology to aid the City in developing a plan to combat
homelessness in Santa Clarita. In addition to identifying gaps and duplications in the local
continuum of care, the processes for communication between service providers, and what
strategies are currently being employed to decrease the local homeless population, our
methodology will help increase community awareness and engagement on homelessness in
the City and provide the City with a social network analysis on the relationships between
service providers.
As noted above, our approach includes the following elements, all of which will be detailed in
the sections below:
Up to 100 Key Informant Interviews to help identify gaps or duplications in the local
continuum of care, the processes for communication between service providers,
strategies currently employed to decrease the local homeless population, ways the City
can improve coordination with service providers, and which other service providers,
agencies or organizations are within the provider's immediate social network.
Strategic Planning Sessions with community leaders to help develop a comprehensive
plan to reduce homelessness using a holistic approach to solve homelessness in the
City. Al will moderate three sessions including development of a mission and vision
statement for the comprehensive plan to combat homelessness, an analysis of the
strenghts, weaknesses, opportunities and threats (SWOT) to combatting homelessness
in the City, and and an evaluation of the strategic issues facing the City and other
relevant stakeholders in carrying out the plan to combat homelessness in Santa Clarita.
Existing Data Sources such as HUD and Census data will be reviewed to create a
homelessness profile for the City of Santa Clarita to complement the primary data
collected during the key informant interviews and strategic planning sessions, as well
as identify possible funding sources for service providers.
Social Network Analysis will be conducted to examine the relationships between
service providers. This analysis will provide the City with a comprehensive
understanding of all the organizations and individuals who contribute to ameliorating
homelessness in the City, their roles and interrelationships, their "centrality" to
solutions and initiative development and their "betweenness" — or what might happen
if they were removed from the communications and operations of the network of
providers.
KEY INFORMANT INTERVIEWS
We begin this project with key informant interviews in order to assess the current local
homelessness services provided in Santa Clarita. For this assessment, we anticipate conducting
up to one hundred (100) structured interviews with representatives from organizations that
work with the homeless population including homeless shelters such as Bridge to Home and
Family Promise, food pantries such as the Santa Clarita Valley Food Pantry and Project Angel
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Food, health care providers, employment services, social services and affordable housing
providers such as Diamond Park Apartments and Sand Canyon Ranch. We will work with the
City to obtain a comprehensive listing of stakeholders to contact for initial interviews.
Our goal will be to conduct an interview with a representative from each identified
stakeholder. We will focus our interviews on identifying gaps and duplications in the local
continuum of care, the processes for communication between service providers, strategies
currently employed to decrease the local homeless population, and ways the City can improve
coordination with service providers.
Additionally, we will ask which other service providers, agencies or organizations are within
the provider's immediate social network. Al will use a snowball sampling technique to recruit
additional relevant stakeholders from within the service provider's social network. Snowball
sampling is a technique where known stakeholders recruit additional participants from among
their acquaintances, co-workers and peers. This will allow Al to reach an ample number of
relevant stakeholders to ensure a comprehensive assessment of the current local
homelessness services landscape, as well as provide the City with a comprehensive social
network analysis.
STRATEGIC PLANNING SESSIONS
Al will work with the City to schedule three (3) strategic planning sessions with community
leaders and relevant stakeholders. We propose that these sessions include:
1. Mission and Vision Statement Development
2. Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
3. Identification of Strategic Issues, Strategy Formulation and Plan Development
We propose the following locations as a beginning to a conversation with the City about the
best location for the strategic planning sessions. We selected these locations to provide
central, well-known facilities convenient for City staff, community leaders and relevant
stakeholders. In general, we look for facilities that include:
• A well-known location with easy transportation, parking and access for any
participants with mobility limitations;
• Clean, well-appointed facilities large enough to accommodate viewers as well as
participants; and
• Easily accessible restrooms.
Facility
Newhall Community Center
The Centre
A
Location
22421 Market Street
Newhall, CA 91321
20880 Centre Pointe Pkwy
Santa Clarita, CA 91350
i Room Capacity
Various
Various
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,N ANL AI I" I'IANSI(MT Proposal: City Planning Grant to Prevent and Combat Homelessness
Facility
Valencia Library
Canyon County
Old Town Newhall Library
Location
23743 Valencia Blvd.
Santa Clarita, CA 91355
18601 Soledad Canyon Rd.
Santa Clarita, CA 91351 _
24500 Main Street
Santa Clarita, CA 91321
Mission and Vision Statement Development
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Room Capacity
60
65
120
A mission provides relevant stakeholders with a purpose; i.e. why a plan to combat
homelessness is necessary for the City to undertake. A vision statement provides the City and
relevant stakeholders with clear and concise long-term goals and aspirations; i.e. what is the
plan to combat homelessness in Santa Clarita over the long-term.
Determining the City's mission and vision to combat homelessness in Santa Clarita will be the
first exercise in the strategic planning process. This sets the stage for why the City is addressing
homelessness and what vision the City has to combat homelessness over the long-term.
Producing a mission and vision statement will help lend credibility and legitimacy to the City's
plan to combat homelessness, encourage buy -in from community leaders, and increase
community awareness and engagement on homelessness as community leaders and relevant
stakeholders become advocates for the action plan.
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
An analysis of the strengths, weaknesses, opportunities and threats (SWOT) to the plan to
combat homelessness in Santa Clarita will be the second exercise in the strategic planning
process. Here, we will seek to understand the external and internal environments in which the
City, community leaders and relevant stakeholders, such as the homelessness service
providers, find themselves.
This exercise will provide information on the strengths and weaknesses within the community
in relation to the opportunities and threats faced by the City, community leaders and relevant
stakeholders to combat homelessness. Effective strategies to combat homelessness should
take advantage of the community's strengths and opportunities while minimizing the
weaknesses and threats.
The SWOT analysis will help the participants develop a documented list of the strengths,
weaknesses, opportunities and threats that the community faces to combat homelessness. It
will help the City and community leaders identify immediate actions that can build on
strengths and take advantage of opportunities. This process can also create performance
measures for the action plan so that the City and community leaders can measure the success
of any steps taken following implementation.
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Identification of Strategic Issues, Strategy Formulation and Plan Development
The SWOT analysis provides the foundation for the City and community leaders to identify the
major strategic issues facing the community in its effort to combat homelessness. This process
will be the final exercise of the strategic planning process and will create a strategic issues
agenda for use in the action plan. We will formulate strategies by exploring what strategies are
currently working or need to be improved, what new strategies should be initiated and what
current strategies should be stopped and abandoned. All strategies will be evaluated and listed
by importance for plan development.
The purpose of this step to is compile a list of actions that the City, community leaders and
relevant stakeholders can feasibly move forward with and implement, and will constitute the
action plan portion of the City's homelessness plan.
EXISTING DATA SOURCES
We propose evaluating existing data sources such as HUD and Census data to create a
homelessness profile for the City of Santa Clarita to complement the primary data collected
during the key informant interviews and strategic planning sessions. This evaluation will also
help to identify possible funding sources for service providers.
Al has extensive experience working with exisiting data sources to create area profiles for
service providers. In our ongoing work on the Cooperative Agreement to Benefit Homeless
Individuals (CABHI) Evaluation funded by SAMHSA, Al created profiles for 30 grantees, two of
which are located in Los Angeles County: Homeless Healthcare LA and Tarzana Treatment
Center, which serves the Santa Clarity Valley.
SOCIAL NETWORK ANALYSIS
We anticipate examining a number of social network descriptive characteristics to further
understanding of the overall network, the network of providers and stakeholders who
contribute to addressing the issue of homelessness in Santa Clarita. During our stakeholder
interviews, we will ask stakeholders to name, for example, the three organizations or
individuals they have worked with most closely on homelessness issues. If those
organizations/individuals are not already listed in our interviewing sample, we would add
them to also be interviewed. In this way, we develop an understanding of the network of
interrelated organizations working together on homelessness issues in Santa Clarita.
Al will formulate additional questions for the network analysis. Typically, the frequency of
interactions related to homelessness, the frequency and type of communication, sharing of
resources and work on new initiatives are central to an analysis of this type.
The results will give the City descriptions of the network, including measures of cohesiveness
(how closely all organizations work together or if a few organizations work closely with small
input from others, the direction of relationships (is the network characterized by
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"reciprocated" ties (those where each directs a tie to the other) which is indicative of the
degree of cohesion, trust, and social capital that is present among those working on
homelessness issues in the City of Santa Clarita.
Additionally, the network analysis will reveal subgroups or cliques within the network. If the
data indicate that cliques are formed based on factors other than participation in
homelessness initiatives, those will be important to identify. If the network contains highly
segregated subgroups are not well integrated, it may point to the need for additional
communications or other efforts toward inclusion. If the network is integrated across naturally
occurring divisions, such as organizational type or sector, that may indicate a particular
strength of the initiative and call for analysis between groups or a specialized division of labor
between organizations.
Al uses UCINet software, which offers
flexibility in exporting the matrices to
produce visually stunning graphs. Nodes can
be color coded according to any color
palette, as well as scaled to size to represent
an organization's measure on other
variables.
The example to the right shows a network of
organizations working toward improving
cardiovascular health in the state of Maine.
The graph was drawn based on answers to
the question of how often an organization
works with the others to develop new
initiatives supporting cardiovascular health.
Cardiovascular Health Initiative Development
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A red node (circle) indicates that implementing cardiovascular health initiatives is the
organization's core mission. A blue node represents an organization that actively conducts
related activities, but does not have cardiovascular health as its core mission. Black nodes offer
support to others without actively conducting related activities. Dark solid lines connecting
organizations indicate that they work together "often", as compared with the light lines that
indicate organizations only "sometimes" work together.
The size of each node conveys important information. The size of the node indicates the level
of betweenness, that is, the proportion of their involvement in developing cardiovascular
initiatives that connect two or more other nodes. A high betweenness score indicates that
removal of the organization would have a critical impact on a large sector of the network. The
shape of the network is also important to note. With the exception of two peripheral
organizations (Maine Tribes and Quality Counts, both of which represent populations with
known health disparities), the network forms a semi -circle, smooth shape. This indicates (with
exceptions noted) a well -distributed, evenly dense network.
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The large amount of information contained in a
R: Which is most influ ential In shaping tractor safety practices—
single SNA graphic and the large number of community leaders, state agenciesordealerships?
graphics that are made possible by a single survey"
question necessitates and strongly focused a"
analysis. Graphics can be very complex and include
a great number of variables and information.
Alternatively, when focused on a single question, `°'" r
they can be quite straight -forward. The example to R .
the right was produced for the National Institutes'""'
for Occupational Safety and Health (NIOSH) to t
address the question of how messages regarding Nodes scored for betweennessinsafety communicalms,
tractor safety are distributed in a single rural
community. As in the previous examples, participants are color -coded according to type, with
tractor dealerships in green, farmers in red and state and federal agencies in black. The size
and centrality of the red nodes shows that identification of one or two influential members of
the farming community and gaining their participation is key to a successful information
campaign and highlights the challenges of distributing information that initiates from a
government agency.
Al, if selected for this project, will provide focused and straight -forward information
addressing the frequency of contact between stakeholders, the level of collaboration and the
factors that define network ties. The focus of the analysis will be on actions the City can take
to strengthen the network, identify redundancies and gaps, as well as identify key players in
the network.
FINAL HOMELESSNESS PLAN
The result of the key informant interviews, network analysis, strategic planning sessions with
community leaders and stakeholders, and the use of secondary data sources will be combined
to produce the Homelessness Plan, designed to work in coordination with the County's
Homeless Initiative Plan.
AI will provide a draft and final plan, revised with input from the City. The Plan will:
• Identify gaps in the local continuum of care;
• Offer recommendations for filling gaps with existing services or new services if none
exist;
• Identify pathways where communication ties are weak and suggest methods to
strengthen communication where needed;
• Assess the level of connectivity between providers and the County's Homeless Initiative
Plan and identify areas to improve connectivity.
The Plan will also address possible funding sources, resource sharing, Measure H, grants and
other funding opportunities. Stakeholders' organizational capacity to respond to funding
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opportunities will also be addressed, and the network analysis will help to lead the City to
suggestions for improving teaming and partnering opportunities among stakeholders.
The Plan will also address community awareness, public attitudes toward homelessness (as
perceived by providers and key informants). Strategies to decrease local homelessness,
including how to address vulnerable populations within the city (e.g. "couch surfers") will be
examined. In particular, areas with similar profiles as Santa Clarita will be identified and the
solutions being applied examined for potential effectiveness in use by the City.
Most importantly, the entire research process will be conducted in a way that strengthens the
relationships between the City, its stakeholders and service providers, as well as Santa Clarita
residents.
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Senior Research Associate
Leslie Ogilvie, MA
Evaluation Support Administrative Support
• Brian Brinegar, Focus Group Moderator ♦ Cheryl Carter, Operations Manager
♦ Jane Schultheiss, Senior Interviewer a Joshua Flowers, Research Assistant
and Graphic Artist ♦ Administrative assistants and support as
• Shella Russell, Senior Interviewer needed
+ Other interviewing, coding and
administrative support, as needed
Dr. Amy Flowers, AI's president and founder, will serve as project manager for this project. Dr.
Flowers has been managing similar evaluation research for over twenty years. She has a BA
from the University of California at Berkeley and earned her PhD at the University of Southern
California in sociology. Dr. Flowers is skilled in quantitative methodologies and analysis.
Additionally, Dr. Flowers has been certified in qualitative interviewing techniques by the RIVA
institute, the gold -standard in interviewer training, and is skilled in the use of NVIVO software
for qualitative data analysis.
In addition to Dr. Flowers, our staff includes three professional staff and approximately 20
part-time interviewers and administrative assistants. For this project, our core team includes
Dr. Flowers, who will manage the project and act as the single point of contact for the City; Ms.
Leslie Ogilvie who will assist Dr. Flowers on all aspects of the project; and other Al staff who
will support the team with administrative assistance.
Ms. Ogilvie recently conducted strategic planning sessions with the Board of Cape Fear
Community Land Trust, an organization that aims to provide access to land and housing to
those who would otherwise be denied, increase long term neighborhood assets, and preserve
affordability permanently. These strategic planning sessions included vision and mission
statement analysis, SWOT analysis, and identification of strategic issues facing the Trust.
Al has the financial stability, capacity and resources to complete this assessment. Al has been
in business for over 10 years without ever failing to complete a project. Al has never been
involved in any lawsuit, litigation, claim or settlement since our founding in 2007; there are no
current lawsuits, litigation, claims or settlements pending.
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SECTION 7 - ASSIGNED PERSONNEL _
Our seasoned research team is experienced in comprehensive needs assessments for local
governments and agencies, as well as in the methods of key informant and other qualitative
interviewing techniques, strategic planning, data analysis, graphics production and reporting.
Our organizational capacity exceeds that required for the project and our coordinated,
collaborative approach ensures that no milestones or deliverables will be dependent on a
single individual.
The following table details the title and role of each Al staff member to be allocated to this
project. Resumes of our professional staff are provided in Appendix A.
Person Project Title and Project Responsibilities
Amy Flowers, PhD
Project Manager, Customer Relations Manager
1.
Oversight and direct management of all tasks and activities
2.
Attend kickoff meeting
3.
Oversee key informant interviews
4.
Network analysis
5.
Moderate strategic planning sessions
6.
Monitor and oversee secondary data analysis
7.
Report development
8.
Present findings to the City
Leslie Ogilvie, MPA
Senior Research Associate
1.
Attend kickoff meeting
2.
Conduct key informant interviews and analysis
3.
Assist/moderate strategic planning sessions
4.
Report development
5.
Presentation development
6.
Present findings to the City
Brian Brinegar
Field
Services Manager and Focus Group Moderator
1.
Conduct key informant interviews as needed
2.
Assist with strategic planning sessions as needed
Cheryl Carter
Operations Manager and Research Assistant
1.
Scheduling of key informant interviews
2.
Conduct key informant interviews as needed
3.
Assist with strategic planning logistics
Jane Schultheiss
Graphic
Artist and Research Assistant
1.
Data visualization and graphics
2.
Scheduling of key informant interviews
3.
Assist with strategic planning logistics
Joshua Flowers
Research
Assistant
1.
Data analysis and assist with data visualization and graphics
2.
Secondary data analysis
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Person Project Title and Project Responsibilities
Data collection and 1. Assist with key informant interviews as needed
administrative 2. Assist with secondary data analysis as needed
support staff. 3. Coding and data cleaning
4. Chart production
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SECTION 8 - SCHEDULE
The listing of AI's proposed schedule of activities, including labor hours and calendar time is
provided below.
TASK
Kick -Off Meeting: Al will meet with the City's project
team in person and develop the formal research plan.
Development of Key Informant Interview Guide: Al will
work with the project team on questionnaire
development for the key informant interviews.
Conduct up to 100 Key Informant Interviews: Al will
schedule and conduct up to 100 key informant interviews
with representatives of identified stakeholders.
Mid -Progress Report. Al will provide the City with a Mid -
Progress Report detailing the activities completed to
date.
DATES (2018)
February 19-23
February 26-27
February 28 -
March 21
March 22
Strategic Planning Logistics: Al will work with the City to
1 schedule strategic planning sessions with community
leaders.
Strategic Planning Sessions: Al will moderate strategic
March 23-30
April 5-9
planning sessions with community leaders.
April 10-19
Data Analysis: Al will analyze existing data sets, as well as
all qualitative and quantitative data analysis. Al will
complete the network analysis.
_
Draft Report: Al will provide the project team with a
By April 24
draft report for review.
Final Report: Al will make any revisions or conduct any
additional analysis per the project team and provide the
final report to the City by April 27, 2018.
Presentation. Al will present findings to the City and
relevant stakeholders.
' PM=Project Manager, Amy Flowers, Ph.D.
SRA=Senior Research Associate, Leslie Ogilvie, MA
A/RA= Administrative/Research Associates
By April 27
April 27 -May 4
TOTAL LABOR
HOURS'
PM:6
SRA: 8
PM:4
SRA: 8
PMA
SRA: 50
A/RA: 75
PM: 22
SRA: 44
A/RA: 20
PM:2
SRA: 8
A/RA: 20
PM: 16
SRA: 16
PM: 52
SRA: 64
A/RA: 80
PM: 16
SRA: 60
A/RA: 40
PM:4
SRA: 8
A/RA: 4
PM:5
SRA: 8
A/RA: 2
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The following chart shows the procedures to be used during the project which are described
fully in the previous sections of this proposal. A detailed timeline is provided in Section 4 -
Work Program.
• Development of
Interview Guide
• City review of
Interview Guide
• Conduct interviews
using Smart Pen
recording tool
• Transcribe and
analyze results
• Code results
from Key
Informant
Interviews
• Conduct
{ analysis
• Arrange logistics
including rooms,
refreshments,
materials
• Send invitations to
stakeholders
• Moderate sessions
• Transcribe and
organize notes and
materials from the
event
0
• Draft, City
review and
Final Plan
• Develop list of
appropriate data
sources
• Gather data
• Analyze Santa
Clarita area in
comparison to
other areas of the
County and State
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SECTION 10 - CITY RESOURCES
Al looks forward to working with the City on its plan to combat homelessness. In addition to
general assistance, Al has identified the following activities that might be expected from the
City's project team:
• Kick-off meeting participation to discuss the project goals, methodologies, protocols
and timeline with AI's research team;
• Key informant interview guide review and approval;
• Logistical assistance for the strategic planning sessions with community leaders and
other relevant stakeholders; and
• Review draft report and provide direction for any additional analysis.
SECTION 11 - SUBCONTRACTORS
No subcontractors will be used for this project.
Our seasoned research team is experienced in providing comprehensive needs assessments
and action plans to local governments and agencies, as well as in the methods of key
informant interviews and strategic planning, data analysis including network analysis, graphics
production and reporting. Our organizational capacity exceeds that required for this project
and our coordinated, collaborative approach ensures that no milestones or deliverables will be
dependent on a single individual.
The following table provides details of AI's most relevant project experience, as well as contact
information for references.
Project Name
Cooperative Agreement to Benefit Homeless Individuals (CABHI)
Evaluation
SAMHSA, under a subcontract to RTI, Inc.
Client
Description of work
Al provides secondary data analysis, including Census and HUD data,
and other evaluation services examining the impact of services
connecting homeless individuals with social security and other
programs.
$85,000
Total cost
Period of work
2016-2022
Client contact
Dr. James Trudeau, Chief Scientist, Center for Justice, Safety, and
information
Resilience
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RTI International
3040 Cornwallis Road
Research Triangle Park, NC 27709
919-990-8489
Project Name
Santa Clara County Seniors' Agenda Needs Assessment
Client
Santa Clara County Public Health Department
Description of work
This project involved the evaluation of community resources for the
elderly and development of a Seniors' Agenda, including an assessment
of senior needs in Santa Clara County, California. The project involved
community forums, focus groups and surveys among several
stakeholder organizations. Additionally, several secondary data sources
such as the Santa Clara County BRFS, the California Health Interview
Survey, local city satisfaction surveys and census data were analyzed to
inform the evaluation. Al provided all research services and provided
the County with a report of the findings.
Total cost
$68,000
Period of work
2012
Client contact
Lee Pullen, Director Aging Services (now in Marin County)
information
(415) 473-7118
LPullen@marincounty.o[g
Project Name
Aging and Disability Resource Center Evaluations
Client
Wisconsin Bureau of Aging & Disability Resources, Department of Health
Services
Description of work
Since 2007, Al has provided consecutive evaluation research studies to
the Department of Health Services, State of Wisconsin regarding the
performance of the state's Aging and Disability Resource Centers
(ADRCs). This work explored options counseling and provision of
services to the elderly and adults with disabilities, Medicare and
Medicaid enrollment and waiver programs, training and sustainability,
as well as organizational issues such as regionalization of services and
the use of topic specialists. Projects included customer satisfaction
surveys, including a domain analysis that several other states have used
as a model of customer satisfaction, studies of populations including
caregivers and private pay customers (those ineligible for federally -
funded Long Term Supports and Services), waiting lists for services, and
a study of the Benefit Specialist program.
Total cost
$245,000 for 2017 Statewide ADRC Satisfaction Tracking Survey
Period of work
2007-2017
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Client contact
Maurine Strickland, Wisconsin Bureau of Aging & Disability Resources
information
Information & Assistance, Options and Enrollment Counseling
Coordinator
1 West Wilson
Madison, WI 53703
(608) 266-4448
Ma u ri n e.Strickla nd @d hs.wisconsi n .p,ov
Project Name
Workforce and Seniors Needs Assessment
Client
Fairbanks North Star Borough and Alaska Mental Health Trust Authority
Description of work
This research included extensive key informant interviews, community
forums that gathered the opinions of seniors and other community
members, a telephone survey and an Internet survey. Dr. Flowers also
worked closely with the Alaska Commission on Aging and a project
Advisory Board consisting of members of a variety of stakeholder
organizations. Dr. Flowers also presented the results to the community
in a community feedback forum, and at the Alaska Public Health
conference in Anchorage.
Total cost
$65,000
Period of work
2010
Client contact
Kathryn Dodge
information
907-459-1309
kdodge@co.fairbanks.ak.us
Project Name
Comprehensive Statewide Needs Assessment
Client
Pennsylvania Association for the Blind
Description of work
This research used a mixed -methods approach, combining the results of
key informant interviews and a survey of consumer focus groups. Al
conducted interviews with 44 staff members at the Pennsylvania
Association for the Blind (PAB) and member organizations. A consumer
survey was conducted which included 912 consumers from lists
provided by member organizations and 111 non -consumers contacted
through a purchased list of adult Pennsylvania residents who have vision
concerns, for a total of 1,023 respondents. Five focus groups were
conducted throughout the state with approximately six to eight
participants attending. Additionally, Al offered PAB's member
organizations individual surveys, and four organizations took part in this
service, receiving individual results benchmarked to the results of their
peer organizations.
Total cost
$85,000
2012-2013
Period of work
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Client contact
Elaine Welch, CEO/President
information
Pennsylvania Association for the Blind
555 Gettysburg Pike
Mechanicsburg, PA 17055
(717) 766-2020
elaine.welch@pablind.org
Project Name
AARP Age -Friendly Community Needs Assessments
Client
Maine AARP, Individual towns and cities in Maine who receive grant
funding for a community needs assessment
Description of work
Al provides needs assessments for cities and towns that receive Age -
Friendly Community Network grants from Maine AARP. These needs
assessments typically include a series of 2-4 focus groups and a mail
survey of 1,000 residents.
Total cost
$4,000 to $7,500
Period of work
2015 -ongoing
Client contact
Patricia Oh, LMSW, MS
information
Livable Communities Consultant, AARP
Age -Friendly Community Team Lead, AARP Maine
Tel: 207-666-8342
Email: build.afc@gmail.com
Project Name
Population Assessment of Tobacco and Health (PATH) Study
Client
NIH and FDA fund this study. Al is a subcontractor to Westat, Inc.
Description of work
The PATH Study is the largest national longitudinal study of tobacco use
and its effects on the health of Americans. Al provides focus groups and
qualitative data coding for questionnaire development, as well as
management of respondent incentives on this federal panel study of
tobacco use and health.
Total cost
Our budget every other year is approximately $200,000 per active year.
Period of work
2015 -ongoing
Client contact
Lucy Leuchtenburg
information
Senior Study Director
Westat
(301) 212-2128
LucyLeuchtenburg@westat.com
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SECTION 13 - ALTERNATIVE PROPOSALS
Al is not offering alternative proposals.
SECTION 14 - CONFLICT OF INTEREST
Al has no conflicts of interest with other clients affected by actions on behalf of the City.
Our work on the CABHI grant is generalized across all grantees and we do not have funding
authority or access that would prevent us from working with the area grantees (Tarzana
Treatment Center or Homeless Healthcare LA) on this project.
Iii A DD I T I O'N "A C 1 D ATA'
Al looks forward to working with the City on the Santa Clarita Homelessness Plan. In addition
to general assistance regarding the project objectives and goals, Al has identified the following
items that might be requested from the City's project team:
• Kick off meeting to discuss the project goals, methodologies, protocols and timeline
with AI's research team;
• Advice regarding the key stakeholders to be interviewed in Key Informant Interviews;
• Key informant interview guide review and approval;
• Logistical assistance for the Strategic Planning Sessions;
• Assistance communicating the details of the Strategic Planning Sessions to stakeholders
and issuing invitations;
• Review draft report and provide direction for any additional analysis.
Al has the technical competence and expertise to perform all the services described in this
proposal. We have an extensive, 10 -year track record of comprehensive needs assessment
reporting.
To record, translate and analyze the key informant interviews, Al will use a Livescribe
smartpen, a ballpoint pen with an embedded computer and digital audio recorder. When used
with its digital notebook, the smartpen records what we write, which we later upload to our
computer, synchronizing our notes with the recorded audio.
To analyze qualitative data, Al uses ATLAS.ti software which offers a variety of tools for coding
and summarizing data and creating data visualizations. We also create word clouds using
wordle.net and Adobe Photoshop tools.
Al may conduct statistical analysis using IBM SPSS Statistics version 23, which includes all
analytic modules. We create social network mapping using UCINet software and mapping of
survey data using ArcGIS. Reports are generated using the full complement of Microsoft Office
products.
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Al has the capacity to record the Strategic Planning Sessions with a professional DSLR camera,
linked to Skype for City staff or other stakeholders to view at your offices or other locations if
desired by the City. Additionally, Al can work with the project team to broadcast the Strategic
Planning Session on Skype or Facebook Live if desired.
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APPENDIX A: RESUMES 7
AMY FLOWERS, PH.D.
President of Al and Project Manager
EDUCATION
Ph.D. University of Southern California Sociology 1995
M.A. University of Southern California Sociology 1992
B.A. University of California at Berkeley Philosophy 1981
EXPERIENCE
Analytic Insight, Lewiston, ME President 2007 -present
Market Decisions, Portland, ME Research Manager 2005-2007
The Hay Group, Jersey City, NJ Consultant 2001-2003
Godbe Research & Analysis, Half Moon Bay, CA Senior Research Analyst 1999-2001
California Polytechnic State University, Pomona, CA Assistant Professor 1996-1999
Mattson & Sherrod Associates, Los Angeles, CA
RELEVANT PROJECTS:
Director of Research 1992-1996
• Summit County Right Start Evaluation. Program evaluation of multiple programs designed to
improve quality and availability of early childhood education and child care in Summit County,
Colorado.
• Youth Tobacco Survey Analysis — Identification of At -Risk Youth for Intervention Services.
Using Maine's Youth Tobacco Survey (YTS) data, Al used a quantitative methodology to identify
youth at -risk for tobacco use in the state's efforts to target intervention where it is most
needed and most effective. This analysis utilized factor analysis and logistic regression to
examine the relative strengths and weaknesses of risk and protective factors among the state's
youth.
• Marysville School District Hmong Student Needs Assessment. Mail survey methodology
combined with backpack distribution of reminders to collect data from immigrant Hmong
parents in order to improve participation and involvement in school programs. Survey was
conducted in English and Hmong in Marysville, CA.
• Evaluation of the LifeSkills Teacher Training. This project consisted of qualitative telephone
interviews with teachers and LifeSkills program facilitators in order to evaluate fidelity to the
program and provide opportunities for program improvement. State of Maine, Healthy Maine
Partnerships.
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PUBLICATIONS:
• Flowers, A. (2008). Entries for "Disclosure" and "Privacy". In the Encyclopedia of Social Science
Research. Thousand Oaks, CA: Sage Publications.
Flowers, A. (2007). [Review of the book Probabilities: The Little Numbers that Rule Our Lives, P.
Olofsson]. Journal of Official Statistics, 23(4), 593-602.
• Flowers, A. (2003). The Manufacture of Fantasy. In P. Adler (Ed.), Constructions of Deviance:
Social Power, Context, and Interaction. Belmont, CA: Wadsworth Publishing.
• Flowers, A. (1999). Research From Within: Participant Observation in the Phone -Sex
Workplace. In J. Elias (Ed.), Prostitution. Amherst, NY: Prometheus Books.
• Flowers, A. (1998). The Fantasy Factory: An Insider's View of the Phone Sex Industry.
Philadelphia, PA: University of Pennsylvania Press.
• Flowers, A. (1989, February). What Singles Really Want. Los Angeles Magazine.
RELEVANT PRESENTATIONS:
• Flowers, A. and Anne Olson (2016, August). Exploring Customer Satisfaction and the Maturation
of a Statewide Coalition of Aging and Disability Resource Centers. Paper presented at the
National Home and Community Based Services Conference sponsored by National Association
of States United for Aging and Disabilities (NASUAD), Arlington VA.
• Flowers, A. (2014, October). Keynote Speaker. Wisconsin Alliance of Information & Referral
Systems (AIRS) 2014 Annual Training Conference, Wisconsin Dells, WI.
• Flowers, A. (2013, November). Barriers To Employment Among The Blind And Visually
Impaired: Findings From Two Comprehensive Statewide Needs Assessments. Paper presented
at the American Public Health Association, Boston, MA.
• Flowers, A. (2013, March). Helping Consumers Choose Between Models of Care Coordination
and Integrated Care. Paper presented at the Center of Excellence on Disability Research
National Conference, Sponsored by DHHS and Mathematica, Washington DC.
• Flowers, A. (2012, September). Aha!" Moments Along the Options Counseling Highway Paper
presented at the National Home and Community Based Services Conference sponsored by
National Association of States United for Aging and Disabilities (NASUAD), Arlington VA.
• Flowers, A. (2009, June). The Complexity of Customer Delight: Customer Satisfaction Models
that Matter. Paper presented at the Wisconsin Alliance of Information & Referral Systems
(AIRS) 2009 Annual Training Conference, Wisconsin Dells, WI.
• Flowers, A. (2008, October) Social Networks Implementing Cardiovascular Health Initiatives in
Maine. Paper presented at the Cardiovascular Health Conference sponsored by the Maine
Centers for Disease Control, Augusta, ME.
• Flowers, A. (2008, October). Evaluating Customer Satisfaction: A Guided Tour of Wisconsin's
Comprehensive ADRC Customer Service Evaluation Paper presented at the Aging and Disability
Resource Center National Conference sponsored by the Lewin Group, Boston, MA.
• Flowers, A. (2007, November). National Prevention and Health Promotion Summit: Creating a
Culture of Wellness. Paper presented at the Department of Health and Human Services' (HHS)
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Office of Disease Prevention and Health Promotion (ODPHP) and the Centers for Disease
Control and Prevention's (CDC) Coordinating Center for Health Promotion, Washington DC.
• Flowers, A. (2007). Social Networking Among Cardiovascular Health Organizations. Paper
presented at the Health National Conference on Health Communication, Marketing and Media,
Atlanta, GA.
• Flowers, A. (2006, November). Identifying susceptibility through pragmatic identifiers of at -risk
youth. Paper presented at the American Public Health Association poster presentation for
Issues in Treating Substance Abuse Session, Philadelphia, PA.
Flowers, A. (2005). More than Two Sides to This Coin: The Risk and Protective Factor Dichotomy.
Paper presented at the Conference on Community Health Assessment, sponsored by CDC
Assessment Initiative and the National Association for Public Health Statistics and Information
Systems (NAPHSIS) Leadership Institute, Seattle, WA.
Flowers, A. (2002). Measurement and Benchmarking: Linking Organizational Culture to Business
Strategy. Paper presented at the Society for Human Resources Management (SHRM) Global
Diversity Conference, Chicago, IL.
• Flowers, A. (2001). The Role of the Library in the New Millennium. Paper presented to the
California Association of Library Trustees, Santa Clara, CA.
• Flowers, A. (1998, October). Harvesting the Net: Data Collection on the Internet. Paper
presented at the Society for Applied Sociology, Denver, CO.
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LESLIE OGILVIE, MPA
Senior Research Associate
EDUCATION
University of North Carolina, Wilmington NC
Masters of Public Administration, Sum Cum Laude
Phi Kappa Phi Honor Society, Jan 2017
University of North Carolina, Wilmington NC
BA in Political Science, Cum Laude, 2007
SELECTED PROJECTS
Assistant to the Executive Director, Cape Fear Public Utility Authority, Customer Satisfaction Survey,
Development Community Satisfaction Survey & Vendor/Contractor Satisfaction Survey
Conducted large scale surveys of Cape Fear Public Utility Authority's customer base, development
community and third party vendor/contractors, which helped the Authority Board establish goals and
priorities, determine whether any policies, practices and procedures needed to be revised or changed;
assess customer and business perception of the Authority; evaluate the Authority's performance in
providing services to external customers; and provided a benchmark in order to evaluate changes in
perception in future years. The mailed customer survey resulted in a 20% return rate.
Graduate Program Research, United Way of the Cape Fear Area, Marketing & Communication Study
Assessment and evaluation of United Way's Community Impact initiative from a marketing and
communications perspective. Conducted online survey using Survey Monkey of donors and the New
Hanover County School system who conducts a large scale employer campaign for the United Way each
year. Conducted focus groups of young professionals and current donors. The study provided
information to United Way of the Cape Fear area to better focus their marketing and communications
strategies over the next fiscal year.
Graduate Program Research, Cape Fear Community Land Trust, Strategic Plan
Conducted strategic planning session with the Board to Cape Fear Community Land Trust, including
Vision and Mission Statement analysis, SWOT analysis, and identification of strategic issues facing the
Trust.
EXPERIENCE
Jan 2015 —April 2017 Assistant to the Executive Director
Cape Fear Public Utility Authority, Wilmington, NC
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BRIAN BRINEGAR
Field Services Manager
EDUCATION
1996
1994
College
2009
Interviewing Techniques
POSITIONS
2013-
2004-2012
013-
2004-2012
Decisions, Portland, ME
2002-2004
CA
1999-2002
1997-1999
SELECT EXPERIENCE
B.A., American Studies / History, California State University
A.A., Communications/ Broadcast Journalism, Pasadena City
RIVA Certificate in Focus Group Moderation and Qualitative
Director Field Services, Analytic Insight, Auburn, ME
Field Services Manager/ Focus Group Moderator, Market
Operator/ Franchisee, Zam'z Carpet Cleaning, Santa Barbara,
Manager, Champagne Bistro, Santa Barbara, CA
Regional Sales Manager, Phone Ware, San Diego, CA
Focus Group Moderator, PATH Study. Mr. Brinegar moderated youth focus groups on teen smoking.
He contributed to the development of the moderator's guide and conducted a series of four focus
groups.
Focus Group Moderator, Georgia State University (2008). Mr. Brinegar conducted a series of focus
groups to gauge interest in post -secondary opportunities for Georgia High School Seniors. In addition to
focus group moderation, he designed and developed focus group activities that would engage youth
and most effectively elicit responses from the young adults who participated. Mr. Brinegar was also
responsible for reporting to GSU and providing recommendations.
Focus Group Moderator, Maine Credit Union League (2006, 2008). Mr. Brinegar conducted a series of
focus groups to learn about attitudes towards financial institutions among youth who are members of
the Generation Y (Gen Y) demographic group. Mr. Brinegar developed focus group activities to engage
youthful participants. In addition to these activities, the research included ad testing and ultimately led
to and directly informed the client's television ad campaign.
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JANE SCHULTHEISS
Graphics Design
EDUCATION
1984 BFA (hon) Graphic Design/Photography, Maine College of Art
1979 BA Art Education, Arizona State University
POSITIONS
2014 - present Research Associate, Analytic Insight, Lewiston, ME
2012 - present Art Director, Designer and Owner of JaneMaine Design, Portland, ME
2011-2013 Customer Service, L.L. Bean, Portland, ME
2003-2011 Art Director, Highliner Events, Portland, ME
SELECT EXPERIENCE
Population Assessment of Tobacco and Health (PATH) Study. Ms. Schultheiss recruits participants for
focus groups on youth perceptions of social media messaging related to tobacco and tobacco products.
She also serves as note -taker during the focus groups.
State of Wisconsin Aging and Disability Resource Center. Conducted interviews, managed focus group
logistics. Designed graphics and materials for report.
Owner, JaneMaine Designs. Responsible for all creative development and production of projects.
Generate increased awareness of brands,events, and businesses through practical logo designsfortrade
and consumer companies as well as design of brochures,advertisements, postcards, newsletters, and
Web sites.
Owner, Schultheiss Graphics. Communications director, graphic artist, illustrator. Gained regional
industry recognition with two Broderson Awards for newspaper advertisements and television ad
illustrations. Illustration entry winner for Maine Organic Farmers & Gardeners Association poster, 1995.
Awarded poster design for the Maine Dental Association.
Team Leader, L.L. Bean. Full time layout and computer artist for the Creative Department. Team leader
for 6+ layout artists, responsible for quality of catalog spreads as well as training new employees.
1 28
SANTA CLARITA
CITY PLANNING GRANT
TO PREVENT AND COMBAT HOMELESSNESS
PART 11- COST PROPOSAL
February 12, 2018
Presented to:
City of Santa Clarita
City Manager's Office
,N ANA LYTICINSIGHT
Presented by:
Amy Flowers, President
Analytic Insight
60 Pine St. Suite 3
Lewiston, ME 04240
(207) 221-3123
Proposal to Conduct City Planning Chant: 1 o Prevent and Combat Homelessness
CMC) -17-18-42 re�:ld
Amy Flowers, President
Analytic Insight
60 Pine St., Suite3
Lewiston, ME 04240
207-221-3123
Final Report $ 1,004.00
Presentation Development $ 394.10
Presentation $ 3,127.00
TOTAL $ 48,750.00
1. Labor rates are as follows:
•e -
Project Manager $107.90
Senior Research Associate $57.35
Administrative Assistance $28.40
2. Supplies and Equipment
$2,000.00 is budgeted for facility rental fees and refreshments for the Strategic Planning
Sessions. No regular supplies or equipment charges are included (e.g. paper, telephone costs).
All supplies are included in our hourly rates.
3. Subcontractor Costs
No subcontractors will be used in this project.
4. Travel costs
Travel is included for the initial kick-off meeting, the Strategic Planning Sessions and the final
presentation. Dr. Flowers and Ms. Ogilvie will attend each of these three events. Travel is
•
Kick Off Meeting (KO)
$
3,127.00
Research Plan
$
445.20
Stakeholder Interview Guide
$
890.40
Stakeholder Interviews (Up to 100)
$
5,429.10
Stakeholder Interview Analysis
$
5,020.00
Mid -Progress Report
$
445.20
Strategic Planning Logistics
$
3,242.60
Strategic Planning Sessions
$
6,174.00
Secondary Data Analysis
$
2,458.00
Network Analysis
$
5,233.60
Qualitative Analysis
$
3,861.60
Charts & Visualizations
$
1,594.80
Draft Report
$
6,303.40
Final Report $ 1,004.00
Presentation Development $ 394.10
Presentation $ 3,127.00
TOTAL $ 48,750.00
1. Labor rates are as follows:
•e -
Project Manager $107.90
Senior Research Associate $57.35
Administrative Assistance $28.40
2. Supplies and Equipment
$2,000.00 is budgeted for facility rental fees and refreshments for the Strategic Planning
Sessions. No regular supplies or equipment charges are included (e.g. paper, telephone costs).
All supplies are included in our hourly rates.
3. Subcontractor Costs
No subcontractors will be used in this project.
4. Travel costs
Travel is included for the initial kick-off meeting, the Strategic Planning Sessions and the final
presentation. Dr. Flowers and Ms. Ogilvie will attend each of these three events. Travel is
Proposal to Conduct City Planning Grant: To Prevent and Combat Homelessness
CMO -17-18-42 rebid
estimated as follows, though costs are fixed and any variation in actual costs will not impact the
project costs.
As shown below, two people (Dr. Flowers and Ms. Ogilvie) will travel to Santa Clarita for the
Kick Off Meeting (3 days includes the day before the meeting (to ensure on-time arrival) and
the day after the meeting (to accommodate a late -day meeting). The table below shows the
number of people and the number of days associated with each trip to Santa Clarita.
People 2 2 2
Days 3 5 2
Our travel costs are estimated below. The project is billed as a fixed-price and the cost of the
project will not vary if actual travel costs vary from the estimated amounts.
Travel Costs
$1,100.00
Air Fare
$550.00
Hotel
$175.00
Rental Car
$50.00
Parking
$12.00
Meals
$60.00
Ground transport to airport
$60.00
The following table shows the detailed costs for each trip.
Air Fare
$1,100.00
$1,100.00
$ 1,100.00
Hotel
$700.00
$1,400.00
$700.00
Rental Car
$150.00
$250.00
$150.00
Parking
$36.00
$60.00
$36.00
Meals
$360.00
$600.00
$360.00
Ground transport to and
$120.00
$120.00
$120.00
from airport
Total
$2,466.00
$3,530.00
$ 2,466.00
A ANALYTIC INSIGHT 2