2. 2
Facility &
Housing Stock
Development
Taking on diverse roles with creativity and vision
Providing leadership that motivates and creates investment
Earning a reputation as a hard worker who “makes things happen”
One of the most influential leaders in the 43-year history of a strong non-profit organization
Contributions founded on an unprecedented level of energy, consistency and commitment
I developed 70% of facility and housing stock for Building Opportunities for Self-Sufficiency (BOSS), with principal responsibility to carry
construction projects from inception to completion while addressing multiple layers of unfavorable conditions. Capital development
functions, including $17M fundraised for programs, were performed during simultaneous other full-time BOSS management responsibilities:
Stakeholder development – with BOSS executives,
obtained buy-in at jurisdictional political & departmental
levels; developed collaborative partnerships and
community acceptance
Fundraising – grant writing to government sources, some
private sources; funder relations, contract compliance
Design & predevelopment – with architect, planned for
substantial renovation and new construction to
construct new and update existing facilities for high-
intensity use; completed City planning/building dept
reviews
Construction administration – ensured that BOSS’
interests were represented to contractors
Operational management – maintained ongoing
programs services with internal relocation of existing
uses during construction
3. 3
Ursula Sherman Village, with:
Vacant lot before Sankofa House (top left; prior page)
Warehouse before Harrison House Families (center)
Completed renovation of Harrison House Adults (right)
Completed women’s dormitory (bottom)
Completed Sankofa House (next page, bottom right)
Activities included fundraising, gaining community acceptance, obtaining Use Permit, Environmental
Impact Review, Sankofa House new construction, ongoing smaller renovation projects for life-safety.
Despite all calls to abandon the project, I remained committed through the obstacles:
• $400,000 in environmental testing and remediation costs
• Very challenging City of Berkeley bureaucracy, funding and political environments
• Jurisdictional regulatory conflict between City, State, and Federal parties
• State budget freeze
• Funding losses of $1.5M in Federal & State awards outside of our control
• $750,000 in additional renovation funding needed due to increases in project scope and
costs, resulting in submission of 2 additional funding proposals within 10 days
• $97,000 lobbied as a City bridge loan for pre-development funding
• $2 million renovation conducted amidst construction in a facility that continued to house up
to 100 people in a 24-hour program. Logistics included 4 construction phases, on-site
relocation of shelter beds, diversion of bathrooms, daily off-site relocation of kitchen, laundry
and day/evening program activities
Its unqualified success allows for completion of Ubuntu Center,
a shovel-ready project for residential treatment diversion from
hospitalization, with additional Village amenities and services.
Harrison House is the original program
from which BOSS builds its flagship Ursula
Sherman Village campus in West
Berkeley.
With emergency shelter beds for 50
adults and 18 families, it is California’s first
shelter program. It had operated
without significant renovation after 37
years of intensive use.
See pictures above.
The most recent phase of renovation
(’13) was the latest in an series of efforts
to achieve the Village master plan (’03),
Development example:
Harrison House
4. 4
Project Beds Type Completed Total $
Harrison House Adult Program 50 Multi-needs Emergency 2013 $2.2M
Harrison House Families Program 26 Family Transitional 2008 $550,000
McKinley Family Transitional House 26 Family Transitional 2005 $500,000
Oakland Homeless Project 30 Mental Health Emergency 2005; 1991 $1.5M
Sankofa House 27 Family Transitional 2004 $1.7M
Ursula Sherman Village - Predevelopment 2003-present $350,000
Youth House 12 Youth minors Transitional 1999 $1.4M
Rosa Parks House 23 Co-occurring Transitional 1999 $1.5M
South County Sober Housing 18 Co-occurring Transitional 1998 $1M
Hale Lau’lima Family House 12 Family HIV Transitional 1996 $775,000
Peter Babcock House 5 HIV Permanent 1996 $800,000
Development
Rosa Parks House (top left)
McKinley House (left center)
Turning Point/Youth House (bottom left)
Harrison House (bottom center)
Sankofa House (bottom right)
5. 5
Program Start Role Development Outcome
Multi-Agency Service Center 2013 Manager
Achieved rapid turnaround of a long-neglected drop-in center through an inquiry process with staff &
consumers, evaluation of deliverables, team motivation, and infusion of convergent energy and resources
Ursula Sherman Village 2003
Developer
Coordinator
Ongoing development of 3 parcels and 5 programs to become a regionally significant, comprehensive
interim housing with adult day/evening program and child afterschool services for up to 132 people
Oakland Homeless Project 2001 Coordinator
Turnaround of poorly-managed program, facility in disrepair, resulting in creation of intensive psychosocial
services and activities as BOSS’ first Wellness & Empowerment-based program, and subsequent renovation
Youth Shelter 1999
BOSS rep
fundraiser
Partnered with Xanthos to secure US Dept of HHS funds – BOSS operated start-up of what is now Alameda
Family Services’ Dream Catchers, the only shelter for runaway minors in Alameda County
First Place for Youth 1998 Board member
As representative for BOSS as fiscal sponsor, founded and oversaw the creation and development of the
California’s premiere nonprofit serving emancipated foster youth
Homeless Youth Collaborative 1996 BOSS rep
Led development of Alameda County’s first collaborative effort with 5 nonprofits to provide housing and
services for runaway homeless minors and homeless young adults
Rosa Parks House and South
County Homeless Project
1996 Developer
Supported design of programs to provide the County’s core continuum from shelter to permanent housing
for homeless adults with co-occurring conditions
Youth House 1996 Developer
Supported design of Alameda County’s first transitional housing for homeless runaway children, now Fred
Finch Youth Center’s Turning Point for transition-age youth
Hale Lau’lima Family House 1996 Coordinator
Operated the first transitional housing in Alameda County for families living with AIDS, now operated by
Options Recovery Services
Collaborating Agencies
Responding to Disaster/CARD
1994 BOSS rep/Board
With 2 countywide membership nonprofits, founded, fundraised, designed, implemented a 300-member
nonprofit coalition for disaster systems with Red Cross and local/state Offices of Emergency Services
Northern CA Disaster
Preparedness Network
1991
BOSS
representative
Acted as 9-county Bay Area nonprofit representative on regional Board to set priorities for allocation of
funds derived from Loma Prieta Earthquake fundraising to achieve regional disaster preparedness
Oakland Homeless Project 1991 Coordinator
Relocation to new homeless shelter facility for 30 mentally ill adults and programmatic redesign resulting in
improvements for managed care integration of program with County Behavioral Health Services
The Multi-Agency Service Center (MASC) is a daytime drop-in center in downtown Berkeley for chronically
homeless people. It provides showers, laundry, snacks, phone, a place to be inside and socialize, case
management, locker-to-housing program, ongoing payee services. 100 people dropped in each day.
For years it had not met goals to provide street outreach to bring
people in, increase people’s incomes, or assist people to secure
housing. 75% of lockers were empty. Staff typically stationed
themselves in offices without interacting with consumers, who mostly
sat silently in forlorn conditions.
Design &
Program
Development
I am a ‘rain-maker’ for growth and change since 1991 for program development of some of the Bay Area’s distinctive programs,
with dedication to high standards on deliverables, a systems approach, and which has motivated many others to join in the work.
6. 6
Vision. MASC was re-branded as “a safe place to come as you are, get resources,
create the change you want”. Everyone witnessed change, which cultivated
appreciation for the new energy. People felt invited to own and participate in it.
Infusion. Volunteer service groups were invited in. They cleared out old, created new
spaces. Ongoing volunteers were recruited to provide staff support and lead in
activities.
Services. Street outreach brought people inside. Lockers were filling. Food arrived
from quality donors. Clinics started for Housing, Benefits, Job, Legal, Health. Support
groups began for health, emotional wellbeing, men, recovery, talent show,
community meeting, therapeutic art, yoga. Weekly van tours helped folks who
sought housing. Landlord cultivation and aggressive savings programs were
pending.
Team action. Staff were trained so that each morning one member was assigned to
“make contact” with each participant to ask open-ended questions. The goal was
that the person’s needs would be identified, recorded, followed-up upon.
“Daniel did wonderful work that helped so many pull
their lives together. That culture of caring is woven
into the fabric and will carry on indefinitely. He put
great energy into making programs work even in
light of diminishing resources. Thank you Daniel for
all you have done for BOSS and to help so many.”
Dan Scarola, BOSS Board vice president
“BOSS is indebted to Daniel for his tenure of outstanding service, with dedication to high
standards and a systems orientation that has resulted in rich programming, and which
has led to the development of some of our most creative housing and shelter programs.
He has had an excellent rapport with the many constituents in our community.”
Donald Frazier, BOSS executive director
In my 11-weeks of leadership at the MASC I sought for the program to achieve a turnaround experience. My process
centered on listening to each person who approached me and setting the direction based on the deluge of information
that I received. People voiced their concerns and hopes. I purposefully infused folks with a synthesis of their ideas and my
enthusiastic investment in the change process. Tangible accomplishments improved staff morale and community
expectations, and introduced a clear engagement strategy for the program to meet its service outcomes:
“You did amazing work that touched many lives.
Your enthusiasm and passion were contagious. Thank
you for all of your tireless effort and dedication.”
Crystal Cohagan, BOSS clinical case manager
With Babette Jee & boona cheema, architect and
former BOSS executive director, respectively, as we
present the Village master plan to the BOSS Board.
"Daniel approaches his goals and endeavors not only
with dedication, but a unique vigor and enthusiasm."
Peter Gumprecht, former consumer
7. 7
I possess a balance of personal qualities and professional skills that
motivate and empower the diversity of people I work with,
creating outcome driven teams
I create communities, teams, and systems
that respect the personal resources and
potential for cooperation that folks offer
from all backgrounds, developmental
stages, and skill levels. Stakeholders
experience these special qualities of
community and give back to contribute.
I hear people, synthesize ideas, present a
way forward. I deliver environments
worthy of personal commitment through
teambuilding, community organizing,
developing rich programs, modeling.
I was primary architect to formulate and
apply a services methodology called
“Wellness & Empowerment”.
Leadership &
Methodology
Above: Raised private donations for a playground. After an arduous City of Berkeley process to conform to
public playground standards, 80 Rotary Club and UC Berkeley volunteers installed it.
Left: At Harrison House (prior to renovation) with a consumer during a
celebration as he received high honors for his leadership.
Next page: With some of my staff on a celebratory staff picnic;
reading with kids in the Children’s Learning Center.
Wellness & Empowerment is a
structured and participatory
approach to engage people at
transformative levels, provide
safe environments and
relationships, and offer tools to
examine root causes of
behaviors, conditions and
choices to pursue a wellness-
centered path grounded in
strengths and resiliency.
8. 8
Community. Strong communities identify,
value and use the capabilities of each
consumer’s strengths and interests to
retain participation, observe and
communicate, provide structure and
predictability, and empower participation
and governance.
Wellness & Empowerment framework.
Theory is applied in very fast-paced
environments. Four core principles –
community, partnership, accountability,
alliance – are integrated into the fabric of
program, community and aftercare. Such
richness gives credit to people’s abilities
and it raises standards. Rather than
settling for less, we model ‘dignity of risk’.
Organizational Leadership. I bring
innovative thinking to expand the reach of
services and within existing funding
sources, coordinating internal resources for
a systems approach and building an
external stakeholder base.
Staff functional roles & teamwork.
Lateral leadership encourages
each team member to be expert
according to role function,
improve buy-in for systems
utilization, promote diversity.
Staff development. Consumers
are chosen for staff positions with
progressive on-the-job training.
New hires come from consumers
who advance from roles and into
leadership to utilize their motivation and
capacities for empowerment.
Participant roles. Each consumer is
invested and responsible for contributing
to community’s wellbeing. Peer training
and role descriptions are provided.
Personal modeling. Serving our agreed
processes requires that I make it happen
with my own example, combining a desire
to forge consensus with a passion for my
own vision and perspective.
Program standards. Consumers consent
to and memorialize flexible agreements
for behavior standards and community
expectations to support newcomers,
partner with staff, maintain safety,
educate and train about community
membership and responsibilities.
Program tools. Centralized electronic
toolbox and paper kiosk provide access
to templates for newcomers integration,
tools for accountability and 2-way
communication, community organization
systems, goal-setting and program
curricula to help consumers make
informed choices.
Adult learning. Comprehensive
programming offers internally-developed
and evidence-based educational classes,
action labs, clinics, peer-led support
groups, creative and daily living activities,
community process meetings to support
consumers until they are engaged in
formal supports and self-managed
activities.
Children’s Learning. Children are
introduced to academic and
developmental-focused activities to
screen, refer to specialists, collaborate
with parents, promote family bonding,
invest in schools, tutor and mentor, focus
on emotional healing, overcome
behavioral challenges, develop prosocial
skills, provide cultural and group process
activities.
9. 9
I am a community organizer above all other roles. I initiate relationships and inspire participation. With dedication to the benefits
of sustained collaboration, I have since 1991 brought fresh visioning, donations, new players and ideas into action
Increasing
Stakeholder
Investment
Consumer stakeholders. The active participation of all
consumers gives the program warmth, safety and predictability.
Everyone has a place and is given space to be themselves – this
helps people to develop personal qualities and step into
something larger than themselves.
Community Organizing. I mentored consumers to organize the
Community Organizing Team. COT is active in each program,
and in centralized planning, training, action to meet the mission,
“…to fight against the root causes of homelessness”. We have
marched in SF, Oakland, Berkeley and Sacramento, and we are
seen in Council and Supervisors’ chambers making sure that our
voices are heard. I also frequent classrooms as guest speaker.
In-kind goods partnerships. Longstanding relationships for
procurement of essential goods such as with: Bayer, Cal Dining,
Feeding Forward, Peets Coffee, Spoon Rocket.
Service partnerships. Deep partnerships have been nurtured to
fruition, such as with: Samuel Merritt Nursing School; UC Berkeley;
UCSF; UC Santa Cruz; Berkeley Public Health; Health Care for the
Homeless; Berkeley Reads; Wells Fargo. Education/testing
partners such as: Berkeley Free Clinic and AIDS Health Care
Foundation. Individuals & nonprofits providing specific services to
address homeless, health, addiction, therapeutic treatment,
legal, etc – these include start-up of new initiatives such as with
Courageous Women, Play With Nature, UC Berkeley Public
Health, and include being involved with organizations such as
Luna Dance, Habitot, Berkeley Rotary Club/Rotoract on projects
of significant magnitude.
County networks. An active and regular participant in human
services networks since 1989. Initiated several collaboratives,
most recently to re-start a City-led effort, Safe And Welcoming, a
partnership among several Berkeley nonprofits, Downtown
Berkeley Association, Berkeley Mental Health, Berkeley Police,
City Manager, and MASC to focus on street behaviors to find
community solutions.
Fundraising & donor relations. Very assertive to seek out and
obtain diverse funding, especially to start special projects that
Volunteers & service groups. Recruited, trained and retained
volunteers/interns to provide essential service as front desk
reception and Children’s Learning Center program aides, and to
facilitate enrichment activities such as art, yoga, exercise, 1-on-1
tutoring, writing, GED.
Facility projects. Led the recruitment and workdays for hundreds
of volunteers to organize clutter, paint murals, build playgrounds,
raise garden beds, clear trash, engineer/construct furniture, etc.
Local schools & faith institutions. More than 15 local schools and
10 faith institutions have continued their ongoing and regular
involvement in partner activities, both at their schools and at
program sites, to provide education to their children and to help
out our folks, such as: holiday gift drives, on-site family events for
our families, homeless shelter ‘tours’, access to their facilities,
scholarships, donation drives, garden projects, monthly birthday
celebrations, concerts.
10. 10
High school cycling. In high school, I sought to initiate a NYC-wide road bicycle racing
league as part of the school system’s athletic department – I was a decade ahead of my
time. As a lifelong cyclist, my dozens of weeklong to 1-month solo bike journeys have shaped
my resiliency and ability to remain focused. Distance running is a daily mainstay for my
conditioning and to suit-up for the day. My dog Lala insists that I run.
College radio. In high school I was selected as one of 3 students to I began learning to hold
center stage as a volunteer DJ for 5 years. Though not elected General Manager, I went on
create a new management position, DJ Training
Coordinator, and was instrumental in leading the
training of 50+ new DJ’s per year, my first effort in
volunteer coordination.
Lifelong care for my father. My father, a holocaust
survivor, suffered with a most severe mental illness. I
was my father’s sole caretaker until his death in 2008.
Sensitivity to disabling conditions is also shaped by
the suicide of my stepson who lived with bi-polar
symptoms. Both lives have been sources of insight
about the far-reaching effects of trauma.
Personal recovery. I have been in recovery since
2006. The experience of accepting treatment,
experiencing therapeutic tools, and experimenting
through harm reduction efforts has shaped how I
approach people in similar stages of contemplation.
Personal injury. A physical assault and an major
accident have inflicted damage to my face and
spine. Overcoming these conditions has taught
some patience and grace.
Becoming a father. The decision to have my children
Dara and Damir at age 51 comes with a willingness
to follow new opportunities. It has opened the door
for me to re-imagine my home and work lives.
Personal
Qualities
2707 Chanslor Avenue,
Richmond, CA 94703
510.990.2686
Danielrichardbarth@gmail.com
I am a native New Yorker, in the San Francisco East Bay since 1986,
and a 1st generation American.
