1. Agency Overview
441 Drake Avenue
Marin City, CA
www.marincitycdc.org
Makini Hassan
Executive Director
Building Sustainable Neighborhoods Through Community
Economic Development
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2. Agency Overview
 The Marin City Community Development Corporation was
organized in 1979 to facilitate community economic development
where low income residents can live, work, and prosper.
 The Marin City CDC has always viewed its mission as
comprehensive – working to improve the social, economic, and
physical quality of life for the community and its residents. The
physical redevelopment that has occurred in Marin City, the
increase in homeownership among residents, the increase in
employment, cultural promotion, and on-going community
advocacy are directly linked to the efforts of the CDC over its 33
year history.
In the last 6 years the agency’s:
 Budget has grown from $450,000 to $2,000,000;
 Staff from 3 to 15 regular employees, and an average of additional
25 employed through social enterprises;
 Real estate and other assets worth over $5,000,000.
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3. MCCDC Mission:
Building Sustainable
Neighborhoods Through
Community Economic
Development
As a Workforce Intermediary,
we support the Agency Mission by providing
a quality service model that focuses on creating a
beneficial impact on our residents, businesses,
and stakeholders.
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4. ➤ Average Annual Agency Budget: $2 – 2.5
million
➤ 65% of revenue from earned income
programs and ventures
➤ 35% of revenue from grants and other
fundraising
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5.  High Underemployment & High Poverty Rates
 Marin City
◦ Population 2,666
◦ 33.1% Below Federal Poverty Level
 MCCDC Serves
◦ 62% African Americans
◦ 23% Non-Hispanic White
◦ 5% Hispanic
◦ 10% Other
Age Distribution
a. Youth (0-21 years) – 32%
b. Adult (22-65 years) – 63%
c. Seniors (65-above years) – 5%
% of population below median
a. Less than $14,999 – 79%
b. $15,000 - $34,999 – 13%
c. $35,000 - $49,999 – 8%
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6. Data collected and verified by Graterol Consulting through the Marin
Community Foundation’s Thriving Families Network (TFN) project, for
PY 2012-13: July 1st, 2012 to date, May 20th, 2013 6

7.  Thriving Families Network (TFN) is a
dynamic alliance of agencies working
to strengthen individuals, their
families, and communities through
comprehensive services and active
collaboration:
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 MCCDC contributes to TFN by:
◦ Helping individuals and their families attain self-sufficiency
◦ Workforce Development
◦ Asset Building Services
◦ Providing long-term case management support
◦ Fatherhood Alliance Member

8. 8

9.  Hire Smart Staffing Solutions
◦ Staffing and business
services to support
transitional hiring needs
of businesses and job
seekers
 Workforce Intermediary
Services
◦ Partnerships that provide
energy and light
construction projects for
low income residents,
provided by partner
contractors and agency
trainees.
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10.  Multi-Family Program Partnership with MCE
◦ Funding through California Public Utility Commission
◦ Weatherization & Direct Install Training
 Direct Install & Outreach Teams
◦ Save Energy with Compact Fluorescent Lightbulbs
◦ Save Water with High Performance Aerators &
Showerheads
◦ Tenant Education & Outreach
◦ Conduct Outreach to MultiFamily Property Owners
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11.  Direct Install & Outreach Team
◦ 12 Trained
 4 Multi-Family EE Program
 8 HireSmart or Social Enterprises
 Tenant Outreach
◦ 200+ Spoke w/Tenants Directly
◦ 500 Received Collateral
 Multi-Family Property Outreach
◦ 64 Properties Contacted
◦ 12 Properties in Program
 1,000 Units
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12.  Project Impact
◦ 1.7-kW System Installed
◦ $15,880-Electricity Savings
over Lifetime of System
 Economic Impact
◦ 10-Marin City Residents Trained
◦ 160-Hours Paid Training
 Environmental Impact
◦ 50-Tons of GHG Reduced
◦ 1,171-Equivalent to Planting Trees
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13. Major accomplishments:
 MCCDC developed an innovative industry led model that has changed service delivery regionally.
 In March 2013, MCCDC became a NISH affiliate, and we are in the process of securing Federal set aside
contracts to employ people with disabilities.
 MCCDC has become the largest provider of vocational services to DOR in Marin County in a short period
of time, and has simultaneously expanded our catchment area to cover the entire county.
Overview:
 MCCDC became a vendor for the State of California Department of
Rehabilitation (DOR) in March of 2011.
 The service was created because Marin City Residents self-report a high
level of disabilities in our own intake demographic data.
 In the current program year, MCCDC’s Rehabilitation Services team has
placed 36 individuals in employment, 20 have retained employment.
 5 additional are reaching 90 day retention May; 4 eligible in June.
 If the 4 eligible reach retention in June, 81% of those placed will be
retained in employment (the national average for the population is 50%).
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14. Attend
Orientation
X
Financial
coaching
Follow-Up
Assessment
L/T
coaching,
work toward
goals,
complete
action steps
Engage Coaching & Counseling Support Toward Goals Graduate
Additional
Follow-Up
Assessments
(for multiple
years…)
X
L/T
coaching,
work toward
goals,
complete
action steps
XX x xxx x xxx
Efforts
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15.  Since 2009 MCCDC has enrolled over 300
Youth to Summer Employment Program
◦ 2009 – 22 Youth Enrolled
◦ 2010 – 65 Youth Enrolled
◦ 2011 – 65 Youth Enrolled
◦ 2012 – 70 Youth Enrolled
◦ 2013 – 85 Youth Enrolled
 Internship Host Sites
◦ Over 75 Employers have hosted MCCDC Summer
Youth Interns since 2009
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16.  Job Readiness Training
 Internship Sites
◦ Marin TV
◦ Intel Clubhouse
◦ Marin Municipal Water
District
◦ Marin County Public
Defenders Office
◦ Studio 32Ten
◦ Marin Interfaith Council
◦ Madera Pet Hospital
◦ Parker’s Automotive
◦ Marin Housing Authority
◦ County of Marin
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17.  Partnership with Marin Municipal Water District
 Water Conservation Measures
◦ Ridgeway Apartments
◦ Village Oduduwa
◦ Ponderosa Estates
 Potential Impacts
◦ 3-Youth Interns on Stipend
◦ 1-Crew Lead (Keith Green)
◦ 200-300-Units
◦ Tenant Outreach & Education
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18.  Collaboration with Tamalpais Adult School
◦ Academic Enhancement
◦ GED Prep
◦ Contextualized Basic Education Support
 Collaboration with College of Marin
◦ Construction 101
◦ Customer Service
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19.  In May 2010 the agency purchased the
Original Livermore Estate, Mansion &
Carriage House
 Venue to Expand Businesses and
Programs
◦ Workforce Intermediary Social Enterprise
◦ Workforce Preparation and Training
 Community partners share location to
ensure that the community has access to
additional resources
◦ Non-Profits with aligned services such as Adult
School, Community College, and
Entrepreneurship services
◦ Provision of affordable housing
◦ Utilize Carriage House and other property land
for the development of affordable housing units
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20. The vision for the carriage house remodel is to provide the
following:
1. 1st Floor: Develop state of the art workforce training
facilities for agency’s construction and energy skills
training.
2. 2nd floor; Sober living dorm for young men who have
families in nearby public housing; Support resident efforts
in attending adult school (at the agency’s main offices),
workforce training, and asset building services;
 b. Provide safe and structured living environment that
supports their progress towards sustainable employment
and asset development
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21.  Florence Williams, Chairperson
 Eleanor Bloch, Vice Chairperson
 Jessica Shavers, Esq, Secretary
 Brian Times, Treasurer
 Michael Tabb, Director
 Elizabeth Talley, MD, Director
 Noah Harris, Director
 Juanita Edwards, Director
 Betty Szudy
 Casey Mazzoni
 Bettie Hodges
 Joan Capurro
 Joan Lisetor
 Supervisor Kate Sears
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 Barbara Wilson
 Andrea Dougan
 Michael Dougan
 Jack Alloto
 Sharon Jackson
 Leslie Alden
 Linda Schanfein
• MLK Coalition
• Marin City Emergency Preparedness
• Marin City Community Services District
• Hannah Project
• Bridge the Gap
• Rocky Graham Park Advisory Committee
• Southern Marin Multi Disciplinary Team
• ISOJI
Marin City Community Connections

22. MCCDC Management Team
Makini Hassan, Executive Director
Drew Douglass, Director of Rehabilitation Services
Liz Darby, Director of Operations & Community Development
Meaghan Doran, Energy Efficiency Manager
Andrew Abou Jaoude, Programs Manager
Lorin Heller, Fiscal Manager
D’George Hines, Executive Assistant
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