The Greater Baltimore Urban League Orchard Street Church ... · The Greater Baltimore Urban League...

The Greater Baltimore Urban LeagueOrchard Street Church

Request: $100,000.00 Baltimore NationalTotal Match: $103,659.00 Baltimore City

The Greater Baltimore Urban League - Orchard Street Church -

PROJECT TITLE: Orchard Street Church

PROJECT SUMMARY:

MHAA Grant

Oculus window replacement (NorthEast facing)

Oculus window repair (Orchard Street facing)

Matching Funds

Enhanced tours and museum. Curated exhibit displays throughout OSC including brochures and an enhanced Orchard Street Church webpage on gbul.org website.

Enhanced youth programming. Curriculum for one-time events and sustained programs featuring the OSC architecture and community history together with GBUL history.

Other project Costs

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HVAC Repair HVAC (Bond Bill)

PROJECT DESCRIPTION:

Project Description

Last renovated in 1992 and without a building endowment, GBUL developed a master plan of urgently needed repairs: HVAC, window replacement, brick repointing, stairwell water damage repair, electrical upgrades, sanctuary ceiling repair, and bathrooms. Using bond bill and BNHA awards, we replaced the roof, received easement alteration approval, and completed ancillary projects. The proposed project replaces the NorthEast facing oculus window and repairs the Orchard Street facing oculus. A pending bond bill would underwrite the HVAC and additional grant requests, coupled with fundraising conducted by a building committee, would complete the master plan and establish an endowment for annual maintenance.

Will any aspects of the project cause ground disturbance (utility lines, footings, underpinnings, grading, signage installation, etc.)?

This project will not cause any ground disturbance.

Do any aspects of the project have potential to disturb lead paint, asbestos, oil tanks, or other hazardous materials?

This project will not disturb lead paint, asbestos, oil tanks, or other hazardous materials.

How will completing the project accomplish the goals and objectives your organization?

GBUL?s interest in the preservation of this church is long-standing as the abolitionist and other community-minded workings of the Church are reflective of the century-long legacy of the GBUL in promoting equality. Preserving the Church and its legacy brings the full history of the role of African-Americans in their own uplift for all to witness. GBUL, by planning for and providing services in this building with such a celebrated history of lifting as we climb, draws upon this history to inspire our work and spark the aspirations of those we serve.

A unique space within Baltimore, the Orchard Street Church is the Urban League headquarters and houses the state conference of the NAACP. Under one roof then are the three most important black

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institutions with the structure of the black church housing the Urban League and NAACP. The Urban League Movement is truly a movement behind the scenes with much of its work occurring far from the limelight. In the century since its founding, GBUL has mobilizing the community for important struggles including integration of the workplace and schools. The Urban League?s approach to community has always been to engage a broad spectrum of the black community ?lifting as we climb?, the volunteer auxiliaries engage college educated volunteers from Baltimore and beyond to empower communities and change lives.

How will completing this project accomplish the goals and objectives of your heritage area?

The Orchard Street Methodist Church has been listed on the National Register of Historic Places since November 12, 1975 (Inventory Number B-1401). It is building number 97 on Baltimore City?s Designated Landmark List (2012). The church is located within the boundary of the Baltimore National Heritage Area (http://explorebaltimore.org/explore/orchard-street-church). The historic importance of the OSC is reflected by its prominence within the 2013 BNHA Comprehensive Management Plan (CMP). Figure 2.1 c-Heritage and Cultural Resources ? North Baltimore (pg. 2-6) documents the OSC status on the National Register of Historic Places, as Baltimore City Landmark as well as its location in a national and city historic district. The church receives specific mention ?Orchard Street United Methodist Church ? the oldest standing building constructed by African-Americans in the city-the church may have been involved with the Underground Railroad efforts prior to the Civil War? (pg. 2-7). The OSC is included in the list of Heritage Resources in Appendix C as a point of interest, By Way Star Attraction ? Penn Ave Heritage, and reflective of two BNHA CMP goals: Monumental City and Freedom for All (pg. C-8).

DELIVERABLES:

What will be the results of this project? What tangible and intangible deliverables do you anticipate?

1 replaced oculus rose window (in conformance with MHT Easement Alteration), 1 repaired oculus window (all in conformance with MHT Easement Alteration)

Museum and marketing deliverables: 1 website, 52 social media posts, 500 brochures, museum interpretive displays

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Intangible: visitor ready building.

How will ongoing maintenance costs be paid for in future years (if applicable)?

Thirty years ago, the original fundraising effort that restored the Orchard Street Church failed to include a crucial element: the means to finance the continued maintenance of the building itself, leaving GBUL alone with the liability of future maintenance costs of the building. GBUL, like all small non-profits without a capital focus, had limited capacity to raise the funds needed to keep up with the costly repairs involved in maintaining a historic building. The poor building condition resulting from years of delayed maintenance precludes the very program and outreach delivery central to the mission of the Greater Baltimore Urban League. Our current fundraising plan directly addresses this past mistake with our building committee fundraising target including $1 million to establish an endowment fund to underwrite future maintenance costs (estimated at $50,000 per year in interest earnings available for maintenance).

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BUDGET:

Amount requested: $100,000.00

Other State Funds: $25,000.00

Cash Match: $75,059.00

In-Kind Match: $28,600.00

Other Project Costs: $1,096,341.00

Total Match: $103,659.00

Total Project Cost: $203,659.00

Budget Details:

List the source(s) of all non-state matching funds you are including in your proposed project costs. Please indicate if the funds and support are in-hand, committed, or not yet available.

FUNDED PROGRAM FUNDING SOURCE AWARD AMOUNT STATUS

2018 Small Capital Grants BNHA $14,400 $14,400 in hand

2018 Small Capital Grants Cash Match $10,000 $10,000 in hand

GBUL ? Social media, accounting, president GBUL $4,490 $4,469 in hand

GBUL Guild Fundraisers 16,110 2020 Fundraisers being planned

2020 Heritage Fund BNHA 10,000 Will apply 3/20/20

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2020 Baltimore City Historic Preservation BCF 10,000 Will apply 5/8/20

2020 Heritage Investments BNHA 10,000 Will apply 6/1/20

Describe any state funds that are already committed for this project.

Bond Bill (2016): $25,000 - roof replacement

Provide a brief explanation of each line item in your budget.

MHAA Project:

GBUL Staff - Social Media and Website Curator ($18.90/hour salary + benefits*(10 hours/month*12 months+30 hours for initial webpage development)

GBUL Staff - President and CEO ? Liaison with elected officials and government executives (.01 FTE)

GBUL Consulting Services - Accounting Services ? 5 hours*$100/hour

Front Façade Oculus Repair ? C & H Restoration - $67,100 (see bid for cost breakdown)

Clear Oculus Replacement ? Installation ? C & H Restoration - $17,140 (see bid for cost breakdown)

Clear Oculus Window ? Window Parts ? Forbes Design Center - $44,800 (see bid for cost breakdown)

Architectural Drawings for Permits ? Trace Architecture $4,550 (see bid for cost breakdown)

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Fundraising Activities - $10,000 ? 2020 Heritage Fund

Interpretive Exhibits - $10,000 ? 2020 Baltimore City Historic Preservation

Architectural and Historical Research - $10,000 ? 2020 Heritage Investment

Conditional Assessment - $3,000

Permits - $2,000

Accounting and Legal - $2,000

Other Project Costs to Complete the Master Plan

Permits - $15,150 ? DHCD 2020 ? will be applied for

Accounting and Legal - $15,150 ? DHCD 2020 ? will be applied for

HVAC Repair - $355,185 ? 2020 Bond Bill ? pending

Stairwell Wall Repair - $59,647 - DHCD 2020 ? will be applied for

Repointing - $113,849 - DHCD 2020 ? will be applied for

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Sanctuary Ceiling - $106,646 ? MHT 2022 ? will be applied for

Remaining Windows ? Repair or Replace - $375,388 ?2023 and beyond AA Heritage Preservation Program, Sacred Places, MHAA, MHT, France Merrick, Bond Bill ? will be applied for

Electrical Upgrades - $55,346 ? 2022 MHAA ? will be applied for

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URGENCY:

Is this project urgent?

We believe this project should receive priority funding because the Master Plan repairs to this critically important building are urgent and the approved easement change/alteration application makes the project shelf-ready. The photos document the degree of deterioration already for the major projects in the Master Plan and the two windows comprising the MHAA request specifically. The first photo is a video of water pouring in through gaps in the Orchard Street facing oculus to the window below. With an approved easement change/alteration application in hand funded through the 2019 BNHA Small Capital Grants, urgent repairs can be completed as soon as funding is secured rather than have to wait for the easement approval process for that individual project. Once completed, the master plan will result in the HVAC repair, window replacement, electrical upgrades, bathroom renovation, repointing brick, hallway water damage repair, sanctuary ceiling and wall repair. The project is shelf ready having completed the initial assessment for the master plan, secured a pro bono consultant through Whiting Turner already familiar with the master plan. The project is also urgent for the opportunity to leverage our status as a Preservation Maryland Six-to-Fix project for 2020.

IMPACT:

Describe how this project will address one or more of the Maryland Heritage Area's Program's three areas of focus.

The importance of the OSC to heritage tourism is documented in numerous mentions in the 2013 BNHA CMP (pages 2-6, 2-7 and C-8). More specifically, as the oldest (1837) African-American built structure in Baltimore that still stands, the church is an important destination for tourists from Maryland and beyond interested in Baltimore's Black History. The church is both centrally located in Seton Hill and in easy walking distance to other heritage area attractions (2013 BNHA CMP, pg. 2-6). Until the 2017 death of its founder, Renaissance Tours has introduced the church to over a thousand tourists each year in groups for tours and living history presentations (http://www.baltimoresun.com/entertainment/bs-ae-african-american-history-tours-baltimore-20130925-story.html). More recently, the Church has been added to other tours and GBUL volunteer Beverly Green created a library (Photo 3) . OSC is featured in Visit Baltimore (https://baltimore.org/ultimate-guide/african-american-heritage-baltimore). Baltimore Heritage added the OSC to its list of Behind the Scenes Tours and held its annual meeting and micro-grants competition at the Church on October 2, 2018. The American Institute of Architects selected the OSC to include in both days of their Doors Open guided tours October 2018 and 2019. Another volunteer and professional guide, David Miller leads guided tours. New volunteers (Louis Hughes, Talika Brown), recruited through the October 2nd Baltimore Heritage event, developed additional historical overviews and materials. The GBUL guild, involved in tours and re-enactments since the OSC GBUL

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headquarters opened in 1992, has resumed conducting its tours with guild volunteers starting in October 2019 during Doors Open.

Does your project support or highlight the diverse history and cultural traditions of Maryland? If so, please provide details.

The Orchard Street Church is the current headquarters of the Greater Baltimore Urban League, but its significance extends far beyond that. The Orchard Street Church is the oldest black Church in Baltimore that still stands and an essential part of our common history. Built in 1837, its most famous founder was Truman Pratt who purchased his own freedom and was active in the Church until his death at 102. The Church began as a community undertaking, built at night with brick laid by slaves and freedmen working side by side and women holding the lanterns. The Church was renowned for abolitionist action: abolitionists held meetings at the Church, ministers included the nationally renowned abolitionist William Watkins, and Harriet Tubman provided a map leading parishioner Samuel Green?s son to freedom in Canada. Always community focused, the Church hosted the Colored Sunday School Union of Baltimore and the first commencement of the Nurses Training School of Provident Hospital. Its list of highly respected congregants included a founder of Morgan State University, Samuel Green; the first black member of the Baltimore City Council, Harry S. Cummings; his suffragette mother Eliza Jane Cummings, the founder of the Aged Men and Women?s Home; and Harry T. Pratt, an elected member of the National League of Businessmen.

TIMELINE: Start Date: 7/20/2020

End Date: 6/30/2021

Key Steps and Timeline

Activity Start Completion

Project Activities Beginning Prior to MHAA Funding Period

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Initial conditions assessment. Initial HVAC adjustments completed. 9/2016 12/2016

Establish museum library with artifacts from OSC, GBUL, NAACP 9/2017 10/2018

Public tours conducted by GBUL Guild volunteers for Doors Open and Baltimore Heritage 10/2018 10/2018

Roof and Gutter Replacement 6/2018 6/2018

MHT Easement Alteration Application for OSC master plan; preparation and approval 1/2019 9/2019

Lighting and envelope energy efficiency upgrades (lighting, air sealing) 7/2019 9/2019

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Bathroom repair and upgrade, 2nd floor 7/2019 10/2019

Building Committee planning and establishment (Six to Fix project) 10/2019 9/2020

Project Activities Beginning During MHAA Funding Period

NE oculus window replacement 7/2020 12/2020

Orchard Street oculus window repair 7/2020 12/2020

HVAC (Pending 2020 Bond Bill) 8/2020 12/2020

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Curated exhibit displays throughout OSC including brochures and an enhanced OSC webpage on gbul.org website. 9/2020 6/2021

Youth Curriculum for one-time events and sustained programs (OSC architecture and history and GBUL history.) 9/2020 6/2021

Project Activities Beginning After MHAA Funding Period Concludes

Window replacement or repair; 104 windows, prioritized by condition. 9/2022 8/2029

Repair water damaged stairwell from basement to 3rd floor 11/2022 12/2022

Brick repointing of water damaged mortar 9/2023 11/2023

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Carpet and flooring replacement (outside scope of master plan) 2/2024 6/2024

Repair and upgrade basement, first floor, and third floor bathrooms. (Outside scope of master plan) 9/2024 6/2025

Electrical Upgrades. Rewiring 1992 electrical grid to allow increased electrical load. 11/2024 12/2024

Sanctuary Ceiling Repair to water damaged ceiling and walls 1/2025 3/2025

ACCESS & OUTREACH:

Describe the benefit of the completed project to the general public.

The completed project will create a visitor ready destination. The Orchard Street Church headquarters of the Urban League will serve both as a living museum and tour destination and a vibrant community center. The OSC guild volunteers will conduct tours and historic re-enactments and members of the public can linger to take a closer look at the items in the library and museum placards. In addition to the living museum displaying the past, the Urban League?through its programs, outreach, collaborations, and advocacy conducted or planned in the Orchard Street Church headquarters?will continue the legacy of the community-orientation of the original Orchard Street Church. Programs include its college and career readiness and community leadership program, the Saturday Leadership Program. Outreach activities include health fairs, Day of the Child, candidate forums, voter registration,

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job fairs, and expungement fairs. Community residents, including our immediate neighbors in the Orchards Mews community, can use the sanctuary at minimal cost for events such as baby showers and repasts. Advocacy includes educational equity committees and public testimony. Social research, the impetus for the founding of the Baltimore Urban League in 1924, includes the State of Black Baltimore book. The site embodies the three primary African-American institutions, the black church, Urban League, and NAACP (leasee).

What provisions exist or will be made for physical or programmatic access by individuals with disabilities?

Accessibility and Diversity. Through these repairs, the OSC features will be restored to their stately 1992 features and the OSC will have air conditioning and heating attracting and permitting still more heritage tourism. The OSC is open weekdays year round and by request in the evenings and weekends. The OSC is bus accessible and has free 2 hour street parking and all day parking on our small lot; ramp access to our outside door and elevator access within ensures access to all.

How will you ensure that the general public will learn about your property or project?

The cash match includes grant applications to underwrite two activities to ensure that the general public is aware of all that is offered within the walls of the Orchard Street Church and its living museum. The projects will underwrite a professional historian to develop the content for curated displays within the living museum; the marketing funds will underwrite production and printing of brochures. Our cash match includes GBUL staff time devoted towards creating regular social media posts and an updated webpage promoting the OSC living museum.

What is your organization's annual operating budget?

$1,228,819

How many staff members and volunteers does your organization have?

Staff: 3 full time, 3 part time; volunteers: 190 (includes GBUL auxiliaries Young Professionals and Guild, community volunteers, and corporate volunteers)

Does your organization have board and staff members from diverse backgrounds? If not, have you taken steps to increase your organization's diversity over time?

Yes:

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BOD: 36% black female, 50% black male, 14% white male;

Full-Time Staff: President (BF), Executive Assistant (BF), Project Coordinator (HF)

Part-Time Staff: Program Director (BM), Evaluator (South Asia), Evaluation Assistant (South Asia)

By definition and deliberate construction, the Urban League is a diverse organization in its staffing, administration, communities served, and volunteers.

What is the annual visitation at your site?

2185

What hours per day, days per week, and months per year will the project / property be open to the public?

M-F, 9-5 with tours scheduled upon request.

What amenities are or will be available to the public at the property?

The Orchard Street Church is open to the public. The church has four floors and 1-2 bathrooms on each floor that are open to the public. There is free parking for 8 cars in the Urban League lot across the street and free two hour parking on the street. When we have big events, we contact the city to suspend parking enforcement on the block opening spaces that can be used for longer than two hours. The sanctuary has two floors and includes wooden pews where visitors can sit in quiet reflection or read. Community members can rent the sanctuary for events such as baby showers and repasts or hold community meetings. The Urban League holds free programming here for our youth, including the Saturday Leadership Program and also workshops and consulting services for new and emerging entrepreneurs. The Urban League holds various public events including candidate forums, health talks and fairs, job fairs, and expungement events. The Orchard Street Church houses a living community center, maintaining the community spirit of the original church and will become visitor ready for visitors to the living museum. We envision both guided tours, re-enactments, and self-guided tours.

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PROJECT MANAGEMENT:

Describe your organization's administrative and financial experience and ability to manage the property and to manage a grant of this type.

GBUL?s experience managing a whole-building renovation began three decades ago. In 1972, one hundred and fifty years after its founding, the last congregation of the Orchard Street Church was no longer able to maintain such a large structure and left the church to join another congregation. Becoming vacant, the Church entered a perilous era, slated for demolition, severely damaged by a fire, and losing 27 priceless stained glass windows to theft. The surrounding community, Orchard Mews, faced the crime, trash, and vermin problems brought by vacancy. One by one, over the next seventeen years, stakeholders ? including the city and the state-- came together. But it was not until GBUL joined the effort, with its experience as a convener to bring in black businesses to join the city, state, and historic preservationists, that the $3.8 million was raised to open the doors again in 1992, this time as the headquarters of GBUL. A particularly important actor was the chairman of the board, Raymond Haysbert of Park Sausage and a preeminent black businessman in Baltimore and the namesake of GBUL?s entrepreneurship center. Our volunteer grantwriter, Estelle Young, is also an experienced grant administrator. Whiting Turner provides pro bono technical assistance. Added to this project is the professional experience and expertise of GBUL volunteer and tourguide David Miller, who comes with significant capital project management experience (see resume). Since 2016, we have successfully completed the roof repair, an easement alteration application, and energy efficiencies.

Identify any key individuals within the applicant organization who will be involved in the implementation of this project, in addition to the primary contact identified on the "Applicant" tab.

David Miller, GBUL Volunteer, GBUL Project Manager, Capital projects management

Estelle Young, GBUL Guild Member (volunteer), Program design and evaluation, grant development and administration, Grant Writer and Reporting

Kim Glover-Spencer. GBUL Guild President & Member GBUL BOD (volunteer), Management and coordination, Primary Contact and liaison to GBUL president and BOD

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Denise Harper, GBUL Guild Member (volunteer), Project planning and partner development, Museum planning

Briana Barajas. Program Coordinator, Social media and websites, Marketing

Identify any key individuals outside of the applicant organization who were consulted in the development of this grant application or who will be involved in this project (i.e. contractors, consultants or partners).

Mike Moraz, Project Manager, Whiting Turner, Project Manager

Jim Shetler, Architect, Trace Architects, Architectural Drawings

Charles Belfoure, Easement Consulting, Charles Belfoure, Easement Alteration Approval Updates

Nicholas Cairns, Owner, C&H Restoration and Renovation, LLC Windows Installation

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PROPERTY INFORMATION (Capital Grants Only):

Property Name: 512 Orchard Street

Property Owner: BALTIMORE URBAN LEAGUE INC. THE; 512 Orchard Street 21201

Relationship to Applicant: Same

Property Significance: Property Name

Orchard Street Church

The property is noted as the oldest standing Black built building in Baltimore City built by Blacks for Blacks. OSC is located in the historic area of Seton Hill, adjacent to the nationally recognized St. Mary's Spiritual Center. The original OSC structure dates back to 1837, with subsequent additions in 1853 and 1865 as the congregation grew. In 1882, the present standing Church was built on the same site in an Italian renaissance architectural style. The church was founded and organized by Truman Pratt, Basil Hall, Cyrus Moore and Jacob Gruber, all free Black men. Truman Pratt, born a slave in 1775 and subsequently purchasing his own freedom, started a prayer meeting in 1825, most likely in a dwelling. City records cite the ?Orchard Chapel? property as being deeded to Pratt, Hall, Moore and Gruber in September 1839. The building itself was erected by slaves and black freedmen who worked by torchlight in the night. The OSC was recognized as a separate Methodist church in the 1840?s. During the Civil War, this reorganization of the Methodist Episcopal Church occurred, and the Orchard Street Methodist Church would be able to oversee its own congregation.

Date of Construction / Alterations

1837 (first church), 1853 (second church) 1882 (Sunday School), 1989-92 (complete restoration), 2018 (roof replacement)

If the property is inventoried in the Maryland Inventory of Historic Properties (MIHP), please indicate its MIHP number.

B-1401

Does MHT hold an easement on this property? Yes

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Project BudgetGreater Baltimore Urban League-Orchard Street Church

Grantee's ContributionLine ItemNo. Work Item (Description) Grant Funds Cash Match In-Kind Match

Other ProjectCosts

Total ProjectCost

Source ofFunds

1 GBUL STAFF/CONTRACTED $0.00

2

Social Media & Website Curator ($18.90salary+ benefitsx12 monthsx(10hours/month social media/website)+30hours*18.90 webpage development) $2,835.00 $2,835.00

ApplicantStaff

3

President and CEO (.01 time). Liaison withMD senators and delegates, Office of theGovernor $1,134.00 $1,134.00

ApplicantStaff

4 Accounting Services $500.00 $500.00

ApplicantContractedService

5CONSULTANTS/CONTRACTORS (seeattached detailed estimates) $0.00

6 C & H Front Façade Oculus Repair $35,785.00 $31,315.00 $67,100.00

MHAARequest,BNHA2018 InHand

$24,480),Guild

fundraisers: $6,835

7C & H NE Oculus Replacement - Installation

$17,140.00 $17,140.00MHAArequest

8Forbes Design Center - NE OculusReplacement -- Supplies $44,800.00 $44,800.00

MHAArequest,

9 Trace Architects $2,275.00 $2,275.00 $4,550.00

MHAARequest,Guild

fundraisers: $2,275

10 Fundraiser $10,000.00 $1,000.00 $11,000.00

2020HeritageFund, In-kind grantadministrator

11 Interpretive exhibits $ 10,000.00 $10,000.00

2020BaltimoreCityHistoricPreservatio

n

12 Architectural and historical research $ 10,000.00 $10,000.00

2020HeritageInvestment

13 Conditional Assessment $3,000.00 $3,000.00

Guildfundraiser(match),2020DHCD

14 Permits $2,000.00 $ 15,150.00 $17,150.00


15 Accounting and Legal $2,000.00 $ 15,150.00 $17,150.00


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16 HVAC Repair $355,165.00 $355,165.002020 BondBill

17 Stairwell wall repair $59,647.00 $59,647.002020DHCD

18 Repointing $113,849.00 $113,849.002020DHCD

19 Sanctuary Ceiling $106,646.00 $106,646.00 2022 MHT

20 Windows $375,388.00 $375,388.00

2023 andbeyond AAHeritagePreservation Program,SacredPlaces,MHAA,MHT,FranceMerrick,Bond Bill

21 Electrical Upgrades $55,346.00 $55,346.002022MHAA

22 Capital Project Consulting $10,000.00 $10,000.00

Donatedservices,WhitingTurner

23 VOLUNTEERS $0.00

24Project manager/building committeecoordinator, 80 hours*60/hour $4,800.00 $4,800.00

GBULvolunteer

25Grant writer and reporting, 50hours*40/hour $2,000.00 $2,000.00

GBULvolunteer

26Curriculum writer and youth programdesign, 50 hours*$40/hour $2,000.00 $2,000.00

GBULvolunteer

27

BOD member, GBUL Guild president,liaison to GBUL president, 60hours*$40/hour $2,400.00 $2,400.00

GBULvolunteer

28Museum and tour coordinator, 160hours*$40 $6,400.00 $6,400.00

GBULvolunteer

TOTALS $100,000.00 $75,059.00 $28,600.00 $1,096,341.0 $1,300,000.0

Total Match $103,659.00

· The maximum grant award is $100,000 for capital projects and management grants, and $50,000 for non-capital grants.The minimum amount is $5,000.

· See Grant Guidelines for complete information about eligible costs and matching funds.· All grant funds AND match funds must be spent on the scope of work you have defined in this budget.· Applicant match (cash and in-kind), may come from non-state sources such as corporate, institutional, and individualdonations or pledges to provide direct funding for the proposed project or to provide in-kind services. · Please note that other state funds, including state employee time, cannot be used as match for this grant.

· Funds already spent toward the project prior to a grant award cannot count as match, and cannot be paid from grantfunds.

· Grant funds must be matched, dollar for dollar. A minimum of 75% of the required match must be cash match. No morethan 25% of the required match can be in-kind match. In no case should a match in excess of a dollar-for-dollar match beproposed. For example, if the “project” you have defined will cost $250,000, you may request $100,000 in grant funds, commit a$100,000 total match, and include $50,000 as “other project costs”.

· On the next tab is a sample for guidance in completing your budget. Your budget must be specific to your project. Donot simply duplicate the line items in the sample for your budget.

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Photo 2 - MHAA Exterior - Oculus - Close up of rotted sash - full window_MHT photographer_07-23-18

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Photo 3 - MHAA Heritage Tourism - Library Tour - Doors Open_Stacia Mobley_10-05-19

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Photo 4 – Orchard Street Church – Front and NE Face – Bill Carson – August 17, 2018

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Photo 5 - SW Facing Exterior – Jared Boze – June 14, 2013. Note: This and following photo used to minimize size. More recent photos are larger.

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Photo 6 - West Facing Exterior - Jared Boze – June 14, 2013

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Photo 7 - Master Plan - Stairwell Water Damage – Jared Boze – June 14, 2013

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Photo 8 - Master Plan – HVAC dented by tree in 2011 – Jared Boze – June 14, 2013

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Photo 9 - Master Plan – Deteriorating Brick – Jared Boze – June 14, 2013

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Photo 10 - Master Plan – Sanctuary Ceiling Damage – Jared Boze – June 14, 2013

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Curriculum Vitae Edwin M. Green, Jr.

1 | P a g e

Edwin M. Green, Jr.118 Morgan Elis WayBaltimore, MD 21206

[email protected] www.413center.org

Educational Background

2013- 2018 Morgan State University, Baltimore, MarylandProgram: Urban Educational Leadership Doctoral ProgramSpecialization: Administration and Social PolicyResearch Interest: Self-efficacy of Opportunity Students/Culturally Responsive Pedagogy

1998-2000 Howard University, Washington, D.C.Degree: Master of Arts Specialization: Social Work (Management/Administration)

1994-1998 Morgan State University, Baltimore, MarylandDegree: Bachelor of Science Major: Social Work (Clinical)

Employment History

2020-Present SLP Supervisor, Greater Baltimore Urban League, Baltimore, MDProviding support and guidance to a youth development staff in implementing the organization’s college-readiness program.

1999-Present Supervisory Management Analyst, Social Security Admin., Baltimore, MDPromoting agency programs and services through educational awareness campaigns with national organizations and groups.

2015-Present Executive Director, The 413 Center, Inc., Baltimore, MDEmerging non-profit providing educational supports to children, families and youth-serving organizations.

2018-Present Adjunct Instructor, Stevenson University, Stevenson, MDInstructor for Stevenson’s Masters in Teacher Education Online program.

2018-Ongoing Summer Teacher, Higher Achievement Baltimore, Baltimore, MD5th – 8th grade summer Math and Science teacher.

2016-Ongoing Educational Fellow, Teacher’s Democracy Project, Baltimore, MDWorking with multi-disciplinary team to develop an equity policy for BCPSS. Focus area: Quality/Culturally Relevant Instruction

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mailto:[email protected]

http://www.413center.org/


2 | P a g e

1993-1998 A.R.D. Assistant, Baltimore City Public Schools, Baltimore, MD Provided administrative and educational support to the Admission, Review and Dismissal Manger and multi-disciplinary support services team in a Level-V high-school Special Education setting.

Research Interests

My research focuses on the impact of systemic and organizational racism on students of color, particularly Black students. In particular, I am interested in the ways these constructs negatively affect educational equity and access as it relates to Black and other students of color, their families, teachers, administrators and lawmakers.

Research Experience

Doctoral Researcher 2016-2018 Department of Education and Urban Studies, Morgan State University

Conducted primary source research at numerous archives, examining publication history through multiple sources.

Examined the literature of William Faulkner, Thomas Wolfe, and Tennessee Williams, exploring their publication records, construction of literary identity, and relationship with modernism.

Research Assistant 2001School of Social Work, Howard University

Assistant to Dean Richard English, Ph.D., conducting primary and secondary source research in the fields of Social Work and social policy.

University Service

Faculty Council (elected)Stevenson University

Serves on the university council organized to evaluate and propose services and supports throughout the University.

Notable Local Trainings & Workshops

“Trauma of Racial Disparities,” CHOICE Baltimore, University of Maryland, Baltimore County, Baltimore, MD, February 2018.

“Why Are You Here?: Understanding the Value of an HBCU Education,” Graduate Seminar, Saint Augustine’s University, Raleigh, NC, April, 2018.

“Discipline VS. Punishment,” Foster Parent Symposium, The Progressive Life Center, Inc., Baltimore, MD, August 2018.

Conference Presentations

Green, Jr., E. (2018). College Going for Opportunity Students. National Black Male Educators’ Conference, Philadelphia, PA.

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Green, Jr., E. (2018). Bridging the Millennial/Builder Gap. United Bible Conference, Asheville, NC.

Sabater, A., Green, Jr., E., Babino, J., (2015). Tellin’ Children Our Story: Exploring Culturally Relevant Teaching from the Philosophical, Practical, and Legal Perspectives. Black Doctoral Network Conference, Atlanta, GA.

Green, E., (2006). Educating the 21st Century Scholar. Monrovia Bible College Missions Conference, Monrovia, West Africa.

Publications

Green, Jr., E., (2019). (in press). Students’ Perceptions of the Effect of an After School Program on Their Path to College. The State of Black Baltimore Report. Manuscript in preparation.

Professional Memberships

National Association of Black Male Educators National Alliance of Black School EducatorsAmerican Educational Research AssociationYoung Government LeadersMorgan State University Alumni AssociationHoward University Alumni Association

Community Involvement

Teacher’s Democracy Project Citizens Review Board for ChildrenChildren’s Bible Ministries of MarylandChildren’s Legislative Action CommitteeBoard of the Southern Gospel Mission AssociationGuild of the Greater Baltimore Urban LeagueDepartment of Human Resources Education and Wellness Working Group

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Denise Harper, has extensive corporate community housing management, senior programs, community based relations, 20+ years of non-profit community development and business development experience. She has an exceptional network of community contacts , a inspirational leader with a talent for program development and has strong intra-personal skills. She is passionate about community development, enhancing senior living, adept in business leasing and coordination in delivering service needs. Mrs. Harper has served as developer, Executive Director, grant writer, and organizational consultant for numerous non-profit organizations. She holds a Master of Business in Non-Profit Administration from Notre Dame University. She was an Organizational Capacity Trainer for U.S. Department of Health and Human Services’ Administration for Children and Families Office of Community Services. Mrs. Harper co-authored Principles of Quality: Guiding Faith-Based Community Services Initiatives for the governor’s office of Crime Control & Prevention. She had a published study: The Role and Scope of Baltimore Urban Faith Based Community Efforts.

Mrs. Harper has successfully launched a bold and innovative community service agency, assisting many community efforts throughout the State of Maryland. She provides technical assistance to government agencies, faith-based organizations and community groups who provide educational, youth, housing, social and senior services to thousands of disadvantaged persons. Mrs. Harper has developed multi-million dollar properties for community economic development. In 2009 she assisted in the developing a 16 million dollar local state, federal project, Wayland Village a 90 unit senior residential complex.

DENISE HARPER

6314 Green spring Avenue Apt 301 Baltimore, Maryland 21209

[email protected]

EXPERIENCED NON-PROFIT EXECUTIVE

Extensive corporate community housing management, senior programs, community based relations, 20+ years of non-profit community development and business development.

AREAS OF EXPERTISE

Administration Budget Management Human Resources

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Public Relations Community Outreach Organizational Capacity Trainer Project Development Real EstateSupervision Office Management

PROFESSIONAL EXPERIENCE

Overview of Skills & Qualifications:

Community Development Capital and Non-Capital Projects Procured $3,100000 Community Development Capital and Non-Capital funds Expert in Microsoft Office Products Teach and Appraise Staff Direct/Manage Programs Build up and modify training manuals Grants Management

WBC Community Development Corporation Baltimore, Maryland

Executive Director, 2008-2010

In 2009 she assisted in the developing a 16 million dollar local state, federal project, Wayland Village a 90 unit senior residential complex. Community development, enhancing senior living, adept in business leasing and coordination in delivering service needs. Mrs. Harper has served as developer

Kingdom Community Builders Inc. Baltimore, Maryland


Successfully launched a bold and innovative community service agency, assisting many community efforts throughout the State of Maryland. Provided technical assistance to government agencies, faith-based organizations and community groups who provide educational, youth, housing, social and senior services to thousands of disadvantaged persons.

Payne Memorial Outreach, Inc. Baltimore, Maryland


Provided inspirational leadership creating a nationally recognized Job Development program.

Education

Masters Degree Non-Profit Management, Notre Dame Baltimore Maryland Bachelor Degree, Morgan State University Baltimore Maryland

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Estelle M. Young, Ph.D.448 E. Fort Avenue

Baltimore, Maryland 21230410-539-6148 (h); 410-241-3145 (c)

[email protected]

EDUCATION/CERTIFICATIONS: Ph.D. 2001 Sociology, Johns Hopkins UniversityM.A. 1997 Sociology, Johns Hopkins UniversityM.P.A. 1990 Public Policy and Administration, University of Wisconsin-MadisonB.A. 1987 Anthropology, University of Wisconsin-Madison GPC 2015-Present Grant Professionals Association – Grant Professional Certified

PROFESSIONAL EXPERIENCE:

2012- Director for New Initiatives, Greater Baltimore Urban LeagueServe as project evaluator and grant writer for Greater Baltimore Urban League's (GBUL) programs. Design and evaluate the GBUL Saturday Leadership Program, a college and career readiness and community leadership development program serving 122 students from 57 schools. Acceptance/Rejection Rate: 10:8.

2019- Principal, MDF Services2013-2018 Grant Consultant, The Grants Group LLCPrepare federal and foundation proposals for higher education and hospital clients. Guide proposal development to include evidence-based design, evaluation plan, and sustainability. Specialize in student retention of underrepresented students. Prepared successful state and federal grant applications: Great Lakes Higher Education Guaranty Corporation ($98,906) two $1.4 million TRIO SSS awards, one $1.6 million Title III, and one 3.8 million Title III HSI STEM, one $1,199,997 NSF Noyce, and one $102,997 NSF Noyce. Federal Acceptance/Rejection Rate: 7:13.

2008-2012 Nursing Success and Retention Coordinator to Director of Student Success Support, Community College of Baltimore County

Oversaw, managed and coordinated two million dollar federal and state grant-funded student success activities, reaching over 50% of CCBC School of Health Professions students and the Certified Nursing Assistant program in Continuing Education. Developed a holistic evidence-based retention initiative including pre-entry Tools for Success workshops, Supplemental Instruction, and Early Alert Tutoring. Lead the project management team and coordinated the Nursing Student Development and Retention Committee. Developed in-kind resources, institutionalization processes and sought external grant support to sustain School of Health Professions retention activities upon grant end. Co-authored proposals securing over six million in state and federal grant support. Monitored progress to meet or exceed all grant-specified targets and develop mid-course corrections when necessary. Program associated with an increase in non-white two-year nursing graduation rates from 22 to 68% in three years and elimination of the achievement gap. Recipient of 2011 Noel-Levitz Retention Excellence Award.

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2006-7 Faculty Advisor and Team Leader, BEAMS (Building Engagement and Attainment for Minority Students), Morgan State University

Coordinated the development, implementation, and assessment planning for the pilot Morgan State University BEAMS project (Building Engagement and Attainment for Minority Students). Integrated research on the best practices to promote student engagement with a needs assessment of campus specific needs and resources to develop a pilot service learning project. Recruited, mentored, and developed structured activities for student volunteers to enable their participation in the development and implementation of BEAMS activities. Recruited and coordinated the activities of staff, faculty, and administrative volunteers for MSU BEAMS. Developed 5-year $600,000 Title III proposal (rejected). Coordinated the curriculum design of the service learning course. Coordinated the Montebello Improvement Committee, charged with the retention goal of fostering positive interactions between students and staff.

2004-7 Lecturer/Assistant Professor, Department of Sociology/Anthropology, Morgan State University.

Engaged in curricular design including development of active and collaborative learning exercises, grading rubrics, reflection logs, brain-based study strategies, and mini-lesson plans to promote a belief in the incremental, rather than innate, nature of intelligence. Developed sequential writing and reflection assignments in collaboration with the Writing Center. Advised and provided administrative support to three campus-based student-led community service organizations. Developed and implemented workshops open to all students on brain-based study strategies. Provided academic advisement; initial advisement to determine career, service, and personal aspirations; and referrals to appropriate offices for services.

2001-2004 Assistant Professor, Dept of Behavioral Sciences/Human Services, Bowie State UniversitySought and received faculty development grant to develop a set of research-based workshops to promote achievement motivation by fostering a belief that intelligence is developed through effective effort. Developed curriculum for non-credit applied research methods course for undergraduate students. Received Center for Teaching Excellence grant to work in collaboration with efficacy expert Dr. Larry Coleman to develop series of workshops to promote an incremental theory of intelligence.

1999-2001 Research Assistant, Dr. Doug Mac Iver, Talent Development Middle Schools, Center for the Social Organization of Schools, Johns Hopkins University.

Served as the graduate data analyst to assess the efficacy of the Talent Development Middle School Program. Collaborated in the preparation of program evaluations for the purpose of publication or presentation. Participated in all phases of the project including the design of survey instruments, the organization of survey and test administration, data management (reading, writing, merging, cleaning and preparing data), developing and estimating statistical models, and writing the final publication or presentation. Products included four conference presentations and three publications.

1995-1999 Research Assistant, Professor Andrew Cherlin, Welfare, Children and Families, Johns Hopkins University.

Duties included assisting in the research design of a multi-year research project. Tasks included compiling a master list of survey items for approximately 50 content domains using 20 national surveys.

1990-1994 Special Assistant to the Director and Budget Analyst (Mayor’s Urban Fellowship), District of Columbia Department of Corrections.

Special assistant duties included preparing policy analyses, developing policy proposals, drafting speeches, and collecting and summarizing correctional program outcome data. Budget analyst duties included executing budgetary reallocations in response to approved requests, performing program audits to assess program efficacy and resource use and developing background material for annual budget request.

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FELLOWSHIPS, AWARDS, AND GRANTS2019 National Science Foundation – Noyce Track 1, $1,199,997. 2019-2023.

2018 Baltimore National Heritage Area Small Caps Grant, $14,460. January 1, ‘19-December 31, ‘19.

2018 JHU Henrietta Lacks Memorial Award, Finalist, $1,000, November 1, ‘19-October 31, ‘19

2018 National Science Foundation – Noyce Capacity Building, $102,997. August ‘18-July ‘19.

2018 Walmart State Giving Program, $29,750, July 10, ‘18-July 9, ‘19. Youth Empowerment Programs.

2018 Bank of America, $10,000, June 4, ‘18-June 3, ‘19. Operating costs (resource developer).

2018 State Farm Good Neighbor Citizenship, $10,000, February 10, ‘18-February 9, ‘19. The Saturday Leadership Program.

2018 Baltimore National Heritage Area Small Caps Grant, $15,000, January 22, ‘18-January 21, ‘19. Replacement of eight windows, GBUL Headquarters, Orchard Street Church.

2017 Eddie and Sylvia Brown, $5,000. December 7, ‘17-December 6, ‘18. The Saturday Leadership Program.

2017 Walmart State Giving Program, $35,000, October 25, ‘17-October 24, ‘18. Youth

Empowerment Programs.

2017 Best Buy, $5,000, September 1, ‘17-August 31, ‘18. The STEAM Team.

2017 BGE, $25,000, August 15, ‘17-August 14, ‘18. Youth Empowerment Programs.

2017 Verizon Foundation, $15,000, July 1, ‘17-June 30, ‘18. The Saturday Leadership Program.

2017 Bank of America Foundation, $10,000, May 22, ‘17-May 21, ‘18, Operating Costs (resource developer).

2017 State Farm Good Neighbor Citizenship, $10,000, April 10, ‘17-April 9, ‘18. The Saturday Leadership Program.

2017 Enterprise, $5,000, January 30, ‘17-January 29, ‘18. The Saturday Leadership Program.

2016 Comcast, Greater Baltimore Urban League, $25,000, December 1, ‘16-November 30, ‘17. The Saturday Leadership Program.

2016 Wells Fargo, Greater Baltimore Urban League, $75,000, October 1, ‘16-September 30, ‘17. Financial literacy activities.

2016 Walmart State Giving Program, $40,000, September 1, ‘16-August 31, ‘17. Pathways to Success (youth programs).

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2016 Verizon Foundation, $20,000, July 1, ‘16-June 30, ‘17. The Saturday Leadership Program. 2016 AmeriCorps*VISTA, 1 Fulltime VISTA members for the Saturday Leadership Program

(Service CORPS, Summer, STEAM Team), Greater Baltimore Urban League, August 27, ‘16-August 26, ‘19.

2016 DoED Title III HSI STEM, St. Peters University, $3.8 million. 2016-2021.

2015 DoEd Title III, University of Great Falls, $1.6 million. 2015-2020.

2015 DoEd TRIO SSS, University of Great Falls, $1,443,115. September 1, ‘15-August 31, ‘20.

2015 DoEd TRIO SSS, Doane College, 1.4 million, September 1, ‘15-August 31, ‘20.

2015 Wells Fargo, $100,000. August 1, ‘15-July 31, ‘16. “Greater Baltimore Urban League Save Our Future” (workforce development).

2014 Great Lakes Community Investment College Success Grant, $98,906. July 1, ‘14-June 30, ‘15. “Ashland University Early Alert.”

2013 Verizon Foundation, $15,000, June 1, ‘13-May 31, ‘14. “Greater Baltimore Urban League Saturday Leadership Program.”

2013 AmeriCorps*VISTA, 2-3 Fulltime VISTA members for the Saturday Leadership Program, Greater Baltimore Urban League, February 3, ‘13-August 26, ‘16.

2012 Walmart State Giving Program, $50,000, June 1, ‘12-May 31, ‘13. “Baltimore Partnership for College Access and Success”.

2011 Finalist, Open Society Institute Baltimore Community Fellowship, “Scholars-In-Service”

2011 Noel-Levitz Retention Excellence Award, Maximizing Student Success in Healthcare.

2010 ARRA “Maximizing Success in Healthcare”, Co-written with Rudi Horner and Lynne Damon, $ 4,928,654 total, $800,000 directed to retention, March 1, ‘10-February 28, ‘13

2010 MHEC Phase 5 “Maximizing Nursing Retention and Success” (NSPII-11-103), Co-written with Rudi Horner and Lynne Damon, $1,186,118, July 1, ‘10 – June 30, ‘14

2007 BEAMS Summer Academy Travel Grant, $5,000 plus conference registration

1994-1998 Owens Fellowship and Full Tuition Scholarship, Johns Hopkins University.

1990-1992 Mayor’s Urban Fellow, District of Columbia Government.

1985-1986 Selected Participant, Junior Year Abroad. Pontifica Universidad Catolica. Lima Peru. University of Indiana-Bloomington.

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2 March 2020

Estelle Young, Ph.D. Director of New Initiatives Greater Baltimore Urban League 512 Orchard Street Baltimore, MD 21201 Dear Ms. Young: We are pleased to submit our fee proposal between Greater Baltimore Urban League (Owner) and Trace Architects, P.A. (Architect) for architectural services for the following project: Exterior Repairs and ReplacementExterior Repairs and ReplacementExterior Repairs and ReplacementExterior Repairs and Replacement tttto o o o 512 Orchard St.512 Orchard St.512 Orchard St.512 Orchard St. in Baltimore, Maryland. Our services provided and fee schedule are listed below: Window Repair and Replacement Window Repair and Replacement Window Repair and Replacement Window Repair and Replacement

Architectural drawings for Permit Contractor Bidding and Negotiation Coordination with window supplier and installer Construction Administration

Total FeeTotal FeeTotal FeeTotal Fee $$$$4,5504,5504,5504,550 ExclusionsExclusionsExclusionsExclusions

Finish, color and fixture selections Survey; civil, structural, geotechnical, mechanical, electrical and fire protection engineering Cost estimating, value engineering, Owner revisions, and building permit expediting/fees Site visits by Structural Engineer Preparation of drawings and attendance at meetings requested and/or required by governing and/or approval authorities,

review boards, community groups, historical societies, etc. Printing, renderings, postage and mileage

Fee ScheduleFee ScheduleFee ScheduleFee Schedule

Retainer at contract execution and credited to the final invoice $$$$2,0002,0002,0002,000 Completion of architectural drawings for permit $$$$1,1,1,1,500500500500 Balance shall be billed monthly

Regards,

James G Shetler, A.I.A., President

______________________________________________________________________________ ________________

3 3 8 E a s t 2 5 t h S t r e e t S u i t e 1 0 0 B a l t i m o r e , M a r y l a n d 2 1 2 1 8 ( p ) 4 4 3 8 3 8 0 3 7 9

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Empowering Communities. Changing Lives.Serving the Greater Baltimore Region

Headquarters512 Orchard Street | Baltimore, MD 21201

(410) 523-8150 www.gbul.org

APPENDIX G – PROPERTY OWNER CONSENT

March 3, 2020

Jennifer RuffnerAdministrator Maryland Heritage Areas Program Maryland Historical Trust 100 Community Place, 3rd Floor Crownsville MD 21032

Dear Ms. Ruffner,

As the owner of the property located at 512 Orchard Street Baltimore Maryland 21201, for which a state grant is being sought, I confirm our willingness to support the project and convey to the Maryland Historical Trust (MHT) or other eligible entity a preservation easement or easement modification on the property or enter into a preservation/maintenance agreement, if required by MHT. I understand that my confirmation is a requirement of the grant application and that the preservation easement agreement, if required, imposes a financial obligation upon the property owner and a legal encumbrance/lien upon the easement property. I hereby confirm the following less-than-fee simple interests in the property: Notes payable to Bank of America. $3,93,224 and $121,708; Note payable to City of Baltimore upon sale or refinance, $250,000; Note payable to Maryland Historic Trust, $235,547.

Sincerely,

Tiffany MajorsPresident and CEO

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David Cornell Miller201 Blackberry Drive

Fort Washington, Maryland 20744301.567.5704 (H)240.375.3425 (C)

[email protected]

PROFESSIONAL EXPERIENCE

City of Bowie December 2014 to PresentBowie, Maryland

Financial/Budget SpecialistAs the Financial/Budget Specialist, I prepare and monitor the budget for the City of Bowie under the direction of the Finance Director. The City is the largest municipality in Prince George's County with a population of approximately 56,000 residents. The annual FY 2015 All-Funds Expenditure appropriation is $64.5 million, which includes a general fund appropriation of $46.9 million. The City's budget includes 371 funded FTEs. The City provides a range of municipal services including police, housing and property inspections, refuse and recycling collection, storm drainage control, street and bike trail maintenance, snow removal, street lighting, parks and recreation, planning, youth counseling, senior services, and animal and disease control. In addition, the City of Bowie Water and Sewer System provides water and sewer services to an area comprising approximately 40% of City residents.

Arlington County Department of Park February 2005 to January 2013and Recreation, Arlington, VA

Principal Planning SupervisorAs the Principal Planning Supervisor, I was responsible for the development and implementation of the County’s Public Space Master Plan. In addition, I contributed to the County’s Comprehensive Plan, Master Transportation Plan and Urban Forest Master Plan. I also coordinated the development and administration of the 10-year Capital Improvement Program (CIP) for the Department of Parks and Recreation (DPR), working closely with park and recreation program managers to assess community facility needs, to develop feasibility analyses and to prepare project cost estimates, cash flow requirements and CIP budget proposals. As the supervisor of a team of four urban open space planners, I was responsible for assignment of tasks and review and timely submission of team work products and execution of disciplinary actions, when required. In addition, as part of the County’s annual review process, I developed individualized professional development plans and training plans/schedules for my team. I also conducted periodic performance evaluations to assess each team member’s performance relative to the established competencies and behavioral elements of his/her position. As part of the DPR leadership, I worked closely with architects, engineers, construction managers, designers and consultants. In my role as Capital Program administrator, I was responsible for fiscal

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David Cornell MillerPage 2 [email protected]

oversight of the DPR CIP Budget, including monitoring the budget, approving expenditures, collection of program revenue, and maintaining DPR Performance Measures. As the County’s liaison to the County board-appointed Park and Recreation Advisory Commission for eight years, I facilitated the Commission’s monthly meeting. I regularly attended staff briefings with the County Manager and I was called upon to brief County Board Members.

Arlington Department of Management September 2000 to January 2005and Finance, Arlington, VA

Financial Analyst III coordinated the development of Arlington County’s six-year half billion dollar Capital Improvement Program. Approved and monitored capital program purchase orders. Reviewed and analyzed departmental capital program budgets and project spending proposals for fiscal implications. I prepared recommendations and briefing documents for the Arlington County Board. Provided oversight of reports written by other departments to ensure compliance with fiscal forecast based on anticipated financing needs. Reviewed capital program change proposals to assess need, analyze cost and determine current and future impact on County services. As chairman of the Capital Task Force, an interdepartmental committee that reviews and prioritizes capital projects, I facilitated the development of funding recommendations for the County Manager and his agency directors. Served as the departmental liaison to various regional and inter-jurisdictional efforts funded by the County. Prepared County and Schools six - year debt projections and the County’s annual debt service budget.

Arlington Office of Technology and Information June 1998 to August 2000Services, Arlington, VA

Assistant to the Chief Information OfficerAs Assistant to the Director for Administrative Services, I serve as a member of the Department’s executive team and report to the Director. I am responsible for the department’s overall financial plans, policies and financial strategy including the formulation, justification, presentation, and execution of the Department’s budget. As Assistant, for three years, I supervised the Budget Analyst, Personnel Analyst, Contract Specialist and other administrative support staff.

Arlington Department of Management November 1994 to May 1998and Finance, Arlington, VA

Financial Analyst III coordinated the development of Arlington County’s six-year half billion dollar Capital Improvement Program. Approved and monitored capital program purchase orders. Reviewed and analyzed departmental capital program budgets and project spending proposals for fiscal implications. Prepared recommendations and briefing documents for the Arlington County Board. Provided oversight of reports written by other departments

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to ensure compliance with fiscal forecast based on anticipated financing needs. Reviewed capital program change proposals to assess need, analyze cost and determine current and future impact on County services. As chairman of the Capital Task Force, an interdepartmental committee that reviews and prioritizes capital projects, I facilitated the development of funding recommendations for the County Manager and his agency directors. Served as the departmental liaison to various regional and inter-jurisdictional efforts funded by the County. Prepared County and Schools six - year debt projections and the County’s annual debt service budget.

Arlington Department of Management April 1993 - October 1994and Finance, Arlington, VA

Senior Accountant IIIPrepared sections of the County’s audited Comprehensive Annual Financial Report (“CAFR”) including financial statements and exhibits for the self-supporting Water-Sewer Utility Fund ($273.6 million); Automotive Fund ($14.7 million); and the ten capital funds totaling ($50.3 million).

Arlington Department of Management October 1992 - March 1993and Finance, Arlington, VA

Acting Financial Analyst IIII coordinated the development of Arlington County’s six-year Capital Improvement Program ($306.2 million) which includes the capital portion of the County’s self-supporting Water-Sewer Utility. Approved and monitored all capital expenditures. Reviewed and analyzed departmental budget and spending proposals for fiscal implications related to the capital programs and projects. Coordinated the publication of the proposed Capital Improvements Program budget document and assisted the budget staff in the preparation and review of the annual operating budget document. Prepared recommendations and briefing documents for the Arlington County Board and provided oversight of department reports to ensure compliance with fiscal policy and budget guidelines. Prepared the County’s debt schedules ($433.3 million) and debt forecast based on anticipated financial needs. Reviewed capital program change proposals to assess need, analyze cost, determine current and future impact on County service delivery and develop recommendations.

Arlington Department of Management September 1991 - September 1992and Finance, Arlington VA

Senior Accountant IIII prepared annual financial statements for the self-supporting Ballston Public Parking Garage with annual revenue of $3.0 million and $24.4 million in assets. Prepare annual financial statements for the County’s three internal service funds: Automotive Fund with $12.9 million, Office of Technology and Information Services (OTIS) $5.4 million in

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assets; Computer Technology and Voice Communication System Fund; and the Printing Fund.

Independent Media Sales October 1990 - August 1991New York, NY

Vice President MarketingIndependent Media Sales and Service, a New York-based publishing firm, publishes The Minority Commerce & Employment Weekly with circulation of 15,000 and The Minority Business & Employment Times with an annual circulation of 200,000. My primary objective as Vice President of Marketing was to facilitate the expansion of both publications into the Washington Metropolitan Area and West Virginia. In connection therewith, I conducted market research, prepared feasibility studies, identified the target population, and developed the sales campaign. Additionally, I strengthened the Company’s business plan by incorporating computer-generated financial forecasts and graphs into our presentations to bank officials and private investors to obtain financing for the expansion.

H Street Development Corporation July 1990 - September 1990Washington, DC

Financial ConsultantH Street Community Development Corporation (“HSCDC”) is a community-based organization committed to the eradication of slums and blight in the H Street Corridor. The District of Columbia Government contracts with HSCDC to administer federal and city-funded programs, including Community Development Block Grants (“CDBG”). As a consultant to HSCDC, I provided the following services and expertise:

Interpreted and analyzed CDBG regulations and city contract compliance issues and advised the Executive Director, comptroller and program staff. Successfully prepared and negotiated a series of contract amendments, including modification of the scope of services, contract deliverables, and contract budgets. Analyzed prior year spending patterns and formulated the annual Cost Allocation Plan, contract budgets, and consolidated budgets on lotus spreadsheets in order to facilitate monthly variance reporting.

Government of the District of Columbia September 1989 - June 1990Office of Business & Economic DevelopmentWashington, D.C.

Economic Development SpecialistI served as Economic Development Program Specialist in the Neighborhood Commercial Services Division (“NCSD”) which is part of the Office of Business and Economic Development. Under the jurisdiction of the Deputy Mayor for Economic Development, my primary role was to facilitate Department of Housing and Urban Development Fund’s

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various revitalization programs through Community Development Block Grants (“CDBG”). The City contracted with non-profit community organizations to market and counsel citizens on various revitalization programs. I served as NCSD’s financial contract representative/administrator on 14 contracts with annual budgets totaling $2.5 million. My principal responsibility was to audit the contractor’s monthly request for reimbursement for compliance with approved cost allocation rates, allowable expense, line-item budget restrictions, and scope of services.

Government of the District of Columbia February 1989 - August 1989Office of BudgetWashington, D.C.

Executive AssistantAs Executive Assistant in the District of Columbia’s Office of the Budget, under the jurisdiction of the Office of the Deputy Mayor for Finance, I served in an administrative capacity, under the direct supervision of the Director. The Executive Assistant’s role was to resolve issues and potential problems prior to the intervention of the Director, while keeping him informed of the critical issues. I performed on a variety of special projects of a sensitive nature specifically assigned to me by the Director. As the Director’s point person, I acted independently and persuasively with senior staff. I participated in the decision-making process with senior staff and the Director, actively making suggestions, contributions and recommendations leading to major decisions. Participated in the development of management surveys and studies to evaluate and improve the organizational structure, staff motivation, management techniques, and analytical methodologies, particularly as they applied to the formulation, justification, presentation, and execution of the District’s budget.

Budget AnalystAs budget analyst for the Budget Office, I monitored obligations and expenditures, developed budgetary supporting documentation, and maintained budgetary controls for its $2 million budget.

Government of the District of Columbia August 1986 - January 1989Department of Housing & Community DevelopmentWashington, D.C.

Economic Development SpecialistAs an Economic Development Program Specialist in the Development Administration (DA) of the District of Columbia Department of Housing and Community Development, I performed a variety of professional duties to facilitate economic development of targeted communities in the District. DA and its staff interface with a wide array of technical disciplines and experts in pursuit of community development. My primary responsibility was to design Dbase applications to computerize collection of an $18 million loan portfolio and coordinate the flow of transactions between the program divisions and the controller’s

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office. I successfully implemented procedures to facilitate the sharing of information between two agencies and three divisions.

Government of the District of Columbia October 1984 - July 1986Department of Housing & Community DevelopmentWashington, D.C.

Operating AccountantAs an operating Accountant in the Comptroller’s Office of the District of Columbia Department of Housing and Community Development, I preformed accounting task which required knowledge and the application of Generally Accepted Accounting Principles and Federal Regulations. My principle areas of responsibility were the 63 million dollar Public Housing Program; a 378 million dollar Community Development Block Grant (CDBG); and the Close-out of Urban Development Action Grant (UDAG).

The Omega Group, Inc December 1981 - September 1984Washington, D.C.

ComptrollerThe Omega Group, Inc. (“OGI”), a consulting firm headquartered in Washington with offices in Pennsylvania and Florida, performed on multi-year, cost plus fixed fee and fixed price contracts with the State Department, Department of Energy, and Department of Transportation. OGI operated in a highly regulated environment and, consequently, the contract budgets and cost allocation rates that I was responsible for developing were subject to review by the Defense Contract Audit Agency (DCAA). I performed accounting and financial management tasks requiring knowledge and skills in the application of Generally Accepted Accounting Principles (GAAP) and Federal Acquisition Regulations (FAR). In my capacity as Comptroller, I performed a variety of duties: supervised two accountants in the performance of all accounting functions including maintenance of the general ledger, preparation financial statements and authorized corporate travel. I reconciled projected revenue and expense to actual, analyzed variances, identified variables, isolated inaccuracies and refined forecasts.

Youth Pride, Inc March 1978 – November 1981Washington, D.C.

Accountant/Procurement SpecialistThe mission of Youth Pride, Inc. was to train the hard-core unemployed in various trades from carpentry to computer programming. The US Department of Labor funded several training programs on a seasonal and annual cycle, requiring the maintenance of a government-regulated procurement and asset/equipment inventory control system. As the Accountant/Procurement Officer, I was bonded and authorized to contract for goods and services up to five thousand dollars. While at Pride, I prepared financial analyses to assist in negotiating lease and purchase agreements for computer time, vehicles, heavy

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construction equipment. My accounting duties included: Preparing monthly financial reports Federal funded grant reimbursement requests.

Southeast Neighborhood House October 1977 - February 1978Washington, D.C.

Jr. AccountantIn the late seventies, Southeast Neighborhood House was a community-based organization funded through CETA grants and grants from the United Planning Organization and the United Way. As the junior accountant, I received hands-on knowledge of the flow of transactions and how the entire manual accounting system interfaced. In this capacity I carried out the following duties: Prepared payroll for sixty employees performing on seven federal funded grants. Posted and maintained schedules, journals, ledgers, and fund balance statements for seven Federal grants. Prepare monthly reimbursement reports for the funding organizations, Board of Directors and auditors.

Morgan State University October 1976 - May 1977Baltimore, MD

Assistant to the Fiscal OfficerThe Morgan State University Student Government Association Fiscal Officer is responsible for the administration of State funds appropriated and fees allocated for student activities. My duties as Assistant to the Fiscal Officer included cash management at student and home sporting events, ticket sales, bank reconciliations and preparation of State financial reports.

EDUCATIONSuitland Sr. High School Diploma Suitland, MD September 1970 - June 1973

Morgan State University B. S. Accounting CurriculumBaltimore, MD August 1973 - May 1977

REFERENCESAvailable upon request

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TITLE OF SECTION

Project OwnerProject Name

KEY QUALIFICATIONS 13 years in the construction industry, all with Whiting-Turner. Excellent understanding with working on tight, urban sites. Cross-trained to perform all aspects of construction including planning,

budgeting, estimating, value engineering, constructability review, scheduling, procurement, administration and construction control.

Experience working on residential facilities.

PROJECT HISTORYRonald McDonald House of BaltimorePreconstruction and construction for the relocation of Ronald McDonald from West Baltimore to East Baltimore and constructing a new 120,000 SF building with 60 rooms, parking, kitchen, conference, sitting areas for patients and families to stay while being treated at area hospitals. This project is pursuing LEED® Silver. Baltimore, MD. $45 million

St Margaret’s Episcopal ChurchEducation Formation Building: 14,000 SF building for a day school, Sunday school and parish hall. This project achieved LEED Silver. Annapolis, MD. $3.2 million

Anne Arundel Health System, Inc. Hackerman-Patz House: Planning, design, and Construction of a new 14,000 SF,

two-story family lodge center featuring 20 guest rooms with kitchenettes, mute-purpose conference rooms, a great room, kitchen, laundry, janitorial and storage rooms, a manager’s office, two hydraulic stop elevators, as well as electrical and mechanical service rooms. Sitework included bioswale, forest conservation refuge, regenerative step pool storm conveyance system, permeable concrete parking, landscaping, site lighting, dumpster pad, utility infrastructure, traffic signalization, and sidewalk and pavement marking upgrades. Annapolis, MD. $2.6 million

Wayson Garage: Construction of a 409-car, six-level, precast parking garage. Annapolis, MD. $8 million

Edwards CSP: Renovation of Central Sterile Processing in Edwards Pavilion in order to make way for new hallway connecting the lower level with bridge to West campus. Annapolis, MD. $416,000

Linear Accelerator: Construction of a new linear accelerator. Annapolis, MD. $4 million

East Campus: New 300,000 SF patient tower and 1,682 car parking structure This project received LEED Gold certification – the first LEED Gold hospital in Maryland. Annapolis, MD. $135 million

Helipad: New Helipad and Trauma Elevator extension on top of existing building. Annapolis, MD. $3 million

Endoscopy and PACU Isolation: Renovation to convert rooms to isolation exhaust. Annapolis, MD. $300,000

Pharmacy: Phased Renovation of existing hospital pharmacy Annapolis, MD. $220,000

Temp. ED: Renovation of the existing emergency department to allow for new construction. Annapolis, MD. $700,000

Fire Alarm: Campus-wide upgrade to the existing Fire Alarm system. Annapolis, MD. $1 million

RTU Roof Replacement: Rooftop unit replacement. Annapolis, MD. $300,000 ACPS Tower: Phase II renovations. Annapolis, MD. $5 million Clatanoff Pavilion Upgrades: Interior renovation upgrades to lobby and second

floor labor and delivery rooms. Annapolis, MD. $2 million

MIKE MORAZ, ASHE CHC, LEED® APPROJECT MANAGER

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6th Floor Renovation: 22,000 SF interior fit-out of six-story patient tower. The shell space was transformed into an inpatient floor containing 30 beds, staff and support areas, etc. Annapolis, MD. $4 million

Remedi Senior Care Senior Care Expansion: Tenant fit-out and improvements of 22,300 SF for

receiving, processing, packaging and shipping of pharmaceutical products. Ashland, VA. $3.3 million

Senior Care Ohio: A 32,000 SF fit-out of existing flex/warehouse space. The project included office space as well as a robotic pharmacy area including all new MEP. Troy, OH. $2.9 million

Robotic pharmacy: Construction of various robotic pharmacies in Richmond, VA, Dayton, OH, and Philadelphia, PA. Various locations. $10 million

University of Maryland Medical System Kernan Hackerman Patz House: This two-story residential project included a

hospital hotel that features guest rooms with kitchenettes, a great room, multi-purpose/conference rooms, kitchen, laundry facility, janitorial and storage rooms, manager office, hydraulic stop elevator and electrical and mechanical service rooms. Baltimore, MD. $2 million

UMMC Urgent Care: Tenant fit-out of a 14,000 SF urgent care center. Baltimore, MD. $2 million

Hampton Plaza Joint Venture Success for All Fit-Out: Demolition and renovation of a 28,000 SF space for a

new tenant. The renovation work includes new offices, conference rooms and work areas. Baltimore, MD. $1 million

SunTrust: 27,000 SF interior construction of the seventh floor, consisting of new offices and an open office area. Baltimore, MD. $900,000

Tenant Improvements: Tenant improvements of a 275,000 SF, 11-story office building. Baltimore, MD. $300,000

Lifebridge Health Inc. Sinai Hospital South Tower Expansion: Vertical expansion of existing emergency

room seven. Baltimore, MD. $9.5 million Hackerman-Patz House 2nd Floor: Interior construction of temporary living

quarters with design-build mechanical and electrical work. Baltimore, MD. $353,000

Halifax Regional Medical CenterCentral Sterile Renovation and Psychiatric Emergency Department Renovation: Renovation of existing office space to add three new ECC psychiatric holding rooms. Roanoke Rapids, NC. $500,000

Bio-Medical Applications of Maryland, Inc.Project Troy: Joint venture between Fresenius Medical Center and Johns Hopkins Medicine, tenant build-out of seven dialysis clinics throughout the Baltimore area. The clinics were built in three months. Various locations, MD. $20 million

EDUCATION Master of Business Administration, Real Estate, The Johns Hopkins University,

2008. Bachelor of Science, Mechanical Engineering, The University of Maryland,

College Park, 2004.

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PROFESSIONAL AFFILIATION / CERTIFICATIONSASHE Certified Healthcare Constructor (CHC).

REFERENCES Mr. Sandy Pagnotti, President & CEO, Ronald McDonald House Charities of

Baltimore, Inc., 410-528-1010 Mr. Larry Lauer, Vice President, Southern Mechanical, 410-539-0224 Mr. Tim Barnhill, Principal/Vice President, Hord Coplan Macht, Incorporated,

443-451-2369 Ms. Carolyn Core, President and CEO, Core Healthcare Consulting, LLC, (Former

Senior Vice President of Anne Arundel Health System), 443-838-3697

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BALTIMORE 'HERITAGE

Krista D. Green President

Mara Murdoch, AlA 1st Vice President

Lesley Humphreys 2nd Vice President

Kristen Mitchell Treasurer

Ralph Brown, NID Recording Secretary

Dominick Dunnigan Membership Secretary

Elise A. Butler, Esq. Past President

Will Backstrom John R. Breihan AndrewJ. Colletta Matthew Con1pton, AlA Graham Coreil-Allen Elizabeth Doyle Arlene B. Fisher David A. Gadsby Jean Rambo Hankey Katherine A. Hearn Senator VernaJones-Rodwell Sarah Krum SenatorJulian L. Lapides William Lee John Maclay Malcolm William Mason Peter Morrill Stacey Pack Andrew Powell Fred Scharmen Wayne R. Schaumburg Susan W. Talbott Brandy Tomhave Delegate Mary Washington, Ph.D. Barbara K. Weeks

Johns W. Hopkins Executive Director

WORKING TOGETHER TO PRESERVE AND PLAN BALTIMORE'S FUTURE 11 Y2WESTCHASE STREET, BALTIMORE, MD 21201 e410.332.9992 ebaltimoreheritage.org

February 27,2020

Selection Committee Maryland Heritage Area Authority Progranl Capital Grant Maryland Historic Trust 100 Community Place Crownsville, MD 21032

Re: Support for Greater Baltimore Urban League Orchard Street Church Project

Dear MHAA 2021 Selection Comn1ittee:

It is my pleasure to submit this letter of support for the Greater Baltimore Urban League (GBUL) for funding to repair its historic Orchard Street Church building.

Over the last several years, we have developed a great partnership with GBUL. They kindly hosted our Preservation Micro-Grant event there, we have done several tours of the building, and we are planning more partnership events to showcase their fantastic historic building.

As I am sure you know, the building is rare gem that survived twenty years of vacancy and neglect before GBUL brought the structure back to life in 1992. Completed in 1882 for the Metropolitan Methodist Episcopal congregation, the building served as a hub for political and Civil Rights organizing. Today it is a hive of activity for the sllrrounding community and indeed the entire city.

Given the success of the GBUL in completing essential repairs to the building's roof and gutter, we expect they will similarly be able to complete the current needed work: structural repairs to the HVAC, windows, masonry, and interior water damage.

We hope you can give this application your favorable consideration.

Sincerely,

Johns Hopkins Executive Director

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3600 Clipper Mill Road, Suite 248, Baltimore, Maryland 21211 o. 410-685-2886 f. 410-539-2182 e. [email protected]

3/2/2020 Selection Committee Maryland Heritage Area Authority 100 Community Place Crownsville, MD 21032 Dear Maryland Heritage Area Authority Selection Committee,

Preservation Maryland is writing in support of the Greater Baltimore Urban League’s application for a Maryland Heritage Areas Authority capital grant request for window repair and replacement. We strongly believe in the value of the work by the Greater Baltimore Urban League to restore the Orchard Street Church, the oldest existing building built by African-Americans in Baltimore. Preservation Maryland is the statewide voice for historic preservation that works to protect the best of Maryland. Since 1931, we have worked tirelessly to protect the places, stories and communities in Maryland that matter. Awarding this grant would provide much needed funding to restore the historic Orchard Street Church and provide the opportunity for Greater Baltimore Urban League to expand their programming. This project allows the Orchard Street Church to continue its history of community service while creating new opportunities to engage the public with the site and introduce new audiences to the history of the Church. Preservation Maryland is extremely supportive of this

project and selected the Church as one of its annual Six-to-Fix historic preservation projects in late 2019. Orchard Street Church, renowned for its long history of abolition and civil rights activity, is home to two of the most prominent African-American organizations, the Urban League and the NAACP. This grant will significantly contribute to the effort for the Orchard Street Church to continue its service to Baltimore’s citizens and connect the past to the future of the City. Thank you for considering this grant request. Sincerely,

Nicholas A. Redding Executive Director

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KIM GLOVER-SPENCER8624 Windmill Road

Randallstown, MD 21133Email: [email protected]

[email protected]

PROFILE

Kim Glover-Spencer is a retired educator of 32 years and is currently serves as president of the Greater Baltimore Urban League Guild; an auxiliary of the Urban League. As a former educator, Ms. Glover-Spencer possesses excellent communication and leadership skills, networking with teachers, parents, school and district administration and community organizations to advance teaching practices and the development of 21st Century skills. She has conducted staff development, training teachers in the BCPSS Systemic Gifted and Talented Schoolwide Enrichment Program. To enhance the quality of education, she collaborated with agencies such as CHAI, Irvine Nature Center and Parks and People and wrote grants to fund activities, projects and instructional programs at Cross Country E/M School. As the Greater Baltimore Urban League Guild President since January 2019, Ms. Glover-Spencer continues to utilize her communication and leadership skills. During her tenure, she has more than doubled the Guild membership and collaborated with public and private agencies to provide health related and educational events to the community on behalf of the Urban League. Ms. Glover-Spencer organized and chairs the Save Orchard Street (SOS) committee which focuses on raising funds for renovation and repairs to the church

EXPERIENCE

September 1979 – June 2011Educator, Baltimore City Public School System

Recognized by Govans Elementary School as the Outstanding Teacher of the Year.

Recognized by Cross Country E/M School as the Outstanding Teacher of the Year in 2005.

Created a Gifted and Talented After School program at Cross Country for students who were identified as above average learners.

Implemented a Green Space Environment Club that led to Cross Country School Certification as a Maryland Green School.

Who's Who Among American Teachers 2005-2006. Honored as a Teacher of the Year Finalist by Chesapeake Bay Trust in

2007. Trained Staff of Cross Country in the BCPSS Systemic Gifted and Talented Education Program and served as the Program Manager.

Awarded for Outstanding Service to the BCPSS Systemic Gifted and Talented Education Program in 2006.

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2

Honored by the State of Maryland for Outstanding contributions and leadership in Gifted Education for the 2007/2008 school year.

NOVEMBER 2015 – PresentGreater Baltimore Urban Lead Guild (GBUL Guild)

Joined Greater Baltimore Urban League Guild. In 2016 served on fundraising committee serving for 4 consecutive years.

Elected President of GBUL Guild in 2019. Doubled the GBUL Guild membership Member and Secretary for Greater Baltimore Urban League Board of

Directors. Organized and chairs the committee, Saving Orchard Street Church which

is dedicated to raising funds for repairs and maintenance of the church. Liaison to the President/CEO. Presents updates on grant projects relating to the

Orchard Street and the Orchard Street Church master plan, securing necessary permissions and commitments necessary for project completion.

Collaborates with public and private agencies to provide health and educational events to the community.

EDUCATION

MONTH YEARBACHELOR OF ARTS: EARLY CHILDHOOD EDUCATIONGraduated Cum Laude. Continuing Education Coursework; Education/ Supervision of Instruction and Administration Education (21 Hours)

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The Greater Baltimore Urban League Orchard Street Church ... · The Greater Baltimore Urban League...

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