| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | AA | AB | AC | AD | AE | ||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | Project Name | Project Location (communities served) | Who is the primary stakeholder receiving services on this project? | What lived experiences and assets does this stakeholder have that should inform the success of this project? | How will we… GET stakeholder engaged? | How will we… KEEP them coming back? | How will we… GROW their participation? | How do we deliver (implement) our project? | How do we provide ongoing communication, support, and awareness about our project? | Net contribution: People (humans)? | Net contribution: Community/Social? | Net contribution: Natural Environment? | Net contribution: Economic Prosperity? | What needs to happen to successfully implement this project? | What resources are needed? | Who are the partners on this project? | What will each partner provide? | Who will be the lead organization? | How will you align goals and interests? | How will you define roles + responsibilities? | How will you hold each other accountable and make decisions? | How will you share information and resources? | What makes this project feasible (relatively easy to implement)? | What makes this project viable (able to be sustained over the long term)? | How does this proposal address issues of equity and historical underinvestment? | |||||||
2 | Network identifier of candidates | All | Future employees and employers | Network of participants | In their best interest | It adds value | Opportunity is created | This funding opportunity | Set of criteria to identify candidates | Empowered people | Opportunity | Begins to solve the challenge | Workforce development | Alignment | Time, energy, funding, plan, etc. | All community organizations | Identify candidates | TBD | Workshops and codesign | It will emerge | Work isn't defined yet ??? | Central... | It is in everyone's self interest | Same | Yes, but ... | |||||||
3 | WSP | All | Future employees and employers | I am a certified facilitator in WSP | It surfaces hidden capabilities | It validates ... | Word of mouth and network communication | On line and some central and local coaching | Network being organized | Helps release human potential | Identified untapped human resources | Future workforce | Same | Contract with McFletcher's and local support | Internet, PC, pull | CBO, McFletcher's and facilitators | Understanding | TBD | This becomes clear to those who experience it | Tbd | Tbd | To the served person and network | Digital and a paper Spanish version exists | Tbd | Yes! | |||||||
4 | Virtual business consulting | All | New and existing business | Extensive business and on line service | Value | Value | Value delivered | On line | On line | Business formation and business growth | Economic growth | All, where entrepreneur and business exist | Reduced mistake | Awareness and Internet and pc | Funds and some facilitation | The network | Tbd | Tbd | TBD and varies | Tbd | Tbd | On line | Low cost and value . | Value | Bias neutral | |||||||
5 | Equine services for ecotourism and training/learning | Santa Cruz and pima counties | Paeg participants and tourists in Santa Cruz county seeking mental health and wellness services train | Training and direct services | Bring message to stakeholders, education and outreach to local organizations rebhs, seago, ect | Direct experience is the best way for people to see the benefits. | Train and help trainers and they will provide referrals of other providers and clients | Training,wrap around services and direct services models | Advertising and word of mouth | Jobs and service improvement for mental health sector, increase tourism | Improved mental health services | Eco tourism, equine nature based tourism | Train is ng providers and increasing jobs | Financial resources and education/outreach | Advertisement, outreach and finances | Julie and Andy miratello and t Leo at whisper's sanctuary | Training and direct services to tourists and workforce | We each will admin our own aspects of program but there is large overlap | We will provide some overlapping services and also individualized programs | We will collaborate to carve out tiles and also collaboration | Meetings, reaching goals, assessing barriers a d progress | Meetings and collaboration | We both have preexisting programs.horses and ranches | There is always a need for mental health services and access to care | Directly addresses access to mental health care | |||||||
6 | Breaking Barriers on Southside | 265 Valencia | People on Southside of Tucson | Doing this work for almost 40 years in other areas of Pima County | Treat with Compassion in Spanish | Success breeeds success | Wrap around services and the ability to build social capital | Classes, job skill training stipends | Through government agencies, Faith Communities and other CBO | Pride in oneself, sel-sufficiency | Kids not growing up in poverty | Kids not growing up in poverty | Job skills/ facility with services that treat whole family | Outreach, recruitment of bi lingual staff, volunteers and funding | Completion of facility and 2 generational partnerships | SVPcityand county | TBD | CEO and TBD | Literacy and jobs and children’s enrichment | TBD | TBD | TBD | Partnership | TBD | Bilingual staff outreach in neighborhoods | |||||||
7 | Water for the Future | Santa Cruz County | Santa Cruz River Watershed and residents; 18-26 year old needing skills and training | Current NGOs providing these skills training; tools and talents in trainers | Leveraging existing programs | Creating near peer to peer mentorship and growth opportunities | By cultivating the next cohort of participants through active programming experiences | Through community based workshops led by young adults and practitioners gaining technical skills | Dynamic partner involvement and collaboration, place based projects that exist in the day to day relevancy of the communities they serve | Improved flood control, bioregional specific jobs, increase of biodiversity | Connecting a cohort of youth and organizations around hard and soft skill development for youth that will be hosted and trained by industry experts and leaders in their community | Flood control, urban greening, biodiversity, ground water monitoring, connection to place, restoration, erosion reduction, invasive species management | Direct job impact, near peer to peer job training | Long term commitment to youth development, sustained capital projects | Tools, land for restoration projects, staff expertise | Tucson Clean and Beautiful, SEEDS, Borderlands Restoration Network, Ironwood Tree Experience, Patagonia Area Resource Alliance, SCVNHA | TCB, seeds, Borderlands, ITE - YOUTH engagement, Patagonia Area - Land use | To be determined | Next workshop | Next workshop | Tbd | Tbd | Community connections and land use | Community connections to the land and each other | Next Workshop | |||||||
8 | Area Plan for Tubac (and possibly adjacent areas) | Tubac and adjacent communities | Tubac community and adjacent areas | Residents have formed ideas of what is important such as river protection, growth management, eco-tourismsuch as river proptection, | Santa Cruz Valley Citizens Council is the convening group for Tubac. We hold meetings, have committees, collaborate with other groups and can keep people engaged. | Through public meetings and relevant committee activities | As peope become more aware of the area plannong effort, they will become engaged. This has already happened through reports to the comminity at our monthly meetings. | We need $$ for professional planning services. | See prior answer | People benefit from a plan that protects and promotes common values | We want to promote walkability and more ruver access | We want policies that protect the river and adjacent buffer areas,including protecting the cottonwoods | Eco-tourism. Which the plan will promote, will create jobs and bolster local economic activities | We need $$ for professional planning help. We would presrnt plan to Santa Cruz County upon completion | We need professional planning help | Potentially most if of the grouos in town suchbas yhe Chambet if Commerce, Friends of the River, Anza Trail Coalition, Tubac Nature Center, Presidio, Tubac Centervif the Arts and Dark Skies Committee | They would oarticipate in the area planning process and prorivide input at our meetingst at | Subject to Board approval of a proposal through this process, the Santa Crux Valley Citizens Council | Bybcommittee drcision | By committee decision | B Y majority vote | Through committee meetings and monthly meetings of our members | We have the infrastructure in place to do it | A stable plan will guide the community into the future | An area plan will provide job opportunities for prime age workers | |||||||
9 | AI Bridge / AI Puente | Santa Cruz and Pima Counties | Cottage industry hispanic entrepreneurs or small businesses. Middle and High Schools in the district with students who are bilingual with monolingual parents at home grades 6-12. Border town communities like Nogales or South Tucson who don't speak good english or spanish. Otherwise overlooked borderlanders in these groups. | cottage industry has challenges navigating digital landscape and can't overcome barriers that keeps them at home. Border youth may not have expanded resources to get them past language barriers and poverty. They have transport issues and not many outlets in the community to grow. They feel responsible to make money and provide for themselves. Residents of border town communities may face unique socio-economic challenges, including limited access to educational and economic opportunities due to language barriers. | One-on-One and Virtual Options | Accessible and bilingual. A friend approach. | They can create their own path and pace. | In-Person Last mile communities, rural, go extra mile. | Community events, Workshops both in person and vitually, digital library of resources, social media, newsletter, website, app, | Training, Community, Access to Emerging Tech, Skills training for future industries | Entrepreneurs grow jobs, young people explore opportunities and develop soft skills and purpose. Established industry can interact with these otherwise segmented and overlooked groups. Cottage Industry and Youth. Youth get experience and explore pathways regardless of them starting up. | Rural Communities, Disadvantaged Groups, Family and Social and Environmental Justice | economic empowerment, connecting opportunites, emerging tech, rural, bilingual, intergenerational, inclusive tech and finance. Business formation, startups, scale ups, and sustaining businesses. | Stephanie needs more education in AI, she is currently applied for a grant to continue development. First AI training program will be launched and implemented by the Summer thanks to Groundswell FireStarter grant received; 10 cottage industry workers will participate. Funding for this program is important so I can develop a propriety program and a chat bot app. | Solidify fiscal spaonsorship with Groundswell Capital. SU has been a part of Tucson ecosystem AI community since 2019 pre pandemic. We need to rebrand SU as a tech company leading in AI and brand Stephanie as the states champ in reaching hispanic communities and making tech equitable. Stephanie is also being certified by NALCAB as a financial coach and should be complete by Summer. All this compounds toward this goal. | Santa Cruz County and Pima County. Groundswell Capital. | Santa Cruz County Economic Development and District Schools and Pima County, particularly City of Tucson / Tucson IDA and support partners in accessing targeted audiences; small businesses and students grades 6-12. Groundswell is our fiscal sponsor. | Startup Unidos | partnerships and funding are key. | In person and in detail. | SU will be providing project management and clear and concise communication | Online, email and in-person. | Domain expertise and partnerships. | Emerging tech and disadvantaged communities need is increasing overtime. | targeted outreach, cultural sensitvity, community empowerment, partnerships and long-term sustainability | |||||||
10 | MultiTrade Training Center | 1150 W. Drexel and surrounding census tracts | Student/Apprentice Participants | Debt Free training costs; when graduate: high demand, middle class wages, pension for retirement, can start your own business only, robust fringe benefits | Arizona@Work, One Stop, YWCA, Foster 360, Digital Outreach, I Rise, Urban League, Second Chance Outreach, JTED outreach | increasing wages, benefits, opportunity for growth, inclusivity, case management wraparound services onsite at the multitrade training center | testimonials from recent alumni, word of mouth, youtube videos, TikTok, nothing better than successful tradesperson, highlight success stories in media, | apprentices get 2,000 hours for the training year; # of hours vary from contract to contract (but the hours are guaranteed for the apprentices at 40 hours at least per week) | community outreach; digital media; social media campaigns; testimonials; geofencing | debt-free apprenticeships; graduate with middle class wage, robust benefits, pension; create local economic growth; low turnover job/high retention job | build stable neighborhood; give back to your community; family economic stability; homeownership; stable retirement; increase tax base; better health with better healthcare; higher salaries get reinvested in community; higher standards of living; more involved citizens | The foundational skills for green jobs are electricians and plumbers: i.e., high efficiency housing; solar; wind; water recapture; water power/hydropower; renewable energy industries; carbon recapture; methane recapture | middle class wages; increased taxbase; see above | locations for multitrade training center; funding to rehab buildings to design and open these buildings; community buy in; staff to run the center; etc. | staff; buildings; utilities; design and build/rehab; student outreach; student wraparound services; | IBEW 570, 640,518; UA Local 469; IUEC 140; Local 3 (Bricklayers); Local 75 (Ironworkers); Local 73 (insulators); Local 847 (Reinforcement Ironworkers); Council 36 (Painters); Local 1184 (laborers); Local 627 (boilermakers); Local 669 (sprinkler installers); Local 359 (sheet metal workers); Pima County NABTU; National Association of Women Builders; National Association of Women in Construction; NAWIC; NECA; MCAA; IRISE; Urban League; YWCA; Foster 360; Ferguson Supply; Reece Supply; WIN Supply; Pima County Department of Community Workforce Development; Pima County Economic Development Department | match; program development; staffing; design/build; maintain building; curriculum design; wrapround services design and implementation; evaluation design and implementation | PIma County Community Workforce Development | Working with our partners on this project as well as our partners on the Santa Cruz River Corridor | through our governance processes and procedures | governance procedures | governance procedures | Pima County already owns the two buildings it has in mind to headquarter two multitrade training centers; we already have the robust union partnerships; OneStop Infrasturcture | annual formula grants to County via US Department of Labor; industry partnerships; debt free apprenticeship training programs with wraparound services; childcare scholarships; housing assistance; transportation assistance | Equity and Inclusion will be addressed by following; demographic/equitable inclusion; guided by inclusive union ethics and union history | |||||||
11 | Santa Cruz County Digital Creatives | All Santa Cruz County communities | Youth and adult artists in Santa Cruz County | Divergent thinking, source of inspiration, teaching skills, spatial mechanical skills | Through public relations, surveys, social media, word of mouth, and websites | Through publishing success stories, results, visuals cues around the county | Giving them a role in the effort whether volunteer, input or new economic opportunities | Technical assistance, classes, internships | Through the established communication channels, primarily through the Morley Arts District website, newsletter, social media and stakeholder network and elected officials. | Financial opportunities for youth and adult artists and creatives | Pride in and access to relevant 21 century economic opportunities | A new very clean creative economic sector | More diverse economic base for creatives expanding far beyond existing produce, manufacturing and mining sectors | Outreach, project management and training | Community input, access to youth and audit of county-wide existing digital services and creatives | Mat Bevel Company: digital platforms, project management, promotion ; SCC Super of Schools for interns; AZ Cyber for security and possible college interns to assist with project management, La Linea and all Morley Arts District stakeholder for access to creatives; Santa Cruz County Public Media/ We Love Nogales for media outlet and promotion | I answered this in the previous part of the form | Could be a consortium of Mat Bevel Company or Morley Arts District except there’s no formal structure yet | Through visioning, facilitation mapping core competencies and skills | Through collaborative mapping and agreements (mou) | Outlining expectations and enforcing and accountability standards | Through Google documents and in person meetings | There are already established partnerships through the Morley Arts District | Momentum through the Morley Arts District with a set of well established nonprofit organizations | With the stats currently present in SCC this project provides significant opportunities for creatives to make a lucrative living by working from homes or in hacker spaces and collaborative works spaces. Yeah for digital creatives! | |||||||
12 | Wrap-around services to support households | City of Tucson | Prime Age Unemployed Persons in the City of Tucson | Lived experiences include overcoming challenges and adversity which leads to a developed sense of resilience. Though our project, we provide wrap-around services that help prime age persons and their households in the city of Tucson identify employment opportunities, start and complete training programs, transition into new jobs and maintain employment for at least 12-months. | Engage through neighborhood associations, schools, churches, and agencies. Promote project through word of mouth, print, digital, and radio. | Charting a course for employment. Casting vision with the stakeholders so that we are helping them achieve their desired outcomes. Celebrate small and large victories along the path. Work collaboratively to remove barriers such as childcare, transportation, etc. | Empower them to create awareness about project with their families, friends, and neighbors. Publicly recognize their progress and achievements. Identify leaders to carry out to refine the project and sustain the work/relationships. | Create awareness through outreach and community engagement. Facilitate the process of moving stakeholders from unemployment to job training to employment to promotion. Working with cohorts of stakeholders entering different jobs. Transforming groups of people and their families. | Through word of mouth and rolling admissions into the job path cohorts. Teaming people up with each other as well as project facilitators. Highlighting success stories to print, radio, and social media. | Gainful employment. Job skills. Peace of mind. Confidence. Enhanced sense of self-efficacy and self-respect. | Establish and maintain networks and support systems. Connect people to jobs. Reduce unemployment and underemployment rates. Transform families, and change the trajectory of legacies and generations. | Supporting the environment by building thriving communities and workforces that take care of their environment. | Skilled and engaged workforces. Create new jobs. Expand existing industries. Increase economic prosperity in the areas served. | Engage with community to establish relationships and build trust. Collaborate to remove barriers and support prospective employees and their households in gaining access to paid training/certification programs. Provide wrap-around services that support prosy employees in finding jobs, transitioning into new jobs, and keeping the jobs. | Build teams to canvass areas to create awareness, develop communication strategies and campaigns that inform communities and funnel prospective emotion into training cohorts. Make the progress public through various digital, social, and media platforms. Share success stories far and wide and enable rolling admissions for prospective employees to start their journeys to employment. | Pillars & Bridges, Pima County community & workforce development, Pima county grants management and innovation, Pima county community services. | Outreach/facilitation/develop communication strategies, provide training & support to prospective employees, secure funding for sustainability, connect with existing programs to end poverty. | Pillars & Bridges | Through collaborative efforts to crystallize a shared vision and name our collective desired outcomes. | Each group is able to work within their sphere of influence. We share our operations with each other so that each organization understands what the other does and appreciates the interdependencies we all share. | Setting clear timelines and deadlines, holding regular communication sessions, allowing each organization to lead in their area of strength. Allow the plans and support structures in place to guide and direct our work. | Document each meeting. Share out notes and updates. Maintain a digital record of all our work. | Much of the need have already been identified. This is the work that each organization does on a regular basis. Now we are joining forces and leading on each others strengths. | As people begin to get jobs and improve their lives and their communities, then their families, friends, and neighbors will get involved as well. As people become more successful, we will empower new team members to carry on the work that was started. Project participants will be empowered to lead people through the very process that changed their own lives. | We are supporting all prime ages persons regardless of race, nation, creed, gender, etc. we are engaging with marginalized communities primarily to offset historical underinvestment. | |||||||
13 | JTED- CTE expansion | We serve all Pima County, most of Santa Cruz, and parts of Pinal | Students, teachers, families, community members, industry | awareness of needs, barriers, and the drive for opportunity (I don't know what they will do with opportunity, I only know it will be amazing) | Build off existing connections JTED has with CTE teachers, schools, students and families, and industry | provide meaningful services and resources, meet needs, provide opportunity | Success breeds success. Outreach and communication help too :) | We already serve CTE programs across this area. How can we expand them, match them with community needs, and create opportunity for existing resources to be leveraged to serve a larger population (24-54)? | existing school and communicy communication pathways, existing industry pathways, expanding outreacha dn communication patheays (social media, news, churches and community groups, etc). | individuals can learn and earn cindustry relevant credentials and skills that lead to good jobs | When a school thrives a community thrives; when students thrive families are better off, and education/training is a proven pathway to economic stability. Povery is bad for all of society, and education is a meaningful strategy to reduce it. | We are targeting career paths that support a sustainable, climate resilient future. | Training people for family-supporting wages, aligning initiatives with available local jobs and supporting local industry. | We would need to ID target program, develop either mobile labs/training centers or support existing CTE pathways, get agreements in place to make the training and equipment aailable to adult populations, find and train the appropriate teachers or facilitators, promote the programs, and create connections that allow participants to then access job opportunities. There are 2 big ideas here, one is opening existing CTE to adults, and one is creating mobile learing labs that can move community to community to offer services to students (JTED) and adults (in partnership with others). JTED has curriculum and programs in place in construction the trades, and other fields necessary to a resilient future, as well as in computers and digital technology. We are also building out an AI literacy component. These existing resources could be expanded where appropriate, and offered to a wider community. | Staffing support, teacher training, and depending on the program, equipment or materials. Travel costs for a mobile model. Details related to resources will depend on what programs are targeted. | school districts, teachers, JTED. JTED cannot pay teachers to provide adult eduction, so if we are trying to use JTED/CTE teachers to offer classes to adults, it would need to be in a 1099 capacity and JTED cannot be the employer. For mobile labs, community partners to ensude we're invited and welcomed to offer suppoers on campuses, at community center or churches, at libraries, etc. | JTED: planning, determining equipment and material needs, building out mobile lab, curriculum development. Could easily partner w PCC and other com colleges for curriculum support/content. Need industry partners ato ensure curriculumm is aligned. Need community partners and schools to help us reach the target groups. Happy to partner with whomever, we don't want to reinvent the wheel on any of this. | JTED outreach staff | communication and plannin | communication and planning, close honest trusted partnerships | Clear PM tools including schedule, WBS, and check ins. Clearly articulated milestones and scheduled check ins, incl among all aprtners | Details of com plan and resource plan will come out of this planning process | We already have structures in place as a district to do this type of project. With some more resources they can be activated and leveraged | Once these projects are in place (the partnerships, the resources such as mobile labs, the connections with emergent industry needs and on-the-ground community members), maintaining them is a much lighter lift. Further, once impact can be shown, finding additional resources to maintain that lighter lift is easier. The construction, AI, digital, and gree-industry sectors are GROWING and industry is crying for solutions. If we can demonstrat this as a proven model that gets results, I believe those industries will sustain it. | Rural communities are always left behind, left out. What if we can bring the programs to them? What if we give them options that don't require leaving home to find success? | |||||||
14 | Digital Opportunities for Success (Dos) | Pima County areas | This project can be for multiple categories of individual including: aging adults, low-income, those who have been incarcerated, those with language barriers, those with disabilities, those who are disadvantaged by race or ethnicity, veterans, rural communities | Individuals can describe what they need and inform the framework of the project. Doing this work with people, and not to people is integral to a community centered/driven program. These stakeholders hold significant historical knowledge that will be important to the success of the project. | Start with existing groups and leverage high level stakeholders spheres of influence | Create buy-in through ideation and identifying a champion | Constantly ask: Who is not at the table? | Community engagement, train the trainer efforts, recruit digital navigators from the community where services will be provided, identify locations for classes, address childcare, transportation, and needs for accessibility/language resources | Use multiple platforms for marketing and communication including online, flyers, in person, radio, newspapers, community bulletin boards/newsletters | People have a trusted resource int heir own community | using existing resources that they know | That continues to grow and morph into what they (individuals/community) needs | and leverages community assets to promote economic prosperity | Marketing on different platforms, resources in different formats, a range of services from new users to those who want to upskill, food, stipends, devices | I think I answered this in the other question. | Libraries, Parks and Rec, CBOs, CEOs, ISPs, Colleges, PCHD, CWD, PEEPs | Library-Ignite space, resources, navigators Parks and Rec-locations for classes, CBOs-classes and navigators, CEOs-Paid internships/trainings, ISPs-affordable internet access, devices, innovation center resources, Colleges-cybersecurity and technical training, | Pima County Office of Digital Inclusion | Mesh with organizations who are already providing these services in the community but are doing so in a silo. Facilitate discussions and collaboration | Utilize an advisory group to work collaboratively to define the roles and responsibilities to make sure we don't get organizational scope creep and can address capacity. | Scheduled meetings, established agreements before starting the work, clear goals and measurements, gathering of outcomes and stories | Transparency is key. Online website, newsletters, memos, in-person, flyers, etc... | Best practice models are created and tested on a national scale | It leverages the resources already provided in the community by partner organizations. | Removes barriers (language, rural, transportation, childcare), focus on low-income areas of the community (low household income, rural, non-English speaking, incarcerated), provides access to opportunity for communities who have been historically underserved. | |||||||
15 | EQUINE SPIRIT Programs | ELGIN AZ | PAEG particioants in Santa Cruz County seeking mental health and wellness services. | Particpants will recieve equine mental health & wellness trainingg. | We will offer training to local mental health agencies to become aware of the benefits of equine assisted therapy and refer other providers amd program participants.. | By providing positive outcomes, they eill continue to provide participants and rursl communities operate on eord of mouth increase exposure with additional agencies | Rural communities operate on word of mouth and as the need continues, trust is built and further participants will be referred.s | On site training at our equine facility which is ready for program implementation. | Person to person contact, outreach to community thru presentations, workshops , social media and local communitu chats and newspapers.orgs | Improve alternative mental health & wellness to the workforce by training more mental health providers | Creates a healthier families by training a larger workforce to provide mental health services. | ? | Increase workforce in this area of mental health by increasing access to care. | Financial support,collaboration with otger agencies, development of existing resources | Participants and referrals | Toni Leo. Whispers sanctuary | We will provuse the training, Toni will provide direct services | Equine Spirit Programs | Serve similar population with different program implementation. | Initial agreement and planning, bi monthly meetings to assess progress | Monthly meetings to assess progress. | Monthly meetings. We live in the same small community | The need is ongoing and mental health issues are not being addressed | Need for a healthy community and workforce to serve them. | Poor access to care. | |||||||
16 | Optics workforce development | The project is to train people - unemployed | unemployed | n/a | community | employee success | company priority | n/a | n/a | people have good paying jobs | n/a | n/a | companies prosper with good employees | training program, personnel assessment, paid training | paid trainings, small biz | Optic valley | n/a | n/a | n/a | n/a | n/a | n/a | students get good jobs, companies get good employees | n/a | drives more robust and collaborative community | |||||||
17 | TBD | Nogales | Community of Nogales | Their ability to project their bussines ideas in digital projects. | Visiting different organizations to talk about the specific project and invite them to participate. | By promoting updates on social network. | Pending | Pending | Newsletters, social media, an ending celebration festival | Teaching labor skills to low income women from nogales. | Labor digital skills can help this community to get better jobs. | NA | More income can help danilies to improve their quality life. | We need 30 women to succesfully finish the courses. | Pending | Circles of peace , Linea Art Studio | Indeastructure, participants and economical recourses. | Border youth tennis exchange | Our goals align on improving quality of life and free education to the community | Pending | By having term reports and being communicative between us. | With the term reports | We have already many participants on our network who are asking for this type of skills development | Our community support is well comunicated and have worked together for years. We have a lot of experience in this area with them. | Pending | |||||||
18 | Downtown Infrastructure Reinvestment Strategy | Downtown Nogales | Residents and visitors of the City of Nogales | Lack of digital access, lack of vital urban infrastructure | Work with City, County, NCD, Chamber of Commerce, local media - conduct planning workshops etc. | Continue to work evolve the stakeholder process | Show them results from the previous session and work to develop the ideas into tangible outcomes and identify areas of additional supports | Though careful administration of plans by local community organizations clear benchmarks and deliverables | Engage local media, key stakeholders | Sociocultural, environmental, functional, aesthetic, economic | Digital access and equity | Heat island reduction and green infrastructure | Tourism, adaptive reuse / increase property values, blight remediation, new infrastructure, | Collaboration between key stakeholders, policy and incentive development, planning, investment | Collaboration. among stakeholders, and local governments , teginalnpartners | NCD, GSA, Ciru of Nogales, Pima County, Unisource, Port Authority, ADOT,, CBP, SHPO, Nogales Chamber, ISP | There respective roles are outlined in their mission. | Not sure | Collaborative workshops | See above | Through an effective governance and administration strategy, outlined by a plan | Openly and through a single repository | The will and need | See above | Digital access | |||||||
19 | Business Serviced Incubator for Downtown Nogales | Downtown Nogales | Downtown businesses, nonprofits, community members | They know the community and needed services | We will work with all of the ARPA nonprofits to create a broad network, school districts, business community to form a committee that will focus on outreach and communication. We will also publicize on Santa Cruz County Public Media | Constant communication | Encouraging bringing in new people and addressing root causes and concerns for things that need improvement. | We will make sure that all people involved in community venues are working together and collaborating. | Social media presence and email communication. Programs like We Love Nogales and Radio | More activity downtown (places activated), attracting new business and tourism. Overall beautification. | More visibility outside of Nogales, invites more people to the area. | Embraces walkable environment | More jobs. | Collaboration and leadership | Social capital as well as investment in jobs | Morley Arts District partners, city, county | Government support is essential, provided by city and county. Nonprofits bring the people. | Committee of partners | Through active participation by all parties | There needs to be a lead. Frank Dillon, Evan Kory, | Regular checkins | Through email and regular in person meetings | Buy in from all involved | It leads to more development, people want to see results | It literally opens the doors of community venues. Much needed in downtown. | |||||||
20 | Mobile Digital Hub | Santa Cruz, rural Pima | Residents & businesses of SC corridor | Data regarding employment, education, financial stability | Meet them where they are | Offer something of value | Deliver what is promised | 1. Funding 2. Secure mobile Digital vehicle | Utilize partner networks | Connects people to the internet, training, etc. even in the absence of broadband | Workforce training, increased income, fewer disruptive moves, thriving business | People can stay in place vs leaving to find financial viability | More available workers, | Connect sectors, partner | Capital, equipment, staff, outreach | Sahuarita Food Bank (model), SC County, other CBOs, SEAGO | TBD | SFBCRC? TBD | TBD | TBD | TBD | TBD | Existing model | Employers would want to invest | Equitable access to internet, training, workforce development | |||||||
21 | Contractors' Accelerator | 1150 West Drexel Road, Tucson AZ | Journeyman tradespeople who want to become independent contractors | Education, resources and certification: completed a JATC approx 10,000 hours of classroom and on-the-job training, know the community, trusted by community members | through union awareness and engagement activities, one-stop job center is engaging more job seekers into union apprenticeship pathways | wrap around support services at multi-trade training center (childcare, transportation, GED and language classes, informal support network and culture is very strong, Pima County WIOA support services and Community Assistance | multitrade training center will develop a new pipeline of journeyman craftspeople | Accelerator program must be completely separate from training center due anti-racketeering laws. | We advertise the opportunity to get help starting contractor businesses throughout the entire population of apprentices across all trades, One-Stop job centers and satellites (like Las Artes) workforce system. | Creates new quality union jobs in the Recompete target area | Creates new commercial enterprises owned by community members in Recompete communities including rural communities. | These new contractors are now in a position to add green building competencies (water harvesting, solar installation, EV charging) | New business formation in communities where there are currently no jobs offering high-paid quality jobs for residents, and qualified to bid on projects that would otherwise go to larger contractors headquartered outside the local community. | Establish a revolving loan fund administered by the AZ Building Trades Council to allow journeyman tradespeople to purchase the tools and capital equipment necessary to start independent contractor businesses. The loan fund would leverage extensive business development training components embedded in the apprenticeship training programs for all 14 crafts.tProvide technical assistance to these entrepreneurs to business | Need adequate funding to launch 10 companies across a diverse cross section of trade areas. Estimate $2,000,000. | See list for multi-trade training center | The AZ Building Construction Trades Council is the fiduciary lead for a consortium of all the unions and will manage a loan fund dedicated to Recompete target area. | AZ State Building and Construction Trades Council | Goals area already well-aligned with all 3 Recompete investment priorities and having a dedicated fund and nearby trade center will funnel these benefits to recompete residents. | Many roles/responsibilities are already very structured between the unions, joint apprenticeship training committees and state council. One-Stop has a long partnership history and existing agreement with IBEW through SER. | Subrecipient agreement between Pima County and AZ State Council. | Monthly partnership meetings | Existing infrastructure from unions and JATCs. Extensive leveraged resources and non-federal match. | Huge industry investment and existing partnership of multiple contractors and labor organizations. | Underlying equity framework of union organizations. | |||||||
22 | Estancia Yerba Buena (Kino Springs Golf Course) | 187 Kino Springs Drive | The local Santa Cruz County community and tourists | The lived experiences, nostalgia and want to see EYB succeed will help reinspire stakeholder involvement. | Good marketing, and an interesting product offering (Farm to table, hospitality, events) | Good programming and quality product offerings that give good value. | Marketing! | Finishing Construction Drawings, Financial | If we can look for employee retention opportunities and opportunities for construction funding we will be happy campers! | We will offer a public and recreational space. | We are a borderland community committed to the health of the land and wellness of its people. | We are conserving over 100 million gallons of water by not using the golf course. We will in the future do organic farming. | Jobs! | A complete remodeling of the 100 year old golf clubhouse to create a farm to table restaurant, event space and hospitality project. | Financing! We have a great project team and plan. | Kino Springs Golf Course is the property owner. Estancia Yerba Buena is the project name. | We are a single member LLC and its future members will not have assigned roles. | Kino Springs Golf Course | Na | Na | Na | Na | Renovation not new construction, minimal start up costs because the land is currently owned by the project group. | A unique and high value offering including overnight stays, events, and food and beverage. | It reawakens a previously fallowed property! | |||||||
23 | Removing Barriers to Workforce Training | Rural Pima and Santa Cruz counties | Low income adults and recent high school grads | They are the experts in their needs | Targeted marketing and relationship building | Excellent services | Word of mouth | Other cbo’s, community colleges, congregations | Emails, newsletters social media, marketing efforts | Increased self efficacy and self esteem, increased family wages and resources | Economic opportunity, generational wealth | Paid time off for families to spend outdoors | Increased tax revenue and buying power | Outreach with high schools, cbo’s, des etc | Committed partners, funding, marketing | Pima Community College , employers that offer apprenticeships and training programs, cbo’s, need other partners | Tbd | Open but probably JobPath or PCC | Tbd | Tbd | Effective communication | Tbd | JobPath has 25 years experience implementing services and programs | Experience and expertise and proven outcomes | Increases access to economic opportunity | |||||||
24 | Life long learning project | Santa Cruz county | 18years and older, those career older adults helping 25-54 | Work experience from older adults, technology from younger generation | Creative incentive , meetings, | Creative workshops, appreciation meetings | Appreciation meetings, data some to help incentive | Use all resources and ideas of partners, come together in a well known area | Zoom meetings. Good communication via emails and meetings to provide a unified goal. Each partner increases awareness about project | Learning throughout generations to include new techniques and those that may have been career driven to help those with workforce | Bringing community together to help community and grow community | Workforce education for community from community to remain in community | Local community helping local community | Bring partners together with achievable goals for economic growth and workforce | Each partner to provide resources , creative ideas, successful base of leveraging money to achieve best results, also working directly with local businesses | School, community center, community based organization | Each goal will be written by all partners in agreement , youth from school, building and meeting from center, older adults and workforce training from community based organization | Key leaders from each agency/group/school | Discussions and a clear vision that is agreed upon | All agencies at table, agreed upon goals and responsibilities according to the expertise and task | Goals, deadlines for goals, and meetings for decisions that all are included | Meetings and zoom meetings using each agency’s information to come | Steps will be specific to follow as per goals | The partners will change and update regularly to maintain sustainability | All different ages are involved with many backgrounds and languages specific those that are involved and residents that will be participating | |||||||
25 | Financial Empowerment Centers | Any area in Pima County | Any adult. Any employer. | Struggles with achieving financial stability; encounters with finanical predators; challegens with mainstream banking institutions; aspirations for gaining assets (or having assets) that need protection | Through networks of nonprofits, churches, healthcare providers, banks, employers, and social media | Finding value in the experience, gaining financial security, having incentives | Good stories of success, word of mouth, social media | We'll determine areas of colocated services to train and provide FEC counselors | Newsletter, stories, deliberate outreach, meetings (small and larger), updates, | More people have tools for financial stability; More savings and less debt; Fewer families have financial stress that interferes with their lives; Fewer people are using financial predators; More people can address/reduce court fees and fines | Fewer evictions/foreclosures; More people connected with critical services and resources; less absenteeism | Less chronic stress and shift out of "survival mode" means families can focus more on engaging with and protecting the natural environment | More savings and less debt; more home ownership; less financial exploitation; | Receive FEC status; train counselors; determine locations, schedules; determine outreach strategy; ensure strong evaluation component; network with local employers and financial institutions; work with nonprofit, education, and faith networks; ensure bilingual materials and training options; learn from other communities. | Attending FEC Academy, developing partner network, finding the right locations, working with Justice Court on reducing fees and fines, buy-in from employers, strong bilingual materials and trainiers | Pima County, United Way, Family Housing Resources, Pima County Libraries, Sahuarita Food Bank -- others to come. | Pima County is the lead organization and we'll be working with this network to train staff and financial counselors and co-locate services. | Pima County Community and Workforce Development | I'm not sure how to answer this other than all the work is collaborative and co-created. | Some of it is structured through the FEC model, but where there is an opportunity for further definition, we will do it collaboratively. | Some of it will be contractual, and the rest is based on building strong, honest, and collaborative relationships with frequent and transparent communication. | I'm assuming this means between the partners -- and hrough regular meetings, emails, etc. | FEC is an evidence based model that is being used across nearly three dozen operational FECs has worked with more than 150,000 clients, helping them reduce debt by more than $225 million, and increase savings by $45 million. So there is a model that we will follow as well as bring our own design needs and innovation to the process. There is an academy we are applying to participate in where we will have access to training, tools, and technical assistance as well as some start up funding. We will also look for additional funds | The Prosperity Initiative has been approved by the board of supervisors with a commitment to invest in those program areas that are prioritized. Financial capability is one of the 13 policies and the FEC model is considered a best practice in this area. We anticipate a commitment to this project over time. | About 30 percent of Pima County households are liquid asset poor and about 12 percent have zero net worth. Household wealth and income in Pima County is also significantly stratified among racial lines with households of color having lower incomes. The median household income for all households in Pima County is $59,215, compared to $51,057 for Hispanic/Latinx, $47,175 for Black, and $42,346 for Native American. Households of color in our county are almost twice as likely to be liquid asset poor, and 1.5 times more likely to have zero net worth. Four in ten Americans report high or moderate stress from their finances, with a disproportionate number of families struggling financially, often to meet day-to-day needs. People who are financial unstable become victims of financial predators. Current statewide policies in Arizona permit certain high-risk financial services, such as car title lending at 120 to 204 percent APR. Research from the Center for Responsible Lending finds that Arizona borrowers pay more than $254 million in fees and interest on car-title loans. Awareness of and use of benefits and financial assistance programs is low among those who most stand to benefit. For example, only 25 percent of low-income individuals surveyed in the 2021 Tucson Poverty Project believed they qualified for the Earned Income Tax Credit, and only 3 percent reporting using the VITA free tax preparation service (which screens for EITC eligibility), despite the fact that almost all respondents probably qualified for at least one of those services. The evidence is clear: individuals who are low income and of color are more likely to have fewer financial resources and assets because of historic and contemporary discrimination and structures, and more likely to be un or under-banked and to use financial predators. The training and tools of FEC can make a difference for these families now and for the next generation. The FEC model allows many doors to community members to easily access the tools for increasing financial stability and debt reduction, connecting with needed resources, and when ready, start building economic assets like savings, home ownership, etc. By using a network of partners for co-location of counselors along with an outreach model that uses trusted sources of nonprofits, faith groups, and employers (who should see the benefits for their employees) we can engage those families who can use these resources to further increase their financial stability and assets. | |||||||
26 | Childcare | Pima County, Santa Cruz County | childcare providers/ others (or potentials) | n/a | effective impactful workforce (data from current efforts | Workshop offered with time and place accessible. | 2 Gen approach ( Childcare HQ should be offered too) *All parents participate in other workforce development | Use established coalitions, coaching, mentoring, | n/a | Increased capacity and skills | increased number of childcare offerings which helps parents return to work | n/a | increased economic prosperity | use existing models, people who have done this work -> maybe a T3 approach to exponential growth the capacity and serve others. | address childcare "desert" esp. Infant/ toddler care, digital inclusion through workshops and childcare providers. | United Way of Tucson SoAZ and others TBD, Pima County | TBD | TBD- whoever has done this role in Pima Co - open to many ways to work collaboratively | TBD | TBD | TBD | TBD | Using existing models and people who already do this work | n/a | digital inclusion-> increased capacity of childcare/ providers, increased access to jobs | |||||||
27 | Green Jobs Accelerator Program | Phase 1: Tucson Phase 2: Regional | Underrepresented small business owners | We have successfully piloted the program and have expertise providing culturally competent education and low-cost capital to small businesses. | We will leverage our network of over 800 small business already engaged in our programming. | We will provide high quality services that develop impactful long term relationships. | Our exisiting Aliados framework creates opportunities for program participant to become program advocates and champions that reinvest in community. | In-person in phase 1, which additional hybrid options in phase 2 | We have a robust communication platform that include earned media, social media, grassroots canvassing outreach, and stakeholder referrals | We plan to train 150 small businesses a year in this program, with an estimated increase in 200 part-time and full time high paying jobs | Increase in financial literacy, increase in household income for small business owners, increase in revenue for small businesses, scalable model for the region, increase in "green jobs" and underrepresented small businesses able to participate in federal and state contracting. | We will be able to better take advantage of federal programs for clean energy with a robust workforce. This will reduce pollution and greenhouse gas emissions | Generational wealth building, increase in high-paying jobs, improved workforce, increased participation of women, minority, and vetern participation in trades contracting, reducing racial wealth gap | Funding to support program implementation and provide trades businesses access to pooled bonding and licensing. | Staffing, fiancial support for materials and Arizona Contractors Exam test prep and fees | City of Tucson and Groundswell Capital | Groundswell Capital will support the bonding to enable new graduates to qualify for city, state, and federal contracts we will also support with replication of the program region-wide through developing digital courses and technical support. We will provide financial and business coaching. . City of Tucson will support with recruitment, education and test preparation. | Groundswell Capital | We have a strong track record of high quality execution in collaboration with our partners at the City of Tucson. | We have an existing MOU that outline roles and responsibilities and includes quarterly reporting. | We currently leveraged shared calendars and our written MOU with reporting to align accountability. | As a co-located partnership with have many defined and fluid information and resource sharing capacities, including shared calendars, google share-drives, monthly meetings, and daily conversations. | We have a successful pilot we have completed and are experienced in program implementation, evaluation, and replication. | We have numerous other funding and revenue sources we can leverage, include SBA, Solar for All, USDA, NALCAB, and foundation programs. | Despite historic federal dollars flowing to states, without support minority and underrepreseted small businesses will not be able to participate in the largess. Our program directly addresses this gap with targeted educational, technical assistance, and funding support to ensure we close the gap. | |||||||
28 | Az Stitch Lab | South Tucson, Sahuarita | Single Mothers, youth, people with some sewing skills, home workers who want to add sewing to their skills | Flexibility, no degree required, easy to learn in record time, many adaptations to industry work, remote work available, | Partnerships with Tucson Workforce Development and Pitch tours | Offering more advanced courses, job placement, special adaptation of skills | Training opportunities in many areas, different advanced skills | Classes, assistance with OTJ training | Creating an alliance of industry partners who are hiring | Skills, jobs, wage increases | A decent livibg to care for families, incime to thrive and grow their communities | Sustainable manufacturing jobs | Manudacturing industry growth, growth for made in America products | Partnership confirmations, some staff hiring, funding commitment | Some hiring assistance, funding, reporting accountability | Moonshot ( non-profit that houses AZStitch Lab), Sonoran Stitch Factory, City of Tucson economic development ( business navigators) and Pima County work firce development | City of Tucson and Pima County to finnel participants and provide job-related services like resume writing, interviewing skills, etc. Moonshot to provide finacial management, Sonoran Stitch Factiry to conduct classes, be entrepreneur expert | Moonshot | By providing results for all parties that align with each organization 's missions | Working together to determine strengths of each and making sure each organization is accomplishing hoals in this workforce development area | Constant, respectful communication. Tegular meetings and forming a specific board overseeing AZStitch lab operations | File sharing, report sharing, regular status meetings | We have 2 years experience running a successful AZ Stitch lab | We have data that shows this industry is growing, more employers are looking for this type of skilled worker and our graduates have been finding jobs or starting their own businesses, which serves the industry long-term | Our past participants have been the underserved populations, including low income, people with disabilities, refugees and more. | |||||||
29 | Green Economic Engine - Santa Cruz Farm Farmer to Farmer Apprenticeship Program | Nogales, Upstream Santa Cruz River, Santa Cruz County | Community members of Nogales, Rico Rico, Southern Santa Cruz County | Nogales is a place of deep economic and social divisions. Our population is dwindling as young adults search for opportunities and education elsewhere. Large industry has used Nogales as a highway for he extraction of produce and goods, while abandoning the working class of Nogales. | Through diffusion theory. Diffues to stakeholders through SEEDS Young Adults, SEEDS Moms group, partnerships through other non-profits and farm/ranches | By building a model centered in leadership and economic development that benefits the stakeholders, furthermore they will keep coming back becuase of the renwwed access to healthy locally grown fruits and vegetables and the education and engagement in schools, community that food production entails. | Recruit into programming, listen to their needs, organize for healthy local foods together. | By launching Cohort 1 of the Santa Cruz Farm Apprenticeship program, therefore expanding our food production and fulfiling food produciton market goals for local schools, farm stand, farmers market, head starts, boys and girls club and senior center. | Through th economic impact our apprentices will have with our locally grown foods and veggies. Through diffusion theory and practice getting the information to community members through our farm stands, markets and more. Through educational programming to link locally grown vegetables abck tot he community. | Yes People. Hiring of 8 apprentices, Providing the skills and experience to multiply local farming and expand food production. Through access to healthy locally grown fruits and vegetables for all of our community. | Providing education about healthy eating to all community members, through engagement at the farm, schools, senior centers, head starts and more. Through provising direct access to healthy veggies grown up the street. Through the vision of children eating in cafeterias food that was grown down the street and furthermore that the students know their farmers. | Through the intensive water harvesting, eriosion control and habitat restoration. Developing climate, water and land stewards through local farming. Through the carbon sequestration of natural farming. Through sinking more water into the acquifer. | developing a green economic engine based in the working class that can provide apprentices and farmers viable healthy livelihoods, through development of our local food hub. | Apprentices are recruited. Need resources to operate farm and apprenticeship, Project is shovel ready at Santa Cruz Farm. we are installing our water well. We have committed trainers from the Farmer to Farmer training project led by Don Bustos, award winning farmer teacher. Collaboration with JTED and others on apprenticeship program. Launch Cohort 1 and fill out plots with apprentices | Support for Apprentices, Support for programming and education model in farmer to farmer training program. Support for habitat restoration on our farm by the river. Farm cold room, ramada and washing packing area development resroucres, tools, machines and materials, seeds, implements, soil. Resources for training. | SEEDS Community Agriculture, Inc, - Develop and coordinate apprenticeship program, Santa Cruz Farm - host apprenticeship program. Wild and Free ranch/Quality Ranch Horses | SEEDS Community Agriculture, Inc, - Develop and coordinate apprenticeship program, Santa Cruz Farm - host apprenticeship program. AZ ag workforce development, Wild and Free Ranch/Quality Ranch Horses - equipment support, Farmer to Farmer training Newtork - Apprenticeship education in exicsting succesful model, JTED and AZ apprenticeship Agency, - credibility, | SEEDS Community Agriculture | We are made up of a all local working class community members with our hearts, passion and interest in community members first. We are far too tired of projects that ignore the most populous and vulnerable members of our community. | project is shovel ready, community partners will support. Trainers from the apprenticeship program will train. SEEDS will coordinate, Santa Cruz Farm will host and participate fully | Most of our operation is based in collective decision making which includes strategic leadership roles taken by each party based on the strength of their role. | Through diffusion through local community networks, through collaborations, through our apprentices, through our school and community programs, newsletter, wesbite and news articles/audios | we are shovel ready, we have the crew, we have the land and water, and we have been developing this for some time. We just need the right resources and are shovel ready. We have agreement commitment from world class award winning small scale farmers Don Bustos and Nery Martinez | Commitments by SEEDS to continue the work, Santa Cruz Farm ownership. Furthermore the project is designed for Cohort 1 to teach and guide cohort 2 | Our community had long been abandoned by the mutlinational industry that is extracting produce and materials from Mexico. The working class in our community has long been stuck in some of the lowest wages in the state. We are developing a community led, people centered, working class centered green economic engine based in growing veggies and not extraction. We are doing for self! | |||||||
30 | ||||||||||||||||||||||||||||||||
31 | ||||||||||||||||||||||||||||||||
32 | ||||||||||||||||||||||||||||||||
33 | ||||||||||||||||||||||||||||||||
34 | ||||||||||||||||||||||||||||||||
35 | ||||||||||||||||||||||||||||||||
36 | ||||||||||||||||||||||||||||||||
37 | ||||||||||||||||||||||||||||||||
38 | ||||||||||||||||||||||||||||||||
39 | ||||||||||||||||||||||||||||||||
40 | ||||||||||||||||||||||||||||||||
41 | ||||||||||||||||||||||||||||||||
42 | ||||||||||||||||||||||||||||||||
43 | ||||||||||||||||||||||||||||||||
44 | ||||||||||||||||||||||||||||||||
45 | ||||||||||||||||||||||||||||||||
46 | ||||||||||||||||||||||||||||||||
47 | ||||||||||||||||||||||||||||||||
48 | ||||||||||||||||||||||||||||||||
49 | ||||||||||||||||||||||||||||||||
50 | ||||||||||||||||||||||||||||||||
51 | ||||||||||||||||||||||||||||||||
52 | ||||||||||||||||||||||||||||||||
53 | ||||||||||||||||||||||||||||||||
54 | ||||||||||||||||||||||||||||||||
55 | ||||||||||||||||||||||||||||||||
56 | ||||||||||||||||||||||||||||||||
57 | ||||||||||||||||||||||||||||||||
58 | ||||||||||||||||||||||||||||||||
59 | ||||||||||||||||||||||||||||||||
60 | ||||||||||||||||||||||||||||||||
61 | ||||||||||||||||||||||||||||||||
62 | ||||||||||||||||||||||||||||||||
63 | ||||||||||||||||||||||||||||||||
64 | ||||||||||||||||||||||||||||||||
65 | ||||||||||||||||||||||||||||||||
66 | ||||||||||||||||||||||||||||||||
67 | ||||||||||||||||||||||||||||||||
68 | ||||||||||||||||||||||||||||||||
69 | ||||||||||||||||||||||||||||||||
70 | ||||||||||||||||||||||||||||||||
71 | ||||||||||||||||||||||||||||||||
72 | ||||||||||||||||||||||||||||||||
73 | ||||||||||||||||||||||||||||||||
74 | ||||||||||||||||||||||||||||||||
75 | ||||||||||||||||||||||||||||||||
76 | ||||||||||||||||||||||||||||||||
77 | ||||||||||||||||||||||||||||||||
78 | ||||||||||||||||||||||||||||||||
79 | ||||||||||||||||||||||||||||||||
80 | ||||||||||||||||||||||||||||||||
81 | ||||||||||||||||||||||||||||||||
82 | ||||||||||||||||||||||||||||||||
83 | ||||||||||||||||||||||||||||||||
84 | ||||||||||||||||||||||||||||||||
85 | ||||||||||||||||||||||||||||||||
86 | ||||||||||||||||||||||||||||||||
87 | ||||||||||||||||||||||||||||||||
88 | ||||||||||||||||||||||||||||||||
89 | ||||||||||||||||||||||||||||||||
90 | ||||||||||||||||||||||||||||||||
91 | ||||||||||||||||||||||||||||||||
92 | ||||||||||||||||||||||||||||||||
93 | ||||||||||||||||||||||||||||||||
94 | ||||||||||||||||||||||||||||||||
95 | ||||||||||||||||||||||||||||||||
96 | ||||||||||||||||||||||||||||||||
97 | ||||||||||||||||||||||||||||||||
98 | ||||||||||||||||||||||||||||||||
99 | ||||||||||||||||||||||||||||||||
100 |