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Posts Tagged ‘Mike Scogin CFO San Diego Family Justice Center Foundation (earlier)

Re: My June 4, 2011 Post on Four Special Issue Resource Centers (Ellen Pence/MPDI): (Pt 2 of, well, now it’s 3), “Same text, better formatting, some updating”). [Publ. again March 29, 2016<~~].

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Before digging into this post, click on this “TinyURL” which leads to a report generated by the “new face” of TAGGS.HHS.Gov.  This is some of the subject matter I am discussing.   That link leads to a a report run today (3/29/2016) showing by year, grants to a single organization in (Duluth) MN:

Recipient Name: DOMESTIC ABUSE INTERVENTION PROGRAMS
Report Total:  $23,841,530 [= 2016 search results; about $3.8M higher than my post in 2011]
Distinct Award Count: 38

You will notice that some grants refer to the “Special Issue Resource Center.” …

Given the column headings I selected, that of over perhaps twenty years, only THREE different women are shown:   Ellen Pence and Denise Gamache headed up most of them as “Principal Investigator”, then in about 2000, mostly just Denise Gamache, and in 2016, I see a “Renee Gutman.”

Denise Gamache is now associated with “Battered Women’s Justice Project” (and was while working also at DAIP) which decided to “come out” (incorporate in MN) in the year 2013.  I see that “Renee Gutmann” got her degree in 1993, and has worked for DAIP since 1993 (LinkedIn) and is characterized as “Accountant” for DAIP.

THIS POST IS:

Re: My June 4, 2011 Post on Four Special Issue Resource Centers (Ellen Pence/MPDI): (Pt 2 of, well, now it’s 3), “Same text, better formatting, some updating”). [Publ. again March 29, 2016<~~] (short-link ends “-3ck”).


Part 1 (most recent post) explains why I’m re-blogging it with some updates. It was recently reblogged on Red Herring Alert, in an interesting juxtaposition of articles.

This version of the same post makes some charts more readable. The gist of the material is the Ellen Pence / Casey Gwinn connection (representing the Duluth, MN-based “DAIP” as it now goes by, and the Family Justice Center concept (now called “Alliance for Hope International” as a California nonprofit of which the “Family Justice Center Alliance” has become a program). It also intersected with Telling Amy’s Story, and got under my skin at the time, as it still does.

As does the entire “Family Justice Center” setup.  I still remember “connecting the dots” on discovering that the San Diego Family Justice Center Foundation (it’s full original, corporate name) existed to funnel money to Camp Hope, Inc. — but Camp Hope, Inc. wasn’t staying properly incorporated.  No matter, shut down one version, file for a new one, move the money.  It was a minor, minor detail — charitable registration number was so close, and more recently realizing it’d changed names AGAIN, that got me reviewing the earlier tax returns of this operations. I have been living IN California before, during, and while, this business model was created, funded, and replicated.  It’s worth an entirely separate blog to alert people to what, exactly IS that business model — but I am only one person.

The fuller background on the original (a) philanthropic private wealthy couple and (b) public funds behind the multiple names surrounding both the San Diego Family Justice Center and the associated “Camp Hope” theme, are another separate story which I also learned considerably more fascinating background on this past summer. By doing, the usual thing — scrutinizing tax returns and looking up the entities and people named in them.  Some of this is exposed below in the section with light-brown-background and teal borders.  Actually, influence from “Fuller Seminary” leadership may have been involved so, “fuller background” could be a pun, also.

“Getting” the reality of the Family Justice Center Alliance is, I’d say, as important as getting the reality of the Duluth Model, CCR, treat everyone and let us be the train-the-trainer people concept. So I will continue to bring it up, where it ties into the other subject matter.  Both involve replicating BUSINESS models.  A close diagnosis of the original models then, is always appropriate — and by “diagnosis” I mean, accounting-wise.  This can’t be just one organization, but involve the various related organizations (translation:  “networks”) to construct something of a picture of operations.  Even for people who weren’t “there,” right on scene locally — it can still be done.

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