Night Owl Bay Est. 2012 Loma Linda, California 100% Woman-Owned
THE PROBLEM IS RARELY THE ONE YOU WERE HANDED.
Organizations call us when a program has to launch, a grant is due, an audit is coming, or a system just stopped working — and nobody has had time to define what is actually wrong. We find the real problem, design the system around it, and then build the thing itself.
Program Design
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Grants & Funding
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Scalable Solutions
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Operations & Compliance
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Training
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Communications
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Program Design • Grants & Funding • Scalable Solutions • Operations & Compliance • Training • Communications •
ONE TOOLKIT, CARRIED, ACROSS SIX INDUSTRIES
Commercial Banking, Civic and Aerospace
Learned sustainability money, risk and underwriting, pitch decks, and civic campaigns
Tradeshow & Exhibit Design
Building Industry Association Tradeshow, exhibits and campaigns. Deadlines that do not move.
Brand & Digital
Identity, web, software customization, systems integration, information architecture.
CTE & Workforce Development
Career pathways, curriculum, teacher PD, paid student internships, Linked Learning.
AgTech & Facilities
Greenhouse and site design input, construction, grant writing, partner assembly, Primus Global Food-Safety certification.
Non-Profit Housing & Healthcare
Medi-Cal CalAIM program build, audit readiness, workflow and documentation systems.
01 / purpose
WHY this works
Most organizations do not fail because their people stopped caring. They fail because the infrastructure underneath the mission was never built — or was built for a version of the organization that no longer exists.
A grant gets written but never translated into workflows. A program launches without the forms, training or documentation an auditor will ask for. A database migration removes the dashboards a team relied on, and nobody notices until caseloads go dark. The strategy is sound; the scaffolding is missing.
Night Owl Bay exists to build that scaffolding. Not a deck about the scaffolding; the actual policies, trackers, forms, curricula, packets, sites and narratives that let a high producing team needs to deliver consistently on a Tuesday afternoon.
What that means in practice:
We do not hand over a recommendation and walk away. We stay through implementation, because the gap between a good idea and a working program is where most public investment is lost.
Dignity, access, and something the organization can still run after we leave.
02 / capabilities
WHAT we build
Program Design
& Launch
Turning a contract, grant commitment or regulatory requirement into an operating program with real staffing, workflow and service delivery.
Program models & service design
Intake, eligibility & assignment workflows
Launch plans and phasing
Brand, Digital
& Communications
Making a complex program understandable to the people it serves, the partners who fund it, and the staff who deliver it.
Identity, print & environmental design
Websites, web forms & digital tools
Impact reports & video production
Grants &
Funding
Writing the narrative, assembling the partners, and — critically — building the program that makes the narrative true and the next award credible.
Federal, state & foundation narratives
Partner & MOU development
Grant implementation & reporting
Training &
Workforce
Building capability in the people who have to run the program — staff, teachers, partners and the participants themselves.
Curriculum & teacher PD
Staff training & documentation coaching
Career pathways & work-based learning
Operations
& Workflow
Finding where work actually breaks down between departments, then designing the tools that carry it — including stopgaps when technology is late.
Workflow mapping & redesign
Engagement & caseload trackers
Data quality & reporting tools
Compliance &
Audit Readiness
The evidence an auditor, funder, health plan or executive expects to see — produced before the audit notice arrives, not after.
Policies & procedures
Forms, consents & enrollment packets
Audit binders & readiness reviews
WHO we interface with
03 / interfaces
The hardest part of public-sector work is rarely one discipline. It is getting an architect, a school district, a lender, a general contractor and a health plan to agree on the same plan — in the same meeting, in language each of them trusts.
On the Growing Hope AgTech Facility, that meant sitting in facilities, architect and contractor meetings with WLC Architects while simultaneously holding the education requirements, the CTE pathway standards, the food-safety protocol and the production capacity the district's Nutrition Services contract would depend on.
In CalAIM, it means translating between a health plan's utilization management criteria, a housing team's realities, the database and technology requirements, the billing teams compliance, the leadership strategy, and a frontline case manager's Tuesday.
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Design review, program requirements, build-out phasing, site integration.
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CTE pathways, curriculum, teacher PD, board and district reporting.
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Budgets, underwriting logic, grant compliance, invoicing and milestones.
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Contractor coordination, buildout sequencing, systems commissioning.
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CalAIM ECM and Community Supports, UM criteria, documentation standards.
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From flow charts to data requirements, and integration of multiple channels and CRM requirements.
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Engagement design, bilingual materials, accessibility, lived-experience input.
04 / measured
EVIDENCE of results
FEDERAL • STATE • COUNTY • MUNICIPAL
$14.3M+
Grant and public funding written, awarded or supported
BUILT • LAUNCHED • SUSTAINED
$7.4M
Program service revenue operated.
($5M CalAIM in 2.5 years post-launch, $2.4M Growing Hope)
DESIGNED • INTEGRATED • BUILT
10,700
Sq. ft Primus GFS-certified hydroponic greenhouse and Career Technical Education teaching lab
LEVERAGED ASSETS • PROGRAMMING • DISTRICT-WIDE
6,751
Students and 121 teachers reached in Farm to School
LEVERAGED ASSETS • PROGRAMMING • DISTRICT-WIDE
2012
Founded, and independently owned
HOW we start
Four questions, asked every time, before a single deliverable is opened.
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“What problem are we actually solving right now?”
A written brief: problem, good-enough outcome, our role, non-negotiables, first step, check-in. Nothing starts without it.
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“What does good enough with the best quality look like by this deadline?”
05 / method
The actual artifacts. The policies, trackers, curricula, packets, narratives, sites; not a deck describing them.
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“What is the right next step?”
Training, documentation and handoff, scoped to what a tired team can realistically maintain after we leave.
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“Will you be able to still run this?”
Selected work
A career pathway, showcasing a hydroponic 10,700 sq ft commercial greenhouse, and a teaching lab built inside an alternative high school — from first pilot classroom to national food-safety certification; first to achieve Linked Learning Gold Certification for an alternative high school and Golden Bell Award for integrating SDC transition students with moderate to severe special needs.
Role: Co-originator, grant writer, program and site design, brand and communications, technology integration, and pioneer first Linked Learning Gold Certification pathway for Alternative High Schools in the state of California
Supporting a local non-profit to expand their mission and services to include Medi-Cal CalAIM services of Enhanced Care Management and Community Supports as well as Support in CRM/EHR Development system development to facilitate the new services.
Role: Strategic support, financial sustainability and forecasting support, program infrastructure, grant and funding support, workflow design support, audit readiness, and staff training.
06 / performance
An urban agriculture and workforce innovation center in Riverside's Northside neighborhood to integrate the UCR Extension, with education, community garden, beginner new farmer training, and demonstration of innovative farming techniques. Now under construction.
Role: Site design, supporting and writing grants, programming, sustainability and educational strategy.
A SMALL BUSINESS THAT HAS ALREADY DONE THE WORK
Woman-Owned
100% owned and controlled
Night Owl Bay is a 100% woman-owned small business in California's Inland Empire. We have delivered under school district contracts, municipal projects, state-funded housing and health programs, and federal grant awards — as a prime and as a subcontractor — with more than $14 million in grants and public funding written, awarded or supported, and $7.4 million in program service revenue built and operated from a standing start.
We are currently completing federal registration and SBA certification so that agencies can contract with us directly.
Minority-Owned
Self-identified minority-owned small business