Today we’d like to introduce you to Garrett Dunbar.
So, before we jump into specific questions, why don’t you give us some details about you and your story.
I always say that I fell backward into the field of mental health and homeless services. Growing up as the firstborn son, I felt as though there were a lot of expectations placed on me. With my dad successfully owning his own law firm and having me work there almost every break from school since I was 12 years old, it felt like there was a preset path to become exactly like my father. Which was only solidified as I grew older and any deviation from the path was met with hard resistance. I was expected to attend UC Berkeley, just like he had done, but when I was not accepted I instead attended UCLA, which he refers to as the ‘University of California for Lower Achievers,’ if that gives any insight into how that whole situation went.
After graduating UCLA with a degree in political science, I began attending Whittier Law School in Costa Mesa and started really thinking about the prospect of being an attorney for the next 30-40 years like my dad. During that first year, I became so stressed out from my workload from class that I started having anxiety attacks and would wake up almost every morning sick to my stomach, having to throw up before going to class. Quitting was certainly not an option and so my girlfriend at the time (who is now my wife) was getting her Master’s in Social Work and suggested that I start looking to make an appointment with a therapist; who I am so thankful to for helping change my outlook of myself and of life.
Of course, to my dad, therapy is nonsense and I should just be stuffing emotions into boxes and duct taping them shut if anything bubbled to the surface, and to my mom, she took my going to therapy as a personal attack against her and her parenting. But soon after I started going to therapy, it became clear that the only thing you can change is yourself and so I began managing my depression and anxiety surrounding my ongoing quarter-life crisis by cutting out many of the extracurriculars I was doing for resume building and shifted focus to things I found joy in.
Growing up here in the South Bay of Los Angeles, I am very passionate about the environment and thankfully my school offered a concentration in Environmental Law. I started working for nonprofit agencies like Orange County Coastkeeper and Surfrider Foundation, won second place in a statewide environmental law negotiation competition, and pursuing the field of environmental justice to protect individuals from the negative effects of pollution. But I wanted to see what the government side of environmental regulation looked like and got an internship working for Orange County’s Office of County Counsel in the Civic Center of Santa Ana.
Although I had friends that previously interned with County Counsel and a professor that worked there, not one person bothered to mention the roughly 500 people camped in tents and makeshift shelters along all the walkways surrounding the internship site in the Civic Center plaza. I was shocked parking my car that first day and watching people who were literally in charge of making decisions in Orange County that seemingly just walked past hundreds of homeless people on a daily basis without batting an eye.
My immediate questioning to my supervisor about the people outside was met with a shrug and “that’s somebody else’s problem.” After work, I walked to the nearby Santa Ana Police Station and asked to speak with their homeless liaison officer and they simply slid me a business card for the County’s Department of Behavioral Health and suggested I call them. When I called the number, I was told to access the resources on their website. When I tried accessing the Department of Behavioral Health’s website, the links for adult homeless services were broken and redirected to a page about prevention and intervention. I called back to report the broken links and was met again with a “that’s somebody else’s problem.” I couldn’t believe that was the system available to people and when I was walking back to my car I saw an elderly homeless man being taken away in an ambulance and something inside me flipped like a switch.
The more I researched, the more frustrated I became with the lacking infrastructure and the sense of voicelessness that people experiencing homelessness have in advocating for basic needs like access to hygiene and more comprehensive things like permanent supportive housing. I began brainstorming ways to get other people to start seeing the issue and learning about how to fix it in the hope that with enough people pushing for change that our elected leaders would be forced to act. My girlfriend (now wife) suggested I volunteer in skid row with a group she knew of called the Los Angeles Burrito Project that gathers volunteers to roll and distribute burritos and water bottles in the skid row area. So I went and started asking a million questions. I told them what was going on in Orange County and asked if they wanted to start a chapter. They said no, but that if I wanted to do my own thing to go ahead. So that’s what I started doing.
Just one month after starting that internship with County Counsel, I began using my financial aid money from law school to buy huge bags of beans, rice, tortillas, shredded lettuce, salsa, and cases of water. I created Facebook events and my wife and I told our friends from grad school to bring hotel soaps and toilet paper over to our apartment and help roll as many burritos as we could before heading out to the Civic Center to hand them out and talk to the people. For our first event, only six people showed up and we made about 150 burritos. A far cry from the roughly 500 people that were there at the time. But every person we met out there was so incredibly thankful to feel support from the community even when we ran out of burritos and I knew we needed to keep going but that using my financial aid money was not sustainable long term.
At the time, I was also working at the Law School’s Library (clearly still struggling with my habit of overworking myself) and after reading about creating a nonprofit I decided I would just try filing all the paperwork myself and ultimately was able to make the Orange County Burrito Project a certified 501(c)3 nonprofit. Which helped me expand our fundraising beyond the simple GoFundMe pages to make it a self-sustaining operation while more than tripling our burrito rolling capacity.
While finishing up my final year of law school, I continued growing the number of volunteers that could attend our events as well as the amount of burritos that we could produce. We quickly outgrew our one-bedroom apartment, often having as many as 40 people rolling up to 350 burritos in our small kitchen and I started looking for bigger spaces as I was researching what health code compliance would look like for what we were doing.
I reached out to the Health Department and ended up getting called in for a meeting due to the grey area of our making hot food in a home kitchen that was not being sold but being given away. Thankfully, I wasn’t shut down but told to try finding an already permitted commercial kitchen to work out of. After reaching out to a bunch of different faith-based organizations in the area that I thought might have a kitchen we could use, I was turned down by each one for reasons ranging from already having an activity booked on that weeknight indefinitely to simply not trusting a random guy who wanted to make burritos in their kitchen.
Ultimately, I found that 4th Street Market in Santa Ana had commercial kitchen spaces to rent. However, due to the fact that our beans simmered for typically 6-8 hours, and the rolling itself added an extra hour, the cost of renting the space for that amount of time was out of our budget. On a whim, I emailed them explaining what we were doing making the burritos and handing them out in the Civic Center and told them we were a 501(c)3 and the kitchen manager asked to meet with me. I found out he had been homeless and had earned a scholarship for an entrepreneurship that led him to create Sweet Mission Cookie Co., a business that enabled him to get out of being homeless and that he wanted to support what we were doing so he started letting us into the kitchen space sort of under the table at first.
Until one night, I was at a dinner and was telling someone about what I was doing with The Orange County Burrito Project and how we were cooking out of 4th Street Market when a person from another table turns and asks me to repeat what I’m doing at 4th Street Market. Turns out that his family-owned 4th Street Market and once he found out what we were doing he told their PR group, 100 Eats, to put our next event in the email blast. Well, we had been averaging about 40 people attending each of our monthly events, but for that night we had over 100 people show up to volunteer. It was an overwhelming amount of support packing the commercial kitchen space, but just really showed how our message and mission resonated with the community.
From that point on, I had to change everything about how we publicized our events and had to limit the number of volunteers that could show up and reasonably fit in the kitchen and rolling area. I was getting so many email requests for volunteers that I had to increase the amount of events we were holding from once per month to just about every other week. It was a wonderfully chaotic problem to have.
Around this time was also when I met Randy Ulrich through the 4th Street Market and he helped further expand the Orange County Burrito Project through his connections with the music scene in Orange County. He began hosting benefit concerts at the World Famous Doll Hut in Anaheim and collecting clothing donations while regularly attending our street outreach events and helping coordinate volunteers. I had also begun regularly attending newly created homelessness taskforce meetings in the County and was taking information about the County’s response efforts back to educate the volunteers during our events.
After I graduated law school, I continued organizing and leading the Orange County Burrito Project events and began working at Legal Aid Society of Orange County, helping to improve legal access for low income populations and working on a variety of legal issues. Every Thursday, we were inside of the newly opened Courtyard emergency shelter in Santa Ana and I very quickly came to realize that helping people with their legal issues was only one part of the problem. I became acutely aware of the mental and physical health needs of those within the shelter that were seemingly going unaddressed by the severely lacking healthcare systems and overburdened service providers. Only made worse by the lacking development of permanent supportive housing that made the shelter a sort of endless limbo between street homelessness and the lottery of being matched to a housing resource.
By this time, homelessness in Orange County had become a major issue and in an effort to end visible homelessness, the County initiated a massive eviction of the Santa Ana Riverbed in January 2017 that spurred a web of lawsuits between the various 34 cities in Orange County as well as the County itself and several nonprofit organizations. City and County leaders began the battle of finger pointing instead of taking on responsibility and mobilizing the regional approach suggested by the Continuum of Care.
As the year went on, the City of Santa Ana became frustrated by the concentration of homelessness within its jurisdiction that it felt was fueled by the presence of the newly opened Courtyard emergency shelter and tensions surrounding allegations of other Orange County cities “dumping” people in Santa Ana. The City’s frustration came to a point the week before Thanksgiving in November 2017 when the City Council passed an emergency ordinance making it illegal for any volunteer services to be provided to the homeless without permitted approval from the City Manager’s Office.
I called the City Manager’s Office the next day explaining who I was and what Orange County Burrito Project had been doing for the past two years. But when I asked about the permit coverage, they had no idea what I was talking about. The City Manager was unaware of the emergency ordinance passed by the City Council just the night before and had no permit in place whatsoever. In helping to create a permit process, I was first told to submit the Orange County Burrito Project events for review by the Santa Ana Police Department and was told that if it was determined that any overtime hours were needed for officers to monitor the event that would have to come from our budget. After the Police said our events didn’t need officers, I had to get the approval of the Fire Department to make sure we wouldn’t have to pay for any road closures. After going over our route that is entirely on the sidewalk, I then had to return to the Health Department and level up our certification to become a fully certified restaurant instead of the simple shared kitchen agreement we previously held. Finally, the City asked about what we planned to do with all the trash and thanks to my time spent in environmental law, I quickly created a Waste Mitigation Plan that was approved by the City Attorney and Planning Department.
While going through the runaround with the City to establish the permitting process, I tried to lead a group of volunteers in the Civic Center and we were stopped by three Santa Ana Police cars and multiple officers who threatened myself and our volunteers with misdemeanors if we did not immediate leave the area. I tried to explain that we were literally helping to create the permit process but they did not care. They followed us back down the walkway out of the Civic Center to ensure we did not hand out any of the hundreds of burritos and water bottles we had prepared. Thankfully, through a contact at the nearby Courtyard emergency shelter, we were able to deliver our burritos and water to them as their evening meal time provider ran out of food.
It took the whole month of December to get through all the hoops but we happily held our first permitted event in January 2018 and continued to be issued permits for our events up until April 2018. The week before Easter, I received an email from the City of Santa Ana thanking me and the Orange County Burrito Project for our years of dedicated community service but that we would no longer be issued permits for our events. Later that week, the City installed fences around the Civic Center and placed police officers to forcibly keep people away. Sadly, that put an end to our Community Street Outreach events and displaced hundreds of people throughout Orange County with nowhere else to go. Unfortunately, the lawsuits surrounding homelessness are still ongoing while Orange County also saw a 43% increase in homelessness from 2018 to 2019. Clearly showing the need for a more comprehensive response than putting up fencing and shutting just down groups of volunteers handing out burritos, water bottles, and hygiene kits.
I had reached another frustrated crossroads, still working mostly in the legal field splitting my time between working at Legal Aid Society and working at a consumer financial protection law office while volunteering my time running the Orange County Burrito Project, which had just hit an abrupt roadblock. But through my wife, I heard about and enrolled in a workforce development program called Jump Start that is funded by the Los Angeles County Department of Mental Health and organized through the agency Mental Health America of Los Angeles. The Jump Start Program is a 12-week intensive mental health training program that pairs classroom learning with internship training and awards a Mental Health Recovery Specialist certificate. Immediately after starting the program, I felt as though I was perfectly at home, learning about mental health diagnosis, coping skills, and being challenged to explore my own mental health in order to better help others understand theirs.
Shortly after I started the Jump Start program, one of my friends who was also one of my roommates from my senior year at UCLA committed suicide while at a mental health treatment center, oddly enough in Orange County, and it just really solidified my pursuit of working in mental health and dedicating my life to improving the quality of care that is available to help people overcome their mental health barriers no matter what their circumstances.
Through Jump Start, I was placed at an internship with one of the most intensive multi-disciplinary field based programs in Los Angeles working with homeless individuals living with severe mental illness and again I felt right at home. Having spent a good amount of time walking through encampments leading volunteers with burritos and being directly inside of a homeless shelter, being a part of the field-based team felt so natural. My legal training became an invaluable resource to help those in our program and that internship transformed into a full-time position once I completed Jump Start.
However, again I soon found myself running into similar issues with lacking infrastructure and overburdened service providers. Although Los Angeles has put forth a tremendous effort towards ending homelessness, the number of people experiencing homelessness in our communities has continued to rise. Alongside that increase, we have seen a significant rise in the number of people with a severe mental illness, developmental disability, and physical health issue ending up on our streets as well as a more senior on our streets than ever before yet available service providers have largely remained the same for decades.
While there is no “one-size-fits-all” solution for homelessness, I started seeing the cracks in the system and within the agency I was working for. I began questioning my supervisors about what more could be done to support the people who were already enrolled in our program as some individuals lost housing, had complicated physical health needs, or experienced ongoing mental health crisis. Sadly, with the agency’s recently appointed CEO and executive staff, the administrative slowly shifted away from being a mental health innovator prioritizing quality of care and instead focused on quantity of billable hours under contract from Los Angeles County.
The more I spoke up to raise concerns to my supervisors regarding increased staff support to meet the intensive case management needs of the program, the more I became a target of harassment. Almost all of my notes documenting the services provided to people in our program started getting rejected. One supervisor claimed to have run an audit of the program’s intake paperwork and alleged that I did not complete the paperwork for nearly 50 people. I of course was able to log into our electronic health record system and locate every piece of allegedly missing paperwork but there was no response when I attached all the paperwork to the reply email. My depression and anxiety had reached a nearly unbearable limit with my morning sickness anxiety attacks coming back in full swing. Ultimately, it got to a point where my day to day functions on the program had become so handicapped and the hostile work environment was so toxic that I had no other choice but to leave.
But in learning from the missteps of that administration, it led me towards the creation of The Double Secret Project. Envisioning an agency that is at its core designed around its programming as a “one-stop-shop,” able to care for a person’s mental health, physical health, housing status, and everything in between. Taking the multi-disciplinary field-based approach to mobilize integrated teams of doctors, nurses, therapists, counselors, peer supporters, lawyers, housing coordinators, housing retention specialists, and intensive case managers to provide care to those who are our streets now and helping them engage in long-term success. Eliminating the typical nonprofit administrative structure by incorporating employee ownership and a Benefit Corporation or B Corp. Able to improve access and quality of care by separating from the current hourly rate medical reimbursement system in favor of a flat-rate system at a fraction of the cost.
Creating the Double Secret Project, I researched the TRIESTE Proposal and the study of the mental health system in Trieste, Italy that largely emphasized community-based care and the move away from inpatient mental health services and adapted it to meet the needs of the South Bay. Initially, the plan is to test the program as a five-year pilot to determine whether or not this type of structure offers effective improvement in outcomes compared to existing approach. In the first year, the program is designed to provide “whatever it takes” services to 100 people experiencing homelessness and living with severe mental illness in the South Bay. In the second year 200 and by the third year the program will reach its maximum capacity of 300 people.
Of course, as with anything, the largest roadblock is funding. Because The Double Secret Project is designed to test what happens if we unhook from the current hourly reimbursement rate to a lower annual rate, it needs specialized innovation funding. While there is more than enough of that funding in the Mental Health Services Act or the recently passed AB101 to support the entire five-year pilot, those funds would need to be applied for by the City or County of Los Angeles or privately fundraised. Which is where I’m currently stuck despite having presented the proposal and funding sources from the state to several South Bay government leaders.
Currently, my wife and I just had our first child, a little girl named Noa, born on the 26th and due to everything with COVID-19 we’re having to adapt to the extra layer of challenges that brings. As the first grand-baby for both our families, everyone is anxiously awaiting the opportunity to get to physically meet her but for now they are making due with virtual visits through the phone and daily photos/videos. I am preparing to head back to school for a Master’s in Social Work to further my skills to continue working in mental health and homeless services. But I don’t think I’ll be able to use my student loans to fund the roughly $2 million annual cost of the Double Secret Project in the same way I did with the $1.10 for a burrito and a water bottle at the Orange County Burrito Project.
Great, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
One of the biggest struggles in simply choosing this field is that some people, including my parents, simply don’t understand what I’m doing or why I feel so passionately about mental health and homelessness.
I was working at my dad’s office one summer home from law school and after telling him about the Orange County Burrito Project he told me I was going to end up “flipping burgers” if I continued working with the homeless. I also don’t think it helped when I responded that I didn’t even make burgers I made burritos. But in the nearly three years I was leading events, my parents only came to the one event that happened to be on my birthday and my dad didn’t even come out to hand the burritos to anyone, he stayed behind and washed dishes. Recently, my mom even said that I’m wasting my potential and that I should just be a regular attorney.
The biggest challenge with The Orange County Burrito Project was the entire legal and political climate surrounding homelessness in Orange County and having to jump through all of those hoops for the City of Santa Ana to approve our events only to have the City cancel the permits a few months later and push a few hundred people out onto the streets without any real plan as to where they would go.
The biggest obstacle with The Double Secret Project has been securing the necessary startup funding to at least test the 5-year pilot against the present model. Even though there is more than enough funding available through the State of California for innovation projects just like the Double Secret Project, agencies cannot directly apply for that funding and must instead lobby approval through either the City or County of Los Angeles for either the Mayor or the Board of Supervisors to apply for the funding on behalf of the agency.
Although I had contact with Los Angeles City Council District 15 (Wilmington, San Pedro, Harbor City, Harbor Gateway, and Watts) through my work with the Homeless FSP and met with them several times to discuss the Double Secret Project, they were largely uninterested in any additional homeless services after having recently announced plans for 3 Bridge Home Shelters in their District to be completed sometime by the end of 2020. Even when I highlighted the facts supporting a need for improved field-based services in that the existing population of homeless individuals in the District was over 2,300 people, 700 of which have been identified as having a serious mental illness, and that the three Bridge Homes only had a capacity to serve 300 people.
I hit a similar dead end with Los Angeles County Supervisor District 4, whose district encompasses the South Bay, as they were preoccupied gearing up for the upcoming election and were looking for quick fixes to politicize like the recently opened 40 person shelter in San Pedro that was created out of the vacant Department of Public Health building, a move advocates had been requesting for years.
Other sources of large funding outside of the government that I have been exploring have been applying to grant making organizations and grassroots fundraising similar to the Orange County Burrito Project, although it is much more difficult to raise funds for direct mental health and homeless services than it is for burrito ingredients.
Also, another sort of odd challenge has been trying to advance through the mental health field without a formal mental health degree aside from my Jump Start Mental Health Recovery Specialist Certificate and years of experience. My Political Science background and Juris Doctorate from law school are given a funny look by administrators or those who are expecting the typical PhD, LCSW, or LMFT with some background in Psychology or Psychiatry.
Please tell us about The Orange County Burrito Project and The Double Secret Project.
The Orange County Burrito Project is a 501(c)3 nonprofit that I founded in November 2015 specializing in holding Community Street Outreach events to facilitate positive interactions with our homeless neighbors by sharing food that the community helped to make while learning about how they can help change the system.
With The Orange County Burrito Project, I would gather groups of volunteers together to roll between 350-500 burritos, package hygiene kits, and sort through clothing and other supplies. I would present facts and statistics about homelessness and the existing services in Orange County, advise people on how to engage in advocacy and interact with their homeless neighbors, and led those groups of volunteers through the Santa Ana Civic Center to distribute the supplies directly within one of the County’s largest encampments. I also regularly attended Countywide task force meetings and provider forums to discuss and advocate for improvements to the system of care; including more direct service providers and increased development of permanent supportive housing.
While there are now multiple Burrito Projects groups (Bakersfield, Los Angeles, San Francisco, San Diego, and some in other states as well) what sets us apart from the other Burrito Project groups is not only the extent of the education piece during our events and advocacy outside of them but also that from the beginning our goal has always been bigger than just the burritos, in seeking to elevate the level of direct services that are being provided. Which is the perfect segue into The Double Secret Project.
The Double Secret Project is a Benefit Corporation, which is a relatively new type of corporation that is committed to higher standards of purpose, accountability, and transparency. We provide field based wrap around services to individuals over the age of 24 who have been experiencing chronic homelessness and identify as having severe mental health barriers. Our services specialize in treating the whole persons’ needs through a multidisciplinary approach with teams of doctors, nurses, therapists, counselors, mental health recovery specialists, peer supporters, housing navigators, housing retention specialists, legal support, community integration specialists, and intensive case management. We support individuals with direct and highly mobile services provided entirely in the field instead of out of a clinic or a hospital. Our services help while a person is on the street all the way through the lengthy path towards housing and ensuring ongoing success with housing retention and finding meaningful roles through community integration activities such as supported employment.
What I am most proud of are all of the ways in which I have learned from the agencies that I have worked with in the past to use The Double Secret Project as a pilot that wholly sets itself apart from other service providers in this field. Everything from its corporate structure to the way it provides services to the way it trains and treats its staff to the way it interacts with the community it operates in; everything has been designed to be an improvement.
Typical agencies are organized in a top down manner, input from staff who are on the front lines is often a whisper in the wind. Here, all of the employees have an ownership interest in the corporation and are empowered through a decision making voting block that is written into the bylaws and organizational structure of the agency. Typical agencies who run programs similar to ours have caseloads that are on average twice the size of our strict 10:1. Which not only decreases the quantity of time that can be spent helping each person but also overburdens staff and contributes to burnout. Maintaining lower caseloads has been shown to increase quality of life for staff as well as quality of care for members enrolled in our program. Also, a significant source of burnout for staff at existing agencies are the large amounts of paperwork that have been mandated by County Contracted services and are based off of hospital medical billing standards that do not fit with the population being served.
Breaking away from that contract funding by operating through innovation funds, we hope to transform documentation standards that significantly reduce the amount of paperwork by tracking tangible improvements in a persons recovery and any key event changes such as hospitalizations or arrests. Data points that are easily understood by community members at large to show whether or not our program is successful at: reducing negative interactions with law enforcement or within the community at large, reducing taxpayer costs on emergency room hospitalizations, and improving quality of life for the members enrolled in our program. Improving transparency of what service providers are actually doing by holding regular meetings with the community to present and discuss our progress as well as to address community concerns.
Further, we are designed to save tax dollars on direct services so that resources can be prioritized towards developing housing infrastructure. By operating outside of those contracts, we break away from the hourly reimbursement rate that costs an average of $168/hour in favor of a flat-rate annual cost of $20,000. With the cost already preset, there is no incentive to maximize billing to maximize profits but instead we are incentivized to focus on caring for that person as much as possible.
Lastly, what sets us apart as a B Corporation instead of a 501(c)3 nonprofit are the abilities to contribute to political campaigns, pool resources with investors to develop housing, and pay our fair share of taxes into the system we believe in.
Nonprofits are prevented from engaging in political activities but as a B Corporation we can support the campaigns of individuals who support our values for the community. By design, nonprofit organizations are prevented from sharing their profits outside of the agency, that is what gives them their “non profit” status. However, one of the most successful and expeditious ways to develop housing in Los Angeles is by pooling investors together. As a B Corporation, we can actively engage with investors who support our mission and vision and offer them a monetary return on their purpose-driven investment in a permanent supportive housing venture while securing units and maintaining services for those enrolled in our program to permanently end their homelessness.
Also by design, nonprofit organizations do not pay taxes. We believe that we should support the system that supports us and by incorporating as a B Corporation we would not be tax-exempt and would pay our fair share of taxes to further the creation of resources for those who may need our services and to support prevention and early intervention services to ease housing-insecurity and hopefully put a stop to the increases in the number of newly homeless that we are seeing.
Is there a characteristic or quality that you feel is essential to success?
Second to my wife, Chelsy, I believe that my tenacity in relentlessly pursuing things that I feel passionate about has been the most important part of my success.
I don’t quit or give up easily and I will do whatever it takes to figure something out. Struggling along my path, having an existential crisis during law school, hitting plenty of roadblocks with The Orange County Burrito Project, and still feeling like I’m figuring out my way through mental health and homeless services while starting up The Double Secret Project; I plan on continuing to do whatever it takes to bring about the changes needed to advance mental health and homeless services in order to help the nearly 60,000 people experiencing homelessness in Los Angeles and the half a million other people throughout the United States.
Pricing:
- The Orange County Burrito Project production cost for a burrito and a water bottle was only $1.10
- Existing mental health and homeless services bill their services to Los Angeles County at a rate of $168 per hour; roughly $349,440 per year
- The Double Secret Project provides mental health and homeless services at a rate of approximately $6.87 per hour; roughly $20,000 per person annually.
Contact Info:
- Website: www.doublesecretproject.org
- Email: [email protected]; [email protected]
- Instagram: Instagram: @ocburritoproject @doublesecretproject
- Facebook: Facebook: @ocburritoproject @doublesecretproject
- Twitter: Twitter: @ocburritopro @project_double
- Other: www.ocburritoproject.org
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