Agenda packet — Cathedral City City Council, June 25, 2025 (part 4 of 4)

Addressing Workforce Development, Innovation & Economic Competitiveness

1. Early Exposure to STEAM Careers
a. Many children, especially those in underserved communities, have limited exposure to careers in science and technology.
b. By providing interactive experiences in engineering, coding, robotics, and environmental science, we introduce children to potential career pathways at an early age.

2. Developing Critical Thinking & Problem-Solving Skills a. Hands-on STEAM education encourages experimentation, creativity, and resilience- skills essential for a 21st-century workforce.
b. These skills are vital for ﬁelds like healthcare, technology, and sustainability, which drive economic growth and innovation.

3. Encouraging a Culture of Innovation
a. Early hands -on experiences in science nurture curiosity and problem -solving, essential for innovation.

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b. Exposure to engineering, design, and experimentation can inspire future entrepreneurs, scientists, and inventors, driving local and national economic growth.

4. Supporting Economic Growth in the Coachella Valley
a. By building a pipeline of STEAM -skilled individuals, we contribute to workforce readiness in ﬁelds like renewable energy, agriculture technology, and healthcare, which are crucial to the region's economy.
b. This helps reduce economic disparities and increase job opportunities for future generations.

By teaching science through play-based, hands-on learning, CDMoD helps prepare children for the future economy.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? CDMoD will cover additional expenses through a multi -faceted funding approach that ensures sustainability and growth. Our strategy includes seeking funding from foundations and government agencies to support program expansion and engaging local businesses and corporate sponsors that align with our mission to secure sponsorships and in-kind contributions-hosting annual events that generate community support and ﬁnancial resources. Earned Revenue - Admission fees, memberships, and program fees provide ongoing operational support, helping sustain and expand our educational initiatives. This diversiﬁed funding model strengthens our long-term impact, ensuring we continue providing accessible, high-quality STEAM education for all children, especially those in underserved communities.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Our target population has been kids ages 0-8 and their families/caregivers for three decades.

With our Reimagined plan, we are broadening our audience to include programming for the underserved ages 8 -1 8 . B e i n g a C h i l d r e n ' s M u s e u m , w e s e r v e l o c a l f a m i l i e s and families visiting us elsewhere in the state and country. We have over 85,000 visitors a year, 58,+ coming from California, with 32,000+ from the nine cities that make up the Coachella Valley, of which 12% are from the City of Cathedral City.

We aim to serve all children and families, especially from the Eastern Coachella Valley (ECV), where they often experience lower academic achievement due to limited access to technology, high- quality instructional materials, and enrichment opportunities due to ﬁnancial and geographic barriers. Through community partnerships and educational initiatives, CDMoD promotes discovery -driven learning and bridges education gaps for students and families in the Coachella Valley.

Coachella Valley Disaster Preparedness Network V3239

1 Describe Brieﬂy How The Requested Funds Will Be Used:

CVDPN is a 100 percent volunteer organization whose mission is to provide both English and Spanish speaking residents of the Coachella Valley with all -inclusive personal and community training, education, and networking opportunities t o be prepared for all disasters. We have a two -pronged program entitled: "No Community Left Behind" . The ﬁrst prong provides the citizens of the Coachella Valley with a Personal Preparedness Presentation and "Ready to Go Red Bag" to keep by their bed. The bag contains information on personal preparedness to enable the people who live here to prepare themselves and their families for the inevitable earthquake. Then we go a step further, working with their communities, to ensure that they have an appropriate Emergency Preparedness Plan. The communities are encouraged to share their plans with their people, so they can align their personal Emergency Preparedness Plans with those of the community. One of the items we include in the bag is a list of what people should put into the bag that they keep by their bedside. The list includes: Heavy Duty Shoes & Socks, Headlamp/Flashlight with Batteries, Whistle, Reading Glasses, a week's worth of Medications, Cash in small bills, Radio with Batteries, Cell Phone with Charger and Power Bank, Pencil and Notepad, Emergency Contact List, Important Documents on a Thumb Drive, First Aid Supplies, and a Photo ID.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Our Plan is to provide our "No Community Left Behind" Personal Preparedness Program to all of the citizens of Cathedral City. Part of that program is a "Ready To Go Bag" that we provide to each attendee. I t includes our "No Community Le ft Behind" trifold, as we ll as several other handouts we reprint courtesy of Earthquake Country Alliance and others.

Coachella Valley Disaster Preparedness Network V3239
These handouts were printed with two grants of $5,000 each requested and received from So Cal Edison, who also has provided us with some of their handouts and swag items to give out when we do our presentations. One of th e grants was for Customers with Access and Functional Needs to Critical Assistance (AFN). The materials we printed under that grant are things like the "Drop Cover, Hold On" handout we provide that shows how people in wheelchairs, on walkers or using canes can protect themselves. The printed materials and the bag are valued together at $5 per bag. Our printed materials are available in both English and Spanish.

We requested and received a $5000 grant from Supervisor Perez's office, to print the trifolds in Spanish, and we are requesting a $500 grant from 4Imprint, for "Ready To Go Bags" printed in Spanish. We have also received donations and other grants, such as from the Auen Foundation, and have several pending approval. Last year, we received $2,500 in response to our $5,000 request, from Cathedral City. This was used to print bags and handouts for the presentations we did in conjunction with the Fire Department and at HOAs within the city.

Through their efforts, we provide education and networking on behalf of the Riverside County Office on Aging, The Riverside County Emergency Management Department, the Federal Emergency Management Association (FEMA), the Natioonal Community Emergency Response Team (CERT). Earthquake Country Alliance (ECA), the American Red Cross, “The Hero In You Foundation” (Rocket Rules), and many more. We have the full support of Riverside County's District 4 Supervisor, V . Manuel Perez. and the Riverside County Emergency Management Department. As the greatest threat to our Coachella Vahey residents is earthquakes, we are currently working hard to extend our programs, education, and outreach to a wider more inclusive population, including: farmworkers, mobile home parks, community organizations, businesses and the elder1y and vulnerable citizens In Assisted Living, Nursing, and Home Care facilities and more. Our goal is to teach them the importance of personal and corporate preparation for disasters. We want them to understand that taking some simple steps now will increase their ability to survive. W e participate in community events, providing age -appropriate materials and instruction. We do in -person presentations to groups who request them, fa example: the Chambers of Coachella Valley Disaster Preparedness Network V3239
Commerce, the Coachella Valley Association or Governments (CVAG), Riverside Emergency Managers Association, businesses, schools, religious organizations, hotels, HOA's, trailer parks, community centers. assisted living, nursing care and board and care faci lities and more. Collaborating with the municipalities. the community councils and government and non-governmental agencies throughout the Valley is a major focus. We have most recently been targeting the underserved Hispanic population of the Valley, as t hey have been overlooked to some extent. We have developed printed materials in Spanish and have also translated our "No Community Left Behind” presentation. to address this situation; now we need to get these Items to those who need them.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
First is the lack of knowledge about how an earthquake will affect the Coachella Valley and each individual living or working here, particularly in the Spanish speaking population. We share written materials about earthquake preparedness that we get from E arthquake Country Alliance, FEMA. Cal OES and others. CVDPN is trying to ensure that whatever good information we can got Is going to those who need it.

We are also trying to deal with the overall apathy of the people who live in the Coachella Valley; those who think it won't happen in their lifetime, or that someone else will take care of them, or that they will just call 911 and get help. We explain how we will be cut off from emergency services, so we need to be prepared to help ourselves. In some cases, the apathy comes out of fear, resulting in people not wanting to think about it. By providing those people with information about disaster preparedness, we hope to alleviate some of their fear and get them to understand that they have some control over their survival if they are prepared.

This will improve their overall mental health.

We want to get the message across that disasters can happen at any time, in any place and that we all need to prepare our homes, schools, workspaces, cars and families to be on our own for several days before help can come. There are things each of us can and must do to prepare to survive. If we all do our part, we can decrease the number of calls the First Responders will have to attend to, and those In need will be treated faster.

5 What Do You Ultimately Hope To Accomplish Through Your Proposed Service/Program/Event? How Will It Address The Needs Or Problems You Describe In Question #4? (Your objectives should describe how your clients will be affected as a Coachella Valley Disaster Preparedness Network V3239
result of your project and how many people will be reached by the end of the proposed service/program/event.)
There are several things we hope to do with this program:
-Reduce the fear and anxiety of the residents of the Coachella Valley regarding earthquakes and other disasters.
-Enable the residents to prepare in advance for the inevitable earthquake, wildﬁre, or other disaster.
-Reduce the stress on our First Responders , as less people will be hurt, and more people will be self-sufficient in the immediate aftermath of any local disaster. -Provide the residents with the conﬁdence that they can and will survive, because they know what to do, how to protect themselves and their families when the disaster happens.

We received feedback from Christine Ann at the Royal Palms Mobile Home Park, in Cathedral City where our President, Carla Sullivan-Dilley spoke to about sixty residents, the evening of June 28th last year. She wrote to tell us that she received several takeaway comments from her residents, thanking us for teaching them that their car should have at least a half tank of gas, so that it may become their shelter, that they need to have a supply of their life dependent medications with them at all times; and that the pet owners in the group need to have a disaster plan that includes what they need to have and do to care for their pets. Lastly, per Christine Ann, "They all walked away more conﬁdent, knowing that they needed to be prepared in their homes, cars and place of employment, for 72 hours up to 10 days. ” This is the beneﬁt CVDPN brings to the Coachella V alley . It is our goal to reach all of the 52,356+ residents of Cathedral City with our message.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? We participate in CV Giving Day and are constantly applying for community-oriented grants without borders, to enable us to keep printing and creating the "Ready To Go Bags" . These, along with donations, large and small, have helped sustain CVDPN to this point, and will continue to do so.

Coachella Valley Disaster Preparedness Network V3239
7 If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)
CVDPN has been and continues to be a revolving door for donations and additional community-oriented grants without borders. We apply for any and all appropriate grants for which we qualify. We continue to promote and advertise what we do and how important it is to the residents of the Coachella Valley. We have a relationship with Channel 3 KESQ TV and their affiliate station Telemundo 15, KUNA, which enables us to reach thousands of citizens within the Coachella Valley in our bi -monthly spots. We are also working with NPO Centric to improve our messaging, and hopefully attract new donors. We have never failed to perform on any grant requirements in our history and have received grants from the same grantors multiple times. We are a stronger and more robust o rganization now and will continue to provide what we are promising.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

We would like to work with Cathedral City leadership to identify an appropriate place where we can provide our presentation to all of the residents of Cathedral City. We realize we may need to do the presentation several times to accommodate everyone. We also need to know for each event, how many Spanish and how many English "Ready To Go Bags" we should anticipate bringing.

We thank you for the opportunity to apply for this grant and look forward to working with Cathedral City to educate your residents.
e would like to work with Cathedral City leadership to identify an appropriate place where we can provide our presentation to all of the citizens of Cathedral City. We realize we may need to do the presentation several times to accommodate everyone. We also need to know for each event, how many Spanish and how many English "Ready To Go Bags"we should anticipate bringing.

We thank you for the opportunity to apply for this grant and look forward to working with Cathedral City to educate your residents.

Coachella Valley Rescue Mission V2017

1 Describe Brieﬂy How The Requested Funds Will Be Used:

The requested funds will be used to support our ongoing street outreach program.

Funds will go towards providing essential supplies like food, hygiene kits, and clothing for individuals in need, as well as offering resources for connecting people to housing, healthcare, and other social services. The goal is to ensure that outreach efforts are effective, sustainable, and responsive to the needs of the community.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? CVRM receives support from a variety of other sources, including local cities, county grants, churches, various foundations, and private donations. These contributions are crucial in allowing us to continue our work and expand our reach. Local cities and c ounties often provide grants that help fund speciﬁc initiatives, while churches and foundations generously support our mission. Private donations from individuals and organizations also play a key role in sustaining and growing our programs. Your contribution will help leverage these funds by acting as a match to secure further commitments from these local government and foundation partners. For example, local governments may be more inclined to fully commit their funding if they see additional contributio ns that demonstrate a shared investment in the success of the outreach programs. Our support also strengthens the overall case for additional city and county funding, ensuring the outreach initiative's full capacity is reached and sustained long-term.

Coachella Valley Rescue Mission V2017

Our staff is composed of dedicated professionals, including outreach coordinators, and case managers, all of whom have extensive experience working in the ﬁeld of homelessness.

Many staff members have lived experience with homelessness, adding valuable insight to our approach. We serve residents in Cathedral City, and every community throughout the Coachella Valley. Our outreach efforts target individuals facing various barriers such as mental health issues, substance use, and lack of affordable housing. We work with people from all ethnic backgrounds, as well as the LGBTQ+ community, ensuring that our services are culturally sensitive and accessible to everyone. We aim to create an inclusive environment where everyone feels respected and supported, recognizing the importance of cultural competency in delivering effective outreach and services.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?

1. Homelessness and Housing Instability: Many individuals in our community are experiencing homelessness or are at risk due to the lack of affordable housing, job insecurity, and rising living costs. Street outreach will provide immediate assistance, including emergency shelter referrals and long-term housing support.

2. Access to Basic Needs: People experiencing homelessness often lack access to food, hygiene products, and clean clothing. Our street outreach will distribute these essential items to those in need while connecting them to community resources for ongoing support.

3. Mental Health and Substance Use: A signiﬁcant number of individuals on the streets face mental health challenges and substance use disorders. Street outreach will offer support through social services so they may have access to mental health, addiction recovery resources, and trauma-informed care.

Coachella Valley Rescue Mission V2017

4. Healthcare Access: Many people living on the streets face barriers to healthcare, including lack of insurance or access to services. Our outreach team is dedicated to facilitating access to vital social services, ensuring individuals can connect with healthcare providers who offer essential care. This includes access to primary care, mental health services, and substance abuse treatment. We are committed to supporting the well -being of our community by making these resources more accessible to those who need them most.

5. Social Isolation and Connection: Homelessness often leads to social isolation, leaving individuals disconnected from their communities. Through street outreach, we will foster connections, offering not only immediate help but also a path to rebuilding relationships and community ties.

1. W e aim to provide emergency support to individuals in the Coachella V alley by offering essential supplies like food, hygiene kits, and clothing, as well as direct access to emergency shelter services and housing. This will address the immediate need for basic necessities and safety.

2. Our goal is to help at least 200 individuals transition from homelessness to stable housing by connecting them to long -term housing resources, job training, and ﬁnancial assistance programs. This will directly address housing instability and provide a pathway toward self- sufficiency.

3.We aim to connect individuals to mental health counseling, substance abuse treatment, and trauma-informed care. By addressing mental health and substance abuse issues, we will promote overall well-being and help individuals gain the support needed for recovery.

4.Our outreach team will ensure that individuals are connected to primary healthcare providers, mental health professionals, and substance abuse specialists. This will help bridge the gap in healthcare access for those facing homelessness or housing instability.

5. By engaging with individuals on the streets, we aim to build trust and establish ongoing relationships, helping to reduce social isolation and create a supportive network for people in need. Our outreach will provide a sense of community and belonging for individuals, fostering a foundation for long-term positive change.

Coachella Valley Rescue Mission V2017

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? To ensure the program moves forward as planned, we have already taken several steps to secure the necessary funds or in-kind support. These include:

1. Exploring Alternative Funding Sources: We are actively applying for additional grants from other cities, and are in discussions with potential partners for additional ﬁnancial support.

2. Fundraising Initiatives: We plan to host fundraising events, aimed at raising funds to bridge any funding gap.

3. In-Kind Donations: We will reach out to private donors for in-kind contributions, which will help reduce overall costs.

1. Diversify Funding Sources: We will actively seek out additional funding opportunities, including applying for new grants, building relationships with corporate sponsors, and cultivating individual donors. We are particularly focused on establishing a st rong base of recurring donors to help ensure ﬁnancial stability.

2. Fundraising Events: Our organization will host regular fundraising events, which have proven successful in generating support in the past.

3. Strategic Partnerships and In-Kind Contributions: We will continue to foster partnerships with local businesses, community organizations, and other stakeholders to secure in-kind contributions and collaborative support, which will reduce costs and help sustain operations.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Coachella Valley Rescue Mission V2017
Thank you for allowing us the opportunity to apply for your grant. We are truly grateful for the chance to be considered for funding and would deeply appreciate any amount awarded to us. We value the important work your city does and look forward to your c ontinued support as we work together to make a positive impact in our community.

Coachella Valley Youth Golf DBA First Tee V3891

1 Describe Brieﬂy How The Requested Funds Will Be Used:

Funds would be used to support First Tee - Coachella Valley's in-school golf programs at all Cathedral City elementary schools (and all Palm Springs Uniﬁed District elementary schools) and the after-school golf programs at the Cathedral City Boys & Girls Club. Funding will also provide transportation from local youth organizations to FTCV after -school programs at Tahquitz Creek Golf Resort.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? American Express Impact Through Golf Foundation - $50,000 City of Indian Wells - $10,000
City of La Quinta - $5,000
City of Palm Springs, $5,000
Berger Foundation - $15,000
LA84 - $10,000
Grants from Coachella Valley cities are very inspiring in our efforts to attract foundation support.

Coachella Valley Youth Golf DBA First Tee V3891
3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
First Tee -- Coachella Valley (FTCV) is one of 150 chapters in the U.S. whose mission is to teach both golf and life enhancing values to children 4 -18 through the game of golf. Our Coachella Valley chapter was founded in 2008 and is now providing golf and life lessons to some 23,000 youth each year, about one-third of the entire youth population in our area.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
FTCV accomplishes its mission in three ways: 1) Over 3,000 boys and girls participate in lessons and camps at our Golf Center home in Palm Desert; 2) Over 20,000 elementary school children from 32 desert schools receive First Tee instruction through their physical education courses each year (First Tee trains school P .E. instructors and provides golf equipment to the schools free of charge to both the schools and the children); and 3) FTCV serves the community by providing the opportunity for hundreds of participants to be involved in local programs beneﬁtting mentally/physically challenged children, as well as Boys & Girls Clubs in the Valley.

Coachella Valley Youth Golf DBA First Tee V3891
6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? First Tee - Coachella Valley has already secured grants funding from various sources including the cities of La Quinta, Palm Springs, Palm Desert, Rancho Mirage, Indio and Indian Wells to help support its in-school golf programs at Palm Springs Uniﬁed and Desert Sands Uniﬁed School Districts. Our annual Play with a Purpose Charity tournament and fundraising efforts at several country clubs also will help us achieve our goals.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Our programs provide kids with safe, fun activities while teaching them First Tee’s Five Commitments: Pursuing Goals, Growing through Challenge, Collaborating with Others, Building Positive Self Identity and Using Good Judgement.

We strongly believe all local children should experience the life skills and core values inherent in the game and have the opportunity to access a golf course. We provide school districts with all the necessary equipment, complete lesson plans, professional training, outreach and ongoing support needed to maintain the First Tee School Programs. The equipment and services are provided free of charge.

Our purpose is to enable kids to build the strength of character that empowers them to overcome life challenges. By teaching kids First Tee’s Five Commitments, we aim to put them on course to a healthy, active lifestyle. No child is turned away because of ﬁnancial circumstances.

Desert Access Mobility V2769

1 Describe Brieﬂy How The Requested Funds Will Be Used:

For over 50 years, Desert Access and Mobility have been a lifeline for low-income adults and seniors with disabilities in the Coachella Valley, providing essential non -medical transportation for those unable to drive.

With a fully accessible ﬂeet, our low- to no-cost, door-to-door service ensures individuals can reach medical appointments, physical therapy, rehabilitation centers, grocery stores, senior centers, social gatherings, mental health services, and dental care. Maintaining and providing reliable transportation is essential for adults and seniors with disabilities in preventive healthcare, reducing emergency room visits for adults and seniors with disabilities by ensuring access to primary care, therapy, and treatments. Many clients face missed appointments, delayed treatments, and social isolation without our services.

Funding from the City of Cathedral City will support vehicle maintenance, including fuel and operational expenses, allowing Desert Access and Mobility to continue providing life- changing services at no cost for adults and seniors with disabilities. Your support will enable us to expand our impact, reach more needy individuals, and promote health equity.

Together, we can improve their lives and ensure that no one is left behind simply due to a lack of transportation.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Desert Access and Mobilityhas secured and requested funding from various sources to support its services:

Desert Access Mobility V2769
Federal Transit Administration (FTA) Section 5310 Funds:

Amount Requested: $69,000
Amount Committed: Committed
Purpose: To support transportation services for seniors and individuals with disabilities

Community Fundraising Events:
• Amount Expected: $10,000 annually
• Amount Committed: Ongoing
• Purpose: To generate additional revenue and increase community awareness and support Leveraging Your Contribution: Your contribution will be instrumental in leveraging these funds by:
• Matching Funds: Demonstrating community support, which can be used to match and secure additional grants and funding from other sources • Expanding Services: Enabling us to expand our services to meet the growing demand in the Coachella Valley, ensuring more individuals receive the transportation they need • Sustaining Operations: Helping to cover operational costs, ensuring the longterm sustainability of our programs
By combining your contribution with these other funding sources, we can maximize our impact and continue to provide essential transportation services to older adults and individuals with disabilities in our community.

Staff Composition: Our team includes trained drivers skilled in assisting individuals with mobility challenges. They provide compassionate and reliable service, ensuring the safety and comfort of our clients.

Targeted Service Areas: We proudly serve the cities of Cathedral City, Desert Hot Springs, Palm Springs, Palm Desert, and Rancho Mirage
Our focus is on low-income, vulnerable populations without reliable transportation options, helping them maintain their independence and quality of life.

Desert Access and Mobility is committed to enhancing mobility and accessibility, empowering individuals to lead active and fulﬁlling lives.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Desert Access and Mobility addresses several critical community needs:

1. Transportation for Vulnerable Populations: Many older adults and individuals with disabilities in the Coachella Valley lack reliable transportation options; this can lead to isolation and difficulty accessing essential services

2. Independence and Mobility: By providing non- emergency transportation, Desert Access, and Mobility helps clients maintain their independence and mobility, allowing them to attend medical appointments, therapy sessions, grocery shopping, and social events

3. Personalized Assistance: The door -through-door service offers customized support, including helping clients from their front door, carrying packages, pushing wheelchairs, and escorting passengers into buildings.

4. Community Engagement: Ensuring that clients can participate in community activities and stay connected with their social networks is vital for their mental and emotional well - being.

Desert Access Mobility V2769

5. Access to Essential Services: The service extends to food banks, senior centers, and other essential errands, ensuring that clients can access the resources they need to live healthy and fulﬁlling lives.

By addressing these needs, Desert Access and Mobility plays a vital role in enhancing the quality of life for its clients and fostering a more inclusive community.

1. Enhanced Independence: By providing reliable transportation, we hope to empower older adults and individuals with disabilities to maintain their independence and mobility; this will enable them to attend medical appointments, therapy sessions, grocery s hopping, and social events without relying on others.

2. Improved Quality of Life: Our personalized door-through-door service ensures that clients receive the support they need, from helping them at their front door to escorting them into buildings. This level of assistance will signiﬁcantly improve their qu ality of life by reducing stress and increasing accessibility.

2. Access to Essential Services: Ensuring that clients can access food banks, senior centers, and other essential resources will help them live healthier and more fulﬁlling lives

3. Impact and Reach:
• Number of People Served: We aim to reach approximately 1,000 clients annually across our service areas, including Cathedral City, Desert Hot Springs, Palm Springs, Palm Desert, and Rancho Mirage
• Client Outcomes: As a result of our services, clients will experience increased independence, improved mobility, better access to essential services, and enhanced community engagement
By addressing these needs, Desert Access and Mobility strives to create a more inclusive and supportive community for older adults and individuals with disabilities.

Desert Access Mobility V2769

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? To cover costs beyond the requested amount from the Community Assistance Program, Desert Access and Mobility has implemented several strategies:

1. Grant Applications: We actively apply for grants from various foundations and organizations. We currently have pending funding opportunities from the Morongo Band of Mission Indians Community Outreach and San Manuel Cares

2. Fund raising Events: We organize community fundraising events to generate additional revenue. These events raise funds and increase awareness and support for our mission.

3. Partnerships and Sponsorships: We seek partnerships with local businesses and organizations for sponsorships and in-kind support; this includes donations of goods and services that help reduce operational costs.

4. Government Funding: We leverage government programs such as the Federal Transit Administration's Section 5310 formula funds, which support transportation services for seniors and individuals with disabilities

5. Community Donations: We encourage donations from community members and local businesses. Our website provides an easy way for supporters to contribute ﬁnancially.

By diversifying our funding sources and actively seeking additional support, we ensure the sustainability and expansion of our services to meet the growing needs of our community.

• We will apply for government and private foundation grants for transportation, healthcare access, and senior services. We will leverage our track record of success and data- driven outcomes to demonstrate the impact of our program.
• Increase efforts to engage donors through fundraising initiatives, community events, and targeted campaigns. In building a strong donor base, we ensure a stable revenue stream. • Continue to seek partnerships with local businesses and sponsors who value community outreach and corporate social responsibility. These partnerships will help fund operational costs and expand our reach.

We will strengthen partnerships with healthcare providers, senior centers, local governments, and social service organizations. These partnerships will help secure funding and foster resource-sharing, such as joint funding applications and in-kind donation s (e.g., office space, volunteer support, or advertising).

We will continue to focus on ensuring that our program operates as efficiently as possible while maximizing the use of our resources to reduce costs and maintain high service quality.

By continually measuring and reporting the impact of our services, we will demonstrate the value of our work to current and potential funders. Together, these strategies will ensure that Desert Access and Mobility can continue providing essential services to seniors and individuals with disabilities long after the initial funding period.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

In support of our primary goal -providing low- no-cost, door-to-door transportation for low- income adults and seniors with disabilities -Desert Access and Mobility provides services that enhance accessibility, independence, and overall well-being.

Our drivers are patient, helping with entering and exiting vehicles, providing verbal cues when navigating, asking how they prefer to be assisted, and ensuring the car is accessible by considering features like ample legroom, if possible.

Our drivers are trained to assist individuals with wheelchairs, walkers, and mobility limitations, ensuring a safe and comfortable transportation experience. Park closer to accessible parking spaces and guide them to the car.

Desert Royale V3888

1 Describe Brieﬂy How The Requested Funds Will Be Used:

Desert Royale Productions is a new theatrical company rooted in community, creativity, and connection. With a mission to center the audience experience and spotlight local talent, we are committed to building a performance space in Cathedral City that reﬂects the vibrancy and diversity of our community.

The requested funds will be used to secure a physical location and purchase foundational equipment necessary for live theater productions, including lighting, sound, and staging materials. This space will serve as a home for original works by local writers, musicians, and performers—offering performances that are immersive, inclusive, and artistically rich.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? As Desert Royale Productions is a newly formed theatrical company currently awaiting ﬁnal approval of our nonproﬁt status, we are in the early stages of securing additional funding.

However, we have already begun identifying and initiating conversations with potential supporters and funding sources, including:

Private Donors and Community Sponsors – We are in contact with several local business owners and patrons of the arts who have expressed interest in supporting our inaugural season through ﬁnancial donations and in -kind services. Estimated contributions in discussion total $2,000–$3,000.

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Our core team is composed of: Theater professionals, drag artists, and musicians with decades of combined experience in producing, directing, and performing.

A growing network of local collaborators, including writers, stage managers, designers, and volunteers, all committed to building an inclusive and artist-ﬁrst environment. Advisors and community members from diverse backgrounds, helping guide outreach and engagement strategies.

Though Desert Royale is new, its leadership has a longstanding track record of producing accessible, vibrant, and culturally relevant performances, particularly for LGBTQ+ audiences and under -served communities. We are focused on serving Cathedral City and the surrounding Coachella Valley

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Desert Royale Productions was created in direct response to several unmet needs in Cathedral City’s arts and cultural landscape:

* Lack of accessible, community-driven theater: While the region is rich in talent, there are limited platforms where local writers, musicians, and performers can develop and showcase original work—especially in an environment that prioritizes accessibilit y, equity, and the audience experience.

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* Limited affordable arts programming: Many families and individuals in Cathedral City lack access to high -quality, affordable performing arts due to geographic, ﬁnancial, or cultural barriers. Desert Royale aims to ﬁll that gap by offering performances that are inclusive, low- cost, and community-focused.
* Underrepresentation of local and talent: We are committed to elevating the work of historically marginalized artists, including those who identify as LGBTQ+, BIPOC, or emerging creatives who may not have traditional theater backgrounds but have powerful stories to tell.
* Need for gathering spaces that foster connection: Especially post -pandemic, there’s a growing need for spaces that bring people together, offer healing through storytelling, and reignite a sense of community pride and participation.

By building a theater company that is by the community and for the community, Desert Royale Productions addresses these challenges head-on—creating a home for expression, inclusion, and innovation.

Through the support of this grant, we will:
* Secure a space to host live performances, rehearsals, and workshops. * Provide a creative platform for at least 10 –15 local writers, musicians, and performers to showcase their original work during our inaugural season. * Welcome audience members from across Cathedral City and the surrounding areas through affordable ticketed or free community performances.

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* Foster artistic growth and mentorship, especially for LGBTQ+, BIPOC, and emerging artists who often face barriers to traditional performance spaces. * Create new community partnerships that support collaboration between artists, businesses, and residents.

By providing opportunities to create and witness local stories onstage, we are directly addressing the gaps in access, representation, and cultural engagement outlined in Question #4. Our performances will spark conversation, pride, and connection—making the arts not just a luxury, but a shared, lived experience for the people of Cathedral City.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Desert Royale Productions is actively pursuing a diverse funding strategy to ensure long-term sustainability beyond this grant request. While the Community Assistance Program funds will provide essential support to help us secure a location and foundational equipment, we understand the scope of launching a theater company requires additional resources.

To cover the remaining costs, we have already taken several key steps:
* Nonproﬁt Status (Pending): We have officially ﬁled for nonproﬁt designation with the State of California. Once approved, this will open doors to additional grant opportunities from public and private arts funders.
* Community Outreach and Sponsorships: We have begun forming relationships with local businesses and arts patrons who are interested in sponsoring productions, donating materials, or offering in-kind support (such as rehearsal space, set construction assistance, or marketing reach).
* Donor Development and Fundraising Events: We are preparing to launch a series of small donor drives and beneﬁt events that will not only raise funds but introduce our mission to the wider community.
* Volunteer and In-Kind Contributions: Several local artists, designers, and theater professionals have already pledged their time and skills to help launch our inaugural season, reducing labor costs and allowing us to focus available funds on essential infrastructure.

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This grant will serve as a launchpad, demonstrating public support and institutional trust, which will in turn help us leverage larger matching grants and sponsorships. We are deeply committed to building something lasting and impactful for Cathedral City—and we are laying the foundation now to ensure that Desert Royale Productions will thrive well into the future.

To ensure we can continue well beyond the initial funding period, we are implementing a multi-tiered ﬁnancial strategy that includes:
* Grant Writing and Arts Funding: Once our nonproﬁt status is ﬁnalized, we will apply for local, state, and national grants through agencies such as the California Arts Council, NEA, and regional foundations that support inclusive arts programming. * Season Sponsorships and Individual Donors: We are building a sponsorship package for local businesses, arts supporters, and community leaders who want to be ongoing patrons of our work. We'll also launch a "Founding Donors Circle" to recognize those who help sustain us through recurring giving.
* T i c k e t S a l e s a n d M e m b e r s h i p P r o g r a m : O u r e v e n t s w i l l i n c l u d e a m i x o f t i c k e t e d performances, pay-what-you-can shows, and free community nights. We will introduce a membership/subscriber model offering discounted access and perks for regular patrons. * Workshops, Classes, and Rentals: As we develop our space, we will offer affordable rentals for other creatives and host community classes or readings to generate additional revenue while supporting local artists.
* Merchandise and Community Fundraisers: Custom merchandise, beneﬁt events, and seasonal fundraisers will help build community pride and offer low-cost ways for the public to support the company.

Desert Royale V3888
By combining artistic excellence with strong community and ﬁnancial planning, we are conﬁdent Desert Royale Productions will not only survive —but thrive —as a homegrown, community-rooted theater company.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

The above address is only a mailing address, all business and events will take place in Cathedral City.

Dinner with Patsi V3253

1 Describe Brieﬂy How The Requested Funds Will Be Used:

If awarded, the funds will enable Dinner with Patsi to expand its impact across Cathedral City and beyond. This includes growing the "Brunches with Patsi" initiative by incorporating smaller non-proﬁts into the Patsi network, enhancing community training with Stop the Bleed and Active Shooter Preparedness programs, and sponsoring essential food and supply drives in partnership with the Cathedral City Police Department Ho meless Liaison, Loving All Animals, and the Cathedral City Senior Center. Funding will also support the purchase of a banner for the City's Banner Program, sponsorship of local events to elevate the Dinner with Patsi brand, and the recently launched "Patsi's Promise - Buy a Van for the Boys & Girls Club of Cathedral City" campaign—providing vital transportation for more children to attend the Club. Finally, the grant will help fund scholarships for students in the Cathedral City High School Performing Arts, SAFE Schools Desert Cities, and the Boys & Girls Club Youth of the Year.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Dinner with Patsi is funded primarily through the generosity of donors who attend its monthly community events, which typically generate between $800 and $2,000 each. What sets the organization apart is its 100% pass -through model—every dollar raised goes directly to the designated charities, with no administrative fees taken. Driven by a spirit of compassion and urgency, Dinner with Patsi is known for its ability to identify community needs and respond swiftly to make a tangible, positive impact.

Dinner with Patsi V3253
3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
Dinner with Patsi was founded in 2017 as a small dinner party with a big heart—designed to raise funds for local Cathedral City non-proﬁts while supporting local restaurants on slower nights. What started as a simple gathering has since blossomed into a powerful fundraising force in the community. Today, Dinner with Patsi is not only a trusted partner for local charities but also a sought -after presence by restaurants and caterers eager to host her popular events, known for drawing generous crowds affectio nately referred to as “Patsi's people. ” Patsi's dedication to service has earned her widespread recognition, including the Cathedral City Mayor's Award, Palm Springs Pride Volunteer of the Year, and Volunteer Awards from both the Cathedral City Senior Cent er and the Boys & Girls Club of Cathedral City.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Dinner with Patsi (DWP) is driven by a threefold mission: (1) to support local Cathedral City businesses and restaurants, (2) to reduce food insecurity among low-income seniors, and (3) to uplift and fund local non-proﬁt organizations. The DWP model is both simple and effective: by hosting single-day events at local restaurants, the organization boosts business while creating a platform for charitable giving. Guests are invited to make monetary donations that directly beneﬁt a featured local non-proﬁt and are also encouraged to bring non-perishable food items to support the Cathedral City Senior Center's food bank. Since its founding, DWP has made a meaningful impact, providing support to numerous organizations including the Cathedral City Senior Center, SCRAP Gallery, Cathedral City Police Homeless Liaison Program, Boys & Girls Club of Cathedral City, Loving All Animals, Brothers of the Desert, Cathedral City High School Performing Arts, and the Cathedral City High School Choir—just to name a few.

Adding additional Brunches with Patsi's events each year to increase fundraising and community engagement.

Continue to provide at least two scholarships to deserving young individuals from the Boys & Girls Club of Cathedral City and the Cathedral City High School Choir.

Organizing three additional supply drives annually to beneﬁt key local organizations, including the Cathedral City Police Department Homeless Liaison, Loving All Animals, and the Cathedral City Senior Center.

Securing a banner for the Cathedral City Banner Program to raise visibility and awareness of its mission.

Sponsoring additional community events to further grow the Dinner with Patsi brand and its reach.

Continuing to raise and distribute funds to local non-proﬁts, ensuring their ongoing success and sustainability.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Dinner with Patsi is constantly seeking new grant opportunities and welcoming individuals who are passionate about making a difference in the community through donations. To make giving even more accessible, Dinner with Patsi is exploring the idea of accepting Zelle and Paypal. And also creating a QR code where donors can donate via credit card at any event.

One of the core values of Dinner with Patsi is transparency —100% of the funds raised are Dinner with Patsi V3253
directly distributed to local non -proﬁts, ensuring that every dollar goes toward creating positive change in Cathedral City.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Do The Right Thing V3609

1 Describe Brieﬂy How The Requested Funds Will Be Used:

Grant funds will be used to assist with monthly recognition program expenses, including t- shirts for nominees (300+ per month) and prizes for "special recognition" winners (6-9 per month). In addition, funding will be used for the DTRT Scholarship & Student Assistance (SSA) project. School counselors from all 3 school districts --PSUSD, DSUSD, and CVUSD - - identify/nominate graduating seniors in need of ﬁnancial assistance in order to pursue college, trade school, or on-the-job training, and a committee under the direction of PSUSD Superintendent Dr. Tony Signoret, selects students from those nominated for ﬁnancial aid/scholarships. The SSA also provides grants for students of any grade level identiﬁed by their counselors as in need of emergency funds (e.g., those suffering from food/clothing/housing insecurity).

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? committed: Galen Family Foundation - $10,000; Grace Helen Spearman Foundation - $25,000; City of Rancho Mirage - $9,000; Walter Clark Legal Group - $7,500

requested: City of Palm Springs - $35,000; City of Indio - $5,000; Goodwin Family Foundation - $10,000; Anderson Children's Foundation - $15,000; City of Palm Desert - $5,000

private donations (anticipated): $20,000+

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A grant of $5,000 would be in line with other cities' funding, and would enable us to continue to positively impact Valley youth, including those living in/attending school in Cathedral City.

The DTRT program includes all school-age youth in the Valley, including PSUSD students -- where the percentage of students identiﬁed as economically disadvantaged is estimated to be as high as 97%, with an estimated 10% classiﬁed as temporarily or permanently homeless. The program recognizes not only academically high-achieving students but students who struggle with their grades or behavior but are making an effort to improve themselves or their community.

DTRT employs one part-time Executive Director with an extensive background in education, a doctorate degree in education, and who also serves as a PSUSD program head, to perform program functions. All administrative/other responsibilities are handled by a volunteer CEO (myself) with a Ph.D. in psychology and extensive background in nonproﬁt organizations.

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4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Children have been hit hard by the effects of past COVID restrictions, social distancing/isolation, and violence in the schools. Their mental health, schoolwork, and sense of security have all suffered. Teachers report an increase in acting-out, behavior and attitude problems, and a general lack of civility in their students. There is also a signiﬁcant problem with gangs and violence outside of the classroom which needs to be addressed.

By recognizing "good kids" and establishing them as role models for their peers, DTRT signiﬁcantly impacts these issues.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Additional funding sources/grants/sponsors have been requested/solicited and are constantly being explored. Best practices have been implemented by our board since our chapter's incorporation in January, 2023, and DTRT has established a cash reserve fund of $100,000 to date in the event of any shortfall.

7 If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types Do The Right Thing V3609
of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)
While DTRT-GPS is just completing its second year in operation, we have followed best practices for nonproﬁt organizations and built a strong cash reserve fund which will allow us to cover any shortfall in funding for 2025-2026 and beyond. We have established strong relationships with a number of foundations/donors to assure continued funding into the future.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

The DO THE RIGHT THING program has recognized hundreds of students attending school in Cathedral City over the past 2 years and has enjoyed tremendous support from principals and teachers as well as elected city officials.

Expeditionary Veterans Association V3889

1 Describe Brieﬂy How The Requested Funds Will Be Used:

My name is Jacob Cruz -Ratliff, and I am the Founder/Owner of Expeditionary Veterans Association (EVA), which is a 501(c)(3) tax-exempt veterans charity organization. I served in the U.S. Army from 2000-2004 and w/ a combat tour in Operation Iraqi Freedom in 2003; I am a 100% Disabled Combat-Veteran due to my military service. Well, that is enough about me, let’s talk about the real reason I am reaching out to you. EVA was started to assist Veterans t h a t h av e P o s t T r a um a tic St r e s s Dis o r d er ( P T SD) a n d t o a s sis t t h em in o r g a n izin g o ut d o o r types of activities with other Veterans that suffer from PTSD. Two to Four times a week, year- round, we host mountain bike trips in hopes to help these Veterans adjust back into society to include making new friendships as they once did while serving in the military.

Our mission and motto is, “To provide recreational therapy to Veterans and Active -Duty Military Personnel that suffer with Post Traumatic Stress Disorder (PTSD) via Mountain-Biking and other outdoor recreations therapy activities. ”

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? All local and corporate sponsors provide discounted or free equipment to support program:

Magura Brakes, 800-448-3876
Onyx Racing Products, Dan Peterson @ 320 295-7652 or [email protected] SixSixOne, [email protected]
Fly Racing, Amanda Spitzler @ 208-376-8400 or aspitzler@ﬂyracing.com

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Crank Brothers, Evan Spicer @ [email protected]
7iDP/Tag Metals MTB, Jeremy Hallman @ 303-200-0971 or [email protected] e*thirteen components, Liz @ [email protected]
Transition Bikes, Cam Burnes @ [email protected] Magicshine @ Rebecka @ [email protected]
Fasthouse, Ashley Belt @ [email protected]
United Sports Brands, Emily Stubler @ [email protected] Bell Helmets @ [email protected]
Spec9 Eyewear, Braxton Ontiveros @ [email protected]
Thrival Energy Bars, Matt Denny @ 801-472-8021 or [email protected] Send It Co., Cole Kramer @ 303-818-1144 or [email protected] Flatline Van Co., Silas @ support@ﬂatlinevanco.com
ESO Grips, Anastasia @ [email protected]
Cushcore @ [email protected] or [email protected]
Tannus America @ [email protected]
Muc-Off, Ryan Wondercheck @ [email protected]
Leatt @ 661-287-9258 or @ [email protected]
Ceramic Pro Murrieta, Kyle Acevedo @ 760-429-4267
J.E. Custom Vans, Jon Escalante @ 909-749-3392
Squishlabs, Paul Preuss @ 702-688-2602 or [email protected] Fasst Co., Chris Tidwell @ 877-306-1801 ext 4 or [email protected] Sin City Decal, Scott Free @ 702-721-1931 or [email protected] Southwest Bikes, Tim Moody @ [email protected]
SDG Components, Chris Han @ [email protected]
RockBros @ [email protected]
WTB America, Heather McFadden @ 408-607-9642 or [email protected] Expeditionary Veterans Association V3889
5DEV , Chris @ [email protected]
Fix Manufacturing @ tools@ﬁxmfg.com
Jenson USA, Courtney Budicin @ [email protected] or Tanner @ 951-736-0700 Rockie Talkie, Jessica Gustafson @ [email protected]

T e n t o t w e l v e t i m e s a m o n t h , i f n o t m o r e , E V A h a s p l a n s a c t i v i t i e s t h a t w i l l b e p o s t e d o n social-m e d i a s i t e s , i n h o p e s t o h e l p t h e s e V e t e r a n s a d j u s t b a c k i n t o s o c i e t y t o i n c l u d e making new friendships as they once did while serving in the military. We hope this organization can provide a better way of life for them. Additionally, if you know anyone that would like to participate in our events, please refer them to us and we will gladly assist in any way possible.

EVA is a 501c3 Non-Proﬁt Charity (EIN# 93-2102389). All funding will solely be based on the donations received by organizations that will support our cause. This is where donations received, Grant Request and Proposal for Sponsorships come into play. By s uch types of requests for assistance we hope to purchase the required equipment needed to further our operations.

Recreational Therapy: Helping Soldiers Cope with PTSD More than 1 million U.S. citizens serve as active-duty military personnel. According to U.S. Census Bureau estimates, almost 22 million Americans are veterans of U.S. Armed Forces service. These men and women — whether serving in the Air Force, Army, Coast Guard, Marine Corps or Navy — are supported Expeditionary Veterans Association V3889
by millions more family members whose letters, phone calls and care packages are essential to buoy spirits and boost morale throughout a service-members career.

Often, that need for support extends long after the battleﬁeld quiets. Many men and women have experienced direct combat exposure or other highly stressful situations during their service. With such many people serving in active combat zones, the prevalence of Post - Traumatic Stress Disorder (PTSD) is a serious concern.

PTSD is deﬁned as “an anxiety disorder that may develop after exposure to a terrifying event or ordeal in which severe physical harm occurred or was threatened. ” While PTSD more commonly affects those who have direct experience with high-stress situations, it can also impact people who have witnessed or observed traumatic events — both directly and i n d i r e c t l y . I t i s e s t i m a t e d t h a t a l m o s t 8 p e r c e n t o f A m e r i c a n s w i l l b e a ff e c t e d b y P T S D a t some point in their lives. Within the U.S. Armed Forces, that percentage is even higher.

According to the U.S. Department of Veterans Affairs, the number of veterans with PTSD varies by service era. For those serving in Operation Iraqi Freedom (OIF) and Enduring Freedom (OEF), about 11-20 out of every 100 veterans have PTSD each year . From the Gulf W a r ( D e s e r t S t o r m ) , a b o u t 1 2 o u t o f e v e r y 1 0 0 v e t e r a n s a r e a ff e c t e d e a c h y e a r . A n d i t i s estimated that 30 out of every 100 veterans who served in the Vietnam War have experienced PTSD in their lifetime.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
With so many armed forces servicemen and women experiencing PTSD in combat and upon returning home, the military and other Veteran organizations have developed effective treatment tools and methods to help individuals struggling with the disorder. Increasi ngly, recreational activities are being folded into treatment plans, as they can be an effective prescription to enhance physical, mental, social, and emotional health through structured activities. Recreational therapy provides additional coping mechanism s related to stress and intense emotions by lowering levels of anxiety, providing social opportunities, and creating a sense of community, cohesion, and engagement among veterans.

EVA will often serve as the additional step in a Veterans treatment plan, providing outpatient counseling in group therapy and events. EVA’s program facilitates recreation programs that strengthen resilience and contribute to military effectiveness. Other active recreation programs that are available through EVA can be tailored speciﬁcally for units, such as Expeditionary Veterans Association V3889
alternative physical training (PT), high-intensity tactical training (HITT), aquatics maximum power intense training (AMP-IT) and functional ﬁtness.

Our program also utilizes art therapy as a mechanism for managing PTSD symptoms.

Recreational therapy can provide emotional relief by encouraging free expression and has been shown to relieve depression and anxiety. We believe the initiative is an effective tool for supporting service members with PTSD. “Recreational therapy offers activities that provide a calming, stress -free environment in which soldiers often strengthen relationships with their family as well as discovering new strengths and building life skills. ”

With our recent business expansion into Las Vegas, Nevada and St. Louis, Missouri we are hoping to ﬁnd local bike shops and bike industry companies that will be willing to establish a business relationship, where EVA and your business will beneﬁt from e ach other’s collaborations. This would mean we would work directly with you with event planning, donations for events, discounts, and referrals from all our veteran clientele to include, but not limited to social-media platforms, friends, and family as wel l. If you desire to establish this business relationship with our organization, I will make myself readily available for open communications to discuss a cooperative business plan.

Funding is strictly done by donation, and therefore this Grant/LOI request was developed.

Whatever product is donated, discounts provided, services, or funding is provided, will be used to the purchase of recreational equipment required to successfully ho st events that will provide treatment therapy to those Veterans suffering from PTSD.

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Most of our therapy rides are exploring XC, All-Mountain, and Enduro/DH type trails, but we also have members that have become EVA ambassadors and racing many times a year in SoCal Enduro Races, Big Bear-Snow Summit DH Races, Mammoth Mountain DH Races and of course local races; to include races that are held in Las Vegas, NV and other States. All of which we are proud of backing them and many of them never used to mountain-bike before joining Team EVA and now are Pro and Amateur racing.

In October 2023, we made progress by purchasing a 2015 Ford Transit 150, which will help stack-up m o r e V et s t o t r a n sp o rt w it h t h eir g ear a n d t ak e r id e s w it h us t o o ur r ec r ea t io n a l therapeutic activities. With the assistance of our current MTB sponsors and both our sales rep. and the sales/ﬁnance manager, who by the way was a USMC Desert Storm Veteran, we were able to ﬁnally make this purchase. This van was equipped with almost everything we needed. Even though we would love to have purchased a brand- new van, we couldn’t because of limited funding, but we can’t complain because this is truly a blessing as it will help our organization do big shuttle bike trips to therapy rides. This passenger -van will pick up EVA members and is loaded with bikes to be take n out to EVA recreational therapy treatment sessions all over Southern California and elsewhere.

In mid-2020, we started providing more ebikes/emtb's for our members as we know how hard it is to enjoy a ride with their disabilities hindering the full enjoyment and performance of mountain biking. Considering now ebikes/emtb's are being more and more used on trails and more are seeing the beneﬁts of using them for our therapy treatment program With the continuous request for us to start a Road Cycling and Gravel Biking therapy group, we started a Roadie/Gravel Biking therapy group in Riverside County, CA in June 2024. With the ﬁrst therapy ride being a great success, we look forward to the growth of this new option to provide continuous therapy to our clientele. In December 2025, we also added adaptive mountain-biking into our program, which we realized there were a lot of Veterans that were primarily conﬁned to various forms of wheelchairs or assisted walking devices/prosthetics.

With this new program we are continuing to reach out to the adaptive mountain biking companies that may be able to donate adaptive bikes and equipment or funding to get these Disabled-Veterans out on the trails as soon as possible.

Expeditionary Veterans Association V3889

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

We hope that by sending you this LOI, not only will we get to promote your brand in a broader social setting as we already do with our current sponsors but also give more of our clientele the ability to conquer more trails with less pain and bigger smiles. Thank you for the time and support you have already given to our Active-Duty Service Members and Veterans.

V/r,
Jacob Cruz-Ratliff
Founder/Owner
Expeditionary Veterans Association Inc.

San Diego County, CA / Riverside County, CA /
Las Vegas, NV / St. Louis, MO
#: 619-548-5678
501©(3) EIN# 93-2102389
CA Tax-Exemption Entity ID#5786833
http://evamtbforptsd.org
www.facebook.com/ExpeditionaryVeteransAssociation
Instagram: @eva_mtb_for_ptsd
Youtube.com/c/ExpeditionaryVeteransAssociation
http://sdvoyager.com/interview/check-out-jacob-cruz-ratliff-s-story/ Expeditionary Veterans Association V3889
https://www.treadwright.com/blogs/treadwright-blog/treadwright-sponsors-expeditionary- veterans-association-to-combat-ptsd
https://www.prnewswire.com/news-releases/treadwright-partners-with-expeditionary- veterans-association-to-provide-recreation-services-for-military-veterans-300334592.html

Habitat for Humanity V3247

1 Describe Brieﬂy How The Requested Funds Will Be Used:

Our Housing Insecurity Prevention Program reduces low -income households' housing and ﬁnancial insecurity risks through several components. A Brush with Kindness provides safety hazard and property damage repairs for households that lack resources to implement repairs due to disability or ﬁnancial challenges. Volunteers paint and perform minor exterior home repairs; remove yard debris; install drought-resistant plants; remove and repair safety hazards; and repair and replace fences and windows. We fund licensed contractors to repair Heating, Air Conditioning and Ventilation (HVAC) systems, rooﬁng, and plumbing issues. We partner with Riverside Count y to provide property repair assessments. The County Implements repairs. Through Emergency Household Needs Assistance, we donate appliances, furniture, and other needs that impact quality of life from our Restore thrift store, purchase items for clients, or provide limited ﬁnancial assistance. For example, last year, we provided household furnishings to a previously homeless family moving into ·•section 8" housing. Through Wellness Checks, we ensure clients' health and safety and advocate to secure needed services and resources. Last year, we served 11 Cathedral City households.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Cathedral City funding helps leverage grants from other Valley cities. In the current ﬁscal year this has included cities of Palm Springs ($25,000), Indian Wells ($20,000), La Quinta ($5,000), Rancho Mirage ($2,000), Indio ($1,500), and Coachella ($1 ,000). We will reapply to all cities as current grants expire. Additional current funders include Bank of America ($20,000}, Banc of California ($10,000), Agua Caliente Band of Cahuilla Indians ($5,000), and Desert Healthcare District ($10,000). Renewal reques ts are pending with the San

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Manuel Band of Mission Indians ($75,000) and Morongo Band of Mission Indians ($5,000) and in process to the Houston Family Foundation ($60,000). Applications windows open shortly for previous funders Kaiser Permanente Riverside Medical Center ($24,500) and BIGHORN Cares ($15,000). We also have a contract with Riverside County's Department of Housing and Workforce Solutions (HWS) ($16,800).

Since 1990, we have constructed or rehabilitated 41 homes of which 15 families have paid off mortgages. Thirteen of these homes were constructed in Cathedral City. In 2023 -2024, three low-income Hispanic families assumed ownership of two newly constructed Desert Hot Springs homes and one refurbished Sky Valley mobile home. We are expecting approval s h o r t l y f r o m t h e C i t y o f P a l m D e s e r t f o r d o n a t i o n o f a l arge lot which will accommodate construction of two new homes in the coming months. We are also in discussions with the City of Desert Hot Springs for donation of up to ﬁve lots. We welcome to the opportunity to discuss building additional affordable housing in Cathedral City.

In 2010, we began 'A Brush With Kindness' services to provide safety hazard and property repair assistance to low-income households utilizing volunteer groups. Since 2016, we have partnered with Riverside County's Department of Housing and Workforce Soluti ons (HWS) to evaluate properties for lowincome households in need of property repairs to be implemented by HWS. In 2020, we expanded services to include hiring professional contractors from our vast local network to perform cost-effective heating, ventilation and air condition_ing (HVAC) systems, rooﬁng, plumbing, electrical, and sewer line repairs.

HFHCV began providing Emergency Household Needs Assistance in 2010 with the opening o f o u r R e S t o r e T h r i f t S t o r e . T h e i n ﬂ u x o f d o n a t i o n s f o r r e s a l e e n a b l e d u s t o s u p p o r t l o w- income individuals and families facing emergency needs. In recent years, we have expanded Habitat for Humanity V3247
this service to include providing limited ﬁnancial assistance. Our Wellness Check service was implemented in 2020 in response to the COVID -19 pandemic to ensure our clients' health and safety. Our bi-annual client contacts ﬁll an ongoing void, particular ly for clients who are isolated seniors and struggling families. We are continuing to expand this service to ensure that our clients have access to vital community resources and services. In 2024, we entered into Memoranda of Understanding with Jewish Family Service of the Desert and the Joslyn Center to link clients experiencing behavioral health issues to free and low- cost outpatient treatment services.

We serve the Valley's most vulnerable populations, including seniors, veterans, and the disabled. Of 334 clients served in 2024, 67% were from underserved communities of color , including 54% Latino/Hispanic, 12% African American, and 1 % Asian/Paciﬁc Islander; 42% seniors; 25% children under age 18; 30% disabled; and 6% Veterans. Our 30 member staff closely reﬂect the diversity of the communities we serve; 43% are Hispanic/Latino, 10% Asian/Paciﬁc Islander, and 3% African American; 30% seniors; 20% LGBTQ+; and 50% are bi-lingual, facilitating services to Spanish-speaking clients. This is particularly beneﬁcial to

58.9% of Cathedral City's estimated 52,356 residents who are Hispanic/Latino (U .S. Census 2023). In 2024, we served 11 Cathedral City low -income households comprising 28 residents; 79% were Latino/Hispanic and 21% White; 36% seniors; 14% children under age 18; 36% disabled; and 7% Veterans.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Low-income Valley households confront unrelenting ﬁnancial pressures on multiple fronts, resulting in signiﬁcantly reduced purchasing ability and straining ﬁnancial resources. The California Legislative Analyst's Office reported (12/16/24) that since January 2020, skyrocketing cost increases included housing (20.1%), utilities (44.7%), transportation (25.9%), and food (27%). California Housing Partnership (May 2024) reported that renters would need to earn 2.3 times the State minimum wage to afford Riverside County's average monthly asking rental rates of $1 ,920. The cost -of-living impact is overwhelming for struggling families and seniors subsisting on minimum wage jobs or ﬁxed incomes. Health Assessment and Research for Communities reported that 19.4% of Valley adults had incomes at or below poverty level in 2022. HFHCV's cost -free services improve safety of home environments without impacting household ﬁnances and ensure vulnerable residents are linked to vital community services to improve quality of life.

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5 What Do You Ultimately Hope To Accomplish Through Your Proposed Service/Program/Event? How Will It Address The Needs Or Problems You Describe In Question #4? (Your objectives should describe how your clients will be affected as a result of your project and how many people will be reached by the end of the proposed service/program/event.)
H F H C V w i l l s e r v e a t l e a s t 3 8 0 m e n , w o m e n , a n d c h i l d r e n d u r i n g t h e g r a n t p e r i o d i n t h e Coachella Valley region. Cathedral City funding will be used to beneﬁt the City's residents.

Objectives include: 1) To provide assessments of safety hazards and property damage repair needs and to implement repairs internally or facilitate repairs through Riverside County's HWS Department to beneﬁt at least 160 individuals in 85 low -income households; 2) to provide emergency needs assistance to at least 50 low-income individuals in 20 households experiencing ﬁnancial insecurity that is negatively impacting quality of life through in -kind donations, purchasing items for clients, or through limited ﬁnancial assistance; and 3) to p r o v i d e a t l e a s t 1 7 0 l o w-income individuals in 85 households with wellness checks, advocacy, and/or linkages and referrals to vital community resources and services to improve quality of life. Outcomes include: 1) 70% of clients will report improved quality of life; 2) 60% will report reduced ﬁnancial insecurity; and 3) 60% will report reduced housing insecurity.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Current grant funders have contributed $113,300, not including renewal requests submitted or in process. Costs not covered by grants will be partially funded through proceeds of sales from Restore and fundraising efforts. We utilize our parent organization's global models to maximize cost effectiveness and project impact. Volunteer -driven services reduce labor costs. Last year, 170 volunteers donated 5,351 hours of service, which valued at the State's 2024 minimum wage of $16 per hour would equal $85,616 in volunteer labor. This signiﬁcantly extended our resources to service a greater number of low-income households than would otherwise have been possible. Our extensive vendor network provides in-kind donations and reduced building supplies pricing. Recentl y, one vendor contributed $7,000 of in-kind services in support of a senior whose mobile home had been severely damaged by a w i n d s t o r m . T h e s e f a c t o r s c r e a t e a m u l t i p l i e r e ff e c t e n a b l i n g u s t o l e v e r a g e g r a n t f u n d s signiﬁcantly beyond the contribution's cash value.

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7 If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)
HFHCV has demonstrated a long -term commitment to the success of this program, which has evolved considerably over the past 15 years. We began implementing safety hazard and property repair projects and providing emergency household needs assistance for low- income households in 2010, contracted with Riverside County's HWS in 2016, and began wellness checks in 2020. During this time, we have signiﬁcantly expanded our partnerships with local and regional funders, which resulted in more than $200,000 in funding in the last ﬁscal year. We continue to seek support from municipal, corporate, and private sector funders that have historically partnered with us and will identify new funders to enhance sustainability. Sustainability is strengthened by varied funding sources decreasing vulnerability to reduced support from one main funder, including grants, Restore thrift outlet sales, and fundraising . We have increased our fundraising efforts in recent years, including the implementation of an annual golf tournament i n 2 0 2 2 . A s n o t e d , p r o g r a m s u p p o r t i s enhanced through substantial in-kind donations of building supplies and materials, and volunteers who contribute more than 5,000 hours of service annually, signiﬁcantly offsetting program costs.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

I n 2 0 2 4 , H F H C V s e r v e d 3 2 9 c l i e n t s a n d f a c i l i t a t e d r e p a i r s i n 6 7 V a l l e y h o m e s ; p r o v i d e d emergency needs assistance to 15 households; and provided wellness checks to 68 households. We served 28 Cathedral City residents in 11 households with total project expenditures of $16,975. On Gamino Rd., after a widowed senior suffered the tragic loss of her son and grandchildren her property deteriorated, and her insurance company threatened t o c a n c e l h e r p o l i c y . V o l u n t e e r t e a m s r e m o v e d m u l t i p l e c a r p a r t s , 5 3 t i r e s , a nd excess vegetation from her yard; cleared her cluttered garage; repaired fencing; and painted 2 security doors, the fence, and garage interior. Her insurance coverage was renewed. Her home environment was safer and more secure. We linked her to the Joslyn Center's counseling services. On Via Grande, a leaky roof damaged a disabled senior's mobile home bathroom and jeopardized insurance coverage. We replaced and regrouted damaged wall tiles; repaired and refortiﬁed the bathtub's sunken foundation and reﬁnished the tub; and repaired the roof leak. The insurance policy was renewed. On Conception Dr., we resolved multiple issues at a blighted property owned by two seniors, including a disabled Veteran.

We removed two dead trees, yard debris, and additional ha zards, and installed a safety net Habitat for Humanity V3247
to prevent accidental falls into the pool. We paid moving expenses for a low-income Landau Blvd. resident; donated complete household furnishings to a single mother who lost the family's possessions in a ﬁre and moved into Section 8 housing on Avenida Mar avilla; and repaired plumbing, electrical, and ﬂooring issues due to water damage for a senior couple on Avenida La Gaviota.

Health Assessment and Research for Communities V1577

1 Describe Brieﬂy How The Requested Funds Will Be Used:

HARC respectfully requests a $5,000 contribution from Cathedral City towards the 2025 Coachella Valley Community Health Survey (our seventh triennial survey). Every three years, HARC conducts the Coachella Valley Community Health Survey, which captures information from our local community on a wide range of topics related to quality of life, such as healthcare access and utilization, barriers to care, mental health, socioeconomic needs, food insecurity, and more. This cycle, the survey will include new data on important topics such as disaster preparedness, air quality perceptions, and much more. HARC will analyze this data and provide it back to the community at no cost (data to be released in early 2026), making it freely accessible to all. HARC will provide training and coaching on how to use this data to make positive change in our communities. We anticipate that, as in previous cycles, the information will be used to improve quality of life for our Coachella Valley friends and neighbors.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? To date, we have secured $168,740 from more than a dozen funders, including City of Palm Springs, City of La Quinta, City of Desert Hot Springs, Auen Foundation, Regional Access Project (RAP) Foundation, Desert Healthcare District/Foundation, Desert Care N etwork, Eisenhower Health, IEHP , Molina Healthcare, First 5 Riverside County, Desert Oasis Healthcare, and the 4th District County Supervisor's Office. We also have an additional $60k+ pending in requests (e.g., City of Coachella, Coeta and Donald Barker F oundation, Agua Caliente Band of Mission Indians, Anderson Children's Foundation, etc.) and are

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actively continuing to fundraise in order to ensure that this important resource remains freely accessible to everyone in our community.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
As described above, HARC was founded to provide Coachella Valley -speciﬁc data, and we did so through our ﬁrst Coachella V alley Community Health Survey in 2007. However , it is not enough to simply collect data once and make it freely available--it is critically important to regularly collect data to map trends and changes in our community, and to adapt our data collection to include newly emergent issues. As such, HARC repeats the Coachella Valley Community Health Survey every three years; this year marks our seventh triennial survey.

Each cycle, we provide the data back to the community at no charge. Now more than ever we need local data to document our needs, our strengths, our disparities, so that we can tell our stories and bring in funding to address t hose needs. This data uplifts our entire community.

5 What Do You Ultimately Hope To Accomplish Through Your Proposed Service/Program/Event? How Will It Address The Needs Or Problems You Describe In Question #4? (Your objectives should describe how your clients will be affected as a Health Assessment and Research for Communities V1577
result of your project and how many people will be reached by the end of the proposed service/program/event.)
During 2025, we will be collecting data from more than 2,000 Coachella Valley residents, in English and Spanish, representing adults and children. This data will then be weighted, analyzed, written up, and released to the public at no charge (estimated rel ease date is February 2026). We will make it available to local leaders, from grassroots neighborhood initiatives to governmental agencies, educational institutions, and healthcare providers.

Guided by HARC, these leaders will utilize the data to identify and prioritize needs, design and implement programs and services to address those needs, and obtain funds to support those programs and services. In previous survey cycles, nonproﬁts who used HARC's data to justify their requests for funding brought in mo re than $20 million in funds for important services like transportation for people with disabilities, mental health counseling for children, and free HIV testing for all. We anticipate similar impact with this newest data.

We’ve already secured about two-thirds of the budget, thanks to strong regional support. A contribution from Cathedral City is key to helping us close the gap and ensure this important research reaches its full potential. With full funding, we can ensure robust data collection across all communities —allowing for in- depth insights into the health and well -being of vulnerable groups, including LGBTQ+ residents, children, veterans, and more. If we fall short of our fundraising goal, we’ll be forced to scale back —reducing the number of people surveyed, shortening the report, and limiting our ability to explore the health of speciﬁc populations in detail. While we are commit ted to providing this data to the public free of charge, reduced funding means reduced depth and utility.

One challenge we experience is that some donors wish to contribute to direct services (e.g., rescuing abandoned animals or feeding people experiencing homelessness, etc.) rather than support HARC's data. They do not realize that this information is the bac kbone of our entire nonproﬁt community, and that helping support the survey helps to support every nonproﬁt in the Valley, and, indirectly, every resident. We continue to educate, promote, and publicize this important free resource while fundraising to ensure that it stays free for all.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Firstly, we want to thank Cathedral City for contributing to previous cycles of this survey--we have had seven of the nine cities support over the years, and Cathedral City was one of the ﬁrst. We are very appreciative of your support!

Secondly, many nonproﬁts located in Cathedral City (and those who serve Cathedral City residents) utilize this data to identify needs, prioritize activities, and obtain funding to provide important services to your residents. Examples include Boys & Girls Club of Cathedral City, DAP Health/Borrego Health, the Cathedral Center, FIND Food Bank, and many more.

Finally, all funders who contribute at or above the $5,000 level will receive a "Local Spotlight" in the ﬁnished report. This "Local Spotlight" showcases our funders and the efforts they make to improve health, wellness, and quality of life in our Coachella Valley, and it is seen by hundreds of local changemakers. We hope to once again be able to include your great city in this effort.

JF Kennedy Memorial Foundation V3892

1 Describe Brieﬂy How The Requested Funds Will Be Used:

In the 2024/2025 school year, the Ophelia program expanded into Cathedral City High School serving 17 participants, including 8 seniors, delivered by four volunteer professional women mentors. All 8 seniors graduated, and 7 received Ophelia Scholarships totaling $14,500. In the 2025/2026 school year, plans are to serve more girls at the high school and expand the program into James Workman and/or Nellie Coffman Middle , both feeder schools to Cathedral City High. A support grant from the City of Cathedral City will enable us to expand our reach in Cathedral City schools, beneﬁting more girls, leading to a healthier ﬁnancial future for our girls and community. Funding will be used to strengthen program capacity including recruiting, training, and managing volunteers and guest speakers, while maintaining administrative infrastructure to ensure program model ﬁdelity and effectiveness. Ophelia, a program of the John F . Kennedy Memorial Foundation, has served Coachella Valley for 26 years. This ﬁve -year, school-based mentoring program empowers underserved girls to excel academically, graduate high school, and pursue higher education.

Delivered in the schools, during the sc hool day by volunteer mentors and community partners, Ophelia has a 100% graduation rate, with most students continuing their education. Referred by school counselors, participants gain critical thinking skills, scholarship guidance, and support to become self-sufficient members of the community.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? 2025/2026 Preliminary Projected Funding:

JF Kennedy Memorial Foundation V3892
Committed: Augustine Band of Mission Indians $50,000; DSUSD $40,000; PSUSD $32,000; CVUSD $18,000; Regional Access Project Foundation $15,000; U S Bank $10,000; Fund Raising $240,000 – TOTAL $405,000
To Be requested: City of Indian Wells $6,000; City of Indio $3,000, City of Palm Desert $5,000, City of Palm Springs $5,000, Devto Support Foundation $25,000, The Champions Volunteer Foundation $4,000, Anderson Children’s Foundation $7,500 – TOTAL $55,000 Our program relies on a combination of school district support, volunteer efforts, individual donors and other grants to ensure operational effectiveness. Your funding will match these resources and help expand our volunteer network and strengthen program infrastructure, increasing participation, success, and long-term impact.

3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
Since 1999, the John F . Kennedy Memorial Foundation has provided programs for disadvantaged, low- to moderate-income families in underserved areas of the Coachella Valley. Programs focus on the health, wellness, and educational needs of parents and children leading to improved health, child well-being, and family functioning. Programs: 3 In- Home Parenting Education programs; Community Outreach Program offering support in accessing health and human services; Reach Out and Read early literacy program; Healthy Families Clinic, housing administrative offices and a pediatric clinic. Ophelia is a 5 -year team mentoring program for girls in grades 8 through 12, identiﬁed by their school counselors as having potential but needing support to overcome possible risk factors. Held twice a month, lesson plans focus on mental/behavioral health, emotional intelligence, and personal growth. Juniors and seniors can join the Ambassador Leadership Council, to further develop their leadership, public speaking, and service skill s. Led by longtime Leadership and Program staff, the program is delivered by female mentors and guest speakers who inspire Ophelia Girls to realize their potential and become our next generation of spirited leaders.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
JF Kennedy Memorial Foundation V3892
According to a 2021 CDC Survey among more than 17,000 high school students, data revealed: 3 in 5 girls felt persistently sad and hopeless; more than 1 in 4 girls reported they s er io us l y c o n sid er ed a tt em p t in g s uic id e; m o r e t h a n 1 in 1 0 g ir l s r ep or t ed t h ey attempted suicide; alcohol use was also higher among girls than boys; all increasing signiﬁcantly over a decade. Survey results indicated girls fared the worst on most. Locally, District and school administrators report similar concerns, making Ophelia’s support more critical than ever.

Nearly two-thirds of young adults reported wishing they had a mentor growing up. Ophelia addresses both mental health challenges girls face and inequitable access to mentorship, which is especially limited for youth from l ow-income, non -English-speaking, immigrant households and LGBTQ youth. Many Ophelia girls come from stressed households where the expectation of a stable future is low, money and food can be tight, and they would be the ﬁrst in their family to graduate hi gh school, let alone college. Ophelia is helping break this cycle by expanding access to supportive, caring mentors for the much deserving underserved teen girls in our communities.

5 What Do You Ultimately Hope To Accomplish Through Your Proposed Service/Program/Event? How Will It Address The Needs Or Problems You Describe In Question #4? (Your objectives should describe how your clients will be affected as a result of your project and how many people will be reached by the end of the proposed service/program/event.)
Ophelia goals are all Ophelia girls will: 1) Focus on education and career goal setting. 2) Graduate from high school on time. 3) Pursue higher education, college or trade school. To achieve these goals, Ophelia objectives in 2025/2026 are: Serve 525 ment ees in grades 8 through 12, including 72 seniors, in 22 schools across the valley; Provide 2 team mentoring sessions per month, 12 per year; Provide college and/or trade school scholarship awareness sessions for the 72 Ophelia seniors. Based on these objectives, the expected outcome is at least 75% of the 525 Ophelia girls will maintain Ophelia attendance and remain in the program thus receiving the full beneﬁts of the program which include: 1) Improve participants understanding and appreciation for the value of education and career goal setting 2) Improve participant’s academic achievement and enthusiasm for learning to ensure high school graduation in their senior year. 3) Address and encourage pursuit of higher education, and provide guidance and assist ance with completing Ophelia scholarships and accessing other available scholarships; 4) Assist seniors with monitoring their progress towards higher education and career goals. 5) 100% of Ophelia seniors who maintain Ophelia attendance will demonstrate an increase in their positive view of high school graduation and graduate on-time; 5) 60% of Ophelia seniors who maintain required JF Kennedy Memorial Foundation V3892
Ophelia attendance will apply for an Ophelia scholarship, and at least 75% of Ophelia seniors who apply will be awarded an Ophelia Scholarship.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? O u r p r o g r a m c o s t s e x c e e d t h e a m o u n t r e q u e s t e d . E x p a n s i o n r e q u i r e s r e c r u i t m e n t o f mentors, and long -term program sustainability for scholarship funding, added staffing salaries, operating expenses, and administration - leadership, ﬁscal, and development. We have already secured partial funding from our annual fundraising event, local foundations and private donors, and we continue to pursue additional grant opportunities. One -on-one engagements with the philanthropic community have increased. Several salon events, a small informal gathering in private homes to engage new and existing donors and mentors have been scheduled. Additionally, we collaborate with school districts and community organizations that provide in-kind support such as space, supplies, and volunteer hours, helping reduce operational costs. JFK Foundation is committed to sustainability and continues to build strong relationships with supporters and stakeholders to ensure the program remains available to the youth who need it most. We are conﬁdent we will meet the ﬁnancial needs of the program ensuring Ophelia will be available for future generations.

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We work in partnerships with community agencies, cities, service clubs, and individuals, to increase our volunteer recruitment efforts to continue to expand Ophelia in the valley. The collaboration with local service clubs has proven to be a very successful community partnership. Charitable events sponsored by these groups designating Ophelia as the beneﬁciary of the proceeds have generated much needed income and volunteer recruitment for the program. The cities of Indio, La Quinta, Indian Wells, Rancho Mirage, and Palm Springs provide funding demonstrating their support for the program through grant funds.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Marion Moya / Cathedral City High School Class of 2025, $5,000 Ophelia Scholarship Recipient / Excerpts from her Scholarship Essay
I was alienated from my older siblings at a very young age. My mother believed there would be more opportunities for me, rather than living in Calexico right next to the border where there were barely any colleges and most of the population only spoke Spanish. The drastic academic change could easily be distinguished. I'd be a fool if I didn't take advantage of what I have laid out in front of me. When I was looking for programs to join I eventually heard about Ophelia. When I attended my ﬁrst Ophelia meet ing I was ﬁlled with overwhelming gratitude because of how welcoming my wonderful mentors and peers were. I ﬁnally felt like I had a safe space to go, something I didn't have as a child, especially after moving miles from home.

Since I can remember I've always wanted to become a pediatrician and be that doctor who makes children feel safe when paying their visit. In order to do so I must complete my eight years of schooling. I may not have all the money for it but I do have dedication. My father is constantly working with only one rest day. He's told me himself that his hard work will feel paid off once he sees his children do something that they feel happy doing. Well, I plan to accomplish my father's wishes. I know I will succeed because Ophelia has opened my mind in so many ways and for that, I am immensely grateful. I vividly remember one of our guest speakers, and was very motivated by what she stated, "When someone tells you that you can't achieve your dreams, that makes you more capable of doing so. " The only ones stopping us from accomplishing our goals is ourselves. Once I joined this Ophelia sisterhood it felt like something in me shifted, having so much encouragement from my mentors and peers and seeing how hardworking they were inspired me to bec ome the most healed version of myself. I can proudly say I'm a part of Ophelia and have learned so much about myself and others through this community. Without Ophelia, I don't think I would have the relationship that I have with myself now, and neither would I have the chance to receive such a great opportunity as this scholarship.

Operation SafeHouse V2471

1 Describe Brieﬂy How The Requested Funds Will Be Used:

SafeHouse is requesting $5,000 to be used toward a portion of a full -time Program Support staff salary at our the Harrison House program located in Thousand Palms. Harrison House is the only transitional living program located in a fully staffed and supervised apar tment building in Riverside County. This program was speciﬁcally built at the request of former County Supervisor Roy Wilson and funded by all of the cities in the Coachella Valley.

Harrison House is a 12 bed transitional living program that serves older homeless youth ages 18-21 for up to 18-months with wrap around services designed to break the cycle of homelessness. Case Managers, Counselors and Program Support staff provide 24/7 assistance and care to youth who have been living on the streets or other areas not meant for human habitation who come from the Coachella Valley. SafeHouse has provided these services to a minimum of 15 youth annually for 12 years. Currently, we have an 85% success rate for youth who complete the ﬁrst 90-days of the program moving into permanent housing and living wage employment. Program support staff provide youth with supervision, transportation, assistance with life skills, crisis management, assistance with medication, answer our phones, and any other support they may need.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? SafeHouse received a grant award from the Department of Health and Human Services Administration of Children and Families Transitional Living Program Grant in the amount of $250,000 a year for ﬁve years. In the 2025- 26 ﬁscal year we will be starting year two of the ﬁve year award. We have not been notiﬁed that this funding will stop as of now. But, we have

Operation SafeHouse V2471
begun looking for other avenues of support if that becomes the case. We have grants out to R i v e r s i d e C o u n t y C D B G , $ 4 4 , 0 0 0 , t h e C i t y o f I n d i a n W e l l s - $15,000, The City of Rancho Mirage - $5,000, the City of Palm Desert - $18,000, and are supported annually by many private foundations and fundraising efforts throughout the year. We have not requested funding from the City of Cathedral City since we opened our desert emergency shelter for youth 11-17 in 2008. We were awarded funds to build the shelter . Y our funding is needed, along with every other City in the Coachella Valley, to sustain our program in order to achieve the long-term goal of providing core essential services to older homeless youth ages 18-21.

SafeHouse also has 8 beds of permanent supportive housing that we are not requesting assistance with. These beds are paid through vouchers from the Housing Authority.

3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
Operation SafeHouse has been providing services to runaway, homeless, at -risk and t r a ff ic k ed y o ut h a g e s 11-2 4 sin c e 1 99 0 in Riv er sid e C o un t y . Sa f eHo u s e p r o v id e s ﬁ v e sit e- based programs located in Riverside and Thousand Palms. These include: Operation SafeHouse emergency shelter for homeless youth ages 11 -1 7 , S a f e H o u s e o f t h e D e s e r t Emergency Shelter for homeless youth ages 11 -17, Main Street Transitional living Program for older homeless youth ages 18 -21, Harrison House Transitional Living Program for olde r homeless youth ages 18-21 and the Main STAY Emergency Shelter for older homeless youth ages 18-2 4 . C u r r e n t l y , S a f e H o u s e i s t h e o n l y y o u t h s h e l t e r p r o v i d i n g t h e s e s e r v i c e s throughout the county. These programs provide over 400 youth annually with core essential services designed to promote family reuniﬁcation for youth and permanent housing and living wage employment for our young adults. Our population is 43% Hispanic, 38% White, 15% African-American. 4% Other. About 50% of the youth who come through our programs slate they have been trafficked and 30% of the youth identify as LGBTOI+. SafeHouse has a diverse staff, some who have lived experience, bi-lingual and are able to work with youth in crisis. SafeHouse has had a long -standing partnership with the County, City, local law enforcement, the School District and local non-proﬁts who all refer homeless youth to our programs. We also provide four mental health programs that are located on 47 middle and high school campuses throughout the county that provide counseling and referrals for youth in crisis and their families.

Operation SafeHouse V2471
4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Riverside County reports that 500 -700 y outh age out of f oster car e each y ear , without the s k i l l s o r m e a n s t o l i v e o n t h e i r o w n i t i s e s t i m a t e d t h a t o v e r 4 0 % o f t h e s e y o u t h e n d u p homeless. Harrison House addresses the issues of older homeless youth who are living on the streets, in encampments, couch surﬁng or without means to house themselves. The Harrison House program provides 12 beds to older homeless youth ages 18 -21 through an 18-month program that provides everything a youth will need to succeed. Apartments are rent free, furnished, appliances are included. Youth are provided with Case Management, connection to services such as SNAP , MediCAL, Dental Services, transportation, 8 life skills monthly, ﬁnancial literacy, employment assistance, educational advancement, and mental health counseling. While in the program, youth are asked to save 50% of their income so that when they exit they are able transition into living wage employment and self-sufficiency, thus ending the cycle of homelessness.

While 15 homeless youth may not seem like much when you look at the number servod, it p r o d u c e s o v o r 4 , 0 0 0 b e d n i g h t s , 4 0 0 h o u r s o f C o u n s e l i n g , o v e r 5 , 0 0 0 h o u r s o f c a s e management, 96 life skil!s classes for a minimum of one hour, 8,000 miles of transportation and countless hours of support, care and assistance when these youth am unable lo ﬁnd work, reconnect with family, unable to overcome mental health issues, or am just in need of a friend. SafeHouse offers youth stability, safety and support and guides them into a future Operation SafeHouse V2471
that is ﬁlled with hope and promise. Your funds will assist us and the youth we serve ln their journey from homelessness to permanency and independence. 85% of the youth who complete our program transition into permanent housing and remain housed. 50% of the youth have a savings account over $10,000 when they exit and 90% of the youth attend the counseling program and report better mental health and well-being.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? SafeHouse is continuously writing grants to Federal, State, County and City sources of funding. SafeHouse also requests funding from private foundations and holds fundraising events to supplement our budget shortages. SafeHouse also receives about $65,000 (valued) in ln-l<ind Donations annually. This year we have reached out to more cities in the Coachella Valley than we normally do as we believe it is important for each City to support our efforts in ending youth homelessness. When you compare the rising c osts to support homeless individuals on the streets, the return on investment for youth in particular is ten fold. These youth are vulnerable, living in unsafe places and are not able to defend themselves from the dangers of the streets. SafeHouse makes a concentrated effort to guide youth from hopelessness to stability and continued success. When we do our follow ups with these youth at the 30, 60 90 -day and one year post exit they are still housed and have not returned to the streets. Making your investment of $5,000 very very impactful and saving valuable tax payer dollars that can be used elsewhere.

7 If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)
SafeHouse has always been innovative when it comes to youth programming. We were the ﬁrst agency in Riverside County to establish a youth emergency shelter for runaway, homeless and at -risk youth ages 11 -17 in the years to follow we established a secondar y youth shelter, two transitional living programs for older homeless youth ages 18-21 and the ﬁ r s t y o u n g a d u l t e m e r g e n c y s h e l t e r f o r o l d e r h o m e l e s s y o u t h a g e s 1 8-24. In 1997, SafeHouse established the ﬁrst Street Outreach Progr am for youth ages 11-24 and added the National Safe Place Program to serve youth in areas that were not directly located where our shelter sites were in Thousand Palms and Riverside. This program now has 250 locations Operation SafeHouse V2471
throughout the county and our partnership with local law enforcement and the Sunline and RTA Bus systems provides mobile access to our programs. In 2010, SafeHouse co -founded the Riverside County Anti -Human Trafficking Task Force with the Riverside County Sheriffs Department and Million Kids. This was the ﬁrst trafficking task force in Southern California and SafeHouse was the largest referral source for youth trafficking to the Sheriffs Department. In 2013, SafeHouse established the ﬁrst mobile phone texting app for youth in crisis. The program offered youth the ability to text counselors 24/7 and it assisted youth throughout the county until 2020 when the 988 mental health line was established.

SafeHouse has maintained these programs through fundraising and grant writing since we opened in 1990. SafeHouse is holding our 35th Anniversary Gala in November and has an annual Halloween Luncheon in October. We also have held smaller fundraising activities throughout the year. The funds raised support all of our programs.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

While we are not located directly in Cathedr al City we have provided youth from your City with services through Street Outreach, our shelter, our transitional living program and through our four mental health programs that provide 5,000 youth in the desert with free mental health counseling. SafeHouse is preparing for some changes in funding streams and we are hoping that the City of Cathedral City can assist in any way possible. The youth we serve would greatly appreciate the support.

Palm Springs Air Museum V992

1 Describe Brieﬂy How The Requested Funds Will Be Used:

We request $6,000 to offer a FREE WEEKEND AT THE PALM SPRINGS AIR MUSEUM for the r e s i d e n t s o f C a t h e d r a l C i t y . V i s i t o r s n e e d o n l y s h o w t h e i r d r i v e r ' s l i c e n s e o r u t i l i t y b i l l t o receive free admission for the whole family. We will choose a date with Cathedral City's input. There are no ropes holding visitors back from seeing and experiencing these vintage aircraft up close and personal. We want families to experience our museum. Students only l e a r n a b o u t W o r l d W a r I I a n d p o s t W W I I i n g r a d e s 1 0 a n d 1 1 . C h i l d r e n a r e a t t h e i r m o s t impressionable during elementary school. Children need to be "turned on" to history, science, and math. Childr en need to learn our American History so that they can become better citizens. The children today are America's future. The future of our democracy depends on them. Children today need positive role models and need to know about careers other than becoming a musician, actor, or sports player. Aviation encompasses careers using history, science, and math. We currently serve over 5,000 students per year during our Youth Tours. 76% are from elementary schools and 24% are from middle/ high schools. Over 45% of these students come from the east valley, from the Palm Springs Uniﬁed School District which includes Cathedral City.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Thanks to ongoing supporters such as the H.N. and Francis C. Berger Foundation, the Conrad Hilton Foundation, the Houston Family Foundation and others, the Palm Springs Air Museum is able to operate year-round. The funds requested from the City of Cathedral City will allow us to defer the cost of free admission for its residents, and to continue to offer FREE

Palm Springs Air Museum V992
admission, FREE lunches and FREE bus transportation to the public schools located in the City of Cathedral City.

3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
The Palm Springs Air Museum's 91,000 sq ft of climate-controlled hangars are open from 10 am to 5 pm 362 days a year, with one of the largest collections of static and ﬂying aircraft from WWI I, Korea and Vietnam conﬂicts, as well as the new F -117 A Stea lth Fighter The Nighthawk. Our 13,500 volume Library, ﬂight simulators, the Gen. Ken Miles Aviation Science Center, tours through a ﬂyable B -17 and C -4 7 and Children's Discovery Center are open daily. Children 12 and under are free with paid adult admission. Kids 5 and under are always free. Warbird rides are for sale; open cockpit experiences and weekly educational programs with ﬂight exhibitions occur weekly from November through May. We are proud of the fact that close to 150,000 people annually visi t the museum, and that we are consistently the second highest recommended paid attraction behind The Aerial Tramway on social media o u t l e t s . A l l p u b l i c s c h o o l s i n C a t h e d r a l C i t y r e c e i v e f r e e a d m i s s i o n f o r y o u t h t o u r s f o r students, teachers and parents. We also provide free lunches and reimburse the schools the cost of the buses transporting the students. Special needs charities like Angelview and Desert Arc always receive free admission.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
World War II and post WWII is only taught in grades 10 and 11. Children are at their most impressionable in elementary school, when they need to be "turned on" to history, science, and math. Children need to learn our American History so that they can beco me better citizens. The children today are America's future. The future of our democracy depends on them. Children today need positive role models and need to know about careers other than becoming a musician, sports player or social media inﬂuencer. Aviation careers require history, science, and math. The Airline industry is facing critical shortages of skilled pilots and airplane mechanics. These are high paying jobs. Exposing children to career possibilities is an added beneﬁt of families visiting our museum. We currently serve over 5,000 students per year. 76% are from elementary schools and 24% are from middle/ high schools. Over 45% of these students come from the Palm Springs Uniﬁed School District which includes Palm Springs Air Museum V992
Cathedral City. We also give partial college scholarships to students pursuing aviation or science careers.

Individual donations: 500,000
Foundations / Corporations: 200,000
Admissions, memberships, etc: 750,000
Total Received: 1,500,000
Balance: 500,000
Amount requested from Cathedral City: $6,000

7 If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types Palm Springs Air Museum V992
of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)
The Palm Springs Air Museum is constantly fundraising and offering services to the Community. Revenue sources include admissions, memberships, warbird rides, Gift Shop, event rentals, and special events such as our Props and Hops Craft Beer Festival, our annual Holiday Festival with real snow, and our Memorial Day Flower Drop and Air Fair. We send out donation requests twice a year and hold an annual fundraising Gala.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Palm Springs Community Concert Association V3897

1 Describe Brieﬂy How The Requested Funds Will Be Used:

A $5,000 gift from City of Cathedral City will be used to help underwrite the four Palm Springs Uniﬁed School District Children’s Concert performances of the 2025 -2026 series. We anticipate some 200+ students from Cathedral City's elementary, middle and high schools will be attending the concerts.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Anderson Children's Foundation - $10,000 awarded
RAP Foundation - $10,000 received $7500; $2500 pending
City of Palm Springs - $5,000 - awarded
Houston Family Foundation - $5,000 awarded
Palm Springs Rotary - $2,500 awarded
Cathedral City's contribution will be leveraged by these other grants that are pending.

Palm Springs Community Concert Association V3897
For more than 60 years, PS Concerts has brought internationally acclaimed musicians to perform for audiences of all ages at prices that welcome everyone.

In addition to presenting four public concerts each season, PS Concerts has made a commitment to cultivate the next generation of music lovers. Each season in partnership with the Palm Springs Uniﬁed School District (PSUSD), PS Concerts provides free conc erts o ff e r e d b y t h e s a m e a r t i s t s a s t h o s e p e r f o r m i n g f o r t h e p u b l i c c o n c e r t s t o l o c a l K-12 students. Approximately 1000 students attend these concerts each year from the ﬁve communities represented in the PSUSD.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
By underwriting the season, Cathedral City will be contributing to the Coachella Valley’s rich cultural life as well as bringing music to some 1000 youngsters who might not otherwise have the opportunity to hear world class performers. Ninety -seven percent of the families with students in the Palm Springs Uniﬁed School District are at or below the federal poverty level.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Palm Springs Community Concert Association V3897
We have secured private donations, foundation and city grants to support the concerts. Our season and individual ticket sales provide approximately half the operating cost of each concert.

While ticket sales cover only about half our operating costs, they continue to be an important source of revenue.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

In the winter of 1958, the Palm Springs Community Concert Association was established in the Coachella Valley ushering in more than a half century of concerts at affordable prices.

The nonproﬁt organization still operates with the same guiding spirit with which it began nearly 70 years ago. From the beginning, Palm Springs audiences were drawn in to the richly varied programming which offers rising stars and emerging talent in classical music, opera, and jazz. Approximately 1,600 people attend the four Sunday afternoon concerts at the Richards Center for the Arts and some 1000 K -12 students and their teachers attend a free performance the following day.

Parkinsons Resource Organization V3898

1 Describe Brieﬂy How The Requested Funds Will Be Used:

The requested funds will be used to support production, marketing, and accessibility efforts for Parkinson’s Today: An Educational Symposium, a free public event co -hosted by Parkinson’s Resource Organization (PRO) and The Michael J. Fox Foundation. Speciﬁ cally, funds will help cover venue costs, meals and beverages for attendees, accessibility features like ASL and Spanish- language interpretation and livestream or video recordings, and outreach to Cathedral City residents. This annual symposium provides expert-led education on Parkinson’s treatment, caregiving, and research, with free access for people living with Parkinson’s and their caregivers. Crucially, the program is ﬁlmed and released free to the public after the event, extending its impact for months for months beyond the event day.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? We have $5,000 committed from our collaborators at The Michael J. Fox Foundation and we are seeking continued support from the Auen Foundation, who served as our presenting sponsor last year. We are actively pursuing sponsorships from local businesses like Eisenhower Health, Desert Oasis Healthcare, and other Coachella Valley cities at levels ranging from $1,000 to $10,000. Cathedral City’s contribution will enable us to increase outreach to Cathedral City residents, expand accessibility, cover travel and speaker fees for top experts in the Parkinson’s ﬁeld, and enhance post -event video distribution, amplifying the impact of the event beyond the event day itself.

Parkinsons Resource Organization V3898
3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
Parkinson’s Resource Organization (PRO) was founded in 1990 with a mission to ensure that no one is isolated because of Parkinson’s. For over 35 years, we have served individuals and families affected by Parkinson’s disease through support groups, one-on-one consultations, educational programs, and advocacy.

We specialize in providing compassionate, practical support tailored to every stage of the Parkinson’s journey. Our team includes experienced professionals with backgrounds in healthcare, nonproﬁt leadership, and caregiver services, supported by a dedicated volunteer network and an engaged board of directors.

PRO has a strong track record of delivering high-impact, accessible programming throughout Southern California, with a special emphasis on the Coachella Valley. We work closely with families, caregivers, and medical professionals to connect people with Parkinson’s to resources that improve quality of life, reduce isolation, and promote informed care. Our virtual programs are particularly valuable for people disabled by Parkinson’s and unable to leave their homes, while our in-person programming provides cri tical connection to people who feel otherwise isolated by the speech and movement aspects of their diagnosis.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Parkinson’s is the fastest-growing, second most common neurodegenerative disease in the world and Southern California, including The Coachella Valley and Cathedral City, has a disproportionately high rate of diagnosis. Parkinson’s is an age-related illness that has also been linked to pesticides used in large -scale farming, like the farming operations in East Coachella Valley. Our community is uniquely impacted by these double risk factors. With only one Movement Disorder Specialist available to serve the 8 -10,000 people livi ng with Parkinson’s in Coachella Valley (and estimated 1,570 in Cathedral City), many residents face barriers to accessing quality care, information, and support. The proposed symposium addresses this by delivering free, localized education on treatment options, caregiving strategies, and emerging research, while connecting residents with a network of local support services.

Parkinsons Resource Organization V3898

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Additional expenses will be covered through a combination of sponsorships, in-kind contributions (such as volunteer support and donated materials), and private grants. PRO has a strong history of securing community funding and has already begun outreach to sponsors and partners. Past events have been successfully funded with support from The Auen Foundation, The City of Indio, and Desert Oasis Healthcare, with in-kind marketing assistance from KESQ, Alpha Media, and KGAY .

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

The Parkinson’s Symposium is more than an event — it’s a vital access point to information and community for people often facing a lonely and difficult disease. PRO is proud to provide a bridge between world-class research institutions and the residents of Cathedral City. With your support, we can continue delivering life-changing knowledge and support to those who need it most.

Perspective Shift V3899

1 Describe Brieﬂy How The Requested Funds Will Be Used:

The Safety Blows initiative aims to improve personal safety, situational awareness. and positive behavioral health outcomes for communities most at risk for violence. The program speciﬁcally targets marginalized communities within Grea1er Palm Springs and Coachella Valley, targeting populations including LGBTQ+. people of color (BIPOC), HIV-positive, aging adults, youth, disabled, immigrants, and individuals struggling wit h mental illness and addiction. Safety Blows works closely with local law enforcement, community organizations, businesses, and advocacy groups to foster a safer, more inclusive community. This initiative has gained the support of many local businesses and organizations as well as leadership from the City of Palm Springs and the Palm Springs Police Department
By addressing safety concerns and fostering a sense of security, the initiative aims to promote positive mental health outcomes and resilienc3 within these communities through the following activities:
• Educational Workshops - Produce a minimum of 15 training classes to address topics including personal safety, situational awareness, risk reduction strategies, and self-defense techniques delivered by in-person and virtual formats.
• Public Outreach & Community Events - Participate in a minimum of 10 community outreach events to promote program goals and strategies regarding community safety, including providing free safety whistles.
• Educational Resource Materials - Distribute physical and web -based bilingual resources (English and Spanish) referencing strategies to increase personal safety and situational awareness.

Perspective Shift V3899
• Social Media Awareness Campaigns - Create targeted campaigns reaching at least 20,000 impressions to promote safety and risk reduction.
• Community Safety Networks - Partner with a minimum of 30 local businesses to establish "Safety Blows Safe Spaces· for individuals in distress to provide support and linkage to resources including law enforcement.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Since the Safety Blows initiative launch in January 2025, 86% of our current operating expenses have been covered by small business sponsorships and individual donations from program supporters. We are currently in the process of submitting grant applicati ons from local, state, and federal sources to support continued community engagement and program expansion efforts. We estimate our current annual budget to be $100,000, however the project is completely scalable depending on available funding. Our current efforts to secure additional funding include potential grants from Eisenhower Health ($5,000), The Lawrence Foundation ($5,000), and Greater Palm Springs Realtor Association ($5,000). Although these have not yet been secured, we are conﬁdent that the Saf ety Blows initiative is timely, important and highly fundable.

3 Brieﬂy Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)
Perspective Shift, Inc. is a federally recognized 501(c)3 organization formed in Colorado in 2014 with the mission of supporting individuals on their journeys toward personal fulﬁllment by providing multi- dimensional educational, social, and community -focused workshops, groups, and activities. The broad scope of purpose allows the organization to remain adaptable and responsive to changi ng community needs. Through fostering collaborative relationships with local and national organizations and communities, Perspective Shift endeavors to have a helpful, positive, and impactful effect on the individuals and communities it serves. It created Colorado's ﬁrst state-wide Pre-Exposure Prophylaxis (PrEP) education and referral program followed by membership with the steering committee for the rededication of the Colorado AIDS Memorial Grove. After the Executive Director moved to Palm Springs, focus shifted to creating programming in Coachella Valley including Palm Perspective Shift V3899
Spring Single Guys and participation in Eisenhower Health's series Healthy Aging. Our volunteer-based Board of Di rectors, leadership committee, and outreach team are comprised of culturally diverse individuals. Perspective Shift has consistently targeted effo1s to support marginalized communities including LGBTQ+, people of color (BIPOC), HIV-positive, aging adults, youth, disabled, and individuals struggling with mental illness and addiction.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
As observed across the United States, Greater Palm Springs has experienced an increase in targeted discrimination, hate crimes, and safety concerns affecting vulnerable populations including people of color, LGBTQ+, elderly, and other marginalized communit ies. These threats contribute to heightened anxiety, depression, and other behavioral health challenges. Members of racial, ethnic, and sexual minority communities are particularly at risk, "acing compounded stressors that impact their overall well -being. Cathedral City is estimated to have 70% of the population identiﬁed as people of color, also known as BIPOC (Black, Indigenous, and People of Color) with between 25 -30% of the total population identifying as LGBTQ+, making this safety initiative relevant to the larger local community.

Safety Blows res ponds to these challenges by empowering individuals through personal safety education, situational awareness training, and building community support systems.

These efforts foster a safer environment, reducing fear of victimization which can have an overall positive impact on decreasing anxiety and depression while promoting effective coping strategies.

Perspective Shift V3899
• Enhancing Personal Safety and Situational Awareness - Equip participants with knowledge and tools to recognize and respond to potential threats, reducing fear and anxiety. • Promoting Behavioral Health and Resilience - Decrease anxiety and depression by creating a sense of safety and security while enhancing adaptive coping strategies. • Building Support Networks - Establish community connections and partnerships to provide ongoing support and safe spaces to support physical, emotional, and psychological well-being.

Through direct contact during educational and outreach activities, engagement with a minimum of 900 unique individuals will be completed with a minimum of 5,000 pieces of digital or physical safety materials distributed to members of the community. These include safety whistles and marketing materials with risk-reduction messaging. Additionally, a minimum of 30 local businesses will sign on to establish "Safety Blows Safe Spaces" for individuals in distress providing support and linkage to resources including law enforcement. Social media awareness campaigns will target at least 30,000 impressions to promote programmatic risk reduction strategies.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Our current efforts to secure additional funding include submitted grant applications to Eisenhower Health ($5,000), The Lawrence Foundation ($5,000), and Greater Palm Springs Realtor Association ($5,000) with additional upcoming funding opportunities from Union Paciﬁc Community Ties Giving Program and Cowles Charitable Trust. In-kind donations have helped to signiﬁcantly offset overall operating costs to launch the Safety Blows initiative, speciﬁcally with graphic design, marketing, and video production efforts. These relationships are considered stable and have pledged continued support.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

In a time when many in our community live with the daily fear of being targeted simply for who they are, Safety Blows offers real -world strategies to enhance personal safety and situational awareness. By equipping individuals with tools, resources, and supportive spaces, this program is not only promoting personal safety, but also building resilience and self-conﬁdence for individuals in our community. This initiative is more than a program; it's a powerful movement toward a community where everyone feels seen, valued, and safe.

M o r e i n f o r m a t i o n a b o u t s p e c i ﬁ c S a f e t y B l o w s c a n b e f o u n d o n o u r w e b s i t e a t https://safetyblows.org.

PS Test Application V3900

1 Describe Brieﬂy How The Requested Funds Will Be Used:

PS Test’s HIV and Sexually Transmitted Infection STI Prevent on and Treatment Program provides free testing, prevention and treatment services for HIV hepat itis C ( HCV), chlamydia, gonorrhea syphilis and other STIs PS Test is one of only two Riverside County clinics that absorbs all co -payments and fees for primary care visits and laboratory testing Co-payments of 50 - 100 for primary care v isits and testing can be a prohibitive barrier to testing and treatment particularly for uninsured or under insured patients. Patients with positive STI test results receive on -site treatment and/or prescriptions. We provide free medications for low -income patients. STI negative and positive patients that have completed treatment can be prescribed doxycycline post-exposure prophylaxis (doxy-PEP) treatments which reduce risks or STIs Patients testing HIV positive receive a two -week medication supply and are linked to ongoing medical care. HIV negative patients can receive ongoing pre-exposure prophylaxis (PrEP) treatments to prevent HIV infection. Patients who test HCV positive are linked to ongoing medical care. In 2024, we served 702 patients; 109 were Cathedral City residents.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? PS Test has received current funding awards from California Association of Free & Charitable Clinics ($40,000) Regional Access Project Foundation ($1 0 000) Houston Family Foundation ($10,000) and the City of Palm Springs ($5,000). We have been awarded contracts with the County of Riverside totaling $185 000 for STI, HCV and HIV prevention and treatment effective June 2025. Applications with Desert Healthcare District ($60,000), the San Manuel

PS Test Application V3900
Band of Mission Indians ($20 000), and the Morongo Band of Mission Indians ($5,000) are currently under review. A "starter grant” of $500 was received from the City of La Quinta in 2024 which now makes us eligible to apply for a $5,000 grant. We believe that a contribution from Cathedral City will h Ip leverage funds from other Coachella Valley cities that have upcoming application windows, including Indian Wells Rancho Mirage, Indio, and Coachella

She previously served as Associate Medical Director of DAP Health. While the COVID -19 pandemic delayed the clinic’s planned opening to 2020, our Palm Springs -based clinic opened in 2021 to service the Coachella Valley and portions of Riverside County. PS Test has quickly forged a leadership role in community-based efforts to combat rapidly rising rates of STIs and HIV . PS Test was the ﬁrst healthcare provider in Riverside County to provide testing and treatment at no charge to patients. Today, PS Test and DAP Health are the only two clinics in the County offering these free services. W e collabor ate closely with DAP to ensur e that our services c omplement and not duplicate each other. PS Test partners with Eisenhower Health to provide Hepatitis C (HCV), HIV , and STI testing and treatment.

Our growing experience in working with populations at high risk of STIs, HCV and HIV has positioned us to respond quickly to new threats to the public that arise from emerging infectious diseases. When the Mpox (formerly Monkey pox) outbreak began in Spring 2022, our clinic was the ﬁrst to ide ntify a local case, when a young Transgender woman came to use with an unusual lesion. At the time, treatments were unavailable in the Valley, but we advocated to obtain local treatment for the young woman. We worked with local providers to address the burgeoning health crisis and collectively, we were able to secure a quantity of the nation’s limited Mpox vaccine stockpile for the Valley, which was becoming a national “hot spot” for this illness. We are currently working on strategic planning to combat a new, more virulent Mpox strain that is emerging worldwide.

In 2024, we served 702 patients with 1,137 patient visits. Of all patients served, 82% were male, 15% female, and 3% other; 25% were Hispanic, 60% White, 5% African American, 3% PS Test Application V3900
Asian/Paciﬁc Islander, 4% Native American, and 2% other; 64% identiﬁed as LGBTQ+; 7% were under age 25, 64% aged 25-54, 29% aged 55 and older. Our oldest patient was 82. Our 8- member staff are representative of the populations we serve; 60% are female a nd 40% male; 38% are Latino/Hispanic; 38% LGBTQ+; and 50% are seniors. As staff positions become vacant or are created as we expand, we will actively recruit people of color, particularly those who are bi-lingual in Spanish and of Hispanic/Latino ethnicity.

After Palm Springs, where are clinic is based, the second highest percentage of patients (16%) served in 2024 were residents of Cathedral City. Of these 109 patients, 87% were male, 9 % f e m a l e , a n d 4 % o t h e r ; 3 9 % w e r e H i s p a n i c , 5 6 % W h i t e , 3 % A f r i c a n A m e r i c a n, 2% Asian/Paciﬁc Islander, and 1% other; 59% identiﬁed as LGBTQ+, 55% heterosexual, and 2% other; 8% were under age 25, 64% aged 25-54, 28% aged 55 and older. Our oldest patient was 72.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
The New York Times reported (1/30/2024) that syphilis once nearly eliminated in the U.S., is “reaching the highest levels since 1950, ” with 207,000 cases reported in 2022. Chlamydia cases reached nearly 1.7 million and gonorrhea cases were 648,000. Experts pointed to increases in substance use, decreases in condom use and “cruc1ally, here ar e far fewer sexual health clinics. " The Centers for D isease Control (CDC) reported th at rates of STIs among people 55 and older more than doubled between 2012 and 2022. Riverside University Health System RUHS) re ported that from 2009 to 2019 , th e County's rate per 100,000 of gonorrhea increased 573% from 6 9 8 o 4,003); syphilis increased 363% (4.6 to 16.7); and chlamydia increased 211% (5,835 to 12,303). In 2024, Riverside University Health (RUHS) reported that as of 12/31/22 there were 11,174 people living with HIV in Riverside County, of which 7,226 (64.7%) resided in the Coachella Valley.

5 What Do You Ultimately Hope To Accomplish Through Your Proposed Service/Program/Event? How Will It Address The Needs Or Problems You Describe In Question #4? (Your objectives should describe how your clients will be affected as a result of your project and how many people will be reached by the end of the proposed service/program/event.)
PS T est will serve at least 1,000 patients during the grant period, of which at least 10% will be Cathedral City residents. Objectives include: 1) 1,000 unduplicated patients will be PS Test Application V3900
screened for STIs, HCV , and/or HIV; 2) 550 patients who test positive for STIs, HCV of HIV will receive treatment regimens to eradicate or manage infections; 3) 150 patients who test HIV negative will receive Doxy PEP treatments to prevent HIV; and 4,400 p atients will receive Doxy PEP treatments to reduce STI infection risk. Outcomes include: 1) 60% of patients will remain free of STIs as documented by completion of STI treatment regimen and/or subsequent negative test results for patients who return for doxy-PEP pr scrip ions or routine t e s t i n g 2 ) 8 0 % o f p a t i e n t s r e c e i v i n g P E P t r e a t m e n t s w i l l r e m a i n f r e e o f H I V i n f e c t i o n a s documented by quarterly testing to renew prescription; 3) 100% of patients testing HIV positive will receive a two -week supply of anti -retroviral medications and will be linked to ongoing medical care; and 4) 60% of patients testing HCV positive will be linked to care.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Current grant support during the grant period totals $245,000. A renewal application will shortly be sent to the City of Palm Springs. As noted, we have several requests to new or previous funders under review including Desert Healthcare District (previous funder), the Morongo Band of Mission Indians and the San Manuel Band of Mission Indians. We have a contract valued at $84 000 to provide testing and treatment services for Claremont-based FoothilI AIDS Project at the agency's Riverside and San Bernardino offices. PS T est has just r e c e i v e d a p p r o v a l f r o m t h e U S . H e a l t h R e s o u r c e s & S e r v i c e s A d m i n i s t r a t i o n ( H R S A ) t o participate in HRSA's 340 B program. This program enables patients to voluntarily participate in a pharmacy program that provides support for PS Test programs. With current revenues of nearly $8,000 per month, we have budgeted %105,000 for the grant period for this program.

We also receive in -kind support from several physicians and nurses who volunteer their services, including CEO Phyllis Ritchie who donates the majority of her services.

7 If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)
In our fourth year of service, we continue to prioritize diversiﬁcation and development of new funding streams to enhance long -term sustainability. Our Riverside County contracts starting June 2025 and are renewable for up to three additional years. The contracts are our second multi-year award from the County which previously funded our services from 2021- PS Test Application V3900
2024. We continue to intensify efforts to identify and apply for corporate, foundation, and municipal grant opportunities. Our fee -for-service contract with Foothhill AIDS Project is currently valued at 84,000 annually to provide HIV and HCV testing in two of the agency’s six offices. We are discussing potential expansion to additional offices and to also provide STI testing and treatment services. We will submit a joint application for a four-year grant to the State of California in late April. While we have budgeted 105,000 for the grant period for HRSA 340 b pharmacy revenues, there is considerable opportunity to expand this in the coming years with a greater number of patients. Under the leadership of our Board of Directors last year, we established a major gifts and donations program which resulted in donations of $41,630 In 2023 and $106,000 in 2024. We are increasing our efforts in this campaign.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Our program reduces health disparities among underserved Coachella Vally at -risk populations by linking patients to medical care that improves health outcomes and reduces community infection transmission. Target populations include men who have sex with men (MSM), transgender, and other LGBTQ+ community members; cisgender women, particularly from Hispanic and African American communities; and the underserved Hispanic communities in Cathedral City and the east Valley. Our healthcare professional provide nonjudgmental and comprehensive patient care and offer patients the opportunity to receive anonymous care. We prioritize making patients comfortable in what they may perceive as a potentially embarrassing situation. We allot at least 30 minutes per appointment to ensure patients do not feel rushed. Larger healthcare facilities typically allot 15-20 minutes. Our healthcare professionals educate patients on infection transmission, and the importance of regular testing regardless of whether they exhibit presenting symptoms. Unlike larger medical practices, our specialized clinical services enable us to typically schedule patients within one day. Patients who must wait days or weeks for an available appointment may change their minds about attending the appointment. Rapid treatment is critical to eliminating medical discomfort, resolving infections, and curtailing further transmission. The intake process can be completed online prior to the appointment.

We accept walk -ins, along with online and telephone appointments . Our clinic is open Monday through Thursday from 10am to 4pm with planned expansion in 2025 to include some Fridays, evenings, and weekends.

Relentless Athletix V3887

1 Describe Brieﬂy How The Requested Funds Will Be Used:

The requested funds for Relentless Athletix will be strategically allocated to enhance our youth programs and ensure a positive, impactful experience for participants. Speciﬁcally, the funds will be used in the following ways: Equipment and Facilities: A portion of the funds will be dedicated to purchasing essential sports equipment, such as balls, nets, and uniforms, to provide our athletes with the tools they need to succeed. Additionally, we aim to provide a training facilities, ensuring they are safe, accessible, and conducive to skill development. While also being a place students can go after school to do homework and get a workout in after shcool. Coaching/Training: We will invest in providing quality educational resources for coaches and trainers so they can offer expert instruction and mentorship.

These professionals will not only teach athletic skills but also instill values such as teamwork, discipline, and perseverance in our young athletes. Program Expansion and Scholarships: The funds will support the expansion of our programs to include a wider range of sports and activities, catering to diverse interests among youth. Furthermore, we plan to establish scholarship opportunities for underprivileged children, ensuring that ﬁnancial barriers do not prevent any child from participating in our programs. Community Outreach and Engagement: Lastly, a portion of the funds will be allocated to community outreach initiatives aimed at promoting our programs. This may include hosting free introductory clinics, community events, and partnerships with local schools to encourage participation and build a strong, supportive network around our athletes.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds?

Relentless Athletix V3887
The City of Cathedral City's Fiscal Year 2025-2026 Community Assistance Grant Program will signiﬁcantly enhance Relentless Athletix's ability to leverage other funding sources, such as membership/registration fees, donations, and sponsorships. By securing this grant, we can subsidize program costs, making our offerings more accessible to families who may struggle to pay full registration fees, thus increasing participation rates. Additionally, the grant will provide a solid ﬁnancial foundation that we can showcase to potential donors and sponsors, demonstrating our commitment to community development and youth empowerment. This visibility can attract more support from local businesses and individuals, as they see their contributions as part of a broader initiative backed by the city. Ultimately, the grant will not only provide immediate funding but will also catalyze additional revenue streams, creating a sustainable model for our programs.

Traditionally, we have served the Cathedral City area and surrounding communities, focusing on providing opportunities for youth from diverse backgrounds, including low - income families and underrepresented ethnic groups. By fostering an inclusive environment, Relentless Athletix aims to empower young people, instilling values of discipline, respect, and perseverance while promoting a lifelong love of physical activity and healthy living.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Relentless Athletix seeks to address several speciﬁc community needs through its proposed programs. First, we aim to provide access to affordable sports and physical activity opportunities for children from low-income families, ensuring that ﬁnancial bar riers do not Relentless Athletix V3887
prevent participation. Second, our programs focus on youth development by teaching essential life skills such as teamwork, discipline, and resilience, which are crucial for personal growth and conﬁdence. Additionally, we address the need for social inclus ion by fostering a welcoming environment for youth from diverse backgrounds, promoting friendships and community engagement. Finally, we aim to combat childhood obesity by encouraging regular physical activity and healthy lifestyles, ultimately contributing to the overall well-being of young people in the Cathedral City area.

As a result of our program, participants will experience improved physical health, increased self-esteem, and enhanced social connections. They will develop essential life skills such as teamwork, leadership, and resilience, which will beneﬁt them both on and off the ﬁeld. By cultivating an inclusive environment that promotes diversity and friendship, we aim to address the needs for social inclusion and support within the community. Ultimately, our program will empower youth to lead healthier, more active lives while building a strong sense of community and belonging.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? If the costs for Relentless Athletix exceed the amount requested from the Community Assistance Program, we have several strategies in place to cover the additional expenses.

Firstly, we will utilize funds generated from membership fees, which provide a ste ady Relentless Athletix V3887
revenue stream to support our programs and operational costs. Additionally, we are actively pursuing sponsorships from local businesses that align with our mission, which can provide both ﬁnancial support and resources for our events.

We plan to engage in fundraising initiatives throughout the year, such as community events, charity tournaments, and online campaigns. These efforts will not only help raise the necessary funds but also enhance community involvement and awareness of our programs.

Historically, Relentless Athletix has successfully maintained its services through a combination of community support and strategic partnerships. Our dedicated team has experience in organizing events that not only generate funds but also foster community involvement, creating a strong network of supporters. By continuing to engage with the community and demonstrating the impact of our programs, we are conﬁdent that we can secure the necessary resources to ensure the long-term sustainability of Relentless Athletix, allowing us to keep providing valuable opportunities for youth in our area.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

In addition to the information already provided, I would like to emphasize the profound impact that Relentless Athletix has on the youth and families in Cathedral City. Our programs not only focus on athletic development but also prioritize the holistic growth of participants by instilling values such as teamwork, leadership, and resilience. We have seen ﬁrsthand Relentless Athletix V3887
how involvement in sports can transform lives, helping young people build conﬁdence, foster friendships, and improve their overall well-being.

We actively collaborate with local schools, organizations, and families to ensure that our programs are accessible and relevant to the diverse populations we serve. Our commitment to inclusivity means that we strive to create a welcoming environment for al l youth, regardless of their background or economic status.

Reynaldo J. Carreon Foundation V247

1 Describe Brieﬂy How The Requested Funds Will Be Used:

The funds will be used to provide scholarships for higher education to low income students in Cathedral City.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Local Rotary Clubs--$30,000. ($10,000 is committed, the remainder is requested Morongo Band of Mission lndians--$5,000 (requested)

Reynaldo J. Carreon Foundation V247
4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Our goal is to address the disproportionate income standards of Mexican Americans and other minorities in the Coachella Valley by assisting with college or higher education.

Underserved minority families do not have the means to send children to college--although it is a dream for most families.

Please see #8 below.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Please see section 2. We are only requesting $3,000 from the City of Cathedral City for a program that beneﬁts not only your residents but the entire Coachella Valley. We have over 34 years of providing these services and will continue to do so.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Your support last year was invaluable and we appreciate it so much and look forward to continuing the relationship for the beneﬁt of the students of Cathedral City. A ﬁnal report is coming soon outlining the expenses incurred. We also want you to know th at based on our partnerships with agencies like local Rotary Clubs and OneFuture Coachella Valley, each dollar you donate will be matched three to one. Your $3,000 donation then translates into $9,000 for students in Cathedral City. Thank you so much for your support.

Variety V3243

1 Describe Brieﬂy How The Requested Funds Will Be Used:

Variety Children’s Charity of the Desert will use the requested funds to directly support Cathedral City families through our four core programs —Freedom, Care, Future, and Outreach—each designed to improve quality of life, promote inclusion, and support children with special needs or experiencing disadvantage. Speciﬁcally, funding will support our monthly Sensory Movie Screenings at the Mary Pickford Theatre, sensory tools such as noise-canceling headphones and weighted plushies for children with sensory sensitivities, custom adaptive bikes for Cathedral City children with mobility challenges, and case management support that connect families to critical resources. Funds wil l also support outreach activities like planned Fall Carnival in Cathedral City, bringing services directly to underserved communities and ensuring that local families know about our no -cost programs.

2 Other Funding Sources: From Whom, How Much Requested, And How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds? Variety Children’s Charity of the Desert has submitted or secured funding from several partners to support our expanded programs across the Coachella Valley. These include $40,000 committed from the Houston Family Foundation, $50,000 committed from the Anderson Children’s Foundation, $30,000 requested from the Berger Foundation, $5,000 committed from the City of La Quinta, $2,500 committed from the City of Palm Desert, and $2,500 committed from the City of Rancho Mirage. A contribution from Cathedral City would directly support the portion of our programs and services beneﬁting Cathedral City residents. Cathedral City’s partnership signals that local leadership values access, equity,

Variety V3243
and inclusion for all families. Your support allows us to sustain and expand services speciﬁcally within your city, including monthly sensory -friendly movie events, equipment distribution, outreach participation, and our annual bike giveaway, all offered at no cost to residents.

4 What Are The Speciﬁc Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
Families in Cathedral City, particularly those raising children with disabilities, special needs, or ﬁnancial hardship —often experience barriers to inclusion, limited access to medical equipment, and a lack of specialized developmental resources. Many report isolation, limited knowledge of available programs, and difficulty affording care and services. By bringing our services into the community through on-site outreach, case management custom mobility solutions, and all four of our programs we aim to close gaps in access and ensure that Cathedral City children can thrive physically, emotionally, and socially.

6 If Your Program Costs More Than You Are Requesting From The Community Assistance P r o g r a m , H o w D o Y o u P l a n T o P a y F o r T h e A d d i t i o n a l C o s t s ? W h a t S t e p s H a v e Y o u Already Taken To Get Additional Funds Or In-Kind Support If Necessary? Variety has a diversiﬁed fundraising strategy to cover the full cost of our programs, including services provided in Cathedral City. We raise funds year -round through three major annual fundraising events —Radiothon, Women of Wonder Luncheon, and the Varie ty Golf Scramble—as well as through individual giving, business partnerships, and foundation and civic grants.

8 (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Variety V3243
Variety’s work in Cathedral City is deepening and expanding. We’ve served students at Cathedral City Elementary, Landau, Rio Vista, and Sunny Sands through our annual bike giveaway and continue to offer specialized services like our Adaptive Bike Program—custom designed by therapists for children whose mobility needs are not covered by insurance.

Cathedral City children and families are a growing portion of those we serve, and this grant would allow us to increase capacity and continue meeting the needs of your community.

Staff Report
City Council
Item No. 6.D
Meeting Date: June 25, 2025
From: Anne V. Ambrose, Assistant City Manager
Title: FY 2025/26 Community Arts Grant Program Awards
RECOMMENDATION:

To approve the Public Arts Commission’s recommendation to fund grants through the Community Arts Grant Program.

BACKGROUND:

In FY 2024/25, the City Council approved the creation of a Community Arts Grant Program. The program allocated $20,000 from the General Fund for grants to local individuals or organizations to fund innovative projects that engage and enrich the community. Proposals were sought from artists, performers, dancers, authors, poets, musicians, designers, artist collectives, non-profit organizations, governmental, tribal and community groups and any other creative types who are passionate about using the arts as a means of community beautification, social transformation, cultural appreciation, and civic dialogue.
"Art" for the purpose of the application was defined in the broadest extent to include art expressed in any medium, including, without limitation, painting, sculpture, photography, lithography and other physical mediums; music, singing, spoken word, and other auditory mediums; plays, films, dance, and other performance medium; literature and poetry, art history and interpretation; clothing and fashions, and cultural expressions. Art education may be provided by any reasonable means that best achieves the purpose set forth above, including, without limitation, classes, lectures, tours, programs, events, festivals, exhibits, performances, writings, films, audio recordings, and similar means. The grant is not intended to fund permanent art pieces or installations.

DISCUSSION:

The grant application period for FY 2025/26 opened on March 13, 2025, and ran through April 18, 2025. A total of thirteen applications were submitted from the following organizations:
•All Peoples Presbyterian Church
•Artists Council
•Bernard Hoyes
•Brian Shields
•Cathedral City High School
•Coachella Valley Reparatory Theatre
•Desert Ensemble
•Green Room Theatre Desert
•TheatreWorks
•Larry Harris/Strong Words
•SCRAP Gallery
•Cathedral City Senior Center
•Cult and Classic Films, LLC
The Public Arts Commission held a special meeting on June 3, 2025, at 5:00pm to review the applications. The following applications have been recommended for funding:

Organization Award
Desert Ensemble $ 2,500
Green Room Theatre $ 2,500
Larry Harris/Strong Words $ 2,000
S.C.R.A.P. Gallery $ 5,000
Cathedral City Senior Center $ 5,000
Cult and Classic Films, LLC $ 3,000
Total to be awarded $20,000
The performance period for this grant is July 1, 2025-June 30, 2026.

FISCAL IMPACT:

DESCRIPTION GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE
AMOUNT ONE TIME or

ONGOING
2025-2026 Community
Arts Grant
100-500-510-
513-8650-8658 N/A $20,000 Ongoing
2025-2026 Total $20,000
FIVE-YEAR STRATEGIC PLAN:

Goal F – Embracing, Inclusive Community
F-3 Promote additional community events and celebrations.

ATTACHMENTS:

1. Grant Applications for:
•Desert Ensemble
•Green Room Theatre
•Larry Harris/Strong Words
•S.C.R.A.P. Gallery
•Cathedral City Senior Center
•Cult and Classic Films, LLC

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2025/2026

COMMUNITY ARTS GRANT PROGRAM

To be considered for funding, a complete application must be submitted by:
• Hard copies - postmarked by April 18, 2025
• Electronic copies - received by 5:00pm on Friday April 18, 2025. • Electronic submittal is preferred.

BEFORE SUBMITTING: Check each item included in your application package. Ensure all required text fields and applicable boxes are completed. While filling out the application, if additional space is needed, please attach additional pages to the application or include other attachments.

We are delighted to announce the opening of the application period for the Community Arts Grant Program offered by the City of Cathedral City. This grant aims to support artists and organizations in the creation and implementation of art and art education projects that contribute to the cultural vitality and vibrancy of our community.

The Community Arts Grant Program seeks to fund innovative projects that engage and enrich the community.

We welcome proposals from artists, performers, dancers, authors, poets, musicians, designers, artist collectives, non-profit organizations, governmental, tribal and community groups and any other creative-types who are passionate about using the arts as a means of community beautification, social transformation, cultural appreciation, and civic dialogue. "Art" can be defined in the broadest extent to i nclude art expressed in any medium, including, without limitation, painting, sculpture, photography, lithography and other physical mediums; music, singing, spoken word, and other auditory mediums ; plays, films, dance, and other performance medium; literature and poetry, art history and interpretation; clothing and fashions, and cultural expressions. Art education may be provided by any reasonable means that best achieves the purpose set forth above, including, without limitation, classes, lectures, tours, programs, events, festivals, exhibits, performances, writings, films, audio recordings, and similar means. The grant is not intended to fund permanent art pieces or installations.

We encourage artists and organizations from all backgrounds and disciplines to apply for the Community Arts Grant Program and join us in creating inspiring art and cultural experiences that enrich our community. We look forward to receiving your applications and supporting the realization of your creative visions.

APPLICATIONS ARE DUE BY 5:00PM FRIDAY, APRIL 18, 2025
Late applications will not be accepted.

Submit application to:
[email protected]
or
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Attention: Anne Ambrose, Assistant City Manager/
Public Arts Commission Liaison

ELIGIBILITY REQUIREMENTS AND POLICY GUIDELINES
• Applicants must submit a complete application including project proposal, budget, timeline and supporting materials.
• Applicants can be an individual (must complete a W-9), a non-profit 501(c)(3) organization, private entity, government, school, or tribal agency.
• Applicants must demonstrate that the activity proposed occurs within the geographical boundaries of the City of Cathedral City.
• Individual/Organizational residency in Cathedral City is not a requirement as long as the proposed project occurs in the City.
• Any activity proposed must be reasonably available to members of the general public. An activity will be considered reasonably available to members of the general public where the activity is open to the general public or is open to members of the public who timely reserve participation in the activity. Space for participants may be limited and the activity may be provided for only a limited time. Activities may be held in the facilities of public entities, non-profit or charitable organizations, and privat e facilities, provided that attendance of activities must not be limited to members, owners, subscribers or other interest holders in the private facility. Participation in certain activities may be limited to certain members of the general public, such as youths, students, seniors, or other reasonable grouping that does not constitute unlawful discrimination of a protected class. • Grant activities must be completed by June 30, 2026.
• Grant recipients must comply with all grant requirements and reporting obligations.

GRANT APPLICATION CHECKLIST
• Community Art Grant Program Application
• Samples of art/performances /events completed relevant to the proposed project. Include attachments or links to bio’s, social media or websites. Submitted attachments can be no larger than 20mb.
• Letters of support. Optional but encouraged. Include letters of support from community partners, stakeholders, or collaborators endorsing your project and/or confirming their involvement.

APPLICANT INFORMATION:

NAME (INDIVIDUAL OR ORGANIZATION):

ADDRESS:

CITY: STATE: ZIP:

CONTACT PERSON: TITLE:

TELEPHONE: EMAIL:

ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE):
(Legal authority for organization)
IF NON-PROFIT, INCLUDE 501(c)3 number:

PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000:

TOTAL PROGRAM / SERVICE / EVENT/ART COST:

Program/Service/Event Period or Date
Funding must be expended by 6/20/2026)
From: To:

Desert Ensemble Theatre Co.

PO BOX 2885
Palm Springs
CA
92263
Shawn Abramowitz
Executive Director
760-668-4645
Shawn Abramowitz
452677346
$5,000
Desert Ensemble Theatre StageCraft Studio
10/1/2025
4/30/2026
The requested funds will support the continuation of the Desert Ensemble Theatre StageCraft Studio, a hands-on student internship program created by Desert Ensemble Theatre (DET) to train and mentor the next generation of theatre technicians and set designers.

The funds will directly pay for the materials needed for the internship such as paint, wood, hardware, tools, etc. In addition the funds will partially pay for rent space and the administrators who oversee and teach during the internship.

The primary audience includes: student interns from Cathedral City High School (ages 14-18), with an emphasis on Sophmores, Juniors, and Seniors. Desert Ensemble Theatre patrons and broader theatre audiences, who will experience the work of these students on stage.

Families, educators, and youth advocates who are invested in career development opportunities in the arts.

We have partnered with Cathedral City High Hchool since 2019, The Western Wind Foundation, The Houston Foundation, and Agua Caliente Band of Mission Indians. Individual partners are Tony Padilla (board member), Tom Valach and Jason Smith (Owners of Two for Show), Erin Hyland (Local resident and supporter) and Tessa Walker (Producer). All of these individual partners will help implement and run this program.
7 Month Budget
-Materials (Paint, wood, hardware, tools) - $8,000
-Rent for shop (located at 35-688 Cathedral Canyon Dr., Suite 210. Cathedral City, CA 92234) - $15,340 ($1,534 per month) -Facilitator Fee - $6,800
Total: $30,140
Total grant funds requested: $5,000
Funding that will be leveraged with the Community Arts Grant Program: $15,000 from DET program income, $3,000 grant from H.N and C. Berger Foundation, $7,140 from individual donations.

Desert Ensemble Theatre (DET), founded in 2011, is a professional, non-profit performing arts organization based in Palm Springs, California. Known for its commitment to new and innovative theatrical works, DET emphasizes original productions, thought-provoking drama, and artistic excellence. The company serves the Coachella Valley with a dynamic season of plays and community-driven programming that nurtures local talent and engages diverse audiences. Examples of recent and relevant productions include "God of Carnage", "The Beebo Brinker Chronicles", and world premieres like "Kafka's Joke", showcasing DET's dedication to developing new voices in American theatre. The company is also recognized for its collaborative and hands-on approach, working with emerging and established playwrights, designers, and technicians. DET has a strong infrastructure for supporting a Stagecraft Internship. With a resident team of experienced theatre professionals, access to a fully equipped performance venue and scene shop, and a history of mentoring young theatre artists, the organization is well-positioned to offer practical, in-depth training in scenic design, lighting, props, sound, and backstage management. Interns will gain valuable, real-world experience by working on active productions from design concept to final performance under the guidance of skilled mentors.

4. Timeline: (Provide a timeline outlining key project milestones and activities from conception to completion.)

7. Do You Plan To Continue This Art/Program/Event Beyond The Period For Which You Have Requested The Funds? If So, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your/your organization’s history of maintaining services/programs.) 2025
September 1-15th - Interviews with potential CCHS students will being September 16th - acceptance letters to CCHS students will be sent Septmeber 20th - Acknowledgement and acceptance of internship by students October 4th - internsthip Orientation with facilitators and DET October/November - Scene shop internship (9am-12pm on Saturdays) for SHOW 1 (TBA) December/Janaury (2026) - Scene shop internship (9am-12pm on Saturdays) for SHOW 2 (TBA) 2026
Janaury/Feb - Scene shop internship (9am-12pm on Saturdays) for SHOW 3 (TBA) March/April - Scene shop internship (9am-12pm on Saturdays) for SHOW 4 (TBA) The primary goal of the **StageCraft Studio** internship is to provide young people with hands-on, professional training in the art and craft of theatrical set design and construction, equipping them with both creative and technical skills that can lead to careers in theatre production, film, television, or related industries.

Through mentorship, real-world experience, and community engagement, the program aims to:
- Foster artistic and technical confidence in students. - Create pathways to employment or higher education in the performing arts. - Diversify the pipeline of behind-the-scenes theatre professionals. - Strengthen the cultural fabric of the Coachella Valley by involving youth in the creation of live, local theatre.

Our program costs more than what we are requesting, our plan to cover the additional costs are as follows:
-Securing a grant from the H.N. and C. Berger Foundation in the amount of $3,000. If the foundation doesnt fund in time, we have an individual donor who will cover the costs. We have submitted the request and should hear back from the foundation by the end of July. -We built into our budget $15,000 to the cost of rent for the shop that is located in Cathedral City. -We do have a decent amount of inividual donors who we would reach out to to secure funding. At this point, we have recieved verbal committment of $4,000 from individual donors.

Our season runs October through April every year, we would not be running past the requested time.

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

*Attachments may be included with your submission. If including photos, files can be no larger than 20 mb.

Questions: Please email [email protected] or call Anne Ambrose, Public Arts Commission Liaison at (760) 770-0331.

We respectfully request funding to support the launch and implementation of the StageCraft Studio internship at Desert Ensemble Theatre. These funds will directly provide students the necessary tools and materials, and support professional mentorships that guide interns through the process of designing and building sets for our productions. Your support will help empower young people with practical skills, creative confidence, and a pathway into the arts industry.

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2025/2026

COMMUNITY ARTS GRANT PROGRAM

The Community Arts Grant Program seeks to fund innovative projects that engage and enrich the community.

APPLICATIONS ARE DUE BY 5:00PM FRIDAY, APRIL 18, 2025
Late applications will not be accepted.

Submit application to:
[email protected]
or
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Attention: Anne Ambrose, Assistant City Manager/
Public Arts Commission Liaison

APPLICANT INFORMATION:

NAME (INDIVIDUAL OR ORGANIZATION):

ADDRESS:

CITY: STATE: ZIP:

CONTACT PERSON: TITLE:

TELEPHONE: EMAIL:

ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE):
(Legal authority for organization)
IF NON-PROFIT, INCLUDE 501(c)3 number:

PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000:

TOTAL PROGRAM / SERVICE / EVENT/ART COST:

Program/Service/Event Period or Date
Funding must be expended by 6/20/2026)
From: To:

Green Room Theatre Company Coachella Valley
P.O. Box 40
Coachella
CA
92236
David Catanzarite
Executive Artistic Director
7606962546
[email protected]
Rita Gonzales
Nonprofit
464126845
$5,000
$43,000
January 1, 2026
May 31, 2026

The $5,000 requested would be allocated across the aspects of bringing the performance to Cathedral City, to include professional acting and direction; costumes and makeup; and props, sets, lights, and sound for a fully professional rendition of these classic but timely works for Cathedral City audiences. (Please see full attached budget).

The total cost of production will be $43,000 and other funds will be leveraged from RAP Foundation, other grant funders, community donations, and two planned autumn fundraisers.

4. Timeline: (Provide a timeline outlining key project milestones and activities from conception to completion.)

GRTCCV has strong relationships/partnerships with artists and others from Latino, LGBTQ+, Indigenous, Asian, and African American desert communities, particularly focused on East Coachella Valley. In 2024, we partnered with Inland Empire Community Foundation, RAP Foundation, NPOCentric, Desert Recreation District, Coachella Library, public schools, City of Coachella, Thermal, River Shopping Center in Rancho Mirage, Revel Active Senior Community, Old Town Artisan Studios, United Methodist Church Palm Springs, St. John’s Episcopal Church, Rotary Club East Coachella Valley among others.

The total cost of production will be $43,000 and other funds will be leveraged from RAP Foundation, other grant funders, community donations, and two planned autumn fundraisers.

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

*Attachments may be included with your submission. If including photos, files can be no larger than 20 mb.

Questions: Please email [email protected] or call Anne Ambrose, Public Arts Commission Liaison at (760) 770-0331.

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2025/2026

COMMUNITY ARTS GRANT PROGRAM
APPLICATIONS ARE DUE BY 5:00PM FRIDAY, APRIL 18, 2025
Submit application to: [email protected] -Describe: How Requested Funds Will Be Used: (Include artistic concept, intended audience, community engagement strategies. Do you have community partners that will be involved in implementing this project? If so, please list along with their roles) The core mission of GRTCCV is to bring traveling productions to the public in nontraditional and accessible locations – community centers, libraries, bookstores, churches, even the Coachella Valley Cemetery. We respectfully request a grant of $5,000 to bring a weekend of performances of our Spring Shakespeare Festival to Cathedral City in 2026.

Funds would help provide professional acting and direction; costumes and makeup; and props, sets, lights, and sound for a fully professional rendition of these classic but timely works for Cathedral City audiences. (Please see full attached budget). -Budget: (Provide a comprehensive budget for your project. Budget should include total grant funds requested, all project expenses including artist fees, materials, installation costs, rentals, advertising, travel costs. Do you have other funding that will be leveraged/used with these funds? If so, please include
The $5,000 requested would be allocated across the aspects of bringing the performance to Cathedral City, to include professional acting and direction; costumes and makeup; and props, sets, lights, and sound for a fully professional rendition of these classic but timely works for Cathedral City audiences. (Please see full attached budget).

The total cost of production will be $43,000 and other funds will be leveraged from RAP Foundation, other grant funders, community donations, and two planned autumn fundraisers.

Over 16 consecutive seasons, GRTCCV has built increasing success with varied professional arts offerings. In 2022, we began working with school districts to offer Ballet Folklorico Classes:

Learning Story and History through Music and Dance. This continuing program has served several hundred students with direct instruction at 12 schools and entertained more than 4,000 audience members young and old.

In 2024, GRTCCV garnered widespread media praise, 14 award nominations, and three Desert Star Awards from the Desert Theatre League. The production, Displacement: Stories from Section 14, was an original play funded by the Inland Empire Community Foundation and developed by a team of directors, playwrights, and actors including youth. It provided background - and put a human face - on the claim for reparations by survivors of the 1960s forced evictions on “Section 14” in Palm Springs.

Access to performing arts such as GRTCCV provides is especially essential for desert residents who have lower-than-average access to begin with. While Palm Springs and Cathedral City have major arts venues, other areas of Eastern Riverside County suffer from a severe lack. Many of our attendees, in post-viewing surveys, report that they had never before seen live theatre.

Participation is inhibited both from lack of venues and from cost of attendance, which is not possible for families and individuals living at poverty level or below. Residents of Thermal, for example, with median individual income of $15,565, many of whom do not own a car, cannot afford to attend typical desert theatre performances where tickets run from $40-$100 per person.

Our tickets are pay-what-you-can and are even made free for the asking. By bringing productions to people, within blocks of their homes, we provide professional theatre access. By keeping our ticket prices flexible, GRTCCV completely removes the barrier of cost. Any individual who wishes to attend one of our performances should be able to – and able to reap the multitude of individual health and social benefits that the arts provide. -Timeline: (Provide a timeline outlining key project milestones and activities from conception to completion.)
April 2025 - Shakespeare works have been selected for the festival and rights secured May 2025 - Director and Producer hired
June 2025 – Valley-wide auditions held to cast actors. Hiring crew and designers.

February 2026- March 2026 – Rehearsals: Sets and costumes designed/purchased.

April 2026 – Professional lighting and sound equipment and truck reserved and rented.

April 2026 – Performances begin through Eastern Coachella Valley April-May 2026 – Three weekends of Spring Shakespeare Festival performances occur in accessible, convenient locations throughout Coachella Valley. One weekend of performances takes place in Cathedral City, potentially in the Cathedral City Community Ampitheater. -What Do You Ultimately Hope To Accomplish Through Your Proposed Art/Program/Event? How Will It Enrich Cathedral City? (Describe your goals and objectives and how many people you hope to impact as a result of your project.

Coachella Valley comprises an area with many residents identified as high-need. Portions contain an overall poverty rate of 14%, 35% higher than Riverside County as a whole. And up 97% of some districts have students qualify for Free or Reduced Lunch. A growing body of well- designed research studies find that access to the arts offer mental, social, and physical health benefits for both children and adults. By having access to, engaging with, or participating in performing arts, the quality of life for individuals in the Coachella Valley and specifically in Cathedral City can be greatly improved.

For this grant, Cathedal City would enable GRTCCV to offer a weekend of accessible Shakespeare performances, potentially impacting as many as 1,000 Cathedral City residents.

Organizations as diverse as the World Health Organization and National Endowment of the Arts are creating policies to promote arts offerings to the public with a focus on combatting mental health issues and noncommunicable diseases, a leading cause of death and disability worldwide, such as heart disease, stroke, cancer, Parkinson’s, diabetes, and more. A report put out by the WHO in 2019 cited “…global evidence on the role of the arts in improving health and well- being. Results from over 3,000 studies identified a major role for the arts in the prevention of ill health, promotion of health, and management and treatment of illness across the lifespan.” Research has shown that access to performing arts can greatly increase quality of life and greatly decrease risk of long-term disease, improve symptom and pain management for chronic conditions, improve healthy aging, improve social-emotional wellbeing, protect cognition, and potentially decrease Parkinson’s and dementia risks.

If Your Art/Program/Event Costs More Than You Are Requesting From The Community Arts Grant Program, How Do You Plan To Pay For The Additional Costs? (What Steps Have You Already Taken To Get Additional Funds Or In Kind Support If Necessary?) The total cost of production will be $43,000 and other funds will be leveraged from RAP Foundation, other grant funders, community donations, and two planned autumn fundraisers.

Do You Plan To Continue This Art/Program/Event Beyond The Period For Which You Have Requested The Funds? If So, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your/your organization’s history of maintaining services/programs.)
We do plan to offer the Spring Shakespeare Festival for a minimum of two weekends more than the Cathedral City performances for which we are requesting these funds. We are also seeking funding from other cities who may host other weekends of the festival as well as from other funding sources as described above. The total cost of production will be $43,000 and other funds will be leveraged from RAP Foundation, other grant funders, community donations, and two planned autumn fundraisers.

As GRTCCV becomes more successful in seeking funding and expanding our program scope, we want to be intentional and make sure that we are building a broad base of community and funder engagement that will be able to permanently and consistently support our programs so that we can have a consistent and maximum impact in the Coachella Valley.

Optional
Can you imagine yourself as a talented child or teenager who desperately desires to become an artist, but has virtually no access to theatre or dance performance or training? Sadly, this is the case for many families in our beautiful desert. Adults and children cannot access live performing arts due to financial and geographic limitations. A growing body of research shows that the arts are a major contributor to overall social-emotional health and well-being from cradle to grave.

Those who lack access to the arts, just like those who suffer from homelessness and food insecurity, are subject to more frequent and severe mental and physical illnesses. Communities without a healthy performing arts scene also miss out on the economic benefits of “downstream” spending that creates jobs and civic revenues. With your help, Green Room Theatre Company Coachella Valley is attempting to solve this problem.

Your consideration of this request is deeply appreciated. We would love to answer any questions you may have and discuss our offerings in further detail. Thank you. ************************************************************************** Green Room Theatre Company Coachella Valley Touring Production 2026 Budget Spring Shakespeare Festival For City of Cathedral City Community Arts Grant Program

Line Item Description
Line Item Explanation
Amount requested from Cathedral City
Line Item Total of Project
Intern Stipends For four Interns 0 $4,400
Director Compensation Two individuals: Oversee all aspects of Festival 0 $10,000
Education Director Compensation
Oversees all aspects of Schools and Education components 0 $4,000
Stage Manager Manages crew and tech aspects of Performances 0 $5,000
Actors Compensation for nine Actors $1,000 $9,000 Publicity and Social Media
Advertising and Marketing 0 $5,000
Props, Sets, Storage, and Transport
For Stage Sets, Design $2,000 $2,000
Sound and Lights Rental and Operation of Professional Equipment $1,000 $3,000
Costumes, Hair, Makeup for 10 Actors
For Performances $1,000 $1,000
TOTALS: $5,000 $43,400

APPLICANT INFORMATION: NAME (INDIVIDUAL OR ORGANIZATION): Larry Dean Harris/Strong Words ADDRESS: 626 Consuelo Dr. CITY: Palm Springs STATE: CA ZIP: 92262 CONTACT PERSON: Larry Harris TITLE: Artistic Director TELEPHONE: 323-326-6900 EMAIL: [email protected] ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE): (Legal authority for organization) IF NON-PROFIT, INCLUDE 501(c)3 number: PROGRAM / SERVICE / EVENT INFORMATION: GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000: $2000 TOTAL PROGRAM / SERVICE / EVENT/ART COST: $4000 Program/Service/Event Period or Date Funding must be expended by 6/20/2026) From: Nov 2025 To: March 2026

1. Describe How The Requested Funds Will Be Used: (Include artistic concept, intended audience, community engagement strategies. Do you have community partners that will be involved in implementing this project? If so, please list along with their roles). I produce storytelling shows in Los Angeles (Autry Museum, LA Public Library, SOCALO Santa Monica) and also Palm Springs (Living Out, Palm Springs Art Museum) under the Strong Words brand. My proposal is to produce and present an entire storytelling program featuring Trans storytellers and musicians. I have the talent base: cultivated from years of diverse programming. This includes Cathedral City resident Darya Teasewell. This show would be presented in Cathedral City ideally during Cathedral City LGBT+ Days in March 2026 or during Palm Springs Pride in November 2025. First choice would be a free performance at the Cathedral City Community Amphitheater Park or similar public space. A second option would be CV Rep, with whom I have a relationship having produced several Strong Words shows on their stage. But since the goals are visibility, accessibility and audience reach, the more public the better. We don’t want to simply preach to the choir (an all-LBGTQ audience). We want to engage and impact audiences who may think they know any trans people. 2.

Budget: (Provide a comprehensive budget for your project. Budget should include total grant funds requested, all project expenses including artist fees, materials, installation costs, rentals, advertising, travel costs. Do you have other funding that will be leveraged/used with these funds? If so, please include.) Performance space Donated ideally Technical staff (sound, lights) $1000 Marketing and promotional materials $500 Performers $2000 Housing/meals $500 (+ donations/sponsors) TOTAL BUDGET $4000 Obviously, we’d reach out to the community for support. I’d ask my employer Living Out to provide some housing. We’d get in-kind donations in exchange for sponsorship recognition. 3.

Briefly Describe Your/Your Organization’s Background. (Describe your/your organization’s background and experience. Provide examples of any relevant work, images, or links to online portfolios that have relevance to the project being proposed. Describe your/your organization’s capacity to execute the proposed activities.) Strong Words began in 2011 in the Silver Lake neighborhood of LA when three writers - all members of the legendary Body Builders Gym - came together to share their stories in a public forum. The event soon became a monthly phenomenon, building a loyal audience and drawing an increasingly diverse range of storytellers, musicians and artists. “No one leaves Strong Words without feeling they belong. And that they have stumbled into something wonderful” said noted author and comedian Annabelle Gurwitch, a Strong Words regular. In addition to its glorious outdoor venue in Atwater Village, Strong Words has been invited to perform on prominent stages at The Autry Museum of the American West, the L.A. Public Library’s Mark Taper Auditorium, the Ebell of Los Angeles, Palm Springs Art Museum and CV Rep. We are currently also in residence at SOCALO in Santa Monica and producing shows at Living Out in Palm Springs. You can read more about Strong Words at our website: Strongwordslive.com You can explore our considerable history on our Facebook page: https://www.facebook.com/groups/337596719621161 4.

Timeline: (Provide a timeline outlining key project milestones and activities from conception to completion.) Month 1 – secure performance venue and date – approach marketing partners/sponsors – identify potential performers Month 2 – secure contracts with performers – develop and produce promotional materials Month 3 – PR efforts to promote event – public performance

5. What Do You Ultimately Hope To Accomplish Through Your Proposed Art/Program/Event? How Will It Enrich Cathedral City? (Describe your goals and objectives and how many people you hope to impact as a result of your project.) The goal for this project is really no different than our goal for any Strong Words performance: to provide greater understanding of others, to spark a dialogue and build community. That's the power of storytelling. My secret wish? I hope it ignites a spark and provides the catalyst for more storytelling: leading to storytelling workshops with Cathendral City and more performances.

6. If Your Art/Program/Event Costs More Than You Are Requesting From The Community Arts Grant Program, How Do You Plan To Pay For The Additional Costs? (What Steps Have You Already Taken To Get Additional Funds Or In-Kind Support If Necessary?) I see no added cost, but if the need arose, I would immediately turn to one of the successful realtors or financial planners I’ve tapped to sponsor previous storytelling shows at CV Rep.

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here: First of all, thank you! Your application is simple, straightforward and easy to navigate. I've written grants as a board member of Celebration Theatre and Playwrights 6, and I've served on grants panels for the Toledo Arts Commission. I know two of the biggest questions for new applicants are always: will our investment pay off? Can they accomplish what they say they will do? If you’ve attended any of our events at CV Rep, the Palm Springs Art Museum, the Palm Springs Cultural Center or in a number of cultural venues around Los Angeles, I think you'd quickly realize the answer is yes. I know how to partner with other cultural organizations to create successful storytelling programs and events. This is Strong Words in action: collaboration, artistic excellence and - most of all - a fantastic audience experience. As an example, I’m attaching a pitch deck created for the Ebell of Los Angeles that fostered a new collaboration that occurred this past month. *Attachments may be included with your submission. If including photos, files can be no larger than 20 mb. To be considered for funding, a complete application must be submitted by: • Hard copies - postmarked by Friday, April 18, 2025 • Electronic copies - received by 5:00pm on Friday August 18, 2025 • Electronic submittal is preferred Questions: Please email [email protected] or call Anne Ambrose, Public Arts Commission Liaison at (760) 770-0331.

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2025/2026

COMMUNITY ARTS GRANT PROGRAM

The Community Arts Grant Program seeks to fund innovative projects that engage and enrich the community.

APPLICATIONS ARE DUE BY 5:00PM FRIDAY, APRIL 18, 2025
Late applications will not be accepted.

Submit application to:
[email protected]
or
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Attention: Anne Ambrose, Assistant City Manager/
Public Arts Commission Liaison

APPLICANT INFORMATION:

NAME (INDIVIDUAL OR ORGANIZATION):

ADDRESS:

CITY: STATE: ZIP:

CONTACT PERSON: TITLE:

TELEPHONE: EMAIL:

ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE):
(Legal authority for organization)
IF NON-PROFIT, INCLUDE 501(c)3 number:

PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000:

TOTAL PROGRAM / SERVICE / EVENT/ART COST:

Program/Service/Event Period or Date
Funding must be expended by 6/20/2026)
From: To:

S.C.R.A.P. Gallery
68743 Perez Rd. D16
Cathedral City
CA
92234
Karen Riley
Executive Director
760/8616479
[email protected]
Bill Schinsky
337077194
$5,000
$5,000
9/1/25
6/20/26
On The Eve is an exhibition and series of creativity and community workshops that explore and celebrate the impact of eight global female environmentalists. These environmentalists have dedicated their work to protecting the environment and shaping modernday environmentalism. The exhibition will be held from March 2026 through September 2026 in Cathedral City, and the workshops will take place throughout the exhibit.

The exhibit will feature portraiture and visual biography of the eight, along with youthcreated artworks. The work created by elementary, middle, and high school students is themed around the questions:

1. Which environmentalist inspires you?

2. What will you do for your environment?

The environmentalists highlighted are:

1. Rachel Carson American marine biologist, author, and conservationist, whose book Silent Spring exposed the dangers of pesticides and their impact on the environment and wildlife.

2. Jane Goodall British ethologist, primatologist, and conservationist who has spent over 60 years studying chimpanzees in Tanzania's Gombe Stream National Park. Her work has redefined the relationship between humans and animals.

3. Greta Thunberg Swedish environmentalist known for challenging world leaders to take action to mitigate the effects of climate change.

4. Isatou Ceesay Gambian activist referred to as the Queen of Recycling, initiating the recycling movement in Gambia called One Plastic Bag.

5. Wangari Maathai Kenyan environmental activist and founder of the Green Belt Movement, which focused on planting trees. She was the first African woman to win the Nobel Peace Prize.

6. Berta Caceres Honduran activist and indigenous leader, cofounder of the Council of Popular and Indigenous Organizations of Honduras. She won the Goldman Environmental Prize, one of the most prestigious awards for environmental activism.

7. Marina Silva Brazilian politician and environmentalist, who serves as the Minister of the Environment and Climate Change.

8. Vandana Shiva Indian scholar, environmental activist, food sovereignty advocate, and author. She is called the "Ghandi of Grain" for her activism associated with the antiGMO movement.

To complement the exhibition, S.C.R.A.P. Gallery and CVArt Projects will cohost a series of three On The Eve Of public workshops.

These workshops are not just about observing but participating. They will feature handson activities for children and adults and the opportunity to interact with S.C.R.A.P. Gallery and CVAP artists.

CVArt Projects is a nonprofit organization in Cathedral City providing nontraditional arts programming. CVAP is designed to cultivate introductions new concepts, new art, artists, community, and history all crosspollinating in an atmosphere of inquiry and accomplishment.

Art Supplies (for student art) $2,500 Exhibition & Installation Supplies (framing, easels) $1,500 Workshop Supplies (for public participation) $1,000 S.C.R.A.P. Gallery addresses two of today's most urgent issues the environment and the education of our youth. Its mission is to actively engage youth as stewards of their environment through a concentrated, handson, educational effort to build a creative culture of sustainability in our schools and community. S.C.R.A.P. links industry, education, the arts, and the environment through its programs, which integrate art and the environment featuring presentations, exhibitions, workshops, and interactive lessons using reused and recycled materials from the S.C.R.A.P. Gallery Warehouse.

S.C.R.A.P. Gallery's public art can be seen in the 24mosaic panels along the Mid Valley Parkway in Cathedral City and in various art installations and exhibits throughout the city.

S.C.R.A.P. Gallery's unique approach to helping solve environmental problems teaches children and adults to be creative in their recycling habits and take care of the planet. Through our communitybased art, ecological sustainability, and waste management education programs, we give students of all ages the tools, ideas, resources, and materials to partner with the planet!

4. Timeline: (Provide a timeline outlining key project milestones and activities from conception to completion.)

September through November
Facilitate onsite visits at schools
Provide art supplies to schools

December
Curate artwork

January and February 2026
Exhibit preparation

March
Exhibit launch
The goal of the exhibit and complementary programming is to make the contributions of female environmentalists available to the community and to raise awareness about the environmental issues we all face. Through this initiative, we aim to inform and inspire.

We want to offer as many opportunities as possible to spark engagement through the process of observing and creating art.

N/A
No

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

*Attachments may be included with your submission. If including photos, files can be no larger than 20 mb.

Questions: Please email [email protected] or call Anne Ambrose, Public Arts Commission Liaison at (760) 770-0331.

Thank you for the opportunity to apply.

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2025/2026

COMMUNITY ARTS GRANT PROGRAM
To be considered for funding, a complete application must be submitted by:
• Hard copies - postmarked by April 18, 2025
• Electronic copies - received by 5:00pm on Friday April 18, 2025. • Electronic submittal is preferred.

The Community Arts Grant Program seeks to fund innovative projects that engage and enrich the community.

We welcome proposals from artists, performers, dancers, authors, poets, musicians, designers, artist collectives, non-profit organizations, governmental, tribal and community groups and any other creative-types who are passionate about using the arts as a means of community beautification, social transformation, cultural appreciation, and civic dialogue. "Art" can be defined in the broadest extent to inc lude art expressed in any medium, including, without limitation, painting, sculpture, photography, lithography and other physical mediums; music, singing, spoken word, and other auditory mediums; plays, films, dance, and other performance medium; literature and poetry, art history and interpretation; clothing and fashions, and cultural expressions. Art education may be provided by any reasonable means that best achieves the purpose set forth above, including, without limitation, classes, lectures, tours, programs, events, festivals, exhibits, performances, writings, films, audio recordings, and similar means. The grant is not intended to fund permanent art pieces or installations.

APPLICATIONS ARE DUE BY 5:00PM FRIDAY, APRIL 18, 2025
Late applications will not be accepted.

Submit application to:
[email protected]
or
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Attention: Anne Ambrose, Assistant City Manager/
Public Arts Commission Liaison
BEFORE SUBMITTING: Check each item included in your application package. Ensure all required text fields and applicable boxes are completed. While filling out the application, if additional space is needed, please attach additional pages to the application or include other attachments.

ELIGIBILITY REQUIREMENTS AND POLICY GUIDELINES
• Applicants must submit a complete application including project proposal, budget, timeline and supporting materials.
• Applicants can be an individual (must complete a W-9), a non-profit 501(c)(3) organization, private entity, government, school, or tribal agency.
• Applicants must demonstrate that the activity proposed occurs within the geographical boundaries of the City of Cathedral City.
• Individual/Organizational residency in Cathedral City is not a requirement as long as the proposed project occurs in the City.
• Any activity proposed must be reasonably available to members of the general public. An activity will be considered reasonably available to members of the general public where the activity is open to the general public or is open to members of the public who timely reserve participation in the activity. Space for participants may be limited and the activity may be provided for only a limited time. Activities may be held in the facilities of public entities, non-profit or charitable organizations, and private facilities, provided that attendance of activities must not be limited to members, owners, subscribers or other interest holders in the private facility. Participation in certain activities may be limited to certain members of the general public, such as youths, students, seniors, or other reasonable grouping that does not constitute unlawful discrimination of a protected class. • Grant activities must be completed by June 30, 2026.
• Grant recipients must comply with all grant requirements and reporting obligations.

GRANT APPLICATION CHECKLIST
• Community Art Grant Program Application
• Samples of art/performances/events completed relevant to the proposed project. Include attachments or links to bio’s, social media or websites. Submitted attachments can be no larger than 20mb.
• Letters of support. Optional but encouraged. Include letters of support from community partners, stakeholders, or collaborators endorsing your project and/or confirming their involvement.

APPLICANT INFORMATION:

NAME (INDIVIDUAL OR ORGANIZATION): Cathedral City Senior Center ADDRESS: 37171 W. Buddy Rogers Avenue
CITY: Cathedral City STATE: CA ZIP: 92234
CONTACT PERSON: Victor Ide TITLE: COO
TELEPHONE: 760-321-1548 EMAIL: [email protected] ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE): Luz Gonzalez, Chair of the Board of Directors (Legal authority for organization)
IF NON-PROFIT, INCLUDE 501(c)3 number: 95-3618489
PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000: $5,000 TOTAL PROGRAM / SERVICE / EVENT/ART COST:

Program/Service/Event Period or Date
Funding must be expended by 6/20/2026)
From: 07/01/2025 To: 06/01/2026

The funds from the Community Arts Grant Program will be used to deliver 6 specific arts and cultural programs to residents of Cathedral City through our Arts, Culture and Humanities series. Cathedral City Senior Center, through the generous support of Cathedral City Public Arts Commission, has created an audience for the arts, making art accessible to everyone. The specific programs for 2025-2026 include:

1. Chicano Music Concert – On September 20, 2025, we will host a musical concert honoring Hispanic Heritage Month (which is from September 15, 2025 – October 15, 2025). Musician Mark Guerrero, Chicano rock pioneer and historian, and son of the late Lalo Guerrero, will perform. The Lalo Guerrero Documentary will be shown prior to the concert. Lalo Guerrero is known as the Father of Chicano Music and there is a statue of him in the city town square.

2. Ponytails, Chiffon & Shangri-La: Girl Singers of the 1950’s and 1960’s – On October 25, 2025, award- winning performer Francesca Amari will perform a one-woman show featuring the songs of Connie Francis, Lesley Gore, Petula Clark, and more. She will be accompanied by pianist Wayne Abravanel, one of the most sought-after musical directors in the Coachella Valley. This event will be free and open to the public.

3. A Charlie Brown Christmas (adaptation) – The 1964 cartoon / animation holiday classic comes to life at Cathedral City Senior Center where seniors will bring out their inner child. You won’t want to miss this one. This play will be performed at the senior center in December, 2025 and will star our very own members and volunteers. It will be open to the public.

4. Senior Center Book Festival – February, 2026. Starlite Pulp, a publishing company, will once again invite authors to read sections of their books and answer questions. This event will take place shortly after the 29 Palms Book Festival and the famous Bouchercon Festival held in New Orleans this year, which many of these authors attend. The Starlite Pulp Book Festival held earlier this year was very successful and attendees were thrilled to have access to nationally recognized authors. This event will be open to the public and will be held in the Community Room at Cathedral City Library.

5. Talent Show – March, 2026. The members of Cathedral City Senior Center are a talented group and are eager to show it off. Get ready for our Senior Talent Show featuring accomplished actors, singers, musicians, and performers from right here in Cathedral City! They will be competing for 1st, 2nd and 3rd place ribbons and prizes. We will be asking our very own City Council members to be judges. This will be open to the public, asking people to donate a non-perishable food item for our food bank. You won’t want to miss this!

6. Yve Evans Presents – We have created quite an audience for our Yve Evans Presents series. Over the $32,000
past few years, Yve Evans has presented a series of Jazz and Blues concerts, featuring incredible musical talent from right here in Southern California. Yve will bring her Jam session back to Cathedral City Senior Center in April, 2026.

2. Budget: ( Provide a comprehensive budget for your project. Budget should include total grant funds requested, all project expenses including artist fees, materials, installation costs, rentals, advertising, travel costs. Do you have other funding that will be leveraged/used with these funds? If so, please include.) 1) Chicano Music Festival
a) $500 for artist’s fees. Additional funding will be raised to cover additional musicians. 2) Ponytails, Chiffon & Shangri-La
a) $750 for artist’s fees (singer and accompanist)
3) A Charlie Brown Christmas adaptation
a) $2,200 to cover show director/producer, pianist, and production costs. We will raise additional funding to cover royalty expenses.
4) Senior Center Book Festival
a) $350 to cover authors’ fees
5) Senior Talent Show
a) $500 for staging and production costs
6) Yve Evans Presents (Jazz & Blues Series)
a) $700 for artists’ fees

3. Briefly Describe Your/Your Organization’s Background. (Describe your/your organization’s background and experience. Provide examples of any relevant work, images, or links to online portfolios that have relevance to the project being proposed. Describe your/your organization’s capacity to execute the proposed activities.) The Cathedral City Senior Center has been serving the community for over four decades—since 1980— creating spaces for mature adults to meet friends, exercise their minds and bodies, access resources, and give back through volunteerism. We believe that we don’t just age here; we thrive here. We promote healthy living, independence, and wellness by stimulating the body and mind in an open-minded and inclusive environment.

Like the City, we are deeply committed to creating an inclusive and welcoming environment for all community members. We offer robust bilingual programming to ensure our services are accessible to everyone, especially our Hispanic population, which makes up nearly 60% of our community. Our commitment to the Edmundo and Herlinda Carrillo Equity in Aging Outreach Initiative has resulted in almost half of our programming, including our Food Bank services, health and wellness workshops, and arts and cultural activities, being offered in both English and Spanish to eliminate language barriers.

We believe in the power of art to foster creativity and cultivate a sense of belonging among residents. Our initiatives include intergenerational art workshops, such as the Chuperosa Lane mural with the Boys & Girls Club, and cultural events like the Lalo Guerrero documentary with commentary and music by his son, Mark.

Our Yve Evans Presents Jazz Series and our participation in International Jazz Day has put Cathedral City on the global Jazz stage. We also celebrate Hispanic Heritage Month and Cinco de Mayo with cultural celebrations, basket-weaving, knitting, painting, and other art classes throughout the community.

1. Community Engagement: We are building an audience for arts and cultural events in Cathedral City.

Our organization has a strong presence in the community and will actively engage residents in the planning and implementation of our arts and culture programs. We will leverage our relationships with local schools, community centers, and businesses to ensure broad participation and representation.

2. Volunteer Recruitment: We will mobilize volunteers from our network to assist with various aspects of these projects, ensuring that we have the manpower needed to bring these initiatives to life.

3. Promotion and Outreach: Utilizing our communication channels and marketing expertise, we will help promote our arts and cultural events to ensure maximum visibility and attendance. We will also collaborate with local media outlets to generate buzz and excitement around the project, further enhancing its impact and reach.

4. Credibility as a Trusted Source: Four years of listening, offering services person-by-person, offering programs where people live, work, play, and pray, designing programs that are requested, designed, and taught by Spanish speakers, hosting TODEC in our lobby during everyday business hours, and hosting the Mexican Consulate annually has transformed the senior center into a bilingual community center that is nearly half Hispanic and viewed as a trusted source.

5. Strength as an Arts Provider: The arts naturally extend our efforts to keep minds and bodies active, promoting health, independence, and connection through food, fun, and friendship. At Cathedral City Senior Center, we make the arts a part of everyday life. Our mission is to help everyone express themselves creatively, connect with others, and enjoy the benefits of art and culture. We provide accessible and enriching experiences to enhance well-being and foster a sense of community. 4 Timeline: (Provide a timeline outlining key project milestones and activities from conception to completion.)
Chicano Music Concert

1. September 20, 2025 – The music concert and documentary will be held in the Main room at Cathedral City Senior Center
Ponytails, Chiffon & Shangri-La

2. October 25, 2025 – This one-woman show will be performed in the Main Room at Cathedral City Senior Center and open to the public.

A Charlie Brown Christmas adaptation

3. December, 2025 – This play will be open to the public and performed in the Main Room at Cathedral City Senior Center
Senior Center Book Festival

4. February, 2026 – Will be held in the Community Room at Cathedral City Library.

Senior Talent Show

5. This fun show will be held in the Main Room at Cathedral City Senior and open to the public.

Yve Evans Presents

6. This Jazz/Blues concert is open to the public and will be held in the Main Room at Cathedral City Senior Center.

5. What Do You Ultimately Hope To Accomplish Through Your Proposed Art/Program/Event? How Will It Enrich Cathedral City? (Describe your goals and objectives and how many people you hope to impact as a result of your project.)
The arts naturally extend our efforts to keep minds and bodies active, promoting health, independence, and connection through food, fun and friendship. At Cathedral City Senior Center, we make the arts a part of everyday life. Our mission is to help everyone express themselves creatively, connect with others, and enjoy the benefits of art and culture. We provide accessible and enriching experiences to enhance well-being and foster a sense of community.

Goals and Objectives of our Arts, Culture and Humanities Programming at Cathedral City Senior Center:

1. Foster Creative Expression: We will provide opportunities for seniors to engage in various art, music, and literature events and provide a space to foster creative expression.

2. Build Community: We will continue to build on the audience we’ve created for arts programming and create events that bring together different segments of our community, promoting inclusivity and cultural exchange.

3. Enhance Well-Being: We use arts and culture to reduce feelings of isolation and improve mental health

6. If Your Art/Program/Event Costs More Than You Are Requesting From The Community Arts Grant Program, How Do You Plan To Pay For The Additional Costs? ( What Steps Have You Already Taken To Get Additional Funds Or In- Kind Support If Necessary?)
The total budget for our Arts, Cultural & Humanities Programs at Cathedral City Senior Center for 2025-2026 is $32,000. The Richard and Anne Altman Craft Corner at Cathedral City Senior Center is finished and is a wonderful arts space that will fuel our arts programming for years to come.

Every year we plan and budget for a series of arts/cultural events that will allow seniors and members of our community to foster creative expression, build community, and enhance their well-being. This becomes part of our fundraising goals for the year from public grants and individual sponsorships.

We fund 95% of our budget through individual donations. In 2019, our budget was just over $200,000; today, it’s $1.8 million. Of that, $100,000 comes from the City to support Cathedral City’s most in-need residents. Our budget has grown each year thanks to strong community support for our programs and seniors.
*Attachments may be included with your submission. If including photos, files can be no larger than 20 mb.

To be considered for funding, a complete application must be submitted by:
• Hard copies - postmarked by Friday, April 18, 2025
• Electronic copies - received by 5:00pm on Friday August 18, 2025 • Electronic submittal is preferred
Questions: Please email [email protected] or call Anne Ambrose, Public Arts Commission Liaison at (760) 770-0331.
(OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

8. Thank you for giving us the opportunity to apply for this Community Arts Grant funding. The City of Cathedral City and the Public Arts Commision have been incredible supporters of our mission at Cathedral City Senior Center and we appreciate all you do.

With your generous support, we were able to start the Yve Evans Jazz Series. We look forward to a long and lasting partnership in helping Cathedral City residents explore their creativity.

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2025/2026

COMMUNITY ARTS GRANT PROGRAM

To be considered for funding, a complete applicaMon must be submiNed by:
• Hard copies - postmarked by April 18, 2025
• Electronic copies - received by 5:00pm on Friday April 18, 2025. • Electronic submiNal is preferred.

BEFORE SUBMITTING: C h e c k each item included in your applica3on package. Ensure all required text ﬁelds and applicable boxes are completed. While ﬁlling out the applica3on, if addi3onal space is needed, please a?ach addi3onal pages to the applica3on or include other a?achments.

We are delighted to announce the opening of the applica3on period for the Community Arts Grant Program oﬀered by the City of Cathedral City. This grant aims to support ar3sts and organiza3ons in the crea3on and implementa3on of art and art educa3on projects that contribute to the cultural vitality and vibrancy of our community.

The Community Arts Grant Program seeks to fund innova3ve projects that engage and enrich the community.

We welcome proposals from ar 3sts, performers, dancers, authors, poets, musicians, designers, ar 3st collec3ves, non-proﬁt organiza3ons, governmental, tribal and community groups and any other crea3ve-types who are passionate about using the arts as a means of community beau 3ﬁca3on, social transforma3on, cultural apprecia3on, and civic dialogue. "Art" can be deﬁned in the broadest extent to include art expressed in any medium, including, without limita3on, pain3ng, sculpture, photography, lithography and other physical mediums; music, singing, spoken word, and other auditory mediums; plays, ﬁlms, dance, and other performance medium; literature and poetry, art history and interpreta3on; clothing and fashions, and cultural expressions. Art educa3on may be provided by any reasonable means that best achieves the purpose set forth above, including, without limita 3on, classes, lectures, tours, programs, events, fes 3vals, exhibits, performances, wri3ngs, ﬁlms, audio recordings, and similar means. The grant is not intended to fund permanent art pieces or installa3ons.

We encourage ar3sts and organiza3ons from all backgrounds and disciplines to apply for the Community Arts Grant Program and join us in crea3ng inspiring art and cultural experiences that enrich our community. We look forward to receiving your applica3ons and suppor3ng the realiza3on of your crea3ve visions.

ELIGIBILITY REQUIREMENTS AND POLICY GUIDELINES

•Applicants must submit a complete applica3on including project proposal, budget, 3meline and suppor3ng materials.
•Applicants c a n b e a n i n d i v i d u a l ( m u s t c o m p l e t e a W - 9 ) , a non-proﬁt 501(c)(3) organiza3on, private en3ty, government, school, or tribal agency.
•Applicants must demonstrate that the ac3vity proposed occurs within the geographical boundaries of the City of Cathedral City.
•Individual/Organiza3onal residency in Cathedral City is not a requirement as long as the proposed project occurs in the City.
•Any ac3vity proposed must be reasonably available to members of the general public. An ac3vity will be considered reasonably available to members of the general public where the ac 3vity is open to the general public or is open to members of the public who 3mely reserve par3cipa3on in the ac3vity. Space for par3cipants may be limited and the ac3vity may be provided for only a limited 3me. Ac3vi3es may be held in the facili3es of public en33es, non-proﬁt or charitable organiza3ons, and private facili3es, provided that a?endance of ac3vi3es must not be limited to members, owners, subscribers or other interest holders in the private facility. Par 3cipa3on in certain ac3vi3es may be limited to certain members of the general public, such as youths, students, seniors, or other reasonable grouping that does not cons3tute unlawful discrimina3on of a protected class.
•Grant ac3vi3es must be completed by June 30, 2026.
•Grant recipients must comply with all grant requirements and repor3ng obliga3ons.

GRANT APPLICATION CHECKLIST
• Community Art Grant Program Applica3on
• Samples of art/performances/events completed relevant to the proposed project. Include a?achments or links to bio’s, social media or websites. Submi?ed a?achments can be no larger than 20mb.
• Le?ers of support. Op3onal but encouraged. Include le?ers of support from community partners, stakeholders, or collaborators endorsing your project and/or conﬁrming their involvement.

APPLICANT INFORMATION:

NAME (INDIVIDUAL OR ORGANIZATION): Sue Casa & CULT AND CLASSIC FILMS LLC ADDRESS: 69325 35th Ave.

CITY: Cathedral City STATE: CA ZIP: 92234
CONTACT PERSON: Nate Wyckoﬀ TITLE: CEO, Cult and Classic Films LLC TELEPHONE: 805-358-3247 EMAIL: info@cultandclassicﬁlms.co m
ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE): Sue Casa (Kyle Celio) – Individual; (Legal authority for organizaMon) Nathan Wyckoﬀ – CEO, CULT AND CLASSIC FILMS LLC IF NON-PROFIT, INCLUDE 501(c)3 number: n/a
PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000: $5000 TOTAL PROGRAM / SERVICE / EVENT/ART COST: $5000
Program/Service/Event Period or Date
Funding must be expended by 6/20/2026)
From:A date in November
2025 (TBD)
To: A date in
November
2025 (TBD)

1. Describe How The Requested Funds Will Be Used: (Include ar3s3c concept, intended audience, community engagement strategies. Do you have community partners that will be involved in implemen3ng this project? If so, please list along with their roles).

The event, given the working 3tle “Queer Qlassics: A Drag & Film Experience,” will combine the crea3ve ar3stry of area drag performers with a screening of a ﬁlm cherished by Queer culture. Tied together thema3cally with the chosen ﬁlm, the event will begin with a narra3ve drag show featuring mul3ple performers, followed by an introduc3on to the movie by ﬁlm cri3c and historian Nate Wyckoﬀ (host of the Cult and Classic Films podcast).

The event will then end with a full length screening of the chosen mo3on picture. The ﬁlm in ques3on will be chosen from iconic movies such as Dolly Parton’s “9 to 5,” Be?e Midler and Lily Tomlin’s “Big Business,” and many other beloved 80’s and 90’s ﬁlms.

The intended audience for this event includes ﬁlm lovers, lovers of drag and the performing arts, and those intending to introduce friends and loved ones to their most beloved ﬁlms. As shown by a?endance to the area’s Mary Pickford theater, CV Rep, and many drag shows, the people of Cathedral City love live performance and classic camp cinema, which will be expertly combined in “Queer Qlassics: A Drag & Film Experience.” What’s more, by combining the art forms of ﬁlm and drag together, this event will introduce art lovers within the community to new mediums that they can experience, fall in love with, and enjoy in the community beyond the conﬁnes of the event.

2. Budget: (Provide a comprehensive budget for your project. Budget should include total grant funds requested, all project expenses including ar3st fees, materials, installa3on costs, rentals, adver3sing, travel costs. Do you have other funding that will be leveraged/used with these funds? If so, please include.) •$2500 - Theater Rental and Film Licensing
•$1000 - Materials & Performer Fees (MulMple Drag Performers, Costumes, Props, and MCs) •$1000 - MarkeMng & ANendee Materials
•$500 - Travel, Rehearsals, & Incidentals
These funds will allow for the event to be organized smoothly, professionally, and help lay the groundwork for the future con3nua3on of the series for the community (to be further elaborated in Sec3on 4).

3. Brieﬂy Describe Your/Your OrganizaMon’s Background. (Describe your/your organiza3on’s background and experience. Provide examples of any relevant work, images, or links to online porqolios that have relevance to the project being proposed. Describe your/your organiza3on’s capacity to execute the proposed ac3vi3es.) This proposed event and future series will be produced by Cathedral City’s reigning queen Sue Casa, as well as area ethical ﬁlm distributor and event organizer CULT AND CLASSIC FILMS LLC. • SUE CASA performed drag for 15 years in San Francisco prior to moving to Cathedral City. She has a variety of performance experience and has produced mul3ple weekly drag shows and special events (including an annual bus trip to Reno, NV).

Most recently, Sue has demonstrated her art to fellow Cathedral City residents by securing the 3tle of “Royal Highness 2025” at this year’s LGBT Days in March. Her “Exorcist” inspired performance at LGBT Days (which included Nate Wyckoﬀ, CEO of CULT AND CLASSIC FILMS LLC) subsequently went viral on social media, and gives a sense of the level of crea3vity she plans on bringing to this project.
• CULT AND CLASSIC FILMS LLC is a local based ﬁlm distributor and genre ﬁlm podcast. Led by ﬁlm cri3c and comedian Nate Wyckoﬀ, Cult and Classic Film’s goal is to build a crea3ve and ﬁlm-loving community based on art apprecia3on and the celebra3on of ﬁlmmakers and ﬁlm fans who enjoy cinema that’s oﬀ the beaten path. As a company, Cult and Classic Films LLC ensures its ﬁlmmakers receive payment for every copy of their ﬁlms sold, and they retain complete ownership of their crea3ons. Working with local ar3sts, Cult and Classic Films handles the design, manufacturing, and distribu3on of their ﬁlmmakers’ works, leaving them to do what they do best: create.

In addi3on to their distribu3on work, Cult and Classic Films LLC regularly produces shows and ﬁlm screenings at the Palm Springs Cultural Center, including the monthly “Cult Nites” series and the “PalmSpringsComedyClass.com” stand- up comedy shows (featuring graduates of the related 8 week class, which Nate Wyckoﬀ teaches with comedian Emily Lentz).

4. Timeline: (Provide a 3meline outlining key project milestones and ac3vi3es from concep3on to comple3on.)

1.June-August 2025: The grant funds are disbursed.

2.August 2025 (or as soon as funds are disbursed): The ﬁlm license will be secured.

3.September 2025: The script will be wri?en and roles cast for the drag performance.

4.October 2025: Rehearsals will commence and all theater logis3cs will be solidiﬁed.

5.November 2025: The event will take place, and plans for the future of the series will commence.

5. What Do You UlMmately Hope To Accomplish Through Your Proposed Art/Program/Event? How Will It Enrich Cathedral City? (Describe your goals and objec3ves and how many people you hope to impact as a result of your project.)
The goal of “QUEER QLASSICS: A DRAG & FILM EXPERIENCE” is twofold:

1.It will oﬀer a unique, fun, community-centric event for Cathedral City, serving to bring together residents with interests in ﬁlm, drag, and queer culture. Events of this kind have been running in Palm Springs at the Palm Springs Cultural Center with great success (oten with the involvement of CULT AND CLASSIC FILMS LLC), and we believe it is 3me for Cathedral City residents to have their own event of this kind.

2.In addi3on, we intend to use this event as an opportunity to develop it into a recurring series, allowing us to bring more classic ﬁlms from the Queer/Drag Lexicon to Cathedral City while giving addi3onal local entertainers performance opportuni3es.

Such a series would con3nue to grow and strengthen the aforemen3oned community connec3ons. It will also introduce ﬁlm lovers to the local performance art scene and members of the performance art community to classic ﬁlms and their fans.

Similarly, the series will introduce the area’s live performers to an audience that appreciates their art, ul3mately leading to a rise in area business a?endance where those ar3sts regularly perform.

The number of people impacted through this and the poten3al future series will be an es3mated 210 per event (as that is the maximum capacity of the theater auditorium in ques3on). It will also posi3vely impact the involved performers, both through their earnings and through exposure within the local community.

6. If Your Art/Program/Event Costs More Than You Are RequesMng From The Community Arts Grant Program, How Do You Plan To Pay For The AddiMonal Costs? (What Steps Have You Already Taken To Get Addi3onal Funds Or In- Kind Support If Necessary?)
The produc3on will not require addi3onal funds beyond those proposed, as there are alterna3ve op3ons available should condi3ons require them. There are three poten3al events that would cause the need for those op3ons.

1.The ﬁrst would occur if the Mary Pickford D’Place theater became unavailable for the show due to an unknown reason, at which point our working rela3onships within the Cathedral City extended community would allow us to shit venues to another area performance space. There are several within the cost range of the Mary Pickford, with the only caveats being a slightly smaller a?endee size possible and the poten3al need for a projec3on kit. As CULT AND CLASSIC FILMS LLC currently has access to several pieces of screening equipment, the cost of securing a new space and rental of the remaining needed equipment could s3ll be met at the Pickford’s cost.

2.The second would be a problem with the ﬁlm licensing. If this were due to elevated cost, we could easily switch to another excellent ﬁlm and adjust the drag show content to reﬂect that. This would only happen early in the produc3on phase, when rehearsals would not yet have taken place so impact would be minimal (as the ﬁlm license will be secured before the drag content is ﬁnalized).

3.Lastly, were a performer need to be replaced, our presence in the local drag scene would allow for a quick replacement to be secured, gran3ng another local performer the opportunity to join the produc3on.

7. Do You Plan To ConMnue This Art/Program/Event Beyond The Period For Which You Have Requested The Funds? If So, How Do You Plan To ConMnue Paying For It? (Describe the types of eﬀorts you will undertake to raise funds as well as your/your organiza3on’s history of maintaining services/programs.) As outlined in Sec3on 5, Part 2, developing this into an ongoing series is a primary goal, and running this ini3al event will assist by allowing for proper marke3ng and the opportunity to ﬁne-tune the running of the event.

In regards to covering the cost of future events, there are several op3ons we are considering, including:
• Implemen3ng a paid 3cket system (poten3ally with intermi?ent free events, as well) • Securing sponsorship from local businesses such as restaurants and retail shops, oﬀering adver3sement during the event in return.
• Lessen overhead costs by dona3ng par3al proceeds to local chari3es such as the Desert Aids Project and area assistance programs for the unhoused. Beneﬁts such as these can secure discounted rates on ﬁlm licensing and venue space.
• Working with College of the Desert to involve enrolled ﬁlm and arts students in the produc3ons, in turn for event funding.
*A?achments may be included with your submission. If including photos, ﬁles can be no larger than 20 mb.

To be considered for funding, a complete applicaMon must be submiNed by:
• Hard copies - postmarked by Friday, April 18, 2025
• Electronic copies - received by 5:00pm on Friday August 18, 2025 • Electronic submiNal is preferred
QuesMons: Please email [email protected] or call Anne Ambrose, Public Arts Commission Liaison at (760) 770-0331.

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

Both of us, Sue Casa and Nate Wyckoﬀ, speciﬁcally moved to the Cathedral City area because of its openness to crea3ve ventures and wealth of crea3ve, art-apprecia3ng, and suppor3ve residents. Through events such as “Queer Qlassics: A Drag & Film Event,” it is our goal to bring our skills and what we love to our neighbors, both to show our apprecia3on for our adopted home and connect all of us dwelling here through posi3ve, empowering events.

We look forward to doing so with this event, and many more to come. 9 7
3 Staff Report
City Council
Item No. 6.E
Meeting Date: June 25, 2025
From: Tracey Hermosillo, City Clerk
Title: Ratify Nominations by Councilmembers for Commission/Committee Seats and Appoint Individuals to Serve a Three-year Term to Expire June 30, 2028.

RECOMMENDATION:

To ratify the following nominations and appoint each individual to serve a three-year term continuing through June 30, 2028:

Planning Commission:

Nomination by Councilmember Ernesto Gutuerrez to reappoint Danny Lee Architectural Review Committee:

Nomination by Mayor Nancy Ross to reappoint Dean Keefer Nomination by Councilmember Rita Lamb to reappoint Tanner Hoss Historic Preservation Committee:

Nomination by Mayor Pro Tem Raymond Gregory to reappoint Eri Nox Nomination by Councilmember Ernesto Gutierrez to reappoint John Rivera Parks and Community Events Commission:

Nomination by Councilmember Rita Lamb to appoint Ashley McGullam Public Arts Commission:

Nomination by Councilmember Rita Lamb to appoint Kara Robinson BACKGROUND:

The terms of appointments and term limits for Commissions and Committees have been established in the Cathedral City Municipal Code. All members of the Commissions shall be appointed for a three-year term unless otherwise provided by law, Ordinance, Resolution or if not applicable.

The following is a list of Commissions/Committees that will have seats expiring on June 30, 9 7
3 2025, which includes the nominating Councilmember, pursuant to City Council Resolution 2022-47:

Planning Commission – One Seat
Nomination by Councilmember Ernesto Gutierrez
Architectural Review Committee – Two Seats
1 - Seat Nomination by Mayor Nancy Ross
1 - Seat Nomination by Councilmember Rita Lamb
Historic Preservation Committee – Two Seats
1 - Seat Nomination by Mayor Pro Tem Raymond Gregory
1 - Seat Nomination by Councilmember Ernesto Gutierrez
Parks and Community Events Commission – One Seat
Nomination by Councilmember Rita Lamb
Public Arts Commission – One Seat
Nomination by Councilmember Rita Lamb
The members of the Finance Advisory Committee and Mobilehome Fair Practices Commission do not fall under Resolution 2022-47. The interviews and potential appointments for the Finance Advisory Committee are on the Agenda for June 25, 2025.

DISCUSSION:

Staff posted a notice of the upcoming Commission/Committee terms expiring on June 30, 2025, at the Cathedral City Senior Center, Library and City Hall. The notice also went out on social media and was posted on the City’s website. Applications were accepted through close of business on May 16, 2025. Applications received were provided to the appropriate nominating Councilmembers for their review and nomination consideration.

The following information is provided for consideration as Council ratifies the recommended nominations.

Planning Commission (One seat):

Staff received an application from Danny Lee requesting reappointment.

Architectural Review Committee (Two seats):

Staff received two applications, one from Dean Keefer and one from Tanner Hoss. Tanner Hoss is eligible for reappointment. Dean Keefer has completed two consecutive terms on the Architectural Review Committee, however, the Cathedral City Municipal Code has a provision that allows the City Council to waive the term limit for one additional term if it is in the best interest of the City. This would require the affirmative vote of four members of the City Council.
9 7
3 Historic Preservation Committee (Two seats):

Staff received three applications. Eri Nox and John Rivera submitted an application for reappointment. Both incumbents are eligible for reappointment. An Additional application was received from Kevin Montreuil.

Parks and Community Events (One seat):

Staff received two applications, one from Ashley McGullam and one from Dakin Straub. The incumbent did not wish to be reappointed.

Public Arts Commission (One seat):

Staff received three applications, one from Ashley McGallum, one from Michael Olich and one from Kara Robinson. The incumbent did not wish to be reappointed.

Applications for those that are nominated for appointment are also provided for your information.

Pursuant to Resolution 2022-47, staff recommends the City Council ratify the following Councilmember nominations and appoint each individual to serve a three-year term expiring on June 30, 2028:

Planning Commission:

Nomination by Councilmember Ernesto Gutierrez to reappoint Danny Lee Architectural Review Committee:

Nomination by Mayor Nancy Ross to reappoint Dean Keefer Nomination by Councilmember Rita Lamb to reappoint Tanner Hoss Historic Preservation Committee:

Nomination by Mayor Pro Tem Raymond Gregory to reappoint Eri Nox Nomination by Councilmember Ernesto Gutierrez to reappoint John Rivera Parks and Community Events Commission:

Nomination by Councilmember Rita Lamb to appoint Ashley McGullam Public Arts Commission:

Nomination by Councilmember Rita Lamb to appoint Kara Robinson FISCAL IMPACT:

There is no fiscal impact with this item.

FIVE-YEAR STRATEGIC PLAN:

Not applicable.

ATTACHMENTS:

1. Application Danny Lee

2. Application Tanner Hoss
9 7
3 3. Application Dean Keefer

4. Application Eri Nox

5. Application John Rivera

6. Application Ashley McGallum

7. Application Kara Robinson

CITY OF CATHEDRAL CITY

COMMISSION/BOARD/COMMITTEE APPLICATION
Commission/Board/Committee
on which you would like to serve:

Planning Commission
NAME: Danny Lee
HOME ADDRESS:

HOME PHONE: CELL PHONE:

E-mail ADDRESS:

LENGTH OF RESIDENCY IN CATHEDRAL CITY: Cathedral City
IF EMPLOYED, PLEASE LIST WHERE YOU WORK AND POSITION YOU HOLD:

Self employed Massage Therapist

Planning Commission Membership Application
Honorable Mayor, Mayor Pro Tem, City Council Members

I would like to be considered for a second term on the Cathedral City Planning Commission.

Since moving to the city nine years ago, I have been active in various local organizations. I have previously served as a member of COPS, and the Parks and Community Events commission. I currently serve on the Planning Commission, the Cannabis Task Force, and the Finance Advisory Committee.

In terms of past experience of planning in the private sector, I was responsible for the design of a new education center in London, and the redesign/refurbishment of another in New York City. As a result, I had a reasonable understanding of planning documents including site and floor plans. Over the past three years, m y work on the planning commission has broadened and strengthened that experience.

I continue to be actively engaged in the work of the city council, having been a regular attendee at council meetings, study sessions, and the annual strategic planning sessions. Over the past three years, working as a planning commissioner, I have gain ed more insight into the planning process and workings of city departments. I am also now a member of the American Planning Association , which has provided a broader understanding of the challenges California cities face especially given the continuing major changes in state legislation related to planning, zoning, and housing. In the past year, I was a member of the team that recommended the selection of Mintier Harnish to conduct the Zoning Code update.

I believe my experience with planning and with other volunteer roles within the city provides a strong background for continuing my work on the commission, and especially in continuing to assist with the Zoning Code update.

Through my work championing Measure B, I developed a keen interest in how planning and zoning decisions are made, and the impact those decisions may have particularly on our residential neighborhoods. In terms of planning and zoning, I believe in an approach that balances family life, housing and economic development. The city has made tremendous strides in that respect in the past eight years, and I would like to help in continuing to move our city forward as a great place to both live and work, in line with the updated General Plan, and in accordance with adopted zoning and other ordinances, rules and regulations.

I am willing to attend any extracurricular meetings and training seminars appropriate to the position, and to work on any additional projects the city council requires.

I 'work well with others'. I communicate and interact well with team members and stake-holders at all levels.

To whom it may concern:

As a homeowner, business owner, Certified Real Estate Appraiser, and Real Estate Broker based in Cathedral City, I am constantly looking for ways to assist in the progression of our beautiful city. I would be honored to be reappointed to serve another term on the Architectural Review Committee and continue to serve my hometown in this capacity.

I started my real estate career at the age of 17 as a real estate appraisal data entry assistant. I quickly worked my way up from there, passing the real estate appraiser trainee, licensed and certified tests within a matter of 5 years. At the age of 21, I was one of the youngest Certified Real Estate Appraisers in California. At the age of 25, I started a real estate appraisal firm, Hoss Appraisals, Inc. Since becoming licensed in 2007, I have completed over 10,000 appraisals throughout Southern California and the Phoenix metropolitan area. From small cabins in Idyllwild, glass cubes in Joshua Tree, mega-mansions in Beverly Hills and properties designed by noted architects such as Lloyd Wright, Eichler, and countless other architecturally significant properties.

To continually expand my professional role in the real estate industry and to help accommodate client’s, friends and family members entering the real estate market, I decided to pursue a real estate salesperson license. In early 2016, I passed my licensee exam and then passed my broker’s license exam in 2018. I have assisted in acquiring, renovating (including project management), listing, and selling properties throughout Southern California, for a wide range of buyers and sellers, from seasoned real estate investors to first time home buyers.

I currently live in Cathedral City Cove with my wife, Katie. We’ve never felt such a sense of place. This city has truly become our home! Thank you for your time and I look forward to your response. Please feel free to reach out if you need any additional information.

Tanner Hoss
Real Estate Broker | 01998030
HOSS for homes
Certified Real Estate Appraiser | AR042911
Hoss Appraisals, Inc.

CITY OF CATHEDRAL CITY

COMMISSION/BOARD/COMMITTEE APPLICATION
Commission/Board/Committee
on which you would like to serve:

Architectural Review Committee
NAME: Dean Keefer
HOME ADDRESS: 37621 Cathedral Canyon Drive
HOME PHONE: CELL PHONE:

E-mail ADDRESS:

LENGTH OF RESIDENCY IN CATHEDRAL CITY: 23
IF EMPLOYED, PLEASE LIST WHERE YOU WORK AND POSITION YOU HOLD:

Equity Union - real estate agent

April 29, 2025
I have been coming to the Coachella Valley since 1983. I love the desert community and bought a house 23 years ago in Cathedral City Cove. I moved here full time 12 years ago. I have enjoyed being on the ARC committee now for 6 years and would like to continue with helping make Cathedral city more beautiful. I have been an artist for over 40 years and have had several shows of my own and have been in group shows Cathedral City. Our city is the creative city and I love being a part of that. It gives me great pleasure to drive by a business and to know that I was part of the process as it come to life.

I hope I will be considered to stay on the ARC committee. I think we have a great committee that works well together.

Dean

CITY OF CATHEDRAL CITY

COMMISSION/BOARD/COMMITTEE APPLICATION
Commission/Board/Committee
on which you would like to serve:

Planning Commission
NAME: Eri Nox
HOME ADDRESS:

HOME PHONE: CELL PHONE:

E-mail ADDRESS:

LENGTH OF RESIDENCY IN CATHEDRAL CITY: 3+ years
IF EMPLOYED, PLEASE LIST WHERE YOU WORK AND POSITION YOU HOLD:

Hogge Insurance Services - owner; Nice Hass - owner;

April 23, 2025
City of Cathedral City
Historic Preservation Committee Application / Letter of Interest

Tracie,
I wish to be reappointed to the Historic Preservation Committee.

I’m currently serving on the Historic Preservation Committee and have served since 2019, and wish to continue as a committee member.

I’m currently serving on both the ARC and Historic Preservation Committees. I’ve served in large on the ARC for over eighteen years, and have worked in the Architectural profession for over 46 years.

I’m currently licensed as an Architect in the State of California. License No. C30894.

I appreciate your consideration.

Thank You,
John Anthony Rivera

CITY OF CATHEDRAL CITY

COMMISSION/BOARD/COMMITTEE APPLICATION
Commission/Board/Committee
on which you would like to serve:

Parks and Community Events Commission
NAME: Ashley McGullam
HOME ADDRESS:

HOME PHONE: CELL PHONE:

E-mail ADDRESS:

LENGTH OF RESIDENCY IN CATHEDRAL CITY: 1 year
IF EMPLOYED, PLEASE LIST WHERE YOU WORK AND POSITION YOU HOLD:

International Rescue Committee, Senior Major Gifts Officer

Ashley McGullam

April 22nd, 2025
Dear Cathedral City Stakeholders,
I am writing to express my enthusiastic interest in a seat on the Parks & Community Events Commission. As a resident of Cathedral City, where my partner and I are building our future, I am deeply invested in enhancing our community's quality of life, and I believe my blend of experience in community mobilization, strategic development, and passion for community engagement would be a valuable asset to the Commission.

My career has been dedicated to fostering impactful social change through strategic campaign development and community engagement. I have a decade of experience in nonprofit leadership, where I have consistently demonstrated a commitment to designing and leading successful campaigns, building strong relationships with diverse stakeholders (including community members, partner organizations, and policymakers), and implementing effective strategies that drive measurable progress.

My professional background includes roles with organizations such as the Alcott Center for Mental Health Services, Meals on Wheels West, and the International Rescue Committee, where I honed skills directly transferable to the Parks & Community Events Commission. Notably, at the Alcott Center for Mental Health Services, I developed and managed an Art Therapy program with the mission of reducing stigma around mental health challenges and bringing the community together around art. At Meals on Wheels West, I secured funding and led a program establishing a phone reassurance program for older adults who were socially isolated. I also served on the Board of Directors for the Venice Chamber of Commerce, where I chaired the Chamber in Action committee and led several community events with local businesses.

I am excited about the opportunity to contribute to enhancing the beauty and functionality of Cathedral City's parks, celebrating our city's diverse cultural heritage through community events, creating accessible and engaging recreational experiences for all residents, and promoting community health, wellness, and social connections through park and event initiatives.

My academic background, including a Master’s in Public Policy & Public Administration from American University and a Bachelor’s in Social Welfare from UC Berkeley, has equipped me with a strong foundation in strategic planning, policy analysis, and community organizing. I am confident that I can leverage these skills, along with my passion for community engagement, to effectively serve the residents of Cathedral City on the Parks & Community Events Commission.

I welcome the opportunity to discuss how my experience and dedication can contribute to the Commission's work in enriching our city through parks and community events.

In Gratitude,
Ashley

Ashley McGullam
Non-proﬁt
leader with 10+ years of experience making community-based work sustainable by raising funding, managing programs & building teams

Cathedral City, CA

EXPERIENCE
International Rescue Committee, Remote — Senior Ofﬁcer, Major Giving West
January 2024- Present
Manage portfolio of 150+ major gift donors, consistently secure 6-ﬁgure gifts, develop creative long-term donor engagement strategies, collaborate across teams within an organization of 10,000+ staff members globally, Co-chair of Philanthropy & Volunteer Women @ Work group, Chair of ER Culture Committee bringing together staff members globally, and implement front -line activities resulting in funds raised, including event planning & network activations
Alcott Center for Mental Health Services, Los Angeles — Director of Development
June 2021- January 2024
Managed development staff of 4, maintained 2000+ donor relationships, strengthened 50+ community partnerships, wrote 60+ grants annually, developed and managed art therapy programming, managed 200+ volunteers, grew budget by $9 million to $15 million, planned events for 300+ , boosted social media engagement by 150%, solidiﬁed branding both internally & externally
Meals on Wheels West, Santa Monica — Director of Development & Community Relations
September 2019- June 2021
Managed a portfolio of 30+ foundation, civic, corporate and government grants, Maintained 100+ Donor Relationships, Strengthened Community Partnerships by regularly taking leadership positions in various community groups, Planned Events for 300+ , Developed & Managed a new Phone Reassurance Program, Increased Social Media Following by over 100%, & Developed and Executed Department of Mental Health contracts
Good Shepherd Shelter, Los Angeles — Development Associate May - September 2019
Wrote 15+ Grants Monthly, Maintained 60+ Donor Relationships, Strengthened Community Partnerships to Increase Quality of Care, Planned Events for 250+ ,

EDUCATION
American University-
Masters of Public Policy &
Public Administration
2022- 2024
University of California,
Berkeley— Bachelor of
Arts, Social Welfare
2015- 2018
Torcuato Di Tella
University, Buenos Aires,
Alberto Hurtado,
Santiago— Human Rights
& Cultural Memory
Research
2017
SKILLS
Web Design: Squarespace &
WordPress
Graphic Design: Canva &
Adobe

Microsoft Ofﬁce: Word, Excel,
Powerpoint, Publisher, & Project

Google Suite, SalesForce, Hubspot,
MailChimp, iWave, Eventbrite &
Constant Contact

Instagram, Facebook, Tik Tok,
LinkedIn & X Marketing

AWARDS & ACHIEVEMENTS
Pi Alpha Alpha National
Public Policy Honor Society
Member
4000+ Volunteer Hours
USAID Farmer to Farmer, Big
Brothers Big Sisters, Boys &

Managed 2 Development Interns, Managed Event Committee of 10+ & Increased Social Media Following.

Peace Corps, Cameroon & Oakland — Health Education
Coordinator & Public Affairs Intern
August 2015- March 2019
Developed Health Education Program for Community of 3,000+ , Presented Malaria Prevention Techniques to 10+ Cameroonian Government Ofﬁcials, Helped to Birth 3 Babies, Recruited 500+ Potential Volunteers, Increased Peace Corps Social Media Following, & Worked with 20+ News Outlets.

Avery Dennison, Glendale — Human Resources Intern
July 2018 - August 2018
Developed Innovative On-Boarding Processes for a Global Team, Researched and Analyzed Best Practices for Internal Startups, Changed Corporate Sustainable Practices & Presented to Corporate Headquarters of 300+ on Sustainability.

MISSSEY, Oakland — Policy & Advocacy Committee Member
September 2015 - June 2018
Developed Media Kits for 15+ News Outlets & Worked with Local & State Government to Eradicate Minor Sex - Trafﬁcking in the Bay Area.

Public Rights Project, Oakland — Development Intern
January 2018 - May 2018
Developed 100+ Donor Proﬁles, Managed Donor Events, Increased Social Media Following, Researched & Developed Impactful Community Partnerships.

Golden Bear Sleep & Mood Research Clinic, Berkeley — Research Assistant Lead
May 2017 - May 2018
Managed & Coordinated a Team of 10+ Research Assistant

CERTIFICATIONS

Social & Behavioral Research- CITI Program (Issued 2023) Yoga Instructor- My Vinyasa Practice (Issued 2023)
Evaluation for Impact - Center for Nonproﬁt Management (Issued 2022) Mental Health First Aid- Wellnest (Issued 2021)
Leadership in Crisis - Center for Nonproﬁt Management (Issued 2021) Supervising for Success - Center for Nonproﬁt Management (Issued 2021)

REFERENCES AVAILABLE UPON REQUEST
Girls Club, Bay Area Urban
Debate League, Project Angel
Food, Surfrider, Looking
Ahead, Habitat for Humanity,
Big Sunday, International
Justice Mission, Global
Leadership, MPV , Women in
Film etc.

Venice Chamber Board
Member & Chair of the
Chamber in Action Committee
SAG/Aftra Union Member
InterNations Changemaker
Consul
Optimist Youth Pottery
Volunteer Teacher
Santa Monica Chamber Young
Professionals Member
Co-Founder of GPSSquared &
Create the Change
Advanced French &
Elementary Spanish

PROJECTS

American University, School of
Public Affairs, MPP Policy
Practicum, Spring 2024,
Student Consultant, U.S.

Government Accountability
Ofﬁce

Farmer to Farmer, USAID,
Summer 2023, Graphic Design
Specialist, Cooperativa
Agroindustrial y de Servicios
del Centro Poblado de Bella

Farmer to Farmer, USAID,
Summer 2022, Website Design
Specialist, Cooperativa de
Producción Agropecuaria
Emprendedores Cafetaleros
Colinas de Manabí

CITY OF CATHEDRAL CITY

COMMISSION/BOARD/COMMITTEE APPLICATION
Commission/Board/Committee
on which you would like to serve:

Public Arts Commission
NAME: Kara Robinson
HOME ADDRESS:

HOME PHONE: CELL PHONE:

E-mail ADDRESS:

LENGTH OF RESIDENCY IN CATHEDRAL CITY: 13
IF EMPLOYED, PLEASE LIST WHERE YOU WORK AND POSITION YOU HOLD:

Development Director, Boys & Girls Club of Cathedral City & Realtor

Kara Robinson

Cathedral City, CA 92234

04/22/2025

Public Arts Commission
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234

Dear Members of the Public Arts Commission Selection Committee,

I am writing to express my sincere interest in being considered for appointment to the Cathedral City Public Arts Commission.

As a proud resident of Cathedral City for the past 13 years, I care deeply about the future of our community and believe that public art plays a vital role in shaping its character, pride, and vibrancy. I love this city, and that love is reflected in my personal and professional life.

For the past two years, I have served as the Development Director for the Boys & Girls Club. I’ve had the privilege of helping create opportunities for young people through programming, community partnerships, and events. Additionally, I work as a Realtor with a strong focus on Cathedral City. My tagline is “We live here, we own here, and we sell here,” which speaks to my deep belief in our city’s beauty, value, and potential.

I have a true appreciation for the art that lives all around us—from the vibrant murals and artistically decorated benches throughout the city, to the incredible Mountain Cathedrals sculpture on Palm Canyon. Living in District One, I feel a special connection to our city’s artistic roots, especially with the legacy of Agnes Pelton and Val Samuelson, whose creative spirits continue to inspire. These expressions of public art are more than visual landmarks—they tell our city’s story and give it soul.

I am excited about the opportunity to contribute to the Commission’s efforts in supporting visual and performing arts, collaborating with local organizations, and enhancing our public spaces through creativity. I believe my background in development, community engagement, and local real estate provides a unique and valuable perspective.

Thank you for your time and consideration. It would be an honor to serve, and I welcome the opportunity to help further the cultural and artistic vision of Cathedral City.

Warm regards,

Kara Robinson

Staff Report
City Council
Item No. 6.F
Meeting Date: June 25, 2025
From: Kevin Biersack, Financial Services Director
Title: Section 115 Trust Plan for Other Post Employment Benefits RECOMMENDATION:

Staff recommends City Council adopt Resolution 2025-XX approving the Multiple Employer OPEB/Pension Section 115 Trust administered by Shuster Advisory Group and discontinue the City’s current participation in the CalPERS-administered CERBT.

BACKGROUND:

In August of 2021, the Administrative Services Director brought to Council the Prefunding Agreement and election to pre-fund Other Post-Employment Benefits (“OPEB”) through the California Employers’ Retiree Benefit Trust (“CERBT”) fund administered through the California Public Employees’ Retirement System (“CalPERS”). With Council’s guidance, city staff established the CERBT and moved $9.2 million dollars. Since then, City has contributed approximately $5 million and net earnings totaling $800,000+. As of March 31, 2025, the CERBT has a balance of $15,065,427.

The City is not obligated to stay in the current trust arrangement with CalPERS, or any provider for that matter. At the time the City entered into the non-binding agreement with CalPERS, there were few providers in the Section 115 Trust marketplace. Based on market analysis completed by Shuster Advisory Group, LLC (”Shuster”) identifying the lack of providers available and the services being offered, they developed a program that would enhance the service and investment models at a lower cost to City’s and public agencies. To the extent a more flexible and actively managed investment portfolio can be attained to improve the return on invested assets in the trust at a low cost, additional money can be earned in the trust and will achieve additional compounding over time.

DISCUSSION:

Assets in a Section 115 Trust are irrevocably committed for the government function specified in the applicable trust agreement. Additionally, monies held in such trusts can be invested in accordance with the rules governing those trusts, which are different than the investment rules for the City’s pooled investments as part of the City’s Investment Policy.

Investment restrictions that apply to the general fund of a City (CA Government Code (GC) 53601) do not apply to the assets held in an Irrevocable Section 115 Trust, thus allowing for more flexibility in the investment strategy. Setting aside funds in a Section 115 Trust can potentially earn a higher rate of return than funds invested within GC 53601 guidelines.

After reviewing the current investment portfolios and services, it was determined that improved investment flexibility, customization, transparency, and service could be achieved by transferring our plan administration and portfolio management to a different program provider. City staff, to include two members of the City Council (Mayor and Mayor Pro Tem) and the City Treasurer, met with the Shuster in January and March 2025, respectively. Staff’s valuation process concluded that the program offered by Shuster provides tremendous flexibility of investment options and the most competitive fees for the comprehensive services the City will receive, including but not limited to Investment Fiduciary services with a dedicated service team, consolidated full fee transparency, fully customizable investment options, individual accounts (providing daily valuation and account access), blend of active and passive investment options with optional private equity/debt, and compliance reporting for GASB 74, Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans. In addition, Shuster provided City staff with their Section 115 Trust & Defined Benefit (DB) Client List, which is attached to this staff report.

Analysis:

In 2023, the city was introduced to Shuster and later chose to engage Shuster as the retirement plan consultant and investment fiduciary for our 457(b) and 401(a) Plans. Shuster issued a Request for Information (RFI) to the current record-keeper administering the plans and completed a comprehensive review, identifying the fees for record-keeping and administration were high and not transparent, and the quality of the investment menu needed improvement. Based on the information obtained through the RFI, Shuster subsequently conducted a Request for Proposal (RFP) for administration and recordkeeping services for the Plans. The results of the RFP proved our administration and record-keeping fees could significantly be reduced and the city could implement an open architecture investment menu and a fee transparent platform benefiting participants. The incumbent, MissionSquare (formerly known as ICMA-RC), was selected by the city at a 62% reduction in plan fees [with a 95% reduction in 457(b) and 401(a) plan record keeping costs] while also providing an improved investment menu for plan participants. Shuster negotiated a custom stable value investment be added to the 457(b) and 401(a) plans that provided participants with an increase in crediting rate for those wanting safety of principal. The projected fee savings due to the fee reduction alone are estimated to be $3.6 million over a 10-year period, $9.0 million over 20 years, and $16.8 million over 30 years. These projected savings do not take into account any financial gains from improved investment options.

California Public Employee’s Retirement System (CalPERS)

CalPERS options for OPEB and Pension Stabilization 115 trusts are referred to as the California Employers’ Retiree Benefit Trust (CERBT) for funding OPEB liabilities and the California Employers’ Pension Pre-funding Trust (CEPPT) for funding future pension liabilities. Both Trusts charge employers a single fee to cover all program costs. CERBT offers three diversified asset allocation strategies. CEPPT offers two diversified asset allocation strategies. While CERBT and CEPPT have lower fees than the Public Agency Retirement Services (PARS) or Shuster, they offer limited investment strategy options.

These investment strategies may perform better than the State (LAIF) or County investment pools; however, they both have lower reported rates of return than both PARS and Shuster.

Assets held within the CalPERS program are comingled with assets of other participating public agencies for investment purposes and are only valued monthly.

Shuster Advisory Group, LLC

Shuster Advisory Group, LLC is an independent investment advisory firm and fiduciary. They provide governmental and institutional retirement plan consulting services as well as private wealth management. Shuster is a SEC-Registered Investment Advisor with over $7 billion in assets under management focusing on serving the unique needs of governmental agencies and special districts. Shuster serves as an investment fiduciary to over 90 governmental agencies and special districts providing investment selection, monitoring and management, and provides plan consulting and participant services.

Shuster serves currently as the fiduciary investment advisor and plan consultant for our 457(b) and 401(a) plans. The services provided by Shuster are unique with a low-cost transparent structure and white glove approach. Shuster entered the public retirement plan sector after analyzing the sector and realizing that cities and agencies were being underserved and over-charged for their retirement plans, directly impacting the supplemental retirement savings of the public employees. Hiring Shuster for these services resulted in a 95% reduction in recordkeeping and administrative plan costs for the 457(b) and 401(a) plans, in addition to a significant improvement in the quality of the investments available in the retirement plan. Shuster has proven to be responsive, analytical, and a true partner to the city.

Shuster has conducted the same analysis of the Section 115 Trust programs available to cities and agencies and again determined that cities and other public agencies were being underserved and overcharged. Shuster found that the programs available generally lacked investment flexibility, customization, transparency, and high-level customer service. As a result, Shuster created and offers a Section 115 Trust program providing cities with enhanced services at a fraction of the cost of the Section 115 Trust marketplace. With Shuster’s ongoing oversight and exceptional service model, Staff expects similar results with the 115 Trust as experienced with the 457(b) and 401(a) plans.

Compared to available options other than CERBT, significant savings in administration costs are available from Shuster. As discussed above, Shuster is the same firm the City engaged to transfer and consolidate the investment fiduciary responsibilities of the City’s 457(b) and 401(a) plans. Through that change, employees, participants, and retirees have realized significant savings on the fees of those accounts as well as access to an enhanced institutional investment menu.

FISCAL IMPACT:

Staff has analyzed the proposal from Shuster and the information provided in comparison to the current CalPERS program. In the service provider Fee Comparison, see slide 20 in the attached 115 Trust Overview, the CalPERS CERBT administrative costs are .05% of the assets and Shuster’s administrative costs are .11% of the assets.

With the Shuster proposal, there is more potential for enhanced financial performance due to customizable portfolios, flexibility to adapt to changing risk models, and fund company diversity (Fidelity, Vanguard, American Funds, BlackRock, PIMCO, etc.). Shuster provides ten different investment strategies combining both active and passive (index) investment solutions to take advantage of the optimum mix of investments from both an investment return and cost perspective. In coordination with the Financial Services Director and the City Treasury, Shuster provides a custom portfolio at no additional cost.

Staff’s valuation process concluded that the transfer of the CalPERS program to the program offered by Shuster provides the greatest flexibility of investment options and the most competitive fees for the comprehensive services the City will receive, including:

Investment Fiduciary services
Consolidated full fee transparency
Customizable investment options
Individual accounts
Daily valuation and account access
Blend of active and passive investment options
Private equity/debt (optional)
GASB compliant reporting
Local dedicated service team
Direct access to Portfolio Management Team

The costs associated with providers such as PARS are higher in cost than the solutions offered by Shuster.

FIVE-YEAR STRATEGIC PLAN:

GOAL C – Fiscal Stability and Sustainability
ATTACHMENTS:

1. Cathedral City CERBT Resolution

2. 115 Trust & DB Client List

3. Cathedral City 115 Trust Presentation 09.30.2024

RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY,

CALIFORNIA, APPROVING THE ADOPTION OF THE MULTIPLE EMPLOYER OPEB/PENSION 115 TRUST ADMINISTERED BY SHUSTER ADVISORY GROUP, LLC
WHEREAS, Shuster Advisory Group, LLC (“Shuster”) has made available the Multiple Employer OPEB/Pension 115 Trust (Trust) for the purpose of pre-funding pension obligations and/or OPEB obligations; and
WHEREAS, the City of Cathedral City (“City”) is eligible to participate in a tax- exempt trust performing an essential governmental function within the meaning of Section 115 of the Internal Revenue Code, as amended, and the Regulations issued there under, and the Trust is a tax-exempt trust under the relevant statutory provisions of the State of California; and
WHEREAS, Alta Trust Company satisfies the Trustee requirements under IRS Section 115; and
WHEREAS, all qualified assets currently held in the City’s California Employers’ Retiree Benefit Trust (CERBT) are irrevocably dedicated to prefunding the City’s OPEB obligations; and
WHEREAS, the City’s adoption and operation of the Trust has no effect on any current or former employee’s entitlement to post-employment benefits; and WHEREAS, the terms and conditions of post-employment benefit entitlement, if any, are governed by contracts separate from and independent of the Trust; and WHEREAS, the City Council has prudently set aside funds for the OPEB liability; and
WHEREAS, the City’s funding of the Trust does not, and is not intended to, create any new vested right to any benefit nor strengthen any existing vested right; and WHEREAS, the City reserves the right to make contributions, if any, to the Trust.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The City Council hereby adopts the Shuster Multiple Employer OPEB/Pension 115 Trust, effective June 25, 2025; and
Section 2. The City Council hereby authorizes the termination of the City of Cathedral City California Employers’ Retiree Benefit Trust (CERBT) Program, services, administration, and investment contracts with the California Public Employees’ Retirement System and California Public Employees’ Retirement System Board of Administration (herein CalPERS); and
Section 3. The City Council hereby authorizes the appointment of Alta Trust Company as successor Trustee and Charles Schwab Trust Bank as custodian of the assets of the OPEB assets. The transfer of assets is contingent upon the acceptance of the successor Trustee and custodian; and
Section 4. The City Council certifies that the successor trust satisfies the requirements of Section 115 of the Internal Revenue Code and that all assets held by that trust shall qualify as “plan assets” that are irrevocably dedicated to the prefunding of OPEB obligations; and
Section 5. The City Council hereby authorizes the liquidation and transfer of all assets to Charles Schwab Trust Bank, on a date mutually agreed upon by the City and CalPERS; and
Section 6. Upon the complete transfer of all assets, CalPERS is removed as trust administrator, trustee, and investment manager; and Section 7. The City Council hereby appoints the City Manager, or his/her successor or his/her designee as the City’s Administrator for the Trust; and Section 8. The City’s Administrator is hereby authorized to execute the legal and administrative documents on behalf of the City and to take whatever additional actions are necessary to maintain the City’s participation in the Trust and to maintain compliance with any relevant regulation issued or as may be issued; therefore, authorizing him/her to take whatever additional actions are required to administer the City’s Trust.

PASSED, APPROVED AND ADOPTED the 25th day of June, 2025. ______________________________
Nancy Ross, Mayor
Cathedral City
ATTEST:
______________________________
Tracey R. Hermosillo, City Clerk
Cathedral City
I, TRACEY R. HERMOSILLO, CITY CLERK of the City of Cathedral City, do hereby certify that the foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Cathedral City held on the 25th day of June, 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________
Tracey R. Hermosillo, City Clerk
APPROVED AS TO FORM:
______________________________
Eric S. Vail, City Attorney
Shuster Advisory Group Client List
Section 115 Trust and Defined Benefit Plans
As of October 2024
# Client Account Type Previous Program Approx. Balance
1 City of Oxnard DB PARS $119.8m
2 City of Fontana OPEB & Pens Stab New $ $37.9m
3 City of Bellflower Pens Stab New $ $1.2m
4 City of Signal Hill OPEB PFM $4.3m
5 Conejo Recreation & Park District OPEB & Pens Stab PARS $21.1m 6 Conejo Recreation & Park District DB PARS $3.3m
7 City of La Verne OPEB & Pens Stab PARS $11.6m
8 Mountains Rec & Conserv Authority Pens Stab PARS $4.7m 9 City of Beverly Hills OPEB & Pens Stab PARS $126.8m
10 City of El Segundo Pens Stab PARS $5.8m
11 City of Norwalk OPEB & Pens Stab PARS $30.9m
12 City of Hesperia OPEB & Pens Stab New $ $4.5m
13 Hesperia Fire Protection District Pens Stab PARS $1.3m 14 Hesperia Water District OPEB & Pens Stab New $ $750k 15 City of San Fernando OPEB New $ $1.1m
16 City of Scotts Valley Pens Stab New $ $2.1m
17 City of Arcadia OPEB & Pens Stab CalPERS $14.5m
18 City of Covina OPEB PARS $1.3m
19 City of Placentia OPEB & Pens Stab PARS $2.8m
20 City of Upland OPEB & Pens Stab PARS $6.8m
21 City of Lancaster OPEB CalPERS $18.7m
22 City of Lancaster DB PARS $7.4m
23 City of Indian Wells OPEB CalPERS $4.7m
24 City of Sebastopol Pens Stab New $ $1.8m
25 Valley-Wide Rec & Park District OPEB & Pens Stab New $ $1.0m 26 City of Bell OPEB & Pens Stab New $ $1.5m
27 City of Riverside Pens Stab PARS $67.6m
28 Town of Moraga Pens Stab PARS $1.7m
29 City of Santa Fe Springs OPEB & Pens Stab CalPERS $62.5m Total: $569.6m
This summary is for internal City of Cathedral City purposes only and is not to be shared without prior written consent of Shuster Advisory Group, LLC

Section 115 Trust for OPEB PrefundingPortfolio & Fee Review Prepared byPrepared forCity of Cathedral CitySeptember 30, 2024

SHUSTER ADVISORY

GROUP, LLC
Mark Shuster
Managing Partner
[email protected]
626.578.0816
JoAnn Parrino
Partner
[email protected]
626.578.0816 x229
Cris Borden
Chief Investment Officer
[email protected]
808.292.9257
Carl Steinhilber
Senior Consultant
[email protected]
860.306.6321
Sarah Yauchzee
Director of Operations
[email protected]
626.578.0816 x232
Shuster Advisory Group, LLC
2 TABLE OF CONTENTS

1. Shuster Advisory
Group, LLC

2. 115 Trust Overview

3. Pricing Comparison

4. Portfolio and
Performance
Comparison

5. Shuster Fact Sheets
3 SHUSTER ADVISORY

GROUP , LLC
4 SHUSTER ADVISORY

GROUP, LLC
 SEC-Registered Investment Advisor
w/ $7B+ in assets under
management/advisement
 Focuses on serving the unique
needs of governmental agencies
and special districts
 Fiduciary to plan investments
 Must act in the best interest of our
clients
 Provides investment selection and
ongoing monitoring and
management
 Provides transparent services and
fees
Shuster Advisory Group, LLC
5 PLAN CONSULTING

SERVICES
 Defined Contribution
 457(b)
 457(f)
 401(a)
 401(k)
 403(b)
 415(m)
 PT-OBRA/ Social Security Alternative
 Pension
 Defined Benefit
 Cash Balance
 Supplemental
 Retiree Medical Reimbursement
 Future Liability Prefunding (115 Trust)
 Pension
 OPEB
 Operating Reserves/Cash Accounts
Shuster Advisory Group, LLC
6 SHUSTER ADVISORY GROUP, LLC
Cities, Agencies, and Public Entities We Proudly Serve
The cities and agencies listed above do not expressly recommend Shuster Advisory Group, LLC, a SEC Registered Investment Advisor.

FontanaArcadia
Franklin CountyArtesia
GardenaAzusa
GlendoraBaldwin Park
HemetBell
Hermosa BeachBell Gardens
HesperiaBellflower
Huntington ParkBeverly Hills
Indian WellsCanyon Lake
InglewoodCarson
IrwindaleCathedral City
Jurupa ValleyChino
Laguna HillsClaremont
La PalmaClovis
La QuintaColton
La VerneCommerce
LafayetteCovina
LakewoodDowney
LancasterEastvale
LomitaEl Segundo
Antelope Valley Medical Center
Chino Valley Fire District
Hesperia Fire Protection District
Orange County Fire Authority
South Bay Regional Public Communications Authority
Hesperia Water District
Midway City Sanitation District
San Bernardino Water District
Three Valleys Municipal Water District
Ontario International Airport Authority
Conejo Recreation & Park District
Valley-Wide Recreation & Park District
Mountains Recreation & Conservation Authority
County Commissioners’ Association of Ohio (CCAO)
Ohio County Employees Retirement Plan (OCERP)
RedlandsLos Altos
RialtoManhattan Beach
RiversideMontebello
San BernardinoMonterey Park
San DimasMoraga
San FernandoMoreno Valley
San Juan CapistranoNorwalk
Santa Fe SpringsOntario
SebastopolOrange
Scotts ValleyOxnard
Signal HillPalmdale
South GatePalm Desert
StantonPerris
StocktonPico Rivera
TemeculaPismo Beach
Union CityPlacentia
UplandPleasant Hill
WalnutRancho Cordova
WhittierRancho Mirage
YucaipaRancho Palos Verdes
7 Corporate Clients We Proudly Serve
The entities listed above do not expressly recommend Shuster Financial Group, LLC, Shuster Advisory Group, LLC, KOBO Retirement Strategies, LLC, Shuster Financial & Insurance Services, Inc., or any other related company (“Shuster Companies”). Similarly, Shuster Companies do not expressly recommend the services or products provided by any of the entities listed above. The entities listed above are clients of a least one of the Shuster Companies but not necessarily all of the Shuster Companies.

Jenny Craig

SHUSTER ADVISORY GROUP, LLC
8 115 TRUST OVERVIEW
9 Trust Administrator, Consultant
& Investment Advisor
Directed Trustee
Custodian
• Program Coordinator
• Trust Administrator
• Plan Consultant
• Independent and Non-Proprietary
• $7.3B in Assets Under Management/Advisement
• Discretionary Independent Investment Advisor &
Fiduciary
• Investment Policy Assistance
• Federal and State Compliance Monitoring
• Ongoing Trust Management
• White Glove Client Support
• Safekeeping of Assets
• Trade Processing
• Reporting
• Paying Agent
• $390.8B in Fiduciary Assets
• $8.09T in Total Client Assets
• Schwab Trust Partner for over a decade
• Federal and State Compliance Monitoring
• Supervises the selection, monitoring and
management of plan assets
• Subject to direction of investment fiduciary
• Turn-Key Trust Services
Shuster Advisory Group, LLC
115 Trust Program
10 What is a Section 115 Trust?
• Authorized by the Internal Revenue Code
• Allows for the segregation of funds from general assets • Integral-Part Trust
• Used for funding essential government functions - Pension funding and post-employment obligations are considered
essential
− Considered a best practice by the Government Finance Officers Association (GFOA)
• The Trust is irrevocably committed to the specific
government/district function - Assets cannot be diverted Shuster Advisory Group, LLC
11 Why Use a Section 115 Trust?
Uses of the Trust
• Prefund pension contribution liabilities
• Prefund OPEB benefit liabilities
• Used as a budget stabilization tool
Benefits
• Investment earnings are non-taxable
• Investment restrictions applicable to the general fund do not apply - Allows for use of relatively higher discount rate • IRS approval not required
• No annual IRS filings
Shuster Advisory Group, LLC
12 115 Trust Components
• City/District authorization to participate in the Trust and authorized signers
• Documents
− Trust Document
− Investment Policy
• Investment Portfolio
• 115 Trust Roles
− Investment Advisor/Fiduciary
− Directed Trustee
− Custodian
Note: Independent actuarial annual valuation of assets required Shuster Advisory Group, LLC
13 Financial Components
Shuster Advisory Group, LLC
Platform
Fees:
● Trust
● Custody
Advisor
Fees:
● Fiduciary
● Consultant
Investment
Portfolio
Performance
14 Custom Solutions for Cities & Agencies
 Customizable investment portfolios
 Individual Accounts (assets are not pooled)
 Low cost
 Consolidated full fee transparency
 Investment Fiduciary
 Daily valuation and account access
 Private equity/debt (optional)
 Custom reporting
 GASB compliant reporting
 Local dedicated service team
 Direct access to Portfolio Management team
 Compliant with Internal Revenue Code Section 115
Shuster Advisory Group, LLC
15 Shuster Advisory Group, LLC
Program Comparison*
* Non-Shuster information was obtained from documents provided by Shuster clients and market research and assembled for simplification purposes only and not guaranteed by Shuster. Any discrepancy is purely accidental.
** During U.S. Stock Market hours
Shuster Competitor 1 Competitor 2
Cost (Low) (Low) Neutral (High & Low)
Consolidated Fee Transparency  X X
Fiduciary   
Custom Investment Policy Statements (IPS)  X 
IRC Section 115 Compliant & GASB Compliant Reporting    Mutual Indemnification Language  X 
Individual Accounts  X (Pooled only) X (Pooled only)
Daily Valuation / Account Access  X X
Local Dedicated Service Team  X 
Flexible Qualified Distribution Timing  X (Current year only) X (Up to 24 months) FeesCompliance & Best
PracticesDay-to-Day Admin
16 Shuster Advisory Group, LLC
Program Comparison*
* Non-Shuster information was obtained from documents provided by Shuster clients and market research and assembled for simplification purposes only and not guaranteed by Shuster. Any discrepancy is purely accidental.
** During U.S. Stock Market hours
Shuster Competitor 1 Competitor 2
Customizable Portfolios  X 
Portfolio Options 10 base models with
custom options available
OPEB: 3 options
Pension: 2 options
5 base models with custom
options available
Active or Passive Options Active/passive blend or
fully passive
X
Passive only
Active/passive blend or
fully passive
Access to Investment Management Team  X 
Termination
Termination/Trustee-to-Trustee Transfer
within 60 days
30-day notice, Council
approved Resolution, Daily
Transfers**
Neutral
Up to 150 days after Board
approval of termination but
may be sooner
X
30-day notice, Council
approved Resolution & end
of month transfer only
Investments
17 Implementation
Shuster Advisory Group, LLC
Council
Presentation
• Approval of Trust
• Delegation of Authority
Document
Completion
(7-14 days)
• Trust, Shuster, & Schwab (signature ready documents provided) oUtilize DocuSign for ease of signature
oDiscuss and finalize Investment Policy
Schwab
Account Set Up
(5-10 business
days)
• Once account setup documents are completed,
Schwab proceeds with account setup
Funding • Wire or ACH to Schwab
18 PRICING

COMPARISON
19 1 - Fees are calculated based on the expenses reported on the CERBT June 2024 Quarterly Statement. 2 - Shuster Administration Fees will convert to a flat dollar fee after the end of contract year-3 based on the highest year-end balance of the first 3 contract years. 3 - Transaction fees may apply and are disclosed in the Schwab fee schedule. Schwab fee is 0.01% and has an annual minimum of $400 per plan. 4 - Alta Trust fee is 0.02% and has an annual maximum of $5,000 per plan.

Fees are annualized based on 6/30/24 assets. The fees shown above are estimates based on documents provided by City and available market data and are summarized for simplification and presentation purposes only. Actual fees may be determined by auditing all account statements and service contracts. Any variance in fees is purely accidental.

CalPERS - Service Provider Fee Comparison
Service
Administration Shuster Advisory Group, LLC 0.01%2
Custody Charles Schwab Trust Bank 0.01%3
Trustee Alta Trust 0.02%4
Investment Management Shuster Advisory Group, LLC 0.07% Administrative Costs Total 0.05% Total 0.11%
Current CERBT (OPEB)
Program Shuster Program

0.05%CalPERS1
Shuster Advisory Group, LLC
OPEB Assets as of 6/30/24: $14,356,917
20 PORTFOLIO AND

PERFORMANCE

COMPARISON
21 MORNINGSTAR DISCLOSURE
No system or strategy can by itself be used to consistently determine which securities to buy or sell or when to buy or sell them. The Shuster Advisory Group Strategies were developed using historical data that might not be indicative of future events.

The performance presentation shown represents hypothetical past performance of the Shuster Advisory Group Strategies. The performance results represent the results of actual trading by Shuster Advisory Group using client assets from the time trading began with clients, combined with the retroactive application of a back-tested model prior to the time clients were engaged that was designed with the benefit of hindsight. During the period prior to client engagement, Shuster Advisory Group was not managing money according to the strategies depicted. Future securities market conditions may be affected by factors that cannot be accounted for using historical modeling techniques.

Past performance is no guarantee of future results. Performance data of the investments was provided by Morningstar, and Morningstar obtains their information directly from the investment companies. Monthly total returns for each of the Shuster Advisory Group Strategies were calculated by applying the ending period holding weightings to each of the Shuster Advisory Group Strategies investments’ monthly returns. Monthly performance was determined using each individual investment’s Internal Rate of Return for each month. Interest, dividends, and capital gains distributions are included at the end of the month. Trailing returns are calculated by geometrically linking these weighted-average monthly returns. The Shuster Advisory Group Strategies’ portfolio returns thus assume monthly rebalancing.

Risk is measured and presented above as the Standard Deviation of monthly investment performance for the full five (5) year period shown. Standard Deviation is a measure of how spread out numbers are, which is determined by the square root of the variance of the monthly returns.
© 2022 Morningstar. All Rights Reserved. The information, data, analyses and opinions contained herein (1) include the confidential and proprietary information of Morningstar, (2) may include, or be derived from, account information provided by your financial advisor which cannot be verified by Morningstar, (3) may not be copied or redistributed, (4) do not constitute investment advice offered by Morningstar, (5) are provided solely for informational purposes and therefore are not an offer to buy or sell a security, and (6) are not warranted to be correct, complete or accurate. Except as otherwise required by law, Morningstar shall not be responsible for any trading decisions, damages or other losses resulting from, or related to, this information, data, analyses or opinions or their use. This report is supplemental sales literature, and therefore must be preceded or accompanied by a prospectus and disclosure statement. Please read the prospectus carefully. 22 NITROGEN DISCLOSURE
The information, data, analysis and opinions contained in the following pages include the confidential and proprietary information of Nitrogen Wealth, Inc. (previously Riskalyze, Inc.) that may include or be derived from account information provided by Shuster Advisory Group, LLC which cannot be verified by Nitrogen Wealth, Inc. (“Nitrogen”); may not be copied or redistributed; does not constitute investment advice offered by Nitrogen; are provided solely for informational purposes and do not constitute an offer to buy or sell a security; and are not warranted to be correct, complete or accurate. Except as otherwise provided by law, Nitrogen shall not be responsible for any trading decisions, damages or other losses resulting from the use of this information, data, analysis or opinion. This report is supplemental sales literature.

The summaries provided are for simplification and illustrative purposes only and is not guaranteed by Shuster Advisory Group, LLC or Nitrogen. Please refer to the Nitrogen reports in the supplemental handout that correspond with the Equity/Fixed allocations listed as current and options #1 through #10.
© 2022 Riskalyze, Inc. All Rights Reserved.
23 Sample Portfolio Options
115 Trust - OPEB Prefunding and Pension Stabilization
Model #1 Model #2 Model #3 Model #4 Model #5 Model #6 Model #7 Model #8 Model #9 Model #10 Model #11 All Fixed
0/100%
Ultra Conservative
10/90%
Conservative
20/80%
Mod Conservative
30/70%
Moderate
40/60%
Balanced
50/50%
Moderate Growth
60/40%
Moderate Aggressive
70/30%
Growth
80/20%
Aggressive
90/10%
All Equity
100/0%
30 33 37 41 45 50 55 60 65 70 73
-4.3% +8.0% -5.1% +9.4% -6.0% +10.8% -7.1% +12.4% -8.3% +14.1% -9.5% +15.8% -10.8% +17.6% -12.2% +19.5% -13.5% +21.4% -14.9% +23.2% -16.0% +24.5%

5.08% 4.57% 4.25% 3.86% 3.57% 3.22% 2.89% 2.55% 2.21% 1.84% 1.61%

0.39% 0.36% 0.34% 0.31% 0.29% 0.27% 0.25% 0.23% 0.20% 0.17% 0.16% iShares Core S&P 500 0.0% 5.0% 7.5% 9.0% 11.5% 14.5% 16.5% 19.0% 21.5% 24.0% 25.5% iShares MSCI USA Quality Factor 0.0% 1.5% 2.5% 3.5% 5.0% 6.0% 7.0% 8.0% 9.0% 10.5% 11.5% iShares S&P 500 Growth 0.0% 1.0% 2.0% 3.0% 3.0% 4.0% 5.0% 6.0% 6.0% 6.5% 6.5% iShares S&P 500 Value 0.0% 0.0% 1.0% 1.0% 1.5% 2.0% 3.0% 3.0% 4.0% 5.0% 5.5% iShares US Infrastructure ETF 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 1.0% 1.0% 1.0% 1.0% iShares Global Energy 0.0% 0.0% 0.0% 0.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% iShares US Energy 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% BlackRock US Equity Factor Rotation ETF 0.0% 0.0% 0.0% 2.0% 2.5% 3.5% 4.0% 5.0% 5.0% 5.5% 6.0% Vanguard Information Technology ETF 0.0% 0.0% 1.0% 1.5% 1.5% 1.5% 1.5% 2.0% 3.5% 4.0% 4.0% Total 0.0% 7.5% 14.0% 20.0% 26.0% 32.5% 39.0% 45.0% 51.0% 57.5% 62.0% iShares MSCI EAFE Value 0.0% 1.0% 2.0% 2.5% 3.5% 5.0% 6.0% 7.0% 8.0% 8.5% 9.5% JPMorgan BetaBuilders Japan ETF 0.0% 0.5% 1.5% 2.0% 2.5% 3.0% 4.0% 4.5% 5.5% 6.0% 6.5% Vanguard Int'l Dividend Appreciation ETF 0.0% 2.0% 3.0% 5.0% 6.5% 7.5% 8.5% 10.0% 11.0% 12.0% 12.5% Total 0.0% 3.5% 6.5% 9.5% 12.5% 15.5% 18.5% 21.5% 24.5% 26.5% 28.5% iShares MSCI Emerging Markets ex China ETF 0.0% 1.0% 1.5% 2.5% 3.5% 4.0% 4.5% 5.5% 6.5% 8.0% 8.5% Total 0.0% 1.0% 1.5% 2.5% 3.5% 4.0% 4.5% 5.5% 6.5% 8.0% 8.5% iShares TIPS Bond 8.0% 7.0% 5.0% 4.5% 4.0% 3.5% 2.0% 1.0% 0.5% 0.0% 0.0% Total 8.0% 7.0% 5.0% 4.5% 4.0% 3.5% 2.0% 1.0% 0.5% 0.0% 0.0% PIMCO Income Instl. 35.0% 29.0% 26.0% 22.5% 20.5% 18.5% 14.0% 11.0% 7.5% 3.5% 0.0% Fidelity Total Bond ETF 53.0% 49.0% 44.5% 38.5% 31.0% 25.0% 21.0% 15.0% 9.0% 3.5% 0.0% Total 88.0% 78.0% 70.5% 61.0% 51.5% 43.5% 35.0% 26.0% 16.5% 7.0% 0.0% iShares Edge High Yield Defensive Bond ETF 3.0% 2.0% 1.5% 1.5% 1.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 3.0% 2.0% 1.5% 1.5% 1.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Cash/Cash Alternatives Cash/Cash Alternatives 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% Asset allocation shown is as of July 15, 2024. 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Shuster Advisory Group, LLC is a SEC Registered Investment Advisor. Please refer to disclosure on previous page. * The distribution rate is derived by summing the trailing 12-months’ distributions (dividends, distributions from borrowing, return of capital, etc) and dividing the sum by the last month’s ending NAV. It does not include capital gains distributed over the same period. ** The percentage of fund assets used to pay for operating expenses and management fees, including 12b-1 fees, administrative fees, and all other asset-based costs incurred annually by the underlying funds, except brokerage costs.

Risk Scores, Historical Ranges and Distribution Rates are calculated by Nitrogen Wealth, Inc. (previously Riskalyze, Inc.) using a long-term average for the S&P 500, average change in the Ten Year US Treasury Rate, and correlation and volatility data from 2008 to present. Nitrogen uses actual historical data to calculate the statistical probabilities shown. For securities calculated using Average Annual Return, the Average Return will be calculated using actual price history from June 2004-present or inception. We calculate the annualized return number as ( final price / initial price ) ^ ( 1 / number of years ) - 1. Riskalyze does not provide investment analysis on investments with less than 6 months of historical performance. In instances where an investment’s inception is more recent than January 1, 2008 and greater than 6 months Nitrogen will use correlation statistics from the investments actual trading history to extrapolate missing volatility data. In most cases the extrapolation calculation increases the risk presented in the investment analysis as a means of protecting the investor. The Six Month Historical Range is calculated from the standard deviation of the portfolio (via covariance matrix), and represents a hypothetical statistical probability, but there is no guarantee any investments would perform within the range. There is a 5% probability of greater losses. Nitrogen does not use any Monte Carlo or any other type of simulations. The underlying data is updated as of the previous day’s market close price, and the results may vary with each use and over time. The investments considered were determined by the financial representative. IMPORTANT: The projections or other information generated by Nitrogen regarding the likelihood of various investment outcomes are hypothetical in nature, do not reflect actual investment results and are not guarantees of future results. These figures may exclude commissions, sales charges or advisory fees which, if included, would have had a negative effect on the annual returns. In instances where a security is unrecognized by the Nitrogen system or a security does not yet contain more than six (6) months of historical return data, Nitrogen may assign a benchmark/proxy to more accurately display risk and return analytics. In these instances Nitrogen will use the historical data associated with the benchmark/proxy indicated. Please see additional disclosures (included towards the end of this report) for any exchange traded funds and/or mutual funds referenced herein.

Domestic Equity
EquityFixed Income
Core Fixed Income
High Yield Bond
Inflation-Protected Bonds
Risk Range: 0 to 100 (100 is Riskiest)
Allocation Options
(Equity/Fixed)
Emerging Markets Equity
Investment Return Range: 95% prob after 6 months
Distribution Rate*
Expense Ratio**
Int'l Developed Equity
24 Shuster Advisory Group, LLC
CalPERS Return Comparison as of 6/30/24
(Current)
25  Cost Efficient
 Strategic Portfolio Management
 Fully Customizable Portfolios
 24/7/365 Account Access w/Daily Valuation
 Private equity/debt (optional)
CERBT Strategy 2 (OPEB)
50/50%

CURRENT PORTFOLIO

SHUSTER PORTFOLIO
Portfolio Comparisons
CERBT Strategy 2 & Shuster (50/50%)
Balanced
50/50%
CERBT portfolio information is based upon CalPERS Strategy Fact sheet as of 6/30/24. Asset allocation of Shuster options is as of 7/15/2024. Shuster options shown are Active/Passive and are fully customizable. Portfolio allocations will vary based on portfolio managers discretion, risk profile, market conditions and investment analytics.

Shuster Advisory Group, LLC
Global Equity, 34%
Fixed Income, 41%
TIPS, 5%
REITs, 17%
Commodities, 3%
Equity, 33%
International
Developed
Equity, 16%
Emerging Markets
Equity, 4%
TIPS, 4%
Core Fixed
Income, 44%
Cash, 1%
26  Cost Efficient
 Strategic Portfolio Management
 Fully Customizable Portfolios
 24/7/365 Account Access w/Daily Valuation
 Private equity/debt (optional)
CERBT Strategy 1 (OPEB)
70/30%

PORTFOLIO OPTION

SHUSTER PORTFOLIO
Portfolio Comparisons
CERBT Strategy 1 & Shuster (70/30%)
Moderate Aggressive
70/30%
CERBT portfolio information is based upon CalPERS Strategy Fact sheet as of 6/30/24. Asset allocation of Shuster options is as of 7/15/2024. Shuster options shown are Active/Passive and are fully customizable. Portfolio allocations will vary based on portfolio managers discretion, risk profile, market conditions and investment analytics.

Shuster Advisory Group, LLC
Global Equity,
49%
Fixed Income,
23%
TIPS, 5%
REITs, 20%
Commodities, 3%
Equity, 45%
International
Developed
Equity, 22%
Emerging
Markets
Equity, 6%
TIPS, 1%
Core Fixed
Income, 26%
Cash, 1%
27  Cost Efficient
 Strategic Portfolio Management
 Fully Customizable Portfolios
 2
4/7/365 Account Access w/Daily Valuation
 Private equity/debt (optional)
CERBT Strategy 3 (OPEB)
40/60%

PORTFOLIO OPTION

SHUSTER PORTFOLIO
Portfolio Comparisons
CERBT Strategy 3 & Shuster (40/60%)
Moderate
40/60%
CERBT portfolio information is based upon CalPERS Strategy Fact sheet as of 6/30/24. Asset allocation of Shuster options is as of 7/15/2024. Shuster options shown are Active/Passive and are fully customizable. Portfolio allocations will vary based on portfolio managers discretion, risk profile, market conditions and investment analytics.

Shuster Advisory Group, LLC
Global Equity,
23%
Fixed Income,
51%
TIPS, 9%
REITs, 14% Commodities,
3%
Equity, 26%
International
Developed Equity,
13%
Emerging Markets
Equity, 4%TIPS, 4%
Core Fixed Income,
52%
Cash, 1%
High Yield Bond, 2%
28  Cost Efficient
 Strategic Portfolio Management
 Fully Customizable Portfolios
 24/7/365 Account Access w/Daily Valuation
 Private equity/debt (optional)
CEPPT Strategy 1 (Pens Stab)
50/50%

PORTFOLIO OPTION

SHUSTER PORTFOLIO
Portfolio Comparisons
CEPPT Strategy 1 & Shuster (50/50%)
Balanced
(50/50%)
CEPPT portfolio information is based upon CalPERS Strategy Fact sheet as of 6/30/24. Asset allocation of Shuster options is as of 7/15/2024. Shuster options shown are Active/Passive and are fully customizable. Portfolio allocations will vary based on portfolio managers discretion, risk profile, market conditions and investment analytics.

Shuster Advisory Group, LLC
Global Equity,
37%
Fixed Income,
44%
TIPS, 5%
REITs, 14%
Equity, 33%
International
Developed Equity,
16%Emerging Markets
Equity, 4%
TIPS, 4%
Core Fixed Income,
44%
Cash, 1%
29 Shuster Advisory Group, LLC
CEPPT Strategy 2 (Pens Stab)
30/70%

PORTFOLIO OPTION

SHUSTER PORTFOLIO
Portfolio Comparisons
CEPPT Strategy 2 & Shuster (30/70%)
Moderate Conservative
(30/70%)
CEPPT portfolio information is based upon CalPERS Strategy Fact sheet as of 6/30/24. Asset allocation of Shuster options is as of 7/15/2024. Shuster options shown are Active/Passive and are fully customizable. Portfolio allocations will vary based on portfolio managers discretion, risk profile, market conditions and investment analytics.  Cost Efficient
 Strategic Portfolio Management
 Fully Customizable Portfolios
 24/7/365 Account Access w/Daily Valuation
 Private equity/debt (optional)
Global Equity, 21%
Fixed Income, 61%
TIPS, 9%
REITs, 9%
Equity, 20%
International
Developed Equity,
10%
Emerging Markets
Equity, 3%TIPS, 5%
Core Fixed Income,
61%
Cash, 1%
High Yield Bond, 2%
30 SHUSTER FACT
SHEETS
31 iShares Core S&P 500 ETF IVV
Category: Large Cap Blend 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the S&P 500 composed of large-capitalization U.S. equities. The index measures the performance of the large-capitalization sector of the U.S. equity market, as determined by SPDJI. The fund generally will invest at least 80% of its assets in the component securities of its index and in investments that have economic characteristics that are substantially identical to the component securities of its index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents.

Fund Information
Strategy Asset ($ mm): 487,946.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: -0.03 P/E: -
Beta*: 1.00 P/B: -
as of date 6/28/2024SEC Yield (%): 1.31
Turnover: 3.00
as of date 6/30/2024
*Best fit index: S&P 500 TR USD
*3-year statistic: S&P 500 TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares Core S&P
500 ETF IVV
1 1 1 1 1 1 1 1 2 10

6.51/

98.37 4.08 99.7
7 0.88 43.00 11.00 9.00 9.00
-
LCB-P

0.03 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares Core S&P
500 ETF
10 10 10 10 10 10 10 10

LCB-P LCB-P LCB-P LCB-P LCB-P LCB-P LCB-P LCB-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Microsoft Corp / MSFT 7.23
NVIDIA Corp / NVDA 6.61
Apple Inc / AAPL 6.61
Amazon.com Inc / AMZN 3.85
Meta Platforms Inc Class A / META 2.40
Alphabet Inc Class A / GOOGL 2.33
Alphabet Inc Class C / GOOG 1.95
Berkshire Hathaway Inc Class B / BRK.B 1.60
Eli Lilly and Co / LLY 1.57
Broadcom Inc / AVGO 1.52
% in Top 10 Holdings 35.68
# of Holdings 507
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 99.20
Int'l Equity: 0.56
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.24
Other: 0.00
Sector Allocation as of 6/28/2024
Basic Materials: 1.95
Real Estate: 2.15
Utilities: 2.36
Energy: 3.65
Cons Defensive: 5.75
Industrials: 7.56
Comm: 9.34
Cons Cyclical: 10.11
Healthcare: 11.74
Financial Services: 12.01
Technology: 33.37
Additional Information
Prospectus Net Exp. Ratio: 0.03
Prospectus Gross Exp. Ratio: 0.03
Avg Exp Ratio Morningstar (%): 0.78
%< Average Morningstar Exp Ratio: 0.75

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 5/15/2000
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares Core S&P 500 ETF 4.28% 15.27% 24.53% 9.98% 15.01% 12.82% 7.60% Russell 1000 Index 3.57% 14.24% 23.88% 8.74% 14.61% 12.51% Peer Group* 2.41% 12.64% 21.37% 7.97% 13.28% 11.23%
24%
16%
8%
0%
Peer Group Rank* 21 26 32 21 20 11 -
Peer Group Size (funds)* - - 1,415 1,302 1,192 888 -
*Morningstar Peer Group: Large Blend
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 32 iShares MSCI USA Quality Factor ETF QUAL
Category: Large Cap Blend 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the MSCI USA Sector Neutral Quality Index composed of U.S. large- and mid- capitalization stocks with quality characteristics as identified through certain fundamental metrics. The fund generally will invest at least 80% of its assets in the component securities of the underlying index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents. The index is based on a traditional market capitalization-weighted parent index, the MSCI USA Index.

Fund Information
Strategy Asset ($ mm): 46,381.00
Share Class Assets ($ mm):

Manager: Jennifer Hsui
Manager Tenure: 11 Years
Portfolio Statistics
Alpha*: -0.12 P/E: -
Beta*: 1.06 P/B: -
as of date 6/28/2024SEC Yield (%): 1.07
Turnover: 58.00
as of date 6/30/2024
*Best fit index: S&P 500 TR USD
*3-year statistic: S&P 500 TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares MSCI USA
Quality Factor ETF QUAL
1 1 1 1 0 1 1 1 2 9

14.60/

99.23 3.77 97.5
9 3.11 92.00 26.00 3.00 28.00
-
LCB-P

0.15 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares MSCI USA
Quality Factor ETF
9 9 9 9 8 7 6 6

LCB-P LCB-P LCB-P LCB-P LCB-P LCB-P LCB-P LCB-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
NVIDIA Corp / NVDA 6.34
Apple Inc / AAPL 5.36
Microsoft Corp / MSFT 5.10
Eli Lilly and Co / LLY 4.37
Visa Inc Class A / V 4.01
Meta Platforms Inc Class A / META 3.91
Mastercard Inc Class A / MA 3.75
UnitedHealth Group Inc / UNH 2.54
Costco Wholesale Corp / COST 2.52
Johnson & Johnson / JNJ 2.14
% in Top 10 Holdings 40.04
# of Holdings 129
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 99.42
Int'l Equity: 0.40
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.18
Other: 0.00
Sector Allocation as of 6/28/2024
Real Estate: 2.18
Basic Materials: 2.19
Utilities: 2.24
Energy: 3.67
Cons Defensive: 5.71
Industrials: 8.34
Cons Cyclical: 9.15
Comm: 9.47
Healthcare: 11.97
Financial Services: 12.02
Technology: 33.06
Additional Information
Prospectus Net Exp. Ratio: 0.15
Prospectus Gross Exp. Ratio: 0.15
Avg Exp Ratio Morningstar (%): 0.78
%< Average Morningstar Exp Ratio: 0.63

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 7/16/2013
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares MSCI USA Quality Factor ETF 4.08% 16.38% 27.99% 10.13% 14.91% 13.18% 13.66% Russell 1000 Index 3.57% 14.24% 23.88% 8.74% 14.61% 12.51% Peer Group* 2.41% 12.64% 21.37% 7.97% 13.28% 11.23%
27%
18%
9%
0%
Peer Group Rank* 30 17 8 18 23 5 -
Peer Group Size (funds)* - - 1,415 1,302 1,192 888 -
*Morningstar Peer Group: Large Blend
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 33 iShares S&P 500 Growth ETF IVW
Category: Large Cap Growth 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the S&P 500 Growth IndexTM composed of large-capitalization U.S. equities that exhibit growth characteristics. The index measures the performance of the large-capitalization growth sector of the U.S. equity market.

The fund generally will invest at least 80% of its assets in the component securities of its index and in investments that have economic characteristics that are substantially identical to the component securities of its index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents. It is non-diversified.

Fund Information
Strategy Asset ($ mm): 52,722.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: -1.72 P/E: -
Beta*: 0.98 P/B: -
as of date 6/28/2024SEC Yield (%): 0.49
Turnover: 31.00
as of date 6/30/2024
*Best fit index: Russell 1000 Growth TR USD
*3-year statistic: Russell 1000 Growth TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares S&P 500
Growth ETF IVW
1 0 1 1 1 1 1 1 2 9

83.94/

96.00 6.19 97.9
7 3.03 63.00 25.00 71.00 67.00
-
LCG-P

0.18 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares S&P 500
Growth ETF
9 8 7 9 8 9 10 10

LCG-P LCG-P LCG-P LCG-P LCG-P LCG-P LCG-P LCG-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Microsoft Corp / MSFT 12.57
NVIDIA Corp / NVDA 11.50
Apple Inc / AAPL 11.49
Amazon.com Inc / AMZN 4.51
Meta Platforms Inc Class A / META 4.36
Alphabet Inc Class A / GOOGL 4.05
Alphabet Inc Class C / GOOG 3.39
Eli Lilly and Co / LLY 2.85
Broadcom Inc / AVGO 2.76
Tesla Inc / TSLA 2.17
% in Top 10 Holdings 59.66
# of Holdings 235
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 99.58
Int'l Equity: 0.29
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.13
Other: 0.00
Sector Allocation as of 6/28/2024
Utilities: 0.30
Real Estate: 0.68
Basic Materials: 1.23
Energy: 1.43
Cons Defensive: 2.63
Financial Services: 4.70
Industrials: 5.12
Healthcare: 7.32
Cons Cyclical: 11.51
Comm: 13.17
Technology: 51.92
Additional Information
Prospectus Net Exp. Ratio: 0.18
Prospectus Gross Exp. Ratio: 0.18
Avg Exp Ratio Morningstar (%): 0.95
%< Average Morningstar Exp Ratio: 0.77

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 5/22/2000
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares S&P 500 Growth ETF 9.53% 23.44% 32.27% 9.22% 16.66% 14.76% 7.81% Russell 1000 Growth Index 8.33% 20.70% 33.48% 11.28% 19.34% 16.33% Peer Group* 4.94% 17.60% 29.15% 6.15% 15.08% 13.40%
33%
22%
11%
0%
Peer Group Rank* 6 16 40 29 33 28 -
Peer Group Size (funds)* - - 1,162 1,092 1,019 794 -
*Morningstar Peer Group: Large Growth
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 34 BlackRock U.S. Equity Factor Rttn ETF DYNF
Category: Large Cap Blend 6/30/2024
Fund Strategy
The investment seeks to outperform the investment results of the large- and mid-capitalization U.S. equity markets by providing diversified and tactical exposure to style factors via a factor rotation model. The fund seeks to achieve its investment objective by investing, under normal circumstances, at least 80% of its net assets plus the amount of any borrowings for investment purposes in U.S. listed common stock of large- and mid-capitalization companies selected based on a proprietary Factor Rotation model developed by BFA and its affiliates.

Fund Information
Strategy Asset ($ mm): 9,696.00
Share Class Assets ($ mm):

Manager: Philip Hodges
Manager Tenure: 5 Years
Portfolio Statistics
Alpha*: 2.48 P/E: -
Beta*: 1.02 P/B: -
as of date 6/28/2024SEC Yield (%): 0.65
Turnover: 118.00
as of date 6/30/2024
*Best fit index: Morningstar US Large-Mid TR USD
*3-year statistic: Morningstar US Large-Mid TR USD
Scorecard
Active Strategies Ticker
Style Risk / Return Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Risk /
Return Up / Down Info
Ratio
Return
Rank
Info Ratio
Rank
Q2
2024
BlackRock U.S.

Equity Factor Rtt…
DYNF
1 1 1 1 1 1 1 1 2 10

17.66/

87.43 11.33 97.1
6 18.42/

14.96 99.62/

98.11 0.11 26.00 26.00
-
LCB

0.3 Active Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
BlackRock U.S.

Equity Factor Rtt…
10 7 HIS HIS HIS HIS HIS HIS

LCB LCB - - - - - -
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
NVIDIA Corp / NVDA 8.71
Microsoft Corp / MSFT 8.11
Apple Inc / AAPL 7.21
Amazon.com Inc / AMZN 4.45
JPMorgan Chase & Co / JPM 3.53
Meta Platforms Inc Class A / META 3.51
Visa Inc Class A / V 3.50
Berkshire Hathaway Inc Class B / BRK.B 3.44
Lennar Corp Class A / LEN 3.37
Alphabet Inc Class A / GOOGL 3.21
% in Top 10 Holdings 49.04
# of Holdings 126
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.01
Domestic Eq: 99.04
Int'l Equity: 0.01
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.95
Other: 0.00
Sector Allocation as of 6/28/2024
Real Estate: 0.00
Basic Materials: 0.85
Utilities: 1.30
Energy: 3.28
Healthcare: 3.55
Cons Defensive: 4.20
Industrials: 5.66
Comm: 9.19
Cons Cyclical: 14.24
Financial Services: 19.11
Technology: 38.63
Additional Information
Prospectus Net Exp. Ratio: 0.30
Prospectus Gross Exp. Ratio: 0.30
Avg Exp Ratio Morningstar (%): 0.78
%< Average Morningstar Exp Ratio: 0.48

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 3/19/2019
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
BlackRock U.S. Equity Factor Rttn ETF5.86% 18.75% 31.90% 11.71% 14.96% 15.14% Russell 1000 Index 3.57% 14.24% 23.88% 8.74% 14.61% 12.51% Peer Group* 2.41% 12.64% 21.37% 7.97% 13.28% 11.23%
31%
20%
10%
0%
Peer Group Rank* 4 5 3 4 21 - -
Peer Group Size (funds)* - - 1,415 1,302 1,192 888 -
*Morningstar Peer Group: Large Blend
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 35 iShares S&P 500 Value ETF IVE
Category: Large Cap Value 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the S&P 500 Value IndexTM composed of large-capitalization U.S. equities that exhibit value characteristics. The index measures the performance of the large-capitalization value sector of the U.S. equity market. The fund generally will invest at least 80% of its assets in the component securities of its index and in investments that have economic characteristics that are substantially identical to the component securities of its index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents.

Fund Information
Strategy Asset ($ mm): 32,807.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: 3.66 P/E: -
Beta*: 0.99 P/B: -
as of date 6/28/2024SEC Yield (%): 2.09
Turnover: 32.00
as of date 6/30/2024
*Best fit index: Russell 1000 Value TR USD
*3-year statistic: Russell 1000 Value TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares S&P 500
Value ETF IVE
1 0 1 1 1 1 1 1 2 9
-76.81/

97.67 7.51 97.4
8 2.65 64.00 25.00 4.00 4.00
-
LCV-P

0.18 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares S&P 500
Value ETF
9 9 9 9 9 10 10 10

LCV-P LCV-P LCV-P LCV-P LCV-P LCV-P LCV-P LCV-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Berkshire Hathaway Inc Class B / BRK.B 3.78
JPMorgan Chase & Co / JPM 2.98
Exxon Mobil Corp / XOM 2.65
Johnson & Johnson / JNJ 1.80
UnitedHealth Group Inc / UNH 1.49
Walmart Inc / WMT 1.48
Bank of America Corp / BAC 1.39
Chevron Corp / CVX 1.38
Procter & Gamble Co / PG 1.22
Costco Wholesale Corp / COST 1.12
% in Top 10 Holdings 19.29
# of Holdings 443
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 98.76
Int'l Equity: 0.95
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.29
Other: 0.00
Sector Allocation as of 6/28/2024
Basic Materials: 3.00
Real Estate: 4.19
Comm: 4.46
Utilities: 5.18
Cons Cyclical: 5.64
Energy: 6.75
Technology: 9.07
Cons Defensive: 10.14
Industrials: 11.18
Healthcare: 18.16
Financial Services: 22.21
Additional Information
Prospectus Net Exp. Ratio: 0.18
Prospectus Gross Exp. Ratio: 0.18
Avg Exp Ratio Morningstar (%): 0.90
%< Average Morningstar Exp Ratio: 0.72
12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 5/22/2000
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares S&P 500 Value ETF -2.14% 5.69% 15.08% 9.39% 11.70% 9.71% 7.03% Russell 1000 Value Index -2.17% 6.62% 13.06% 5.52% 9.01% 8.23% Peer Group* -1.44% 7.33% 14.82% 6.46% 9.86% 8.44%
15%
9%
3%
-2%
Peer Group Rank* 63 69 46 9 21 19 -
Peer Group Size (funds)* - - 1,180 1,099 1,035 809 -
*Morningstar Peer Group: Large Value
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 36 Vanguard Information Technology ETF VGT
Category: Technology 6/30/2024
Fund Strategy
The investment seeks to track the performance of the MSCI US Investable Market Index/Information Technology 25/50. The fund employs an indexing investment approach designed to track the performance of the MSCI US Investable Market Index/Information Technology 25/50, an index made up of stocks of large, mid-size, and small U.S. companies within the information technology sector, as classified under the GICS. The Advisor attempts to replicate the target index by seeking to invest all of its assets in the stocks that make up the index, in order to hold each stock in approximately the same proportion as its weighting in the index. It is non-diversified.

Fund Information
Strategy Asset ($ mm): 87,562.00
Share Class Assets ($ mm):

Manager: Walter Nejman
Manager Tenure: 9 Years
Portfolio Statistics
Alpha*: -2.57 P/E: -
Beta*: 0.94 P/B: -
as of date 5/31/2024SEC Yield (%): 0.53
Turnover: 15.00
as of date 6/30/2024
*Best fit index: Morningstar US Tech TR USD
*3-year statistic: Morningstar US Tech TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
Vanguard Information
Technology ETF VGT
1 1 1 1 1 1 1 1 2 10
-88.42/

89.61 2.87 99.1
4 2.28 1.00 2.00 17.00 13.00
-
TEC-P

0.1 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
Vanguard Information
Technology ETF
10 10 10 10 10 10 10 10

TEC-P TEC-P TEC-P TEC-P TEC-P TEC-P TEC-P TEC-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 5/31/2024
Microsoft Corp / MSFT 16.72
Apple Inc / AAPL 15.86
NVIDIA Corp / NVDA 14.03
Broadcom Inc / AVGO 4.17
Advanced Micro Devices Inc / AMD 1.92
Qualcomm Inc / QCOM 1.63
Salesforce Inc / CRM 1.62
Adobe Inc / ADBE 1.43
Oracle Corp / ORCL 1.38
Cisco Systems Inc / CSCO 1.34
% in Top 10 Holdings 60.09
# of Holdings 324
Asset Allocation (%) as of 5/31/2024
% Emerging Mkt: 0.15
Domestic Eq: 98.63
Int'l Equity: 0.99
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.38
Other: 0.00
Sector Allocation as of 5/31/2024
Cons Cyclical: 0.00
Cons Defensive: 0.00
Real Estate: 0.00
Energy: 0.00
Utilities: 0.00
Basic Materials: 0.01
Healthcare: 0.01
Comm: 0.12
Financial Services: 0.26
Industrials: 0.37
Technology: 99.23
Additional Information
Prospectus Net Exp. Ratio: 0.10
Prospectus Gross Exp. Ratio: 0.10
Avg Exp Ratio Morningstar (%): 0.97
%< Average Morningstar Exp Ratio: 0.87

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 1/26/2004
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
Vanguard Information Technology ETF 10.06% 19.52% 31.25% 13.96% 23.34% 20.87% 13.62% S&P 1500 Information Technology 13.44% 27.75% 40.82% 19.26% 26.63% 22.31% Peer Group* 3.18% 12.59% 24.08% 1.72% 15.33% 16.19%
40%
26%
13%
0%
Peer Group Rank* 13 33 38 12 18 15 -
Peer Group Size (funds)* - - 263 231 201 155 -
*Morningstar Peer Group: Technology
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 37 iShares Global Energy ETF IXC
Category: Equity Energy 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the S&P Global 1200 Energy 4.5/22.5/45 Capped IndexTM. The fund generally invests at least 80% of its assets in the component securities of its underlying index and in investments that have economic characteristics that are substantially identical to the component securities of its underlying index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents. The index is designed to measure the performance of global equities in the energy sector. The fund is non-diversified.

Fund Information
Strategy Asset ($ mm): 2,355.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: - P/E: -
Beta*: 0.85 P/B: -
as of date 6/28/2024SEC Yield (%): 3.17
Turnover: 7.00
as of date 6/30/2024
*Best fit index: S&P 1500 Energy TR
*3-year statistic: S&P 1500 Energy TR
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares Global
Energy ETF IXC
1 1 1 0 1 1 1 1 2 9
-67.71/

84.73 6.71 97.9
1 5.62 58.00 53.00 65.00 7.00
-
EQE-P

0.44 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares Global
Energy ETF
9 9 7 7 6 4 6 4

EQE-P EQE-P EQE-P EQE-P EQE-P EQE-P EQE-P EQE-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Exxon Mobil Corp / XOM 18.37
Chevron Corp / CVX 9.54
Shell PLC / SHEL 8.15
TotalEnergies SE / TTE 5.28
ConocoPhillips / COP 4.49
BP PLC / BP. 3.59
Canadian Natural Resources Ltd / CNQ 2.73
Enbridge Inc / ENB 2.70
EOG Resources Inc / EOG 2.59
Schlumberger Ltd / SLB 2.41
% in Top 10 Holdings 59.85
# of Holdings 68
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 3.63
Domestic Eq: 59.39
Int'l Equity: 40.04
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.57
Other: 0.00
Sector Allocation as of 6/28/2024
Technology: 0.00
Comm: 0.00
Cons Cyclical: 0.00
Cons Defensive: 0.00
Basic Materials: 0.00
Financial Services: 0.00
Real Estate: 0.00
Healthcare: 0.00
Utilities: 0.00
Industrials: 0.10
Energy: 99.90
Additional Information
Prospectus Net Exp. Ratio: 0.44
Prospectus Gross Exp. Ratio: 0.44
Avg Exp Ratio Morningstar (%): 0.99
%< Average Morningstar Exp Ratio: 0.55

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 11/12/2001
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares Global Energy ETF -1.09% 8.51% 16.06% 21.08% 10.18% 2.51% 7.19% S&P 1500 Energy -2.66% 10.65% 16.15% 23.83% 12.63% 2.53% Peer Group* -1.75% 6.57% 12.86% 16.03% 9.45% -3.01%
23%
14%
5%
-3%
Peer Group Rank* 39 57 58 41 56 21 -
Peer Group Size (funds)* - - 75 70 68 61 -
*Morningstar Peer Group: Equity Energy
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 38 iShares US Energy ETF IYE
Category: Equity Energy 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the Russell 1000 Energy RIC 22.5/45 Capped Index composed of U.S. equities in the energy sector. The fund generally will invest at least 80% of its assets in the component securities of its underlying index and in investments that have economic characteristics that are substantially identical to the component securities of its underlying index. The underlying index measures the performance of the energy sector of the U.S. equity market. The fund is non-diversified.

Fund Information
Strategy Asset ($ mm): 1,320.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: -0.95 P/E: -
Beta*: 0.98 P/B: -
as of date 6/28/2024SEC Yield (%): 2.56
Turnover: 10.00
as of date 6/30/2024
*Best fit index: Morningstar US Enrg Capped TR USD
*3-year statistic: Morningstar US Enrg Capped TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares US Energy

ETF IYE
1 1 1 1 1 1 1 1 2 10
-88.73/

92.43 1.51 99.3
4 2.60 53.00 42.00 58.00 51.00
-
EQE-P

0.4 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares US Energy
ETF
10 10 10 9 9 9 10 10

EQE-P EQE-P EQE-P EQE-P EQE-P EQE-P EQE-P EQE-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Exxon Mobil Corp / XOM 22.89
Chevron Corp / CVX 15.08
ConocoPhillips / COP 7.28
EOG Resources Inc / EOG 4.58
Schlumberger Ltd / SLB 4.16
Marathon Petroleum Corp / MPC 3.71
Phillips 66 / PSX 3.56
Williams Companies Inc / WMB 2.91
Valero Energy Corp / VLO 2.82
ONEOK Inc / OKE 2.57
% in Top 10 Holdings 69.57
# of Holdings 47
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 99.82
Int'l Equity: 0.00
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.18
Other: 0.00
Sector Allocation as of 6/28/2024
Comm: 0.00
Cons Cyclical: 0.00
Cons Defensive: 0.00
Industrials: 0.00
Basic Materials: 0.00
Financial Services: 0.00
Real Estate: 0.00
Healthcare: 0.00
Utilities: 0.08
Technology: 1.98
Energy: 97.94
Additional Information
Prospectus Net Exp. Ratio: 0.40
Prospectus Gross Exp. Ratio: 0.40
Avg Exp Ratio Morningstar (%): 0.99
%< Average Morningstar Exp Ratio: 0.59

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 6/12/2000
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares US Energy ETF -2.15% 10.22% 15.16% 22.17% 11.55% 1.80% 6.80% S&P 1500 Energy -2.66% 10.65% 16.15% 23.83% 12.63% 2.53% Peer Group* -1.75% 6.57% 12.86% 16.03% 9.45% -3.01%
23%
14%
5%
-3%
Peer Group Rank* 46 26 71 29 47 36 -
Peer Group Size (funds)* - - 75 70 68 61 -
*Morningstar Peer Group: Equity Energy
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 39 iShares US Infrastructure ETF IFRA
Category: Specialty 6/30/2024
Fund Strategy
The investment seeks to track the NYSE® FactSet U.S. Infrastructure Index (the "underlying index") composed of equities of U.S. companies that have infrastructure exposure and that could benefit from a potential increase in domestic infrastructure activities. The fund will invest at least 80% of its assets in the component securities of the index and in investments that are substantially identical to the component securities of the index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents, as well as in securities not included in the index, but which BFA believes will help the fund track the index.

Fund Information
Strategy Asset ($ mm): 2,357.00
Share Class Assets ($ mm):

Manager: Jennifer Hsui
Manager Tenure: 6 Years
Portfolio Statistics
Alpha*: 4.50 P/E: -
Beta*: 1.00 P/B: -
as of date 6/28/2024SEC Yield (%): 2.07
Turnover: 32.00
as of date 6/30/2024
*Best fit index: Russell Mid Cap Value TR USD
*3-year statistic: Russell Mid Cap Value TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares US
Infrastructure ETF IFRA
- - - - - - SPC
- - - - - - - -
-
SPC

0.3 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares US
Infrastructure ETF

SPC SPC SPC SPC SPC SPC SPC SPC
- - - - - - - -
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
ONE Gas Inc / OGS 0.77
EnLink Midstream LLC / ENLC 0.77
Williams Companies Inc / WMB 0.76
DT Midstream Inc Ordinary Shares / DTM 0.76
Kinetik Holdings Inc / KNTK 0.76
ONEOK Inc / OKE 0.76
Artesian Resources Corp Class A / ARTNA 0.75
SJW Group / SJW 0.75
CenterPoint Energy Inc / CNP 0.75
American States Water Co / AWR 0.75
% in Top 10 Holdings 7.59
# of Holdings 167
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 94.75
Int'l Equity: 5.06
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.19
Other: 0.00
Risk Bucket as of 6/30/2024
Risk Bucket Risk Range Risk (X)
Aggressive 16.00X≤18.50 -
Moderate Aggressive 13.50X≤16.00 -
Moderate 10.75X≤13.50 -
Moderate Conservative 8.50X≤10.75 -
Conservative 5.50X≤8.50 -
Additional Information
Prospectus Net Exp. Ratio: 0.30
Prospectus Gross Exp. Ratio: 0.30
Avg Exp Ratio Morningstar (%): 1.09
%< Average Morningstar Exp Ratio: 0.79

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 4/3/2018
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares US Infrastructure ETF -2.41% 5.56% 10.02% 8.27% 11.28% 10.84%

Peer Group* -0.06% 0.40% 2.51% 1.50% 4.76% 4.43%
11%
6%
2%
-2%
Peer Group Rank* 92 9 7 6 7 - -
Peer Group Size (funds)* - - 104 92 84 54 -
*Morningstar Peer Group: Infrastructure
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 40 iShares MSCI EAFE Growth ETF EFG
Category: International Large Cap Growth 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the MSCI EAFE Growth Index composed of developed market equities, excluding the U.S. and Canada, that exhibit growth characteristics. The fund generally will invest at least 80% of its assets in the component securities of its underlying index and in investments that have economic characteristics that are substantially identical to the component securities of its underlying index. The index is a subset of the MSCI EAFE Index. Constituents of the underlying index include securities of companies located in Europe, Australasia and the Far East.

Fund Information
Strategy Asset ($ mm): 14,591.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: 3.31 P/E: -
Beta*: 1.09 P/B: -
as of date 6/28/2024SEC Yield (%): 1.22
Turnover: 19.00
as of date 6/30/2024
*Best fit index: MSCI ACWI Ex USA Growth NR USD
*3-year statistic: MSCI ACWI Ex USA Growth NR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares MSCI EAFE
Growth ETF EFG
1 1 1 1 1 1 1 1 2 10
100.00/

94.95 5.98 97.9
4 3.06 12.00 9.00 51.00 51.00
-
ILCG-P

0.36 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares MSCI EAFE
Growth ETF
10 10 10 10 10 10 10 10

ILCG-P ILCG-P ILCG-P ILCG-P ILCG-P ILCG-P ILCG-P ILCG-P The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Novo Nordisk A/S Class B / NOVO B 5.61
ASML Holding NV / ASML 4.91
AstraZeneca PLC / AZN 2.88
SAP SE / SAP 2.52
Lvmh Moet Hennessy Louis Vuitton SE / MC 2.51
Nestle SA / NESN 2.10
Commonwealth Bank of Australia / CBA 1.69
Toyota Motor Corp / 7203 1.68
Schneider Electric SE / SU 1.56
Sony Group Corp / 6758 1.26
% in Top 10 Holdings 26.72
# of Holdings 391
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.04
Domestic Eq: 0.82
Int'l Equity: 98.75
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.43
Other: 0.00
Country Exposure(%) as of 6/28/2024
US: 0.82
Canada: 0.00
Latin America: 0.00
United Kingdom: 12.23
EuroZone: 31.73
Europe ex-EuroZone: 21.29
Europe Emerging: 0.04
Africa: 0.00
Middle East: 0.49
Japan: 22.75
Australasia: 7.67
Asia Developed: 2.98
Asia Emerging: 0.00
Additional Information
Prospectus Net Exp. Ratio: 0.36
Prospectus Gross Exp. Ratio: 0.36
Avg Exp Ratio Morningstar (%): 1.00
%< Average Morningstar Exp Ratio: 0.64

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 8/1/2005
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares MSCI EAFE Growth ETF -0.89% 6.09% 8.69% -0.12% 6.22% 5.16% 5.59% MSCI EAFE Large Growth ND USD -0.17% 7.49% 10.03% 1.45% 7.28% 5.95% Peer Group* -0.26% 6.38% 9.87% -2.28% 6.16% 5.36%
10%
6%
2%
-2%
Peer Group Rank* 68 49 58 38 49 48 -
Peer Group Size (funds)* - - 398 383 331 221 -
*Morningstar Peer Group: Foreign Large Growth
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 41 JPMorgan BetaBuilders Japan ETF BBJP
Category: Specialty 6/30/2024
Fund Strategy
The investment seeks investment results that closely correspond, before fees and expenses, to the performance of the Morningstar® Japan Target Market Exposure IndexSM. The fund will invest at least 80% of its assets in securities included in the underlying index. The underlying index is a free float adjusted market capitalization weighted index which consists of stocks traded primarily on the Tokyo Stock Exchange or the Nagoya Stock Exchange. The fund may invest up to 20% of its assets in exchange-traded futures and forward foreign currency contracts to seek performance that corresponds to the underlying index.

Fund Information
Strategy Asset ($ mm): 11,833.00
Share Class Assets ($ mm):

Manager: Nicholas D'Eramo
Manager Tenure: 6 Years
Portfolio Statistics
Alpha*: 0.12 P/E: -
Beta*: 0.98 P/B: -
as of date 6/28/2024SEC Yield (%): 1.82
Turnover: 3.00
as of date 6/30/2024
*Best fit index: MSCI Japan NR USD
*3-year statistic: MSCI Japan NR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
JPMorgan
BetaBuilders Jap …
BBJP
- - - - - - SPC
- - - - - - - -
-
SPC

0.19 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
JPMorgan
BetaBuilders Jap …

SPC SPC SPC SPC SPC SPC SPC SPC
- - - - - - - -
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Toyota Motor Corp / 7203 5.96
Mitsubishi UFJ Financial Group Inc / 8306 3.11
Hitachi Ltd / 6501 2.56
Sony Group Corp / 6758 2.47
Tokyo Electron Ltd / 8035 2.40
Sumitomo Mitsui Financial Group Inc / 8316 2.17
Recruit Holdings Co Ltd / 6098 2.05
Keyence Corp / 6861 2.01
Mitsubishi Corp / 8058 1.98
Shin-Etsu Chemical Co Ltd / 4063 1.91
% in Top 10 Holdings 26.61
# of Holdings 229
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 0.00
Int'l Equity: 99.33
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.67
Other: 0.00
Risk Bucket as of 6/30/2024
Risk Bucket Risk Range Risk (X)
Aggressive 16.00X≤18.50 -
Moderate Aggressive 13.50X≤16.00 -
Moderate 10.75X≤13.50 -
Moderate Conservative 8.50X≤10.75 -
Conservative 5.50X≤8.50 -
Additional Information
Prospectus Net Exp. Ratio: 0.19
Prospectus Gross Exp. Ratio: 0.19
Avg Exp Ratio Morningstar (%): 0.76
%< Average Morningstar Exp Ratio: 0.57

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: 0.17
Waiver Exp Date: 2/28/2022
Strategy Inception: 6/15/2018
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
JPMorgan BetaBuilders Japan ETF -3.80% 7.16% 12.71% 2.40% 6.52% 4.08%

Peer Group* -1.66% 9.17% 16.36% 4.89% 7.80% 6.80%
16%
9%
3%
-3%
Peer Group Rank* 75 40 50 46 28 - -
Peer Group Size (funds)* - - 37 36 32 23 -
*Morningstar Peer Group: Japan Stock
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 42 iShares MSCI EAFE Value ETF EFV
Category: International Large Cap Value 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the MSCI EAFE Value Index composed of developed market equities, excluding the U.S. and Canada, that exhibit value characteristics. The fund generally invests at least 80% of its assets in the component securities of its underlying index and in investments that have economic characteristics that are substantially identical to the component securities of its underlying index. The underlying index is a subset of the MSCI EAFE Index. Constituents of the underlying index include securities from Europe, Australasia and the Far East.

Fund Information
Strategy Asset ($ mm): 14,612.00
Share Class Assets ($ mm):

Manager: Greg Savage
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: 2.12 P/E: -
Beta*: 1.06 P/B: -
as of date 6/28/2024SEC Yield (%): 3.39
Turnover: 22.00
as of date 6/30/2024
*Best fit index: MSCI ACWI Ex USA Value NR USD
*3-year statistic: MSCI ACWI Ex USA Value NR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares MSCI EAFE
Value ETF EFV
1 1 1 1 1 1 1 1 2 10
-80.08/

92.19 6.85 97.8
9 2.56 25.00 23.00 8.00 8.00
-
ILCV-P

0.34 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares MSCI EAFE
Value ETF
10 10 10 10 10 10 10 10

ILCV-P ILCV-P ILCV-P ILCV-P ILCV-P ILCV-P ILCV-P ILCV-P The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Shell PLC / SHEL 2.78
Novartis AG Registered Shares / NOVN 2.56
Roche Holding AG / ROG 2.37
HSBC Holdings PLC / HSBA 1.98
BHP Group Ltd / BHP 1.76
TotalEnergies SE / TTE 1.74
Mitsubishi UFJ Financial Group Inc / 8306 1.45
Sanofi SA / SAN 1.33
Allianz SE / ALV 1.32
BP PLC / BP. 1.25
% in Top 10 Holdings 18.55
# of Holdings 505
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.14
Domestic Eq: 0.36
Int'l Equity: 98.24
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.94
Other: 0.46
Country Exposure(%) as of 6/28/2024
US: 0.37
Canada: 0.00
Latin America: 0.00
United Kingdom: 16.75
EuroZone: 33.46
Europe ex-EuroZone: 15.13
Europe Emerging: 0.00
Africa: 0.00
Middle East: 0.75
Japan: 22.85
Australasia: 7.57
Asia Developed: 2.99
Asia Emerging: 0.14
Additional Information
Prospectus Net Exp. Ratio: 0.34
Prospectus Gross Exp. Ratio: 0.34
Avg Exp Ratio Morningstar (%): 0.96
%< Average Morningstar Exp Ratio: 0.62

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 8/1/2005
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares MSCI EAFE Value ETF 0.24% 4.69% 13.44% 5.62% 6.06% 2.93% 4.00% MSCI EAFE Large Value ND USD 0.42% 5.34% 14.46% 6.79% 6.75% 3.03% Peer Group* 0.04% 4.03% 10.87% 3.65% 6.13% 3.25%
14%
9%
4%
0%
Peer Group Rank* 41 40 26 23 53 66 -
Peer Group Size (funds)* - - 356 330 302 197 -
*Morningstar Peer Group: Foreign Large Value
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 43 iShares MSCI Emerging Mkts ex China ETF EMXC
Category: Emerging Market Equity 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the MSCI Emerging Markets ex China Index (the "underlying index"). The fund generally will invest at least 80% of its assets in the component securities of the index and in investments that have economic characteristics that are substantially identical to the component securities of its index and may invest up to 20% of its assets in certain futures, options and swap contracts, cash and cash equivalents. The index is a free float-adjusted market capitalization-weighted index that captures large- and mid-capitalization stocks across 23 of the 24 Emerging Markets countries, excluding China.

Fund Information
Strategy Asset ($ mm): 14,048.00
Share Class Assets ($ mm):

Manager: Jennifer Hsui
Manager Tenure: 7 Years
Portfolio Statistics
Alpha*: -0.12 P/E: -
Beta*: 0.99 P/B: -
as of date 6/28/2024SEC Yield (%): 2.19
Turnover: 13.00
as of date 6/30/2024
*Best fit index: Morningstar Global xUS TME NR USD
*3-year statistic: Morningstar Global xUS TME NR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares MSCI
Emerging Mkts ex…
EMXC
1 1 0 0 0 1 1 1 0 5

4.84/
-6.36 22.81 78.0
5 8.50 93.00 33.00 8.00 7.00
S
EME-P

0.25 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares MSCI
Emerging Mkts ex…
5 3 3 3 3 3 3 4

EME-P EME-P EME-P EME-P EME-P EME-P EME-P EME-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Taiwan Semiconductor Manufacturing Co Ltd / 2330 12.98
Samsung Electronics Co Ltd / 005930 5.00
Reliance Industries Ltd / RELIANCE 2.02
SK Hynix Inc / 000660 1.66
Hon Hai Precision Industry Co Ltd / 2317 1.46
ICICI Bank Ltd / ICICIBANK 1.32
MediaTek Inc / 2454 1.16
Infosys Ltd / INFY 1.10
HDFC Bank Ltd / HDFCBANK 1.00
Al Rajhi Bank 0.75
% in Top 10 Holdings 28.46
# of Holdings 731
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 53.52
Domestic Eq: 0.27
Int'l Equity: 99.03
Domestic Bond: 0.00
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.71
Other: 0.00
Country Exposure(%) as of 6/28/2024
US: 0.27
Canada: 0.00
Latin America: 9.48
United Kingdom: 0.00
EuroZone: 0.71
Europe ex-EuroZone: 0.00
Europe Emerging: 2.91
Africa: 3.85
Middle East: 8.71
Japan: 0.00
Australasia: 0.00
Asia Developed: 42.02
Asia Emerging: 32.05
Additional Information
Prospectus Net Exp. Ratio: 0.25
Prospectus Gross Exp. Ratio: 0.25
Avg Exp Ratio Morningstar (%): 1.16
%< Average Morningstar Exp Ratio: 0.91

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 7/18/2017
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares MSCI Emerging Mkts ex China
ETF 3.82% 7.79% 16.35% 0.53% 6.03% 4.74%
MSCI EM (Emerging Markets) ND
USD 5.00% 7.49% 12.55% -5.07% 3.10% 2.79%
Peer Group* 3.99% 6.87% 12.30% -4.30% 3.76% 2.74%
16%
9%
2%
-5%
Peer Group Rank* 61 44 24 17 21 - -
Peer Group Size (funds)* - - 804 718 646 423 -
*Morningstar Peer Group: Diversified Emerging Mkts
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 44 iShares TIPS Bond ETF TIP
Category: U.S. Government TIPS 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the ICE U.S. Treasury Inflation Linked Bond Index composed of inflation-protected U.S. Treasury bonds. The index tracks the performance of inflation-protected public obligations of the U.S. Treasury, commonly known as "TIPS," that have a remaining maturity of more than one year. The fund will invest at least 80% of its assets in the component securities of the index, and it will invest at least 90% of its assets in U.S. Treasury securities that BFA believes will help the fund track the index.

Fund Information
Strategy Asset ($ mm): 17,761.00
Share Class Assets ($ mm):

Manager: James J. Mauro
Manager Tenure: 13 Years
Portfolio Statistics
Alpha*: -0.24 P/E: -
Beta*: 0.99 P/B: -
as of date 6/28/2024SEC Yield (%): 7.44
Turnover: 18.00
as of date 6/30/2024
*Best fit index: Bloomberg US Treasury US TIPS TR USD
*3-year statistic: Bloomberg US Treasury US TIPS TR USD Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares TIPS Bond

ETF TIP
1 1 1 1 1 1 1 1 2 10
-97.80/

98.27 2.02 99.8
1 0.32 40.00 66.00 68.00 68.00
-
UGT-P

0.19 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares TIPS Bond
ETF
10 10 10 10 10 7 7 7

UGT-P UGT-P UGT-P UGT-P UGT-P UGT-P UGT-P UGT-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
United States Treasury Notes 1.375% 3.77
United States Treasury Notes 0.625% 3.69
United States Treasury Notes 1.75% 3.63
United States Treasury Notes 1.125% 3.55
United States Treasury Notes 0.625% 3.55
United States Treasury Notes 2.375% 3.46
United States Treasury Notes 1.625% 3.31
United States Treasury Notes 1.25% 3.28
United States Treasury Notes 0.125% 3.26
United States Treasury Notes 2.125% 3.19
% in Top 10 Holdings 34.68
# of Holdings 52
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 0.00
Int'l Equity: 0.00
Domestic Bond: 99.55
Int'l Bond: 0.00
Convertibles: 0.00
Preferred: 0.00
Cash: 0.45
Other: 0.00
Fixed Income Detail as of 6/28/2024
Average Effective Duration*: 6.56
Effective Maturity: 7.20
Additional Information
Prospectus Net Exp. Ratio: 0.19
Prospectus Gross Exp. Ratio: 0.19
Avg Exp Ratio Morningstar (%): 0.69
%< Average Morningstar Exp Ratio: 0.50

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 12/4/2003
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares TIPS Bond ETF 0.91% 0.84% 2.54% -1.51% 1.89% 1.75% 3.44% BB TIPS 0.79% 0.70% 2.71% -1.33% 2.07% 1.91%
Peer Group* 0.78% 0.83% 3.09% -1.37% 1.51% 1.44%
3%
1%
0%
-1%
Peer Group Rank* 27 44 56 50 53 39 -
Peer Group Size (funds)* - - 150 140 134 98 -
*Morningstar Peer Group: Inflation-Protected Bond
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 45 Fidelity Total Bond ETF FBND
Category: Core Fixed Income 6/30/2024
Fund Strategy
The investment seeks a high level of current income. Normally, the fund invests at least 80% of assets in debt securities of all types and repurchase agreements for those securities. The manager uses the Bloomberg U.S. Universal Bond Index as a guide in allocating assets across the investment-grade, high yield, and emerging market asset classes. The fund invests up to 20% of assets in lower-quality debt securities. It is managed to have similar overall interest rate risk to the index.

Fund Information
Strategy Asset ($ mm): 9,882.00
Share Class Assets ($ mm):

Manager: Michael R Foggin
Manager Tenure: 10 Years
Portfolio Statistics
Alpha*: 0.57 P/E: -
Beta*: 1.01 P/B: -
as of date 6/28/2024SEC Yield (%): 5.19
Turnover: 233.00
as of date 6/30/2024
*Best fit index: Bloomberg US Universal TR USD
*3-year statistic: Bloomberg US Universal TR USD
Scorecard
Active Strategies Ticker
Style Risk / Return Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Risk /
Return Up / Down Info
Ratio
Return
Rank
Info Ratio
Rank
Q2
2024
Fidelity Total Bond

ETF FBND
1 1 1 1 1 1 1 1 2 10
-10.26/

20.75 6.40 94.0
2 6.41/ 0.90 109.27/

95.15 0.72 8.00 4.00
-
CFI

0.36 Active Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
Fidelity Total Bond
ETF
10 10 10 10 10 10 10 10

CFI CFI CFI CFI CFI CFI CFI CFI
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Fidelity Cash Central Fund 6.14
United States Treasury Bonds 4.25% 3.55
United States Treasury Notes 4.5% 2.79
Federal National Mortgage Association 2% 2.61
United States Treasury Notes 4.375% 2.12
United States Treasury Notes 4% 1.97
United States Treasury Bonds 3.625% 1.70
United States Treasury Notes 4.125% 1.61
United States Treasury Notes 4.625% 1.53
United States Treasury Bonds 4.125% 1.45
% in Top 10 Holdings 25.46
# of Holdings 3,857
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 0.00
Int'l Equity: 0.00
Domestic Bond: 89.01
Int'l Bond: 5.19
Convertibles: 0.09
Preferred: 0.11
Cash: 5.56
Other: 0.04
Fixed Income Detail as of 6/28/2024
Average Effective Duration*: 5.92
Effective Maturity: 8.80
Additional Information
Prospectus Net Exp. Ratio: 0.36
Prospectus Gross Exp. Ratio: 0.36
Avg Exp Ratio Morningstar (%): 0.76
%< Average Morningstar Exp Ratio: 0.40

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 10/6/2014
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
Fidelity Total Bond ETF 0.41% 0.08% 3.90% -2.18% 0.90% 2.08% BB Aggregate Bond 0.07% -0.71% 2.63% -3.02% -0.23% 1.35% Peer Group* 0.31% 0.11% 3.83% -2.81% 0.20% 1.49%
3%
1%
-1%
-3%
Peer Group Rank* 29 47 44 21 17 - -
Peer Group Size (funds)* - - 623 561 525 374 -
*Morningstar Peer Group: Intermediate Core-Plus Bond
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 46 iShares High Yield Systematic Bond ETF HYDB
Category: High Yield 6/30/2024
Fund Strategy
The investment seeks to track the investment results of the BlackRock High Yield Systematic Bond Index composed of U.S. dollar- denominated, high yield corporate bonds. The fund will invest at least 80% of its assets in the component securities of the index, and the fund will invest at least 90% of its assets in fixed income securities of the types included in the underlying index that BFA believes will help the fund track the index.

Fund Information
Strategy Asset ($ mm): 610.00
Share Class Assets ($ mm):

Manager: James J. Mauro
Manager Tenure: 7 Years
Portfolio Statistics
Alpha*: 0.91 P/E: -
Beta*: 0.97 P/B: -
as of date 6/28/2024SEC Yield (%): 7.28
Turnover: 67.00
as of date 6/30/2024
*Best fit index: ICE BofA US High Yield TR USD
*3-year statistic: ICE BofA US High Yield TR USD
Scorecard
Passive Strategies Ticker
Style Peer Group
Qual. (2pt
max)
Score
Style Style
Drift R Tracking
Error
TE
Rank
Expense
Rank
Return
Rank
SR Ratio
Rank
Q2
2024
iShares High Yield
Systematic Bond …
HYDB
1 1 1 1 1 1 1 1 2 10

95.00/
-95.04 3.88 98.4
6 1.04 16.00 43.00 22.00 22.00
-
HY-P

0.35 Passive Strategies Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
iShares High Yield
Systematic Bond …
10 10 10 10 10 10 10 10

HY-P HY-P HY-P HY-P HY-P HY-P HY-P HY-P
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 6/28/2024
Nordstrom, Inc. 5% 0.84
Coinbase Global Inc 3.375% 0.84
Resorts World Las Vegas LLC RWLV Capital Inc.… 0.83
Royal Caribbean Group 5.5% 0.81
Ardagh Metal Packaging Finance PLC Ardagh Met… 0.77
Frontier Communications Parent Inc 6.75% 0.77
Civitas Resources Inc 8.75% 0.76
Spirit AeroSystems Inc 9.75% 0.76
Organon & Co 5.125% 0.76
First Quantum Minerals Ltd. 9.375% 0.76
% in Top 10 Holdings 7.89
# of Holdings 266
Asset Allocation (%) as of 6/28/2024
% Emerging Mkt: 0.00
Domestic Eq: 0.00
Int'l Equity: 0.00
Domestic Bond: 97.49
Int'l Bond: 1.80
Convertibles: 0.00
Preferred: 0.00
Cash: 0.71
Other: 0.00
Fixed Income Detail as of 6/28/2024
Average Effective Duration*: 3.42
Effective Maturity: 4.49
Additional Information
Prospectus Net Exp. Ratio: 0.35
Prospectus Gross Exp. Ratio: 0.35
Avg Exp Ratio Morningstar (%): 0.90
%< Average Morningstar Exp Ratio: 0.55

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $0
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 7/11/2017
Share Class Inception: 1/1/0001
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
iShares High Yield Systematic Bond
ETF 1.51% 3.44% 12.23% 2.64% 4.80% 5.04%
BB US HY 2% Issuer Cap 1.09% 2.58% 10.43% 1.64% 3.90% 4.30% Peer Group* 1.12% 2.82% 9.93% 1.63% 3.54% 3.52%
12%
8%
4%
0%
Peer Group Rank* 14 21 7 23 12 - -
Peer Group Size (funds)* - - 657 594 563 427 -
*Morningstar Peer Group: High Yield Bond
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

Contact (626) 578-0816 for most recent month end performance. © 2024 Retirement Plan Advisory Group. All Rights Reserved. Data provided by Morning Star, Inc. The information contained herein: (1) is proprietary to Retirement Plan Advisory Group (RPAG), and/or its content providers; (2) may not be copied or distributed; and (3) is not warranted to be accurate, complete or timely. Neither RPAG nor Morningstar is responsible for any damages or losses arising from any use of this information. Past performance does not guarantee future results. For Sponsor use only. Fund fact sheet is not valid without disclaimer page. Reporting Date: 8/16/2024 47 PIMCO Income Instl PIMIX
Category: Multisector Bond 6/30/2024
Fund Strategy
The investment seeks to maximize current income; long-term capital appreciation is a secondary objective. The fund invests at least 65% of its total assets in a multi-sector portfolio of Fixed Income Instruments of varying maturities, which may be represented by forwards or derivatives such as options, futures contracts or swap agreements. It may invest up to 50% of its total assets in high yield securities rated below investment grade by Moody's, S&P or Fitch, or if unrated, as determined by PIMCO.

Fund Information
Strategy Asset ($ mm): 153,322.00
Share Class Assets ($ mm): 91,915.00
Manager: Daniel J. Ivascyn
Manager Tenure: 17 Years
Portfolio Statistics
Alpha*: 1.23 P/E: -
Beta*: 0.71 P/B: -
as of date 3/31/2024SEC Yield (%): 6.34
Turnover: 426.00
as of date 6/30/2024
*Best fit index: Morningstar Con Tgt Risk TR USD
*3-year statistic: Morningstar Con Tgt Risk TR USD
Scorecard
Asset Allocation
Strategies Ticker
Style Risk / Return Peer Group
Qual. (2pt
max)
Score
Risk
Level
Style
Diversity R Risk /
Return Up / Down Info
Ratio
Return
Rank
SR Ratio
Rank
Q2
2024
PIMCO Income Instl PIMIX
1 0 1 1 1 1 1 1 2 9

6.63 48.16/

51.84 93.4
7 6.63/ 2.67 109.07/

97.52 0.51 12.00 11.00
-
MSB

0.62 Asset Allocation
Strategies
Score
6/30/2024
Score
3/31/2024
Score
12/31/2023
Score
9/30/2023
Score
6/30/2023
Score
3/31/2023
Score
12/31/2022
Score
9/30/2022
PIMCO Income Instl
9 9 9 9 9 9 9 9

MSB MSB MSB MSB MSB MSB MSB MSB
The Scorecard Methodology incorporates both quantitative and qualitative factors into evaluating fund managers and their investment strategies (80% of the score is quantitative and 20% is qualitative). The scoring system is built around pass/fail criteria, on a scale of 0- 10 (with 10 being the best) and there is a fund history requirement (5 years for active strategies and 3 years for passive strategies). For Active and Asset Allocation Strategies, the Scorecard factors are weighted 30% to style, 30% to risk/return, 20% to peer group rankings and 20% to qualitative factors.
2 Top 10 Holdings(%) as of 3/31/2024
Federal National Mortgage Association 5.5% 11.01
Federal National Mortgage Association 6% 10.62
Federal National Mortgage Association 5% 6.65
Pimco Fds 5.08
Federal National Mortgage Association 6.5% 4.59
Federal National Mortgage Association 4% 3.09
Federal National Mortgage Association 6% 1.92
US Treasury Bond Future June 24 / ZBM24 1.68
Federal National Mortgage Association 6.5% 1.58
United States Treasury Notes 0.125% 1.57
% in Top 10 Holdings 47.80
# of Holdings 9,489
Asset Allocation (%) as of 3/31/2024
% Emerging Mkt: 0.08
Domestic Eq: 0.17
Int'l Equity: 0.07
Domestic Bond: 60.54
Int'l Bond: 8.51
Convertibles: 0.01
Preferred: 0.00
Cash: 30.69
Other: 0.01
Fixed Income Detail as of 3/31/2024
Average Effective Duration*: 3.73
Effective Maturity: 5.50
Additional Information
Prospectus Net Exp. Ratio: 0.62
Prospectus Gross Exp. Ratio: 0.62
Avg Exp Ratio Morningstar (%): 1.00
%< Average Morningstar Exp Ratio: 0.38

12b-1 fees (%): -
Closed - New Inv: -
Closed - All Inv: -
Min Investment: $1,000,000
Waiver Amt: -
Waiver Exp Date: -
Strategy Inception: 3/30/2007
Share Class Inception: 3/30/2007
Performance Analysis as of 6/30/2024
QTR YTD 1 Year 3 Years 5 Years 10 Years Since
Inception
PIMCO Income Instl 0.44% 1.82% 7.24% 1.12% 2.67% 3.98% 6.69% StyleBenchmark 0.97% 2.21% 7.58% 0.17% 1.77% 2.52%
Peer Group* 0.79% 2.17% 7.35% 0.09% 2.03% 2.55%
7%
4%
2%
0%
Peer Group Rank* 75 58 59 23 27 3 -
Peer Group Size (funds)* - - 353 316 262 177 -
*Morningstar Peer Group: Multisector Bond
The performance analysis displayed is reflective of past performance. Past performance does not guarantee future results. The investment return and principal value of an investment will fluctuate over time. Current performance may differ from the performance displayed. Investing includes risk, including potential loss of principal. Carefully consider any and all investment objectives, risk factors and charges and expenses before investing. Contact your financial advisor or consultant for funds current performance and a copy of the most recent prospectus.

To approve the Public Arts Commission’s recommendation to fund six grant applications submitted to the Community Art Grant Program for FY 25/26 for a total of $20,000.

BACKGROUND:

In FY 2024/25, the City Council approved a grant program to fund art initiatives in the City.

A budget of $20,000 was allocated in FY 2024/25 and is included in the adopted budget for FY 2025/26. The purpose of the grant program is to fund a broad range of arts initiatives in the city, from theater, music, spoken word, etc.

The program was advertised on Friday, March 14, 2025, specifying that grant applications be submitted by 5:00 pm PDT on Friday, April 18, 2025.

DISCUSSION:

The City received thirteen applications. The Public Arts Commission met in a special meeting on June 3, 2025 to review applications and vote on the applications they recommended for funding. The Public Arts Commission recommended that six applicants receive funding.

Applicant Request Proposed Award
Desert Ensemble $5,000 $2,500
Green Room Theater $5,000 $2,500
Larry Harris/Strong Words $2,000 $2,000
SCRAP Gallery $5,000 $5,000
Cathedral City Senior Center $5,000 $5,000
Cult and Classic Films, LLC $5,000 $3,000
Total Award $20,000
FISCAL IMPACT:

DESCRIPTION GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE
AMOUNT ONE TIME or

ONGOING
2025/2026 Community Art
Grant Program $20,000 Ongoing
2024-2025 Total $20,000
FIVE-YEAR STRATEGIC PLAN:

Goal F: Embracing, Inclusive Community
F-3 Promote additional community events and celebrations.

ATTACHMENTS:

Grant Applications Recommended for Funding
Desert Ensemble
Green Room Theatre
Larry Harris/Strong Words
SCRAP Gallery
Cathedral City Senior Center
Cult and Classic Films, LLC

ELIGIBILITY REQUIREMENTS AND POLICY GUIDELINES
• Applicants must submit a complete application including project proposal, budget, timeline and supporting materials.
• Applicants can be an individual (must complete a W-9), a non-profit 501(c)(3) organization, private entity, government, school, or tribal agency.
• Applicants must demonstrate that the activity proposed occurs within the geographical boundaries of the City of Cathedral City.
• Individual/Organizational residency in Cathedral City is not a requirement as long as the proposed project occurs in the City.
• Any activity proposed must be reasonably available to members of the general public. An activity will be considered reasonably available to members of the general public where the activity is open to the general public or is open to members of the public who timely reserve participation in the activity. Space for participants may be limited and the activity may be provided for only a limited time. Activities may be held in the facilities of public entities, non-profit or charitable organizations, and private facilities, provided that attendance of activities must not be limited to members, owners, subscribers or other interest holders in the private facility. Participation in certain activities may be limited to certain members of the general public, such as youths, students, seniors, or other reasonable grouping that does not constitute unlawful discrimination of a protected class. • Grant activities must be completed by June 30, 2026.
• Grant recipients must comply with all grant requirements and reporting obligations.

GRANT APPLICATION CHECKLIST
• Community Art Grant Program Application
• Samples of art/performances/events completed relevant to the proposed project. Include attachments or links to bio’s, social media or websites. Submitted attachments can be no larger than 20mb.
• Letters of support. Optional but encouraged. Include letters of support from community partners, stakeholders, or collaborators endorsing your project and/or confirming their involvement.

• Applicants must submit a complete applica 3on including project proposal, budget, 3meline and suppor3ng materials.
• Applicants c a n b e a n i n d i v i d u a l ( m u s t c o m p l e t e a W - 9 ) , a non-proﬁt 501(c)(3) organiza3on, private en3ty, government, school, or tribal agency.
• Applicants must demonstrate that the ac3vity proposed occurs within the geographical boundaries of the City of Cathedral City.
• Individual/Organiza3onal residency in Cathedral City is not a requirement as long as the proposed project occurs in the City.
• Any ac3vity proposed must be reasonably available to members of the general public. An ac3vity will be considered reasonably available to members of the general public where the ac 3vity is open to the general public or is open to members of the public who 3mely reserve par3cipa3on in the ac3vity. Space for par3cipants may be limited and the ac3vity may be provided for only a limited 3me. Ac 3vi3es may be held in the facili3es of public en 33es, non-pro ﬁt or charitable organiza3ons, and private facili3es, provided that a ?endance of ac3vi 3es must not be limited to members, owners, subscribers or other interest holders in the private facility. Par3cipa 3on in certain ac3vi3es may be limited to certain members of the general public, such as youths, students, seniors, or other reasonable grouping that does not cons 3tute unlawful discrimina 3on of a protected class.
• Grant ac3vi3es must be completed by June 30, 2026.
• Grant recipients must comply with all grant requirements and repor3ng obliga3ons.

GRANT APPLICATION CHECKLIST
• Community Art Grant Program Applica3on
• Samples of art/performances/events completed relevant to the proposed project. Include a?achments or links to bio’s, social media or websites. Submi ?ed a ?achments can be no larger than 20mb.
• Le?ers of support. Op 3onal but encouraged. Include le ?ers of support from community partners, stakeholders, or collaborators endorsing your project and/or conﬁrming their involvement.

APPLICANT INFORMATION:

NAME (INDIVIDUAL OR ORGANIZATION): Sue Casa & CULT AND CLASSIC FILMS LLC ADDRESS: .

CITY: STATE: CA ZIP:

CONTACT PERSON: Nate Wyckoﬀ TITLE: CEO, Cult and Classic Films LLC TELEPHONE: EMAIL: info@cultandclassicﬁlms.co
m
ORGANIZATION PRESIDENT OR CHAIR (IF APPLICABLE): Sue Casa (Kyle Celio) – Individual; (Legal authority for organizaMon) Nathan Wyckoﬀ – CEO, CULT AND CLASSIC FILMS LLC IF NON-PROFIT, INCLUDE 501(c)3 number: n/a
PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $250 Maximum $5,000: $5000 TOTAL PROGRAM / SERVICE / EVENT/ART COST: $5000
Program/Service/Event Period or Date
Funding must be expended by 6/20/2026)
From: A date in November
2025 (TBD)
To: A date in
November
2025 (TBD)

2. Budget: ( Provide a comprehensive budget for your project. Budget should include total grant funds requested, all project expenses including ar 3st fees, materials, installa 3on costs, rentals, adver3sing, travel costs. Do you have other funding that will be leveraged/used with these funds? If so, please include.) • $2500 - Theater Rental and Film Licensing
• $1000 - Materials & Performer Fees (MulMple Drag Performers, Costumes, Props, and MCs) • $1000 - MarkeMng & ANendee Materials
• $500 - Travel, Rehearsals, & Incidentals
These funds will allow for the event to be organized smoothly, professionally, and help lay the groundwork for the future con3nua3on of the series for the community (to be further elaborated in Sec3on 4).

4. Timeline: (Provide a 3meline outlining key project milestones and ac3vi3es from concep3on to comple3on.)

1. June-August 2025: The grant funds are disbursed.

2. August 2025 (or as soon as funds are disbursed): The ﬁlm license will be secured.

3. September 2025: The script will be wri?en and roles cast for the drag performance.

4. October 2025: Rehearsals will commence and all theater logis3cs will be solidiﬁed.

5. November 2025: The event will take place, and plans for the future of the series will commence.

1. It will oﬀer a unique, fun, community-centric event for Cathedral City, serving to bring together residents with interests in ﬁlm, drag, and queer culture. Events of this kind have been running in Palm Springs at the Palm Springs Cultural Center with great success (oten with the involvement of CULT AND CLASSIC FILMS LLC), and we believe it is 3me for Cathedral City residents to have their own event of this kind.

2. In addi3on, we intend to use this event as an opportunity to develop it into a recurring series, allowing us to bring more classic ﬁlms from the Queer/Drag Lexicon to Cathedral City while giving addi3onal local entertainers performance opportuni3es.

6. If Your Art/Program/Event Costs More Than You Are RequesMng From The Community Arts Grant Program, How Do You Plan To Pay For The AddiMonal Costs? ( What Steps Have You Already Taken To Get Addi3onal Funds Or In- Kind Support If Necessary?)
The produc3on will not require addi3onal funds beyond those proposed, as there are alterna3ve op3ons available should condi3ons require them. There are three poten3al events that would cause the need for those op3ons.

1. The ﬁrst would occur if the Mary Pickford D’Place theater became unavailable for the show due to an unknown reason, at which point our working rela3onships within the Cathedral City extended community would allow us to shit venues to another area performance space. There are several within the cost range of the Mary Pickford, with the only caveats being a slightly smaller a?endee size possible and the poten3al need for a projec3on kit. As CULT AND CLASSIC FILMS LLC currently has access to several pieces of screening equipment, the cost of securing a new space and rental of the remaining needed equipment could s3ll be met at the Pickford’s cost.

2. The second would be a problem with the ﬁlm licensing. If this were due to elevated cost, we could easily switch to another excellent ﬁlm and adjust the drag show content to reﬂect that. This would only happen early in the produc3on phase, when rehearsals would not yet have taken place so impact would be minimal (as the ﬁlm license will be secured before the drag content is ﬁnalized).

3. Lastly, were a performer need to be replaced, our presence in the local drag scene would allow for a quick replacement to be secured, gran3ng another local performer the opportunity to join the produc3on.

In regards to covering the cost of future events, there are several op3ons we are considering, including:
• Implemen3ng a paid 3cket system (poten3ally with intermi?ent free events, as well) • Securing sponsorship from local businesses such as restaurants and retail shops, oﬀ ering adver3sement during the event in return.
• Lessen overhead costs by dona 3ng par3al proceeds to local chari3es such as the Desert Aids Project and area assistance programs for the unhoused. Beneﬁts such as these can secure discounted rates on ﬁlm licensing and venue space.
• Working with College of the Desert to involve enrolled ﬁlm and arts students in the produc 3ons, in turn for event funding.
*A?achments may be included with your submission. If including photos, ﬁles can be no larger than 20 mb.

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

We look forward to doing so with this event, and many more to come.

Cathedral City City CouncilJune 25, 2025

Cathedral City City Council
June 25, 2025