Agenda packet, first session — East Palo Alto City Council, January 21, 2025 (part 2 of 2)

David Santos, Police Commander
Orly Amey, Assistant to the City Manager
Maurice Baker, Community Services Manager
Roger Lau, Grants Coordinator
Vincent Amelio, Recreation Coordinator
Along with the previous review criteria, additional layers were implemented that took into consideration the ability for new organizations to have a greater opportunity for acceptance. For the payment system, this year we placed a greater emphasis on the data received.

Organizations will be required to submit registration information and return a percentage of survey responses from their participants. We also will be seeking greater collaboration in the City’s Family Day events that take place during summer. Below you can see how payments will be disbursed.

Payment System
Minimum allocation: $5,000 (amount can be amended if contract goals are not met) Allocation distribution range (based on deliverables): $12,000 - $18,000 Total recommended allocation: $178,000
Table 2
Payment Requirement for payment distribution
First Payment Acceptance into 2025 Summer Park Activation Series Second Payment
Registration forms are distributed to all participants and all completed registration forms are sent to City of EPA for all participants in the program by 14 days after program begins.

Program enrollment (based upon the registration forms) matches or exceeds the goals set forth in the contract.
346
POLICY AND ACTION 13.3
Third Payment
Program surveys are sent to all participants (over 18+) or their parents (if under 18 years of age) by the conclusion of the program. Completed surveys for all participants are sent to City of EPA no later than 14 days after program completion. If 50% - 79% completion rate will half payment & if 80% or more are received, will receive full payment
Participation in planning & execution of Family Night Events, vendor’s staff must participate in at least 2/3 Family Nights & 50% of all planning meetings Review Rubric
All proposals were graded using the same rubric, with the possibility to earn up to 45 points, the rubric consisted of the following 7 categories:

Proposal Completeness (10 points possible)
Marketing Plan (5 points possible)
Projected Participants (5 points possible)
Past Participant Success (5 points possible)
Program Uniqueness (10 points possible)
Program Impact (5 points possible)
Projected Program Hours (5 points possible)
Recommendations
Following proposal review, staff recommends approval of the following vendors for the 2025 Summer Park Activation Series at the respective amounts. After carefully considering all the of the proposals and with the knowledge that we do not want to exceed the $180,000 funding availability that was announced during the NOFA, staff proposed a tiered based payment recommendation. Organizations that scored a 39 or higher according to the rubric (Attachment 3) would be recommended for the opportunity to receive up to the full $18,000. Organizations that ranked between 34 and 38 would be suggested to receive up to the $16,000 and ones that ranked 30-33 could receive up to $12,000. In total awards $178,000 are proposed.

Table 3
Vendor Name Type of Programming Recommended
Amount
(not to exceed)
Step It Up Dance Youth dance instruction in a variety of methods
$12,000
Silverscape Ventures formerly
Sign Gypsies
Curated field trips and events for Seniors
(60+)
$12,000
Bay Area Urban Eagles 10 sessions of aviation education & instruction for youth ages 8 – 14
$16,000
East Palo Alto Boxing Club Weekly fitness classes for youth & adults for 10 weeks
$16,000
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POLICY AND ACTION 13.3
Lewis & Joan Platt East Palo
Alto YMCA
-Week-long aquatics safety program
youth 5-12.
-Two one-hour exercise class per week
for 10 weeks for youth – seniors.
-One week of Summer Day Camp for 14
youth
$16,000
Camp Doza Three weeks of Summer Camps for youth
aged 4-14
$16,000
StreetCode Academy Tech themed pop-ups in the parks $18,000 Youth Community Services
(YCS)
Variety of service-oriented projects and
pop-up events
$18,000
East Palo Alto Tennis &
Tutoring
Three weeks of Tennis camp and
competitive play
$18,000
East Palo Alto T-Ball & Pitching
Machine
Recreational baseball program partner
with SF Giants
$18,000
East Palo Alto Razorbacks Youth rugby summer camp and
competitive play
$18,000
Fiscal Impact
There is no new fiscal impact for this item. The FY24-25 budget includes $90,000 for the first half of Summer Parks Activation, and the remaining $88,000 will be requested as part of the Community Services and Recreation FY25-26 budget
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.

Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment. Government Code § 84308
Applicability of Levine Act: Yes.

Analysis of Levine Act Compliance: The signatories for the agreements are set forth below as “parties”. Staff is unaware of any other parties or participants relevant to the Council’s consideration of this item
348
POLICY AND ACTION 13.3
Participant(s):

Michael Mashack, Executive Director
Mario Mendoza, Owner
Michelle Carroll, Club Treasurer
Sharifa Wilson, Club Treasurer
Samuel Vailala , President
Amy Kohrman, Director of Fundraising
Rebecca Duran, Executive Director
Paris Hill, Owner
Juakila McConnell, Owner
Olatunde Sobomehin, Executive Director
Mora Oommen, Executive Director
Attachments

1. Resolution

2. Submitted Proposals for 2025 Summer Park Activation

3. Proposal Rubric w/ ratings (in ascending order)
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Recommended
Funding (up to) Vendor
TOTAL
POINTS
Completeness
(10 points)
Marketing
(5 points)
Projected
Participants
(5 points)
Past
Participant
Success
(5 points)
Program
Uniqueness
(10 points)
Program
Impact
(5 points)
Projected
Program
Hours
(5 points)
$ - My Gym 29 7.5 2.6 5 1.5 5.6 2.8 4
$ 12,000.00 Silverscape Ventures 31.8 7 3.4 5 4 6.2 3.2 3 $ - Fit to the Core 32.6 10 4.6 4 0 7.2 3.8 3
$ 12,000.00 Step it Up Dance 33 9 2.6 5 5 6.2 2.2 3
$ - Hope Horizon 33.2 9 1.8 5 0 8 4.4 5
$ 16,000.00 Bay Area Urban Eagles 34.2 10 4.4 3 0 9 3.8 4 $ 16,000.00 EPA Boxing Club 34.2 10 3.4 5 0 7.8 3 5
$ 16,000.00 Lewis & Joan Platt EPA YMCA 35.5 9.5 3.6 5 0 8.2 4.2 5 $ 16,000.00 Camp Doza 38.2 9 3.2 4 4 8.6 4.4 5
$ 18,000.00 Youth Community Service 39.2 10 1.2 5 5 9 4 5 $ 18,000.00 EPATT 39.5 9.5 4.2 4 4 8.2 4.6 5
$ 18,000.00 StreetCode 40 10 4.4 5 5 9.4 4.2 2
$ 18,000.00 EPA Tee Ball/Pitching Machine 41.8 10 4.6 5 5 8.8 3.4 5 $ 18,000.00 EPA Razorbacks 43.5 9.5 5 5 5 9.4 4.6 5
Recommended
Vendors
Vendor Proposal Score Summary
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Resolution No. XX-2025 1 of 2
RESOLUTION NO. XX – 2025

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO AWARD, NEGOTIATE AND EXECUTE CONTRACTS WITH ELEVEN (11) ORGANIZATIONS TO PROVIDE PROGRAMMING FOR THE 2025 SUMMER

PARK ACTIVATION SERIES, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR VARIOUS AMOUNTS, IN TOTAL, NOT-TO-EXCEED $178,000, WHICH IS MADE PART OF THE BUDGET

PROCESS FOR THE COMMUNITY SERVICES AND RECREATION DIVISION WHEREAS, starting in 2019, City Council directed the Community Services and Recreation Division to activate parks and facilities in our City to provide free activities for our residents and to deter other non-productive activities; and
WHEREAS, the series has steadily grown in attendance over the years as we started out serving 382 participants and last year reached over 1000, providing activities such as technology-based popups in parks and curated field trips for seniors; and WHEREAS, as the Summer Park Activation has continued to evolve, staff has sought to make improvements to the how it selects and evaluates providers. Metrics were previously graded on factors like program uniqueness, past participation, and projected goals; and WHEREAS, following proposal review, staff recommends approval of the following vendors for the 2025 Summer Park Activation Series at the respective amounts.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:

1. Finds the foregoing recitals are true and correct and are incorporated by this reference into this action.

2. Authorizes the City Manager to award, negotiate and execute contracts with the following vendors listed alphabetically to provide programming for the 2025 Summer Park Activation series for a total not-to-exceed of $178,000:
a. Bay Area Urban Eagles (up to $16,000)
b. Camp Doza (up to $16,000)
c. East Palo Alto Boxing Club (up to $16,000)
d. East Palo Alto T-Ball & Pitching Machine (up to $18,000) e. East Palo Alto Razorbacks (up to $18,000)
f. East Palo Alto Tennis & Tutoring (up to $18,000)
g. Lewis & Joan Platt East Palo Alto YMCA (up to $16,000) h. Silverscape Ventures formerly Sign Gypsies (up to $12,000) i. Step It Up Dance (up to $12,000)
j. Streetcode Academy (up to $18,000)
k. Youth Community Services (up to $18,000)
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Resolution No. XX-2025 2 of 2

3. Finds that the proposed action does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.

PASSED AND ADOPTED this 21st day of January 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Barragan, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
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November 22, 2025
Dear EPA Parks Representative,
As you know, StreetCode Academy (SCA) acts as a bridge between Black Indigenous People of Color (BIPOC) and the technology they need to thrive in a digital age. Our mission is to empower communities of color to achieve their full potential by introducing the mindsets, skills, and access needed to embrace tech and innovation. We believe youths and their families can reach their full potential in a tech-centric world by engaging with bold STEM educational programming that invigorates minds and supports career awareness/readiness.

Despite our proximity to Silicon Valley, the digital divide in the East Palo Alto community is significant. Our work bridges that gap by offering a blend of in-depth workshops for youth and adults, networking events, and distributing critical technology equipment. Our work centers on three pillars of change:
● Mindset Shifts, driven by participation in culturally relevant learning experiences, empower BIPOC communities to see themselves in the technology they consume and prepare them to play a role in the tech world.
● Building Skills, beginning with distributing critical tech resources to underserved communities who lack digital tools, then providing digital literacy education to help them leverage those tools to gain experiences and skills needed to improve their outcomes. ● Creating Access to peers, mentors, and lead technology teachers paves the way for individuals to comfortably interact with and take advantage of our tech industry networks.

After the last three years of highly successful Pop-Ups in the Park presented in partnership with EPA, we hope to create a new trio of summer events in 2025 that explore the intersection of creative pursuits, culture, and technology. These three seasonal events are designed to be fun, inclusive, family-friendly opportunities to explore cutting-edge tech through the lens of Gaming/Fashion/Nature. We have designed a program with specific parks in mind to optimize community participation.

StreetCode Academy has hosted Pop-Up events since 2018, and our staff has a clear understanding of the logistics and planning elements needed to make these events successful. We have a deep community reach, evidenced by our 2024 Pop-Up in the Park events that were attended by over 200 participants.

We hope to host these events in partnership with the City of East Palo Alto and look forward to deepening our relationship with the City.

Thank you for this opportunity,
Olatunde Sobomehin
Lead Servant & CEO, StreetCode Academy
1 353
Approach & Understanding
Our 3 proposed Pop-Ups in the Park will introduce STEM concepts in a family-friendly, inclusive, and fun outdoor environment. Hosting these events in City-owned/operated parks and facilities in East Palo Alto encourages community engagement and raises awareness of the free resources available to the EPA community.

For the East Palo Alto community, we have found that promoting events directly with partner organizations, sending out mailers to all of EPA, and community flyering work the best to engage our target families. We will also use email and text communication but not social media for EPA specifically. As always, we will be promoting the events to our enrolled students during other classes and Pop-Ups, and posting flyers throughout neighborhoods.

All details for the planning and implementation of each event will be communicated clearly and in a timely fashion between StreetCode Academy and the City. Our main point of contact is Quincy Sanders, the StreetCode Development Manager ([email protected]). The logistics and programming details will be presented for approval at least 8 weeks before the event.

Please see the attached document for detailed descriptions of each Pop-Up event.

Remote Programming Protocol
Safety Measures in Place
● Hand Sanitizer will be available throughout the event ● Sanitizing wipes for surfaces will be available throughout the event ● Masks will be available at the event in case someone forgets/loses/needs one June 26, 2025 - Design Your Digital Drip III! Augmented Fashion Design Activity Remote Plan
Event Registration via Eventbrite An email announcement about the move to remote programming will be sent out to all event registrants 3 days prior to the event and will include a Zoom link and instructions on how to access Zoom.

Raffles/Giveaways Names will be drawn via an online randomizer. Winners will be contacted via email and asked for their mailing addresses in order to ship their prizes to them.

Info and Opportunities Staff will be present in a breakout room. Attendees can join and ask questions about StreetCode or get assistance in registering for StreetCode programs such as classes, the Work Innovation Program, the Accelerator, and more.

Food No food will be given out
Fashion Design Activity Design Your Digital Drip: Augmented Fashion Design Activity will be moved to Zoom. Attendees will be led through the process by a lead instructor. 2 354
July 17, 2025 - Music and Technology: Design the Beat, Hack the Future Activity Remote Plan
Event Registration via Eventbrite An email announcement about the move to remote programming will be sent out to all event registrants 3 days prior to the event and will include a Zoom link and instructions on how to access Zoom.

Raffles/Giveaways Names will be drawn via an online randomizer. Winners will be contacted via email and asked for their mailing addresses in order to ship their prizes to them.

Food No food will be given out
Beat Creation Activity Beat creation will be moved to Zoom. Participants will be guided by a lead instructor on how to create beats using free computer software.

August 7, 2025 - East Palo Alto AI Townhall: Where AI Meets Everyday Life | Artificial Intelligence and Community
Activity Remote Plan
Event Registration via Eventbrite An email announcement about the move to remote programming will be sent out to all event registrants 3 days prior to the event and will include a Zoom link and instructions on how to access Zoom.

Raffles/Giveaways Names will be drawn via an online randomizer. Winners will be contacted via email and asked for their mailing addresses in order to ship their prizes to them.

Food No food will be given out
East Palo Alto AI Townhall Townhall discussion will be held via Zoom. 3 355
Project Management
Project staff will manage the project using Asana to ensure that all deadlines are met and budget constraints are being respected. Asana will be used to keep track of a comprehensive run of show documents that will be distributed to all staff members involved. Key staff will engage in bi-weekly meetings leading up to the first event to keep all planning processes moving at an appropriate pace.

Community Outreach and Engagement Strategy
StreetCode Academy will employ a multi-faceted outreach and engagement strategy to encourage strong community participation in the 2025 Pop-Ups in the Park. Our approach will leverage diverse recruitment tools to connect with families and individuals throughout East Palo Alto (EPA). Key efforts will include distributing flyers to local businesses, schools, and community centers focusing on visibility in high-traffic areas frequented by our target audience. Online ads and email newsletters will amplify our reach, delivering event details directly to inboxes while SMS text campaigns will provide timely reminders to increase attendance.

To reinforce our already strong community connections, we will collaborate with local partner organizations to extend our reach and strengthen relationships within EPA. Our website will serve as a central hub for event information and updates. These efforts combined with in-class promotion to our enrolled students and strategic neighborhood flyering will form a comprehensive outreach campaign emphasizing the family-friendly and inclusive nature of these events. Our local reputation plus our experience and knowledge of the community, will maximize awareness, engagement, and participation in these STEM-focused events.

Work Plan & Schedule
General Event Tasks & Deliverables (specifics will vary by event):

Needs
Task Assignee
Food Secure food vendors Jesus Guerrero
Location
Confirm access to power Jesus Guerrero
Confirm logistics for rental of equipment including chairs, tables, tents, etc.

Jesus Guerrero
Giveaways
Secure StreetCode swag including t-shirts, stickers, brochures, etc. Jesus Guerrero Secure tech giveaways including PS4s, VR headsets, monitors, etc. Jesus Guerrero Roles
Overall Event Coordination Jasmyne Sanders
DJ and Emcee Frederick Alexander
Activities Support Jasmyne Sanders
4 356
Tech Support Jesus Guerrero
Info and Opportunities Booth StreetCode Staff
Outreach
Send emails directly to our students and community Jesus Guerrero Contact community partners Jasmyne Sanders
Distribute fliers throughout East Palo Alto Frederick Alexander Agenda
11:00 AM StreetCode staff arrives to set up speakers, supplies table, food area, sanitation stations 3:00 PM Welcome attendees
3:10 PM Opening remarks and activity explanation
3:30 PM Event activities begin, food service begins
6:15 PM Event activities wraps up
6:30 PM Closing remarks, giveaway winner(s) announced, thank you for coming 6:45 PM Cleanup begins
7:00 PM Event finished
We expect up to 175 attendees across the Pop-Ups in the Parks event series. Attendee cap and staffing needs by event can be found in the attached event description document.

Insurance Certification
StreetCode Academy is insured under Nonprofits Insurance Alliance of California (NIAC) and is more than able to meet the City’s minimum insurance requirement for the program period of March 1, 2025–August 31, 2025. We are currently in the process of adding the City of East Palo Alto as an additional insured for Business Auto, Primary & Non-Contributory for Commercial General and Business Auto endorsements, and adjustment to Waiver of Rights to Transfer. We expect to have these completed shortly and will submit the updated policy through the proper channels.

Please see the attached documents for current policy details and proof of amendatory efforts. 5 357
Firm & Personnel Experience (See attached resumes for more details) Jasmyne Sanders
Jasmyne graduated with a Bachelor’s in Entrepreneurial Studies from Grand Canyon University — while working full-time with 2 children. She loves the diversity and plethora of opportunities in the Bay Area, but also knows there is much work to be done. As a founding member of StreetCode Academy, she strives to make Silicon Valley more inclusive. Jasmyne‘s love of creative solutions and efficiency fuels her daily. Her belief in the power of hope and the ability to persevere plays a large role in her support of the community through StreetCode.

Jesus Guerrero
While earning their B.A. in Chicana and Chicano Studies and a minor in Computer Science from San Jose University, Jesus led the Robotics Program and Competition at a nonprofit called MESA (Mathematics, Engineering, Science Achievement) and trained teachers to connect and teach their students different STEM topics. Jesus is the Community Technology Manager at StreetCode, where they manage the organization’s tech for staff and community, keeping StreetCode Academy on the cutting edge of tech while educating the community about new tech trends. Project responsibilities include overseeing all of the tech for this program and helping plan the activities we will host.

Frederick Alexander
While earning a Sociology degree at Stanford University, Frederick also was Director of External Relations for Stanford Men's Basketball, where he oversaw marketing and community service initiatives. Frederick has partnered with multiple Boys and Girls Club chapters in East Palo Alto, taking on many roles to help uplift students. Growing up in Northwest Pasadena—a mirror image of East Palo Alto with its underserved community bordered by wealth, untapped intellectual vitality, and one of the world’s top institutions, CalTech, right in its backyard — Frederick understands firsthand the challenges faced by marginalized groups. He has a strong desire to create the changes needed to propel the greatness that lies within the community.

Because of this, East Palo Alto holds a special place in his heart. Frederick currently oversees the production and execution of StreetCode’s Digital content. 6 358
Pop-Ups in the Park Event Descriptions
Our 3 proposed Pop-Ups in the Park will introduce STEM concepts in a family-friendly, inclusive, and fun outdoor environment. The events include:

Design Your Digital Drip III! - Augmented Fashion Design June 26, 2025 @ MLK Park (3 PM - 7 PM)
Design Pop Up
Age group: All Ages
Attendee Cap: 75 Attendees; 15 StreetCode Staff
Summary: In this Pop-Up, students will design T-shirts and shoes, creating designs based on template examples. An overhead projector will cast designs on a screen for everyone to see. Designs will be printed on T-shirts for participants to take home. Students will also learn how to code and design Augmented Reality Fashion accessories that will take their fashion into the future. We will also be hosting giveaways, assisting the community with signups for classes and tech-based opportunities, and giving away free food.

Learning Outcomes:
● Mindset: creative confidence, design thinking
● Skills: 3D design and visualization, graphic design and layout ● Access: Info, Resources, and Opportunities Booth (Classes, Community Technology Program, Work Innovation, Accelerator, Exposureships, etc.)
Materials/Supplies Needed:
● Speakers
● Food
● Tables (food booth, Info, Resources, and Opportunities booth) ● Masks
● Hand Sanitizer
● Disinfecting Wipes
● Activity Materials (laptops, iPads, t-shirts, t-shirt press, vinyl) 359
Music and Technology: Design the Beat, Hack the Future
July 17, 2025 @ Jack Ferrell Park (3 PM - 7 PM)
Design and Coding Pop-Up
Age group: All Ages
Attendee Cap: 50 Attendees; 15 StreetCode Staff
Summary: Join us for an unforgettable day where music meets cutting-edge technology, all set in the beautiful outdoors! This family-friendly event invites attendees of all ages to explore, create, and immerse themselves in the harmonious blend of sound and innovation.

Discover hands-on activities that bring the magic of music to life through interactive experiences, explore exciting advancements in audio technology, and engage in creative challenges that inspire collaboration and fun. Whether you're a budding musician, a tech enthusiast, or simply looking for a unique way to enjoy a day out with the family, there's something for everyone to enjoy.

Bring your curiosity, your love for music, and your sense of adventure as we reimagine how sound shapes our world in the age of technology. Don’t miss this extraordinary celebration of creativity, connection, and exploration!
Learning Outcomes:
● Mindset: creative confidence, design thinking, problem-solving, community collaboration ● Skills: engineering design, sound/music design, coding ● Access: Info, Resources, and Opportunities Booth (Classes, Community Technology Program, Work Innovation, Accelerator, Exposureships, etc.)
Materials/Supplies Needed:
● Wi-Fi/internet access
● Speakers
● Food
● Tables (food booth, Info, Resources, and Opportunities booth) ● Masks
● Hand Sanitizer
● Disinfecting Wipes
● Activity Materials (laptops, iPads)
● Sound Equipment
360
East Palo Alto AI Town Hall: Where AI Meets Everyday Life - Artificial Intelligence and Community
August 7, 2025 @ Bell Street Park (3 PM - 7 PM)
Design and Coding Pop-Up
Age group: All Ages
Attendee Cap: 50 Attendees; 15 StreetCode Staff
Summary: Join us for an exciting and interactive East Palo Alto AI Town Hall in the park! This unique event brings the community together to explore the fascinating world of artificial intelligence and its growing impact on our lives.

The event will feature hands-on activities, engaging discussions, and opportunities to learn and play with innovative AI technologies. At the heart of the event is a thought-provoking Town Hall conversation, where experts and participants will come together to discuss the future of AI and its potential to transform how we live, work, and play.

Whether you're an AI enthusiast or just curious to learn more, this event offers something for everyone. Discover, create, and connect as we explore the exciting possibilities AI has to offer! Learning Outcomes:
● Mindset: creative confidence, design thinking
● Skills: 3D design and visualization, graphic design and layout ● Access: Info, Resources, and Opportunities Booth (Classes, Community Technology Program, Work Innovation, Accelerator, Exposureships, etc.)
Materials/Supplies Needed:
● Speakers
● Food
● Tables (food booth, Info, Resources, and Opportunities booth) ● Masks
● Hand Sanitizer
● Disinfecting Wipes
● Activity Materials (laptops, iPads)
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Founder
Founded and grew a successful event planning business from the ground up, building a loyal client base and establishing a reputation for exceptional service.

Led a team of event planners, providing strategic direction and fostering a culture of creativity, collaboration, and precision.

Managed all aspects of the business, including marketing, client relations, and operations, consistently delivering high-quality events that exceeded client expectations.

Developed and implemented innovative event concepts, staying ahead of industry trends and driving client satisfaction through personalized, high-impact experiences.

Pink of Perfection Events | Jun 2009 - Dec 2017
Leadership
Strategic Business Planning
Operational Efficiency
Project Management
Talent Recruitment & Retention
Policy & Procedure Development
Budgeting
Financial Oversight
Succession Planning
Risk Management
Systems Implementation
Project Management
Entrepreneurial Mindset
Operations Executive

JASMYNE

SANDERS
Dynamic Chief Operating Officer skilled in strategic planning, operational excellence, and human-centered design. Experienced in building high-performing teams, executing visionary ideas, and fostering inclusive environments
Chief Operating Officer
Managed key areas including human resources, legal, finance, facilities, IT, and daily operations, emphasizing scalable and efficient systems to support organizational growth.

Expanded the team significantly, dramatically increasing operational capacity and fostering organizational development.

Oversaw a substantial rise in the expense budget, enabling the expansion of program offerings and strengthening financial sustainability.

Developed and integrated essential systems such as Rippling, Salesforce, Asana, and Slack, creating a scalable infrastructure to enhance operational efficiency.

Designed and implemented comprehensive employee development frameworks, including performance management, job ladders, and career progression initiatives, to promote talent growth and sustain high performance.

StreetCode Academy | Aug 2016 - present
SKILLS

EDUCATION

RELEVANT EXPERIENCE
BS Entrepreneurial Studies
Grand Canyon University | May 2011
-1-
TOOLS
Asana
Slack
Rippling
Airtable
Salesforce
Google Looker Studio
Google Suite
Microsoft Office
Canva
Figma
Quickbooks
15five
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JASMYNE

SANDERS
Trustee, Committee on Trustees Chair & Strategic Planning CoChair Provide strategic leadership and governance in alignment with Keys School's mission to inspire academic excellence, foster critical thinking, and promote a strong sense of community.

As Chair of the Committee on Trustees, oversee board education, recruitment, and training to ensure effective governance and long-term leadership development.

Co-Chaired the development of the school's Strategic Plan, collaborating with key stakeholders to shape the long-term vision and ensure alignment with the school’s core values and mission.

Work closely with the board and administration to uphold Keys School's commitment to a balanced, student-centered education that prepares students to thrive in a diverse and changing world.

Keys School | July 2020- present

OTHER EXPERIENCE
-2-

PREVIOUS EXPERIENCE
Marketing/ Event Management / Admissions
Grand Canyon University | 2008-2012
Account Executive - Wholesale/Retail
Washington Mutual | 2003 - 2008
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EXPERIENCE
SKILLS

EDUCATION

SOFTWARE
Photoshop
Illustrator
Premiere
Dynamic leader with extensive experience in nonprofit strategy, business development, and creative storytelling. A proven track record in building sustainable models, driving impactful partnerships, and crafting authentic brand narratives.

Expertise spans executive leadership, fundraising, design thinking, and fostering access to tech education for the underserved. Passionate about leveraging innovation and creativity to amplify organizational missions and empower diverse voices. 34588 11th St Unit 142 Union City, CA 94587 [email protected] streetcode.org

FREDERICK ALEXANDER

PROFILE INFO
Lead strategic initiatives to expand impact, focusing on partnerships, financial sustainability, and scaling operations.

Oversee visual storytelling and branding initiatives to amplify organizational identity and mission.

Drive innovation in program delivery and strategic planning to secure StreetCode’s leadership in tech education.

Directed fundraising efforts, including major gifts, planned giving, and special events.

Collaborated with leadership to secure funding for program expansion.

Managed external relations for student-athletes, overseeing academic, social, and extracurricular programs.

Established and promoted community service initiatives while managing the Sixth Man Club, a student fan-support organization.

Cultivated and leveraged sponsorships to grow the program’s visibility both on and off-campus.

Directed branding and public relations efforts to enhance team identity among recruits, students, and media.

Co Founder, Cheif Business Officer
Director of External Relations
2016 - PRESENT
2007 - 2015
StreetCode Academy, East Palo Alto, CA
Stanford Men’s Basketball, Stanford, CA
Strategic Planning
Business Development
Fundraising and Development
Branding and Storytelling
Program Design and
Implementation
Partnership Cultivation
Bachelor of Arts, Sociology
2005 | Stanford University
Focused on organizational behavior,
economics, and statistical analysis.

Explored social structures and decisionmaking processes within organizations.

Developed expertise in using
quantitative tools to analyze societal
trends.

Gained a strong foundation in critical
thinking and navigating complex
systems.

Branding/Narrative Storytelling Specialist
Transformative Design Course (Spring 2024): Mentored students in designthinking projects and facilitated workshops on human-centered design.

African American Performance and Freedom Course (Spring 2017): Assisted with exploring Black artistic expressions of freedom and coordinated a student performance showcase.

Instructional Assistant
2017 - PRESENT
Stanford University, Stanford, CA
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Jesus Irrobel Guerrero

SAN JOSE, CA
(669) 255-3615
[email protected]
Skills
Native Spanish Speaker; Website Management (WordPress, Squarespace, Wix); Google Workspace Admin; Salesforce Administration; Facility Management; IT Support Experience
October 2021 - PRESENT
StreetCode Academy, East Palo Alto – Community Technology Manager ● Responsible for StreetCode Academy’s technology and systems management ● Facilitated and Directed StreetCode Academy’s office relocation ● Maintain the physical and cyber security StreetCode Academy ● Implement StreetCode Academy’s Organizational Fiscal Year Budget ● Establishing StreetCode Academy’s cross-organizational communication during our hybrid transition
May 2020 - September 2021
StreetCode Academy, East Palo Alto - System Admin/Technology and Systems Manager ● Strengthened StreetCode Academy’s IT infrastructure during work from home ● Implemented Cybersecurity Training for all staff
● Evaluated StreetCode Academy’s human risk management for cyber security ● Assisted in our Virtual Classrooms as problems arose
August 2018 - December 2019
MESA SJSU, San Jose- Student Assistant
● Wrote and maintained MESA SJSU’s monthly newsletter
● Created and hosted Robotics Competitions for middle and high school students ● Recruited and managed volunteers for our competitions ● Coordinated with our partners to host field trips to Intel Headquarters Education
August 2015 - Spring 2020
San Jose State University, San Jose CA- Chicana and Chicano Studies, minor in Computer Science
Working closely with the Chicana and Chicano community as well as the BIPOC community while using my computer science knowledge to bring STEM education. 365
EPA Summer Park Activation Budget 2025
Category Description Cost
Admin
Administrative and overhead costs associated with Pop-ups in the Parks. Includes insurance coverage and staff costs. $5,000 Rentals
Rental of equipment and supplies including but not limited to tables, chairs, tents, and technology. $4,000
Food Providing snacks, drinks, and food to event attendees. $6,000 Materials and Supplies
Purchase of materials and supplies including but not limited to cleaning supplies, technology, and stationary. $3,000 Total $18,000
366
Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, Step It Up Dance4lyfe
38042 Dundee Cmn
Fremont, Ca 94536
[email protected]
Community Service & Recreation Division
November 22, 2024
City of East Palo Alto-City Hall
2415 University Avenue, East Palo Alto, Ca 94303
Attn: Community Services Division
Greetings! My name is Juakila “Ms. Kiki” McConnell and I am the proud owner of Step It Up Dance, a community-based dance program in East Palo Alto specializing in a wide variety of dance genres. I am writing to express our deep commitment and enthusiastic support from the Summer Park Activation 2025. We plan to launch a Performing Arts Program June 10th- August 15th and believe this program is the perfect candidate for this grant.

Having been born and raised in East Palo Alto, I know firsthand the barriers to resources, extracurricular activities, proper health/fitness routines and other struggles our community faces.

I am passionate about giving back to my community through my passion for dance and fitness.

I founded Step It Up Dance in 2007 in an effort to provide a fun, creative, and accessible outlet for kids. More importantly, my program ensures that every child builds confidence, learns discipline, and establishes healthy habits, all while having fun.

This summer we're adding Performing Arts. In my performing arts program, children will have dance classes where students learn a wide variety of dance styles, including. They also learn the origin of each dance, its meaning, symbolism and how that dance is integrated into today’s culture. At the end of the season, the kids put on a grand performance for friends, family and community members
Performing Arts is a great way to help with confidence along with Mental Health dance, theater, costume design and vocals a way to release different emotions. The genres of dance are; HipHop, Ballet, Tap, Jazz, Modern, West African, Afro Haitian, Praise Dance, Modern, Contemporary, Reggaeton, Funk, and Lyrical. Children will learn acting techniques such as how to build a character and stage presence. Vocal learning includes breathing techniques, correct posture and understanding how the voice works. Children will learn how to design and create their own costumes as well. They will also learn the origin of Performing Arts, its meaning, as well as symbolism on how it's integrated in today’s culture and their community.

Step It Up Dance emphasizes healthy lifestyles, encouraging students to have a healthy mind and body – and to ultimately have the confidence to refrain from making risky choices. We strive to not only teach students about performing arts, but also to build a community and family around dance. We would like to bring our unique dance program to East Palo Alto via the Summer Park Activation Program.

Sincerely,
Juakila McConnell
Juakila “Ms. Kiki” McConnell
367
Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, Step It Up Dance – Summer Park Activation
Community Outreach and Engagement
Step It Up Dance will bring an amazing, community-based dance program to East Palo Alto youth and any child that wants to learn about dance. We currently have approximately 60 students enrolled in our program and believe this grant will allow us to recruit even more children from the community. Step It Up Dance instructors engage with students by bringing their expertise in a high-energy, structured format. We also encourage parent and community involvement, such as sewing costumes, helping backstage during performances, and catering from local businesses for our showcase. Children and family have so much fun while they are learning, growing and dancing. We will be committed to actively promoting the program to residents from East Palo Alto and other nearby communities. We will solicit participant feedback following the program as we always strive for continuous improvement.

Marketing Plan
Our multi-pronged marketing strategy will consist of mass email marketing, social media campaigns (Facebook and Instagram), posting flyers at local schools and community centers, student referrals, pop-up events/ meet-and-greets, enrollment night, mini-showcases, and wordof-mouth.

Recreation Program Design
Step It Up Dance will provide three hour long dance classes to students ages 3-21yo over the summer. Children will learn many skills, including but not limited to: the history of dance, theater, confidence, coordination, strength, fitness, courage, assurance, flexibility, self-esteem, staging, costume-designing, and collaboration. The classes will be provided as follows, subject to scheduling changes:

TUESDAYS IN PERSON AT EPA ARTS CENTER PROJECTED PARTICIPANTS Little Jammer’s: 4:00-5:00 PM 35 KIDS
Hop It Up: 5:15-6:30 PM 26 KIDS
SIUD Company: 6:15-7:30 PM 25 YOUNG ADULTS
PROJECTING TO REACHING OVER 85 FAMILIES!
368
Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, Proposed Program Details
LITTLE

JAMMERS
Ages 3 to 9 years Little Jammers class is for our cutest little ones introducing them to all styles of dance from Hip-Hop to West African Tap to Jazz and, yes, even Modern and Contemporary. Dancers will be able to count music and create art with their beautiful bodies while having fun. We are a family in each class.

Vocal and basic note holds and counts. Creating costumes for their dances, building props and stage sets that will be used for showcase.

HOP IT UP Ages 10 to 14
years
This is a Hip Hop and Step class. Dancers will learn how to dance Hip-Hop and learn where it originates from...West African dance. Stepping is creating rhythms and tones with our hands and feet. Children will boost their confidence in this class learning the latest moves that they can add to their TikToks with so much swag you will be amazed. It's fun, they'll meet new friends all while being themselves. We are a family in each class. Vocal and basic note holds and counts. Creating
costumes for their dances, building props and stage sets that will be used for showcase.

COMPANY Ages 15 to 21
years
In this class we work on technique, strengthening, toning, and cardio. A professional dancer is a strong dancer. The genres that are taught in this class are Ballet, Jazz, Modern, Contemporary, Hip-Hop, Step, West African, Afro-Haitian and Tap. Dancers will learn how to create their own choreography, design costumes and learn theater work. Vocal and basic note holds and counts. Creating costumes for their dances, building props and stage sets that will be used for showcase.
369
Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, Contingency Plan
Step It Up Dance is committed to providing a safe program. We strictly adhere to extensive cleaning and safety protocols. Step It Up Dance is prepared and equipped to switch our programming to virtual classes should local or state health guidelines require it. We have experience dealing with emergency situations like the COVID-19 pandemic, Shelter in Place and Social Distancing protocols. We can provide Personal Protective Equipment (PPE) to our staff and students and will adjust to outdoor / open-air or virtual classes as needed.

Our protocol includes:
● Mask mandate for all adults and children ages 2+
● Temperature checks and Covid symptom questionnaire upon arrival, including:
o Runny nose or cough?
o Any signs of Covid (including cough, fever, shortness of breath, etc.)? o Any travels within the last 2 weeks?
o Any exposure to someone with Covid in the past 2 weeks? If a parent/child answers YES to any of the above questions their family cannot participate. ● Social distancing of 6+ feet
o Markers will be placed on the ground to show each child’s designated space. o All zones will be spaced so that children/parents are 6 feet apart from each other and the instructor.
● Hand washing or hand sanitizer before/after every class ● We will provide water bottles upon request. (Children will be encouraged to bring their own water bottle.)

CALL FOR SHELTER IN PLACE
● If needed (e.g., in the case of a stay-at-home order), we are equipped to provide virtual classes exclusively. Our virtual classes allow children to engage from the comfort of their own home, all they will need is their bodies. A zoom link will be provided with an application for remote access users.
370
Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, Meet Our Team
Juakila “Kiki” McConnell
Owner and Artistic Director
Lena Chew
Dance Instructor /Assistant
Sandra Rodriguez
Dance Teacher
Lena Chew is an East Palo Alto resident and has been
dancing with Ms. Kiki since 2007. She has now
transitioned to instructing, choreographing, administrative tasks, and assisting with setting up, cleaning, show and tell, and helping the students succeed in dance class.

Sandra Rodriguez is from Redwood City and has strong connection to the East Palo Alto community. She has been dancing since the age of 8 and has classical training in ballet, tap, and jazz. She also has expertise in hip-hop and Afro-Latin dance. Throughout high school Sandra was on the dance team alongside Ms. Kiki, where they choreographed together and participated in yearly performances. After college, Sandra took a hiatus from formal dancing to focus on career and family, but her passion for dance never left. She is always dancing at home with her children and hosting fun dance lessons in her kids’ classrooms. She is excited to reconnect with Ms. Kiki and join the Step It Up family.

Juakila “Ms. Kiki” McConnell has been dancing since the age of three. Ms. Kiki is trained in West African dance, Afro-Haitian, Ballet, Hip-Hop, Jazz, Lyrical, Contemporary, Ballet, Modern, Tap and Praise Dance. Ms. Kiki also has a gymnastics background. Dance and teaching are her life’s passion. “To teach a child, you must remain in the spirit of the child.” She has been teaching dance and volunteering since the age of 13 throughout her community, at her church and all over \the Bay Area. “To teach dance you must have an abundance of energy, patience, and love.” She believes that dance should be available to all youth in the world no matter what the situation is. “Taking a stand, growing, changing and shining encompasses the world of dance.” Juakila "Ms. Kiki" McConnell earned her Bachelor of Arts from San Jose State University. 371
Step It Up Dance Budget https://bit.ly/2VcueGm
GRANT NAME: Summer Park Activation DATE SUBMITTED:November 22, 2024 ADDRESS OF SENDER: SUBMITTED BY:Juakila McConnell
Park Activation EPA 2024 2025 2026 TOTAL % STATUS
Year Insurance ($ 2,518) ($ 2,518) ($ - ) ($ 5,036) 14% Summer 3months Payroll ($ 6,300) ($ 6,300) ($ - ) ($ 12,600) 35% 50-70 Dancers Costuming ($ 2,700) ($ 2,700) ($ - ) ($ 5,400) 15% Staff Travel Travel ($ 600) ($ 600) ($ - ) ($ 1,200) 3% City Epa Licensing ($ 59) ($ 59) ($ - ) ($ 118) 0%
Facebook Ads/ Flyer etc Marketing ($ 500) ($ 500) ($ - ) ($ 1,000) 3% Rental and Deposit Theater,light,sound ($ 2,500) ($ 2,500) ($ 5,000) 14% Food/Party End of Summer Kick off ($ 1,500) ($ 1,500) ($ 3,000) 8% Reward Trophys ($ 750) ($ 750) ($ 1,500) 4%
Stage Props Props ($ 500) ($ 500) ($ 1,000) 3%
($ - ) 0%
($ - ) 0%
EXPENSE TOTALS ($ 17,927) ($ 17,927) ($ - ) ($ 35,854) 100% 372
__New Student __Returning Student

STUDENT INFORMATION
Student’s Name: ___________________________________ Birth Date: _____________ Age:______ School: ____________________________________________________ Grade:___________________ Home Address: _____________________________________ City: _____________________________ Zip Code: __________________ Home Phone Number: _____________________________________

PARENT/GUARDIAN RESIDING WITH CHILD

1. Name: ______________________________

2. Relationship to Child: _________________

3. Cell Phone: _________________________

4. E-mail Address: _____________________

CLASS PARTICIPATION

1. Little Jammers 4-9yrs / Tuesdays 4:00-5:00 pm ________

2. Hop It Up (H.I.U.) 10yrs-14yrs / Tuesdays 5:00-6:30pm_______

3. Step It Up: Company Class 15yo-21yo /Tuesdays 6:00-7:35 pm How did you hear about our DANCE COMPANY? _________________ Previous Dance Training ______________

FREE FOR SUMMER
Release Of Liability
I understand that it is my responsibility to supervise my child(ren) during participation in My Gym Palo Alto classes and video content. In addition, when my child(ren) participates in My Gym activities, in case of an emergency when I cannot be reached, I authorize the staff of SIUD to obtain whatever medical treatment deemed necessary for the welfare of my child(ren).

I realize that personal contact with others, including but not limited to My Gym Palo Alto employees and participants, involves a certain degree of risk of exposure to disease-causing organisms such as COVID-19. I acknowledge that Step It Up Dance cannot screen and/or monitor all such individuals. I also recognize that all adults entering the facility, including myself, have agreed to the My Gym Children Fitness Center, Illness Policy and have self-screened themselves and their children for COVID-19 at home.

I further understand and agree that I will be financially responsible for all costs incurred to treat any injuries that may occur during these activities, regardless of whether my medical insurance would cover such charges and fees. I hereby give my consent to my child(ren)’s participation in My Gym Activities and hold My Gym harmless from any and all liability for any injuries or damages that my child(ren) or I may suffer in connection with My Gym Activities.

Release Of Media Liability Taking Photos or Videos: I agree that I will video and/or photograph only my own child/ren atStep It Up Dance. I agree that I will make every effort not to photograph other patrons or their children.

Promotional, Website, and Social Media Notice: I hereby give My Gym permission for the copyright and use of photos or videos they may capture of my child or me for use in various areas, including but not limited to the training materials, promotional materials, marketing materials, and online. I hereby give MY GYM, and MY GYM ENTERPRISES, further permission for the copyright and use of these photos or videos on Step It Up Dance social media websites.

SIGNATURE OF PARENT/GUARDIAN:____________________________________ DATE: ____________ 373
374

REQUEST FOR

PROPOSALS (RFP)
November 18, 2024
SummerProgramming
SeniorCitizensof East Palo Alto
Offered by
Silverscape Ventures formally
Sign Gypsies/Fun Gypsiesgoing through a name change
June 2025 – August 2025
375
Contact: Information
Paris Sims – Hill,
Owner/Silverscapevntures
( Fun Gypsies)
211 Daphne Way, East Palo Alto
650-933-3388 cell
silverscapeventures@ email address
[email protected]
Introduction and Project Summary
Silverscape Ventures (SCV) is a woman owned minority business from East Palo Alto. Founded by Paris Hill (Owner) during COVID-19 May 2020. The Mission and goal of SCV is to generate love and joy through, fun activities and field trips for our Senior citizen community. We engage using physical and sensory activities, along with ensuring they stay active engaged and mentally healthy , this ensures health and wellness of our aging adults.

Scope of Work
The scope of work involves partnering with community organizations, such as Senior Center Inc., to support seniors by offering field trips, experiences, and activities outside the local community. The goal is to ensure seniors feel safe, supported, and engaged.

We will provide bi-weekly outings for the senior community from June 2025 through August 2025Activities included follows:
• Onsitefield trips
• EngagingCultural Activities
376
Cover Letter
Silverscape Ventures formally Sign Gypsies Peninsula is a woman-owned partnership organization proudly serving the East Palo Alto community for over 50 years. Our motto, "Ready, Set, Celebrate," reflects our commitment to bringing joy and engagement to seniors and aging individuals in our community.

We stand out by creating meaningful opportunities for seniors through innovative and heartfelt initiatives. These include check-ins, dinner drop-offs, celebratory gifts, encouraging messages, and field trips to cultural activities. Our goal is to spark laughter, smiles, and positivity, especially for those who may be isolated. We have continuously built our participation from the first year from approximately 12 Seniors and has grown to over 40 – 50 participants per event and recently 170 community Seniors for the Senior Sneaker Ball in which my organization orchestrated and planned . We are proud to engage multicultural and multilingual participants which connect all cultures that represent our community .

Recognizing the critical importance of mental and social health for seniors, we actively support their well-being. In partnership with the Center for Age-Friendly Excellence (CAFÉ), we participate in a task force to enhance our programs and expand our impact. Together, we aim to make aging a vibrant, socially enriched experience for our cherished elders.

ParisSims-Hill (Own
377
ApproachandUnderstanding
The East Palo Alto Senior community is a unique community that consist of multi-cultural and generational families. I understand the uniqueness of the Senior citizens of our aging population as they are the vulnerable population and need additional, love, care and patience.

We plan on using the following approaches and techniquesto reach as many of our Seniors as possible:

Programming Approach:
• Training of allstaff on protocols and oversight while programming isin place • Team meeting to discuss the following weeks programs and assess need and obtain feedback
• Program manager always available onsite
• Check ins during and after each event
• = Location /Remote
• East Palo Alto Senior Center
• Various Churches
• Partnering with other local organizations
EPA Seniors will be notified
30 daysprior to event
NotifyRecipient of Class
Sessions
Registration willbegin
30 days prior to
programming
Registration
Tracking participation
Survey Feedback
Participation in Program
378
Community Engagement:
• FacebookSocialMedia presenceon EastPalo Altoneighbors • SocialMediapresenceontheEastPaloAltoCitywebsite
• East Palo Alto Calendar
• YCS Volunteer opportunity calendar
• Flyer Distribution via the Senior Center and Churches • FlyerDistributionvia theEastPaloAltoSeniorFoodBanks
City of East Palo Alto Grantee Communication:
• Alwaysavailable viaemailorcellular
• Attend Senior Advisory committee meeting
• Partner with other organizations within the community to ensure messaging • SurveysPostProgramming
Location/Remote
• East Palo Alto Senior Center
• Various Churches
• Partnering with other local organizations
379
COVID -19 Protocol:
• Temperature checks will be provided for all in person sessions • 6 ft social distancing
• Mask wearing for general activities,
• Activities that are provided onsite hand
sanitizer willbe provided
• No sharing of items, all items provided will
be givento individuals
380
Event Location Tentative Date Transportation
Needed
Capacity Est Budget
Senior
Appreciation
Picnic
Tate Street or
Bell Street
June 2025
NO 200 Entertainment $2200
Food , Prizes $2500
Admin Cost $1500
Total :$8200
Casino
Trip
locations
(TBD)
TBD June 2025 YES 60
Transportation $2000
Food, Snacks$1000
Admin Cost $1500
Total:$4500
Wealth
Walk for
health
TATE Street
June – August
Twice a week
NO 75 Canopies $1000
Fitness $600
Food $750
Admin Cost:$800
Total $4050
California
Academy of
Sciences
San Francisco July 2025 YES
50 Admission $750
De Young
Museum San Francisco July 2025 YES
50 Admission $875
Evening of
Karaoke
University
Circle
August 2025
NO 75
Entertainment, $1700
381
382
Policy/Holder Policy # Expires
Certificate Commercial
Liability\
Declaration page and
endorsement
GL_YOURINSURANC
EDOCUMENTS_- declaration and endorsement.PDF
P.101.372.420.2 Effective 06/02/2024 – 06/02/2025
State Farm Automobile
State farm auto
insurance - paris hill (1).pdf
512 0009-A13-05 Current
Professional Molestation /
Endorsement
GL_ACORD_06_02_2
024_P101372420-1848328494256.PDF
PL_YOURINSURANC
EDOCUMENTS_06_02_2024_P1013720073 Professional Liability endorsement_dec page.PDF P101.372.420.2
Effective 06/02/2024 – 06/02/2025
City of East Palo Alto
Business License
PS_License_Palo_Alto
_124.pdf
383
add.ins.primary.nonc
ontributory SG.pdf
Hired Auto
06_02_2024_P10137
2420-HIRED AUTO.PDF
384
Hiscox Insurance Company Inc.

Policy Number:

Named Insured:

Endorsement Number:

Endorsement Effective:

THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

CGL E5691 CW (11/19) Includes copyrighted material of Insurance Services Offices, Inc., with its permission Page 1 of 2

HIRED AUTO AND NON-OWNED AUTO LIABILITY
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE
Coverage Limit of Insurance
Hired/Non-owned auto
liability $ each occurrence
The Limit of Insurance shown above will be subject to, and will not increase, the General Aggregate Limit applicable to the Commercial General Liability Coverage Part.

If no information is stated above, the relevant information to complete the Schedule will be shown in the Declarations.

A. The coverage provided by this endorsement will
apply only up to the Limit of Insurance specified
above or in the Declarations, if no information is
shown in the Schedule.

1. Hired Auto Liability
The coverage provided under Coverage A –
Bodily Injury and Property Damage Liability
in Section I – Coverages applies to "bodily
injury" or "property damage" arising out of the
maintenance or use of a "hired auto" by you or
your "employees" in the course of your
business.

2. Non-owned Auto Liability
The coverage provided under Coverage A –
Bodily Injury and Property Damage Liability
in Section I – Coverages applies to "bodily
injury" or "property damage" arising out of the
maintenance or use of any "non-owned auto"
in your business by any person.

B. With respect to the coverage provided by this
endorsement only, the following apply:

1. The exclusions under Paragraph 2.

Exclusions in Coverage A – Bodily Injury
and Property Damage Liability in Section I –
Coverages, other than Exclusions a., b., d., f.,
and i. are deleted in their entirety, and
exclusions e. and j. are replaced by the
following:
hn-e. Employer’s Liability
"Bodily injury" to:
(1) An "employee" of the insured arising out of
and in the course of:
(a) Employment by the insured; or
(b) Performing duties related to the conduct
of the insured's business; or
(2) The spouse, child, parent, brother or sister
of that "employee" as a consequence of
Paragraph (1) above.

This exclusion applies:
(1) Whether the insured may be liable as an
employer or in any other capacity; and
1,000,000
P101.372.420.3
Sign Gypsies Fun Gypsies
32 06/02/2024
385
CGL E5691 CW (11/19) Includes copyrighted material of Insurance Services Offices, Inc., with its permission Page 2 of 2 (2) To any obligation to share damages with
or repay someone else who must pay
damages because of injury.

This exclusion does not apply to:
(i) Liability assumed by the insured under an
"insured contract"; or
(ii)"Bodily injury" arising out of and in the
course of domestic employment by the
insured unless benefits for such injury are in
whole or in part either payable or required to
be provided under any workers' compensation law.
hn-j. Damage to Property
"Property damage" to:
(1) Property owned or being transported by, or
rented or loaned to the insured; or
(2)Property in the care, custody, or control of
the insured.

2. Section II - Who Is An Insured is deleted in
its entirety and replaced by the following:

Each of the following is an insured under this
endorsement to the extent set forth below:
a. You;
b. Any other person using a "hired auto" with
your permission;
c. Solely for a "non-owned auto":
(1) Any partner or "executive officer" of
yours; or
(2) Any "employee" of yours; but only while
such "non-owned auto" is being used in
your business; and
d. Any other person or organization, but only
for their liability because of acts or omissions
of an insured under a., b. or c. above.

None of the following will be considered an
insured under this endorsement:
(1) Any person engaged in the business of
their employer for "bodily injury" to any co-
"employee" of such person injured in the
course of employment, or to the spouse, child,
parent, brother, or sister of that co-"employee"
as a consequence of such "bodily injury", or for
any obligation to share damages with or repay
someone else who must pay damages
because of the injury;
(2) Any partner or "executive officer" for any
"auto" owned by such partner or officer or a
member of his or her household;
(3) Any person while employed in or otherwise
engaged in duties in connection with an
"auto business", other than an "auto
business" you operate;
(4) The owner or lessee (of whom you are a
sublessee) of a "hired auto" or the owner of
a "non-owned auto" or any agent or
"employee" of any such owner or lessee; or
(5) Any person or organization for the conduct
of any current or past partnership or joint
venture that is not shown as a Named
Insured in the Declarations.

C. For purposes of this endorsement only, Section III
– Limits of Insurance is amended to the extent
necessary to provide the following:

Regardless of the number of “hired autos”, “nonowned autos”, or vehicles involved, or the number of claims made or “suits” brought, the most we will
pay for all damages resulting from any one
“occurrence” covered under this endorsement will
be the Limit of Insurance stated in the Schedule
above.

All payments we make for damages covered by
this endorsement will be a part of, and not in
addition to, the General Aggregate Limit stated in
the Declarations.

D. For the purposes of this endorsement only, 4.

Other Insurance in Section IV – Commercial
General Liability Conditions is deleted in its
entirety and replaced by the following:

This insurance is specifically excess over any
primary insurance covering the "hired auto" or
"non-owned auto".

D. With respect to the coverage provided by this
endorsement, the following additional definitions
are added to Section V- Definitions:

1. "Auto business" means the business or occupation of selling, repairing, servicing, storing, or parking "autos".

2. "Hired auto" means any "auto" you lease, hire,
rent, or borrow. “Hired auto” does not include
any "auto" you lease, hire, rent, or borrow from
any of your "employees", your partners, or your
"executive officers", or members of their households.

3. "Non-owned auto" means any "auto" you do
not own, lease, hire, rent, or borrow which is
used in connection with your business. This includes "autos" owned by your "employees", your partners, or your "executive officers", or
members of their households, but only while
used in your business or your personal affairs.
386
My Gym Palo Alto
2655 Middlefield Road
Palo Alto, CA 94306
650-330-1760
[email protected]
Community Service & Recreation Division
City of East Palo Alto- City Hall
2415 University Avenue, East Palo Alto, Ca 94303
November 22, 2024
Subject: Community Services Division
To whom it may concern,
Hello my name is Eboni Cobby, I was born and raised in East Palo Alto. I am the director of My Gym Children’s Fitness Center in Palo Alto. Under the leadership of Juakila ‘Kiki McConnell, where we offer a unique early physical education ages 2.5-10yo. I am writing this letter with great enthusiasm to be in partnership with East Palo Alto’s Summer Park Activation. Our program would be a great fit for your Summer Park Activation program for children and families in East Palo Alto
My Gym has created an extraordinary fitness program devised to help children develop physically, cognitively and emotionally. Every day, in more than 600 locations worldwide, imaginations soar and children triumph in My Gym classes. Our highly trained teachers and award-winning class programs have earned My Gym the reputation as the best physical early learning program of its kind. Just like in years prior, we have designed an exciting fitness program that we can bring to Joel M. Davis park this summer.

My Gym Palo Alto has a long-standing relationship with EPA and has for many years. We have been actively involved in giving back to my community by introducing children to fitness and a fun healthy lifestyle. We plan to launch this program the week of June 18th- August 5th.

Families and especially children of our community have loved our program in the past. We, therefore, hope that we’ll have the opportunity to continue our partnership with your city—and bring more My Gym fun to your community this coming summer! Please don’t hesitate to contact me at [email protected] or 650-518-2244 if you have any questions or need further information.

Sincerely,
Eboni Cobby
387
1 Approach and Understanding
My Gym will bring energy and fun to the children and families of East Palo Alto by providing 30- minute parent participation and independent classes to children ages 2 years to 8 years. The classes will be offered from June 18, 2025 through August 15, 2025 at Joel Davis Park on Wednesday mornings 10:30-12:30 and Friday afternoons from 4:00pm-6:00pm (or as otherwise agreed upon with the City of East Palo Alto). We will offer classes including parent participation, Ninja Jr., Preschool Gymnastics, Ninja Training, and Cheerleading. All classes will promote and support a healthy and active lifestyle. Skills that children will learn in our classes include ● Confidence
● Coordination
● Strength
● Balance
● Agility
● Flexibility
● Self-esteem
As outlined in more detail below, we are prepared and equipped to switch our programming to virtual classes should local or state health guidelines require it.

Proposed Program Details
We will offer the following classes at the park (or virtually with some adjustments, if required):
● Tiny Tykes & Waddlers (ages 7 to 18 months) our youngest My Gymer’s and their parents are led through a variety of gentle stretches, exercises, songs, dances, and more. This fun “parent and me” class also includes physical skills that help little ones develop strength, balance, and confidence. Moms and Children will discover their natural abilities and enhance their physical and cognitive development. ● Gymsters & Terrific Tots (ages 19 months to 3.25 years): A “Parent and me” class where children have fun with structured games, fascinating "adventures," and pregymnastics skills. Our Gymsters and Terrific Tots learn beginning sports skills, gain fine and gross motor proficiency, and strengthen manipulative skills. In this age group, teaching physical skills is a top priority. The development of social skills is also emphasized as the youngsters become good listeners, follow directions, cooperate in a group, and learn more about themselves. All safely distanced and with a mask, of course.
● Ninja Jr. and Preschool Gymnastics (ages 3.25 to 6 years): in this class the kids are lavished with positive reinforcement for self-reliance and following directions. Strength, flexibility, and agility are increased as our teachers introduce physical skills with language geared at building self-esteem and confidence. Balancing activities, basic gymnastics, and beginning sports skills further lead to increased strength, enhanced manipulative ability, and improved hand-eye coordination. ● Ninja Training (ages 5 to 10 years): My Gym Ninja Training classes are designed to be fun and challenging while remaining safe and noncompetitive. Classes will focus on developing strength, stamina, agility in relays, conditioning exercises, and games, teambuilding and, of course, obstacle courses that change every week. Kids will be 388
2 challenged mentally and physically while instilling a mindset of overcoming adversity both inside and outside of class!
● Cheer/Tumbling (ages 5.5 to 10 years): this fun and focused class is great for both beginner and experienced gymnasts and cheerleaders. Children begin to work on learning and perfecting skills in leveled groups on the beam and tumbling. Children will.

The emphasis is on having fun and learning foundational gymnastics skills, strength, & flexibility—not competition. Classes are taught in the same positive, encouraging environment that children are accustomed to in every My Gym program.

Remote Programming Protocol
My Gym is committed to providing a safe environment. We always adhere to extensive cleaning and safety protocols—especially during the ongoing Covid-19 pandemic. Our protocol includes:
● Mask mandate for all adults and children ages 2+
● Covid symptom questionnaire upon arrival, including:
○ Runny nose or cough?
○ Any signs of Covid (including cough, fever, shortness of breath, etc.)? ○ Any exposure to someone with Covid in the past 10 days? ○ Positive test for Covid in the past 10 days?
If a parent/child answers YES to any of the above questions their family cannot participate. (The above symptom questionnaire will be adjusted if guidance from the state or local county changes.)
● Social-distancing of 6+ feet
● Hand-washing or hand sanitizer before/after every class ● Extensive cleaning of all equipment before/after each class ○ Any equipment used by more than one child will be sanitized between uses ○ There will be a 15 minute break between each class to allow for adequate cleaning
● Single-use items for activities (e.g. balls)
● Given that water fountains will be out of service, My Gym will provide water bottles upon request. (Parents will be encouraged to bring their own water bottle.) Should local Covid-related health department restrictions not allow us to conduct our classes inperson at Joel Davis Park, then we will switch to virtual classes. Classes will be offered at the same days and times as stated above. Throughout 2020 and 2021 our business delivered virtual classes with great success. Our virtual classes allow children to engage from the comfort of their own home, while only needing minimal supplies (all of which can generally be found in the home). If needed, we will share virtual class login information with families and the City of East Palo Alto in a timely manner.
389
3 Community Outreach and Feedback
My Gym is committed to actively promoting the program to residents from East Palo Alto and other nearby communities using the following channels:
● Email marketing to thousands of families in East Palo Alto and nearby communities ● Social media posts on Facebook and Instagram
● Flyers
● Small outdoor “check us outs”
Work Plan and Schedule
My Gym will bring energy and fun to the children and families of East Palo Alto by providing 30- minute parent participation and independent classes to children ages 2 years to 8 years.

The classes will be offered from June 18, 2025 through August 15, 2025 at Joel Davis Park on Wednesday mornings 10:30-12:30 and Friday afternoons from 4:00pm-6:00pm (or as otherwise agreed upon with the City of East Palo Alto).

We will offer classes including parent participation, Ninja Jr. / Preschool Gymnastics, Ninja Training, and Cheerleading. All classes will promote and support a healthy and active lifestyle.

We will offer the following classes at the park (or virtually with some adjustments, if required):

Wednesday
● 11:00am-11:30am Tyke/Waddlers (ages 13 to 18 months)
○ Our youngest My Gymer’s and their parents are led through a variety of gentle stretches, exercises, songs, dances, and more..
● 12:00pm-12:30 Gymsters (ages 19 months to 2.5 years old) ○ A “Parent and me” class where children have fun with structured games, fascinating "adventures," and pre-gymnastics skills.
● 1:00pm-1:30pm Terrific Tots (ages 2.5- 3.5 years old) ○ In this age group, teaching physical skills is a top priority. The development of social skills is also emphasized as the youngsters become good listeners, follow directions, cooperate in a group, and learn more about themselves.

Fridays
● 4:00pm -4:30pm Ninja Jr. and Preschool Gymnastics (ages 3.25 to 5 years) ○ In this class the kids are lavished with positive reinforcement for self-reliance and following directions. Balancing activities, basic gymnastics, and beginning sports skills further lead to increased strength, enhanced manipulative ability, and improved hand-eye coordination.
● 4:45pm- 5:15pm Ninja Training (ages 6 to 10 years)
○ My Gym Ninja Training classes are designed to be fun and challenging while remaining safe and noncompetitive. Classes will focus on developing strength, stamina, agility in relays, conditioning exercises, games, team-building and, of course, obstacle courses that change every week. Kids will be challenged mentally and physically while instilling a mindset of overcoming adversity both inside and outside of class!
390
4 5:30pm-6:00pm Cheer/Tumbling (ages 5.5 to 10 years)
● This fun and focused class is great for both beginner and experienced gymnasts and cheerleaders. The emphasis is on having fun and learning foundational gymnastics skills, strength, & flexibility—not competition.

Just as we did in the last 5 years, we aim to have at least 10 children in each class, will require sign-ins for every class, and will solicit participant feedback following the program. We are projected to have at least 70 participants and 36-40 hours of programming in total Team
My Gym team diagram and leadership structure: Our highly experienced team will contribute the following to the program:
● Juakila “Kiki” McConnell, Owner and Director — Kiki has been with the business for 14+ years and has extensive experience teaching My Gym classes outdoors and virtually.

Her energy and dedication for children and the East Palo Alto community is unmatched.

Kiki will be overseeing the day-to-day management of the classes at Joel Davis Park. ● Eboni Cobby, Director — Eboni is an East Palo Alto resident and has been with My Gym for 6 years. Her energetic and caring personality makes classes fun for everyone. Eboni has extensive experience leading classes and birthday parties at the gym as well as leading classes at your summer in the Park program in prior years. Eboni will support My Gym in delivering the classes, under Kiki’s leadership. ● Jodi Wong, Teacher — Jodi joined My Gym in 2024’ .Her bubbly personality and connection with the student’s means that classes with her are always fun. For the past year Jodi has been leading our new teachers, taking them under her wing and leading them to greatness. Jodi will support My Gym in delivering the classes, under Kiki’s leadership.
● Evelyn “Muffin” Strauter --- Muffin started My Gym a couple of months ago. With her direct approach to coaching and upbeat and fun personality, she makes classes fun and challenging the kids to use their bodies in different ways. Muffin will support My Gym in delivering the classes, under Kiki’s leadership.

Insurance
An insurance certificate will be provided in proposal.

Points of Contact
If you have any questions please contact Kiki at 650-630-0405 or [email protected]. 391
My Gym Palo Alto Expense Report https://bit.ly/2VcueGm
GRANT NAME: Summer Park Activation DATE SUBMITTED:November 22, 2024 ADDRESS OF SENDER: SUBMITTED BY:Juakila McConnell
Park Activation EPA 2024 2025 2026 TOTAL % STATUS
Year Insurance ($ 10,000) ($ 11,000) ($ - ) ($ 21,000) 59% Summer 3months Payroll ($ 5,200) ($ 5,200) ($ - ) ($ 10,400) 29% Mats,trampoline,air matts, bars,zipline Equipment ($ 2,000) ($ 200) ($ - ) ($ 2,200) 6% Staff Travel Travel ($ 150) ($ 150) ($ - ) ($ 300) 1%
City Epa Licensing ($ 139) ($ 139) ($ - ) ($ 278) 1%
Facebook Ads/ Flyer etc Marketing ($ 800) ($ 800) ($ - ) ($ 1,600) 4% ($ - ) 0%
($ - ) 0%
($ - ) 0%
($ - ) 0%
($ - ) 0%
($ - ) 0%
EXPENSE TOTALS ($ 18,289) ($ 17,489) ($ - ) ($ 35,778) 100% 392
393
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
1 Approach and Understanding
For three decades the YMCA has provided programming in East Palo Alto, and since 2007 it has operated the Lewis & Joan Platt East Palo Alto Family YMCA to serve local youth, families, adults, and seniors. The YMCA serves as a “hub,” where people come to find their “place,” build relationships, and where everyone is welcomed, all ethnicities, backgrounds, faiths, genders, gender identities, and socioeconomic statuses. The Y offers financial assistance to community members to ensure access to membership and programs that empower and lift.

Grounded in our core focus areas of youth development, healthy living, and social responsibility, our programs are designed with the local community at the center, addressing the unique needs of those who live and work here. With a current median income of $125,900 and high cost-of-living, low-income residents face an economic gap that is hard to close without targeted support from organizations like the Y. We are uniquely positioned to address this by leveraging strong community partnerships; thoughtful, meaningful programming; and a track record of impact.

The Y in East Palo Alto supports more than 4,000 members of our community annually with programs that improve health and well-being. YMCA youth programs strive to close the achievement/opportunity gap for low-income students, and we target Title I schools to deliver afterschool and summer learning programs. Partner schools refer at-risk youth to our Summer Learning Program, an evidence-based program yielding strong results in averting “summer slide.” We ensure students advance academically to mitigate the achievement gap. Our Youth & Government program provides an empowering hands-on learning experience for teens. They use their lived experiences to shape their community through civic engagement. This is particularly impactful as 100% of teen Y &G participants through the Y in EPA are low-income and BIPOC.

Leveraging strong civic connections, the Y is led by our volunteer-based Board of Managers.

Residents of East Palo Alto need opportunities for fitness, wellness, and socialization that are accessible both financially and geographically. This is especially true for youth, who need safe spaces for recreation and development.

In addition, teaching children how to be safe around water is one of the most important life skills our community can help children learn. It not only saves lives; it builds confidence, creates social capital, and introduces youth to life-long fitness opportunities. Drowning poses a threat to the health and well-being of people nationwide, particularly among children from Latinx and African American populations and those from low-income families. The Y in EPA, one of 10 branches of the YMCA of Silicon Valley, is uniquely positioned to meet these needs. Two of the four proposed Summer Park Activation Programs would allow the Y in EPA to maximize the use of its pool—the only pool in the city east of the 101 freeway.

Without wellness programs, children, youth, families, and seniors are further at risk for negative physical and mental health issues. The programs offered by the YMCA provide a community-driven solution that provides support in the following four program areas: Aquatics, Group Exercise, Summer Camp, and Family Days. Collectively, these proposed programs will reach up to 1,340 EPA 394
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
2 residents, with two of the programs providing five concurrent days of deep-impact programming per participant.

Recreation Program Design
1) Aquatics: Safety Around Water Program
Description: Safety Around Water is a week-long intensive program for youth ages 5-12. The cohort would include 20 students who learn fundamental water safety skills to prevent drowning.

Safety Around Water consists of eight lessons designed to teach kids water safety skills that help reduce the risk of drowning and build their skills and confidence in and around water. A typical session includes:
• Exercises to help kids adjust to being in the water
• Instruction in two skill sets kids can use if they find themselves in the water unexpectedly: Jump, Push, Turn, Grab and Swim, Float Swim. • Safety topics, like what to do if you see someone in the water who needs help • Fun activities that reinforce skills
Why is this important? Among children ages 1-14, drowning is the second-leading cause of unintentional injury death (after motor vehicle crashes). According to a national research study conducted by the USA Swimming Foundation and the University of Memphis, 64% of African American and 45% of Latinx children cannot swim, compared to 40% of their White counterparts.

In addition, 79% of low-income youth surveyed have little or no swim ability.

The budgeted program materials ($1,550) include parent engagement water safety resources, swim goggles x 20, gear bags x 20, and life jackets. If needed, swimsuits are also provided.

Location: East Palo Alto YMCA pool (adjacent to Bell Street Park) Projected Program Hours: The program runs 20 hours over 5 days, mostly typically delivered on weekday afternoons. Tentative dates are July 25 to 29 from 12:30 to 4:30 pm daily.

Participants: Cohort of 20 students
Staff Plan: Staff involved in coordinating and delivering the program include Aquatics Director (@4% of time), multiple lifeguards (@$20 per hour) and swim instructors (@$23 per hour). Staffing budget: $6,240. Executive Director will also provide support.

Cost: There are no fees for youth to participate in Safety Around Water.

Deliverables:
• Recruit 20 youth participants
• Plan program & prepare materials
• Schedule certified lifeguards and certified swim instructors • Host week-long program for 20 youth at East Palo Alto YMCA pool, adjacent to Bell Street Park 395
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
3 2) Outdoor Group Exercise Classes
Description: Group Exercise Classes provide a myriad of benefits, including supporting cardiovascular health, boosting strength and flexibility, enhancing coordination, promoting weight loss, reducing stress, and elevating mood and well-being. Certified YMCA instructors provide motivation, accountability, inclusive/adaptable exercises, and professional guidance, all while maintaining a safe and welcoming social environment.

While the content of these particular classes are not yet finalized, (we’d want to ensure there isn’t overlap with any other grantees), the likely courses the YMCA in EPA would provide would be Tai Chi and Full Body Fitness. These are classes that lend themselves well to outdoor park conditions and have limited equipment. Other options include aerobics or calisthenics.

Outdoor Group Exercise Classes would take place at Bell Street Park twice a week for 10 weeks as part of the Summer Park Activation Series. The program would be open to all ages, with modifications available for youth or seniors, as well as anyone with limited range of motion.

Location: Bell Street Park
Projected Program Hours: Classes are typically one hour in duration, and scheduling is flexible, but here is how it might look for the 10-week program/20 classes that would operate June 9 to August 15:
• Tuesdays at 5:30 to 6:30 pm for Full Body Fitness
• Saturdays at 9 am to 10 am for Tai Chi
Participants: Classes can easily accommodate varying size groups. The goal would be to have 10-20 participants per class, serving up to 400 East Palo Alto residents. Classes are structured so that participants can attend when they are available (whether that is one class, a few classes, or all).

Staff Plan: Staff involved in coordinating and delivering the program include the and Healthy Living Director, along with 2 certified group fitness instructors. Budget: $50/per hour x 20 classes = $1,000. Executive Director will also provide support.

Cost: There is no fee for participants to join these classes.

Deliverables:
• Plan class programming
• General marketing & class promotion
• Schedule certified fitness instructors
• Host 20 classes (2 per week) at Bell Street Park
3) Summer Day Camp
Description: YMCA Summer Day Camp offers a safe and nurturing environment for children.

Funding would support programming for 20 additional students from East Palo Alto. The staff at YMCA Summer Day Camps are trained professionals who are dedicated to providing a safe and 396
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
4 supportive environment for children. The Y prioritizes the social and emotional well-being of children. Our programs support the whole child, by creating both a physically and mentally safe space for them. We focus on promoting positive social interactions, building self-awareness and selfmanagement skills, and cultivating a sense of empathy and respect for others.

The activities offered at YMCA Summer Day Camps are designed to be both fun and educational, so children can learn while they play. From arts and crafts to outdoor activities—at Bell Street Park—there are plenty of activities to keep children entertained and engaged.

On average in the camp marketplace, the cost of a week of full-day summer camp typically ranges from $500 to $800+. YMCA camps are offered at only $375 and nearly all participants at the Y in EPA qualify for an additional 70% of program financial assistance, bringing the cost to about $110 per week for full-time (40+ hours) summer camp programming. This means that parents can feel good about providing their children with a fun and engaging summer experience without breaking the bank. Many youth return year after year to YMCA summer day camp, and this affordable option is critical to EPA families seeking safe options for summer child care and enrichment. This funding would support 70% scholarships for 20 youth, lowering the typical cost to $110 per youth.

The Y in East Palo Alto offers 3 levels of Summer Day Camp: Quest for ages 6-8, Adventure for ages 9-11, and Teens for ages 12-15.

Projected Program Hours: Summer Day Camp operating hours are 8 am to 5 pm daily, with families able to select any week starting June 16 to Aug. 4.

Location: East Palo Alto YMCA with outdoor activities at Bell Street Park Participants: 20 additional camp participants
Staff Plan: Our Youth Development team deploys a series of staff from Site Director to Instructors. In addition, our Aquatics team is involved (Aquatics Director, lifeguards), as all Summer Day Camp participants have scheduled time for recreational swim during the week.

Cost: With grant support for scholarships, cost drops from approximately $375 to $110 for each participant. There is also the option, if the City prefers, to offer this camp with 100% sponsorship, though this would mean serving 14 youth instead of 20. We have proposed this 70/30 split because we’ve found with this type of all-day week-long program, attendance through the end of the week is typically stronger when a partial fee is included. (Budget: $262.50 x 20 = $5,250) Deliverables:
• Register youth
• Plan summer programming, including activities held at Bell Street Park and at the pool • Schedule Day Camp & Aquatics staff
• Welcome 20 additional youth participants to week-long summer day camp @ 70% scholarship rate 4) East Palo Alto Family Days
397
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
5 Description: In collaboration with the City of East Palo Alto, other grantees, and fellow nonprofits, the Y in EPA would be delighted to participate in all 3 Family Days. In addition, the Y would be available to take on a leadership role in the Bell Street event. The Y would set up a table filled with informational materials and giveaways and host a recreational or sports activity at each Family Day event. Activities would depend on location and scheduling, but options include a family volleyball game, frisbee activity, soccer clinic with coaches, or additional group exercise fitness classes.

Location: Bell Street Park and two additional East Palo Alto parks TBD Program Hours: Programming to match Family Days general event hours, mostly likely 12 – 6 pm Participants: Group activities are estimated to serve 300 people per event for a total of 900 EPA residents. Our goal is to engage all visitors at the event with a combination of giveaways and recreational activities. Several hundred expected to participate at each of the three events.

Staff Plan: Staff involved in coordinating and delivering the program include the Executive Director and Healthy Living Director. In addition, a sports coach or group exercise instructor may also be included. Budget: $2,310 staffing + $1,000 for supplies/materials for 900+ engagements = $3,695.

Cost: There is no fee to families to participate.

Deliverables:
• Coordinate with the City and other organizations on planning & scheduling • Plan recreational/sports activities
• Order and prepare giveaway materials
• Deliver 3 Family Days of programming at three EPA parks • Provide leadership in Bell Street Park Family Day organizing committee Project Management: Communication, Kickoff Meeting, Registration Forms, Program Evaluation The YMCA in EPA and the City of East Palo Alto have a long history of partnership. The Y leases the property from the City, and the Y hosts a City Community Room on the premises. We have received funding from the City for YMCA programs and have collaborated on multiple events, such as the Senior Expo, Family Days, etc. Also, the City has provided its Council Chambers for our Youth & Government students to conduct their Bill Hearing Nights. The YMCA provided our facility for drive-through COVID testing and vaccinations. The EPA Y is also currently a Vote Center.

The YMCA in EPA is prepared to prioritize communications and collaboration in order to be a productive partner in the Summer Park Activation Series. This includes communications by email, phone, Zoom and in-person meetings, attending City Council meetings, project kick-off meetings, etc. all in preparation for a successful summer of programming. The YMCA will also collect and submit registration forms and program evaluations to all participants, in keeping with the grant requirements.

Community Outreach & Engagement Plan
398
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
6 Getting the word out about proposed YMCA programming opportunities provided in partnership with the City of East Palo Alto will require a comprehensive strategy. For the Safety Around Water and Summer Day Camp programs, which are limited in capacity to 20 participants each (40 total), outreach is expected to include in-branch flyer distribution, social media posts, and direct outreach to local schools. For Outdoor Group Exercise Classes and Family Days, because these activities have capacity for hundreds of participants, a much broader reach of communications will be required. Additionally, flyers will need to be distributed community-wide, including at farmer’s markets, local stores, and other high-traffic locations. Information will be posted on online Community Calendars and cross-shared with our community partners. We also expect to do doorto-door canvassing and flyer distribution in our neighborhood to make sure those within walking and biking distance know about these fully accessible opportunities. The YMCA intends to create buzz and excitement about these opportunities through signage, social media, and word-of-mouth.

Remote Programming Protocol
The YMCA in EPA is well-versed in operating programming during a pandemic. In recent years, closures, pivots to digital programming, and social distancing guidelines were all employed in order to meet requirements. Masking, intentional and additional hand-washing, and fist-bumps, are all still employed by many at the YMCA. If required, all programming would evolve to meet current conditions. Operations plan per program:
✓ Safety Around Water: This program is able to socially distance if needed (large outdoor pool deck) and space out in the water (large outdoor shallow water pool). This program is not considered effective if a shelter-in-place requirement were to require 100% remote operations, but what the YMCA can do is reschedule and still host the program when conditions permit.
✓ Health & Wellness Group Exercise classes outdoors at Bell Street Park: This program easily converts to social distancing. Operating classes outdoors with six feet of distance between participants is something the YMCA has extensive experience with. Online group exercise classes also surged in popularity during the pandemic and the YMCA is uniquely prepared based on recent experience to deliver all Group Exercise Classes virtually, if needed. ✓ Scholarships for a Week of Summer Day Camp: Social distancing at Summer Camp is something the YMCA has experience with. It may require us to reassess our capacity, but modified programming, with an emphasis on outdoor time, would continue. A Summer Day Camp experience does not translate well in virtual programming. At best, a short Zoom for socialization and fun packs to go can be arranged, in place of all-day programming, but these are not an equal substitute. A YMCA Summer Day Camp experience does not translate well virtually.
✓ Family Days: This is an outdoor event where social distancing protocols can be engaged, if large scale events are permitted. We’d be glad to work with fellow organizers to see what version of the events could be maintained or adjusted. If needed, we’d consider virtual options for gathering, but we’d need to gauge the community’s interest in this option, and suspect this could present some major challenges. Similar to the Safety Around Water 399
Lewis & Joan Platt East Palo Alto Family YMCA
2025 Parks Activation Proposal
7 program, we would also investigate the options for rescheduling, so as to preserve the maximum fun and community enjoyment, such as a series of Fall Family Days.

Work Plan and Schedule
Please find the work plan/schedule attached.

Insurance
Please find the insurance documentation attached.

Firm & Personnel Experience
The East Palo Alto YMCA has a long history serving the community of East Palo Alto. Starting in the late 1990s through the early 2000s, the Y provided youth programming (aquatics, basketball, inschool fitness) to the community through outreach sites. Realizing the community could benefit from a full facility YMCA, in collaboration with the City of East Palo Alto, a facility was built and opened in 2007. As an agency entering our third decade of service in the community, the Y continues to provide programs and services that meet the needs of East Palo Alto residents. The East Palo Alto Y serves more than 4,000 members and program participants annually, and the below staff manage the programming for membership, aquatics, youth sports, wellness, youth/teen & community programming, including partnerships and grant implementation.

Resumes
Please find attached resumes for the following committed individuals who will be assigned to the summer program:
• Jose Sanchez, Director of Healthy Living, oversees Youth Sports, Health & Wellness, Group Exercise, Kids’ Club, and Family Programming
• Erik Dahl, Aquatics Director, oversees pool operations including swim lessons & water safety • Rebecca Duran, Executive Director, oversees organizational leadership, community engagement, fund development, and strategic operations
Proposed Budget
Budget is composed of staff expenses and program supplies/materials, as described on pages 2-5.

Safety Around Water Program at EPA Y pool $7,790
Group Exercise Class in Bell Street Park $1,000
Summer Day Camp $5,250
3 East Palo Alto Family Days $3,695
Total $17,735
400
### Work Plan and Schedule
Identify need
Tasks/Activities to be Accomplished
with Projected Program Participants
Timeframe
with Program Hours
Outputs:

Activities & Deliverables
Outcomes:

Environmental Improvements & Results
Safety Around Water Program
Cohort of 20
Program to be hosted from July 25-29,
with recruitment, planning, prep, and
scheduling taking place in June and early
July 2025. Hours are 12:30 to 4:30 pm daily
for 5 days.
• Recruit youth participants
• Plan program & prepare materials
• Schedule certified life guards and
certified swim instructors
• Host week-long program for 20 youth at
East Palo Alto YMCA pool, adjacent to Bell
Street Park
→ Families have free access to drowning
prevention and water safety classes for their
children
→ Youth develop comfort in the water and
interest in fitness activities like swimming
and water sports
→ Youth learn how to be safe by pools, lakes,
beaches, rivers, etc.
→ Decrease in drowning deaths
Outdoor Group Exercise Classes
Can vary, up to 400 slots for
participants with option for
additional
Classes to be held from June 9 to Aug. 15,
with planning, promotion, and scheduling
taking place in May.

Proposed hours:
• Tuesdays at 5:30 – 6:30 pm for Full Body
Fitness
• Saturdays at 9 – 10 am for Tai Chi
• Plan class programming
• General marketing & class promotion
• Schedule certified fitness instructors
• Host 20 classes (2 per week) at Bell Street
Park
→ Physical and mental health needs are
supported
→ Pro-social activity provided for adults and
families
→ Families have free options for summer
fitness activities
→ Parks are filled with fitness activities
Summer Day Camp
20 spots
Options for camp registration/participation
will be any week starting June 16 to Aug. 4,
with planning and registration underway
from January to May. Hours are 8 am - 5
pm daily.
• Register youth
• Plan summer programming, including
atdoor ctivities held at Bell Street Park
• Schedule Day Camp staff
• Welcome 20 additional youth
participants to week-long summer day
camp
→ Youth spend productive time engaging in
academic, creative, swimming, and other
recreational activities in a safe, nurturing, prosocial environment → Families have affordable (@70% off)
options for enriching summer camp
experiences
East Palo Alto Family Days
Estimated 900, could be 1,000+
between all three events
Three East Palo Alto Family Days will be
held between June 9 and Aug. 15. We are
flexible to schedule these when it works
best for all parties involved. Planning and
preparation would take place one month
(or more) in advance of each event. Hours
are subject to collaborative agreement,
but proposed for noon to 6 pm.
• Coordinate with the City and other
organizations on planning & scheduling
• Plan recreational/sports activities
• Order and prepare giveaway materials
• Deliver 3 Family Days of programming at
3 EPA parks
• Provide leadership in Bell Street Park
organizing committee
→ Community building with families and
among organizations
→ Families flock to parks for fun
→ Families have free options for active local
activities
→ Parks filled with enriching, active, multigenerational family engagement YMCA 2025 Summer Park Activation Series
Lewis & Joan Platt East Palo Alto Family YMCA
Building a Stronger Community
Youth Development Healthy Living Social Responsibility
Improving the quality of life and
inspiring individuals and families to
develop to their fullest potential in
spirit, mind and body
401
Contact
www.linkedin.com/in/leif-erikdahl-533bab7 (LinkedIn)
Top Skills
Nonprofit Organizations
Coaching
Aquatics
Leif-Erik Dahl
Aquatics Director
San Jose, California, United States
Summary
I am an accomplished professional manager with employment experience that includes 9 years as a Mental Health Clinic Practice Manager, 6 years as a self-employed Audio Engineer, 4 years as a Retail Shift Manager, 4 years as a retail salesperson, 3 years as a Community Pool Manager, and 7 years as a Lifeguard and Swim Instructor. I have earned a Bachelor of Applied Science (BASc) degree in Sound Engineering. I have over two decades of experience in leadership roles and pride myself in fostering a collaborative work environment focused on fostering open communication, problem solving, and conflict resolution. My empathic and relaxed demeanor help contribute to a culture of happy and comfortable employees. I'm very experienced in logistics, planning, delegating responsibility, and have a natural desire to keep organized. I am technically proficient in Microsoft Office, Adobe Suite, Google Suite and a numerous Audio and Video editing software programs.

Experience
YMCA of Silicon Valley
Aquatics Director
May 2023 - Present (1 year 7 months)
United States
Adhere to and enforce aquatics safety standards and guidelines. Oversee lifeguard, swim instructor, and aquatics coordinator staff. Create and maintain aquatics staff schedules and ensure all certifications and trainings are current.

Recruit, hire, and train new staff. Audit and drill staff to ensure aquatic safety preparedness. Monitor and correct bi-weekly payroll.

Dahl Clinical and Forensic Psychology and Clinical Neuropsychology Clinic
Practice Manager
October 2012 - Present (12 years 2 months)
Campbell, California, United States

Page 1 of 4 ends

402
Oversee neuropsychological testing administration and reporting; set-up online and virtual test administration, prepare and compile paper test modules in patient files, supervise online test administration, compile an addendum of test results upon completion of testing.

Plan and direct day-to-day operational objectives; oversee therapist scheduling, organize and maintain practice management software, maintain physical and electronic filing system, ensure policies and best practices are up to industry standards and government regulations, schedule patients, patient relations, patient invoicing and collections, maintain stock of office and psychological testing supplies.

Seek out and maintain contracts with private and government insurance providers; developed Neuropsychology practice from cash pay only to contracted provider with all major private health insurance companies, Department of Justice Expert Witness, Department of Veterans Affairs (VA), Victim Witness Assistance Program, and Compsych Employee Assistance Program.

Submit and organize all claims and reimbursements; verify eligibility and benefits, submit insurance claims, process and deposit insurance payments, file and document all payments from patients and insurance providers, create and maintain all patient dues and mail invoices monthly.

Self-employed
Audio Engineer
July 2010 - March 2016 (5 years 9 months)
San Francisco Bay Area
Contract management; obtain and negotiate terms of contract, hire talent, schedule studio time, provide finished recording to client.

Schedule, set-up, record, and breakdown recording sessions with musical artists, voice-over artists, commercial producers, and foley artists.

Create, mix and edit audio for musical artists, commercial video, and radio ads.

Power Play Hockey
Shift Manager
October 2012 - November 2014 (2 years 2 months)
San Jose, California, United States

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403
Oversee daily store operations; open and close store, balance cash registers, maintain and restock physical and electronic inventory, collaborate with owner on employee schedule, customer service, field customer complaints and concerns, make cash deposits, service and maintain equipment, sharpen and repair skates.

Blockbuster
Shift Leader
April 2006 - November 2006 (8 months)
Oakland, California, United States
Customer service, maintenance, employee management, delegation of responsibilities, stocking, closing duties.

Queensborough Improvement Association
Pool Manager, Head Lifeguard, Head Swim Instructor
June 2002 - August 2005 (3 years 3 months)
San Jose, California, United States
Oversee daily pool operations; open facility, supervise swim instructors while teaching morning swim lessons, open pool for recreational swim, manage lifeguards and shift rotation, lifeguard, test and maintain pool chemicals, make cash deposit, field member complaints and concerns.

Management duties include; Hire lifeguards and swim instructors, employee scheduling, adjust swim lesson curriculum, train swim instructors, receive and deposit membership and swim lesson payments from members and guests, create and implement new aquatic swim lesson and recreational activities and programs.

Immanuel Lutheran Church
Audio Coordinator
January 2000 - January 2005 (5 years 1 month)
Set-up and take-down for Sunday services, weddings, funerals, and other special events. Experience with cabling, mic placement, feedback control, and overall live sound techniques.

Wherehouse Music
Sales Associate
February 2002 - March 2003 (1 year 2 months)
Cupertino, California, United States

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404
Customer service, sales, stock management, Ticketmaster ticket sales, cashier, and inventory organization.

Southwest YMCA
Head Lifeguard & Swim Instructor
August 1999 - May 2002 (2 years 10 months)
Saratoga, California, United States
Schedule weekly lifeguard shifts, assist in training new-hire lifeguards, maintain pool chemicals and pool deck cleanliness, swim instruct for all age levels, swim instruct for inclusion program, oversee pool safety rules are followed by all members and guests.

Education
SAE Expression College
Bachelors of Applied Science, Sound Design, Audio Engineering, Live Sound, Game Audio, Audio Post-Production · (2005 - 2010)
De Anza College
none, General Education · (August 2001 - June 2004)
Lynbrook High School
High School Diploma · (August 1997 - June 2001)

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405
1 Jose Sanchez
1870 Valota Road #5
Redwood City, CA
(650) 391-5979
[email protected]
_____________________________________________________________________________________________________________________________________________________________________________ Objective: To secure a challenging position that will employ my education, skills, and experiences.

Education: B.A., Menlo College: School of Business Management, Atherton, California • 2005
Major: Liberal Studies
Emphasis: Psychology
A.A., Lassen College, Susanville, California • 1999
Experience: East Palo Alto Family YMCA, East Palo Alto, CA 11/01/21- Present Healthy Living Experience Diretor
Moffett Towers Club, Sunnyvale, CA 07/01/18- 09/15/21
Personal Trainer
Fremont Hills Country Club, Los Altos Hills, CA 08/15-03/21 Fitness Director
Active Sports Clubs, Sunnyvale, CA 08/14-06/15
Fitness Manager
Active Sports Clubs, McAfee Fitness Center, Santa Clara, CA 04/14-12/14 Personal Trainer/Group Fitness Instructor
Plus One, Pacific Shores Club, Redwood City, CA 11/13-04/14 Exercise Specialist/Personal Trainer/Group Fitness Instructor Menlo College, Atherton, CA 09/11-04/13
Men’s/Women’s Wrestling Strength & Conditioning Coach
Club One, Pacific Shores Club, Redwood City, CA 09/10-11/13 Personal Trainer/Group Fitness Instructor/Manager on Duty Powerhouse Gym 07/10-09/10
Personal Trainer/Boot Camp Instructor
Equinox 04/09-07/10
Maintenance Associate, Manager on Duty
Menlo College, Atherton, California 09/03-08/09
Assistant Wrestling Coach/P.E. Instructor
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2 Zeke Jones Wrestling Camp, Atherton, California 2004-2008 Counselor
Velocity Sports Performance 04/06-08/07
Sports Performance Coach
Certifications: YMCA Group Exercise Instructor Certificate American Red Cross Lifeguard Certificate
ProCPR - Adult and Child CPR/AED
RKC Hardstyle Kettlebell Certificate
NSCA - Certified Personal Trainer(In Progress)
Crossfit Level-1 Trainer Certificate
Crossfit Movement and Mobility Certificate
Honors: Community College National Champion (Lassen College 1997-98) Outstanding Wrestler (Menlo College 03)
NAIA place winner and All American (Menlo College 01-03) Memberships: National Strength and Conditioning Association National Wrestling Coaches Association
United States Wrestling Association
Bay Area Wrestling Association
San Francisco Elite Wrestling Club
Skills: Proficient in Microsoft Works, Word, Excel, and Power Point Good written and oral communication skills
Works well in teams, detail orientated, quick learner, honest, dedicated, and personable
References upon Request
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Rebecca Isabel Duran
[email protected] • 650-430-2322 • 10 Mulberry Court #2, Belmont, CA 94002

EDUCATION
New England College Graduation: 2012
School of Graduate and Professional Studies Degree: M.S. Management, emphasis Henniker, New Hampshire in Nonprofit Leadership
San Francisco State University Graduation: 2005
College of Education, Teacher Credential Program Credential: CA Preliminary Multiple Subject Credential San Francisco, California
Boston University Graduation: 2002, Cum Laude
College of Communication and Degrees: B.S. Print Journalism and College of Arts and Sciences B.A. Political Science
Boston, Massachusetts Awards: Dean’s List
National Society of Collegiate Scholars

EXPERIENCE
Lewis & Joan Platt East Palo Alto Executive Director at YMCA of Silicon Valley, May 2023 – present Family YMCA, East Palo Alto Organizational leadership, fund development, community engagement, and strategic operations, including staff management and member experience, goals and budgeting, and supporting branch Board of Managers
Hiller Aviation Museum, San Carlos Vice President of Development, Feb. 2016 – May 2023 Educational Institution Managing wide range of museum advancement initiatives and events, including annual benefit gala, Airport Runway Run, grant writing & reporting, and membership program, Working collaboratively with all museum teams Friends for Youth, Redwood City Director of Development, Sept. 2014 – Feb. 2016 Mentoring Program Creating and overseeing a strategic approach to fundraising that includes individual contributors, special events, and grants, as well as building agency sustainability through donor cultivation and stewardship with an emphasis on major donors and event management
Friends for Youth, Redwood City Program Coordinator/Director, July 2005 – Aug. 2014 Mentoring Program Recruiting, screening, training, and matching adult mentors and youth mentees, as well as supporting clients with bilingual case management and group activities, and managing department staff
College Track, East Palo Alto Volunteer Advisor to a high school senior, Aug. 2005 – Aug. 2006 Edison McNair Academy, East Palo Alto 6
th Grade Teacher, Sept. 2002 – June 2005
Public Middle School Teaching all subjects and coordinating English Language Development program, as well as Lead Teacher for all 6th grade (2004–05)
C.S. 156, Bronx, New York 3
rd Grade Teacher, summer 2002, Teach For America
The Boston Globe, Boston Correspondent, Boston City Hall Bureau, June – Dec. 2001 New England’s largest daily newspaper Writing about the mayor, City Council, and neighborhood issues The Daily Free Press, Boston Editor, spring 2001; Managing Editor, fall 2000; City Editor, spring The independent student newspaper 2000; & Member Board of Trustees at Boston University Assigning stories, writing, editing, design, as well as leading newsroom Summerbridge, San Francisco French and Journalism Teacher, summer 1999 a.k.a. Breakthrough Collaborative
Mattahunt Community Center, Boston Literacy Volunteer at The Afterschool Program, Jan. – Dec. 1999 Boston University Community Service Center
SKILLS
Languages: Native Spanish speaker, limited French proficiency Interests: Hiking, biking, cooking, gardening, volunteering 408

PHOTO PLACE
HOLDER
Dear Members of the East Palo Alto City Council,
Hope Horizon East Palo Alto is excited to submit this letter of intent to apply for the 2025 Summer Park Activation
Grant. Our mission is to equip East-of-Bayshore youth with the skills, confidence, and opportunities they need to thrive academically, socially, and emotionally. We are committed to hosting Camp Hope Horizon, a six-week, full-day
summer enrichment program designed to provide free,
engaging, and impactful programming for East Palo Alto
residents.

Application for
2025 Summer Park Activation Grant
Camp Hope Horizon
Camp Hope Horizon will run Monday through Friday, 9:00 AM to 3:15 PM, from June through August 2025. Open to rising first through ninth graders, the camp will feature a dynamic blend of STEAM-focused activities, hands-on learning experiences, and enrichment opportunities that inspire creativity, critical thinking, and career exploration. Through intentional programming, we aim to:

Build Academic and Creative Confidence: Ensure all
participants maintain grade-level proficiency over the
summer and encourage extracurricular interests.

Foster Social-Emotional Wellness: Integrate lessons on
practical life skills, physical activity, and personal
reflection to promote well-being.

Develop Leadership Skills: Culminate the camp
experience with student-led presentations showcasing
their projects and growth.

Our goal is to serve over 100 students from East Palo Alto and East Menlo Park, keeping them academically engaged while exploring new horizons in a supportive environment.

To achieve this, we are requesting $18,000 through the Summer Park Activation Grant to cover essential costs such as staffing, supplies, meals, and activities, ensuring families can participate at no cost. This aligns with the City Council’s vision of accessible, high-quality programs for East Palo Alto residents.

With a committed team of educators, staff, and volunteers, we aim to make Camp Hope Horizon a transformative experience, fostering growth, learning, and community connection for local youth. Thank you for considering our application. We look forward to partnering with the city to create a meaningful summer for our community’s youth.

Hope Horizon East Palo Alto
100 Beech St. East Palo Alto, CA 94303
650-327-1139 www.HopeHorizonEPA.org
Jen Guan
Director of Development
[email protected]
408.835.1785
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Hope Horizon East Palo Alto understands the importance of accessible summer programs for youth.

Camp Hope Horizon offers a six-week, full-day enrichment program for rising 1st through 9th graders, focusing on academic retention, social-emotional learning, and creative exploration. With experience serving 250+ students and strong partnerships with organizations like EPAC and YMCA, we are wellequipped to deliver this impactful program.

Process and Services
Collaboration: Partner with schools, organizations, and families to meet community needs.

Accessibility: Offer free programming with multilingual, inclusive materials.

Feedback: Gather input to refine services throughout the program.

Safety and Training
Safety is a priority. Staff will receive training on curriculum, safety protocols, and youth engagement.

Program managers will monitor attendance, goals, and outcomes, with regular feedback to improve programming.

Project Management
We will collaborate with the City’s Recreation staff to finalize program scope and timelines. Summer planning begins in January and will depend on the funding we receive. Outreach events like Family Night Out will help promote the program. Stakeholders include full and part time staff, volunteers, partners, students, parents, schools and sponsors.

Community Engagement
Our outreach strategy includes:

Recruitment: Partnering with the City to expand access.

Local Partnerships: Working with schools and community organizations.

Promotion: Flyers and outreach events to engage families.

Approach & Understanding
Hope Horizon East Palo Alto is dedicated to ensuring that Camp Hope Horizon delivers impactful programming even during emergencies, such as pandemics or other unforeseen disruptions. Our adaptable plan prioritizes the safety and well-being of participants, staff, and the community while maintaining high-quality programming.

Virtual Operations
Remote Operations Plan
In the event of a shelter-in-place order:

Online Platform: Programs will transition to accessible platforms like Zoom and Google Classroom.

Digital Curriculum: STEAM lessons, creative projects, and socialemotional modules will be tailored for remote delivery.

Technology Support: Loaner devices and internet assistance will be offered to families in need.
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Hybrid Operations and Safety Guidelines
Staggered Schedules: Small, rotating groups to ensure distancing.

Outdoor Activities: Emphasis on outdoor programming for safety and engagement.

Virtual Access: Live-streamed or recorded content for equitable participation.

In-Person Safety Protocols
Health Screenings: Daily temperature checks and symptom monitoring.

Enhanced Cleaning: Regular sanitation following CDC guidelines.

Social Distancing: Spaced seating and activity zones.

PPE: Masks and sanitizers provided and enforced as required.

Communication and Flexibility Ensuring Transparency
Parent Updates: Weekly emails and texts with logistical updates and safety measures.

Feedback: Virtual town halls and surveys to address concerns and gather input.

Staff Preparedness
Training: Remote instruction, health protocols, and tech tools.

Contingency Planning: Regular reviews and drills to ensure readiness.

REMOTE OPERATIONS Plan (Continued)
Staffing :All staff undergo rigorous screening, including interviews, background checks, and a weeklong training. 7 Classroom Leaders: At least 18 years old with high school or some college education, leading classroom sessions.
5 High School Interns: Assisting classroom leaders and gaining hands-on job experience. 2 Program Managers: Overseeing staff, students, and curriculum for elementary and middle school.
1 Camp Director: Managing overall camp operations, coordination, and quality assurance.

Volunteers: Assisting with lunches, sessions, and logistical support.

Academics Goals:

Form Positive Relationships: Build supportive relationships with peers and adults.

Enhance Growth Opportunities: Improve ability to access growth opportunities at Camp Hope Horizon.

Increase Holistic Success: Support academic and personal development.

Work Plan & Schedule
Academics Outcomes:
100% of students will participate in enriching camp activities. 100% will gain exposure to STEAM topics.
85% will articulate what they learned.
75% will develop leadership skills.
75% will gain interpersonal skills.
50% will enroll in school-year programs at Hope Horizon EPA. 411
Academics Methods:

Project Based Learning: Students learn by actively engaging in real-world and personal meaningful projects.

Social Emotional Wellness: Students will be exposed to different activities that equip them to address the emotional struggles they face. They will learn healthy interpersonal skills. These activities include artistic expression and age-appropriate reflection and journaling.

Physical Activity: Students will be given lessons around fphysical helath and activity in order to encourage the health of the whole person. The students will learn the importance of physical wellness, stretching, exercise emphasizing the benefits for long-term health and wellness.

Academics Evaluation: : Pre-program start survey, Post-program end survey, Pre & Post Academic evaluations
Academics Curriculum Overview:

Focus: STEAM activities (Science, Technology, Engineering, Art, Math) aligned with California State Common Core Standards using Project-Based Learning (PBL).

Skills: Students build literacy, critical thinking, problem-solving, career awareness, and goal-setting through hands-on projects.

Real-World Application: Emphasis on STEAM skills with practical relevance in daily life.

Common Core: Meets academic standards in math and English language arts, with clear goals for each grade level.

Expanded Learning Goals:

Provide a safe, supportive environment for active, engaged learning.

Focus on skill-building for grades K-9, youth leadership, and healthy choices.

Ensure accessibility, quality staff, and clear mission and purpose.

STEM Education: Integrates STEM and art through Project-Based Learning to foster creativity and problem-solving.

WORK PLAN (CONTINUED)
Camp Hope Horizon Components
Activities & Enrichment
412
Extracurricular Activities at Camp Hope Horizon:

STEM: Students engage in hands-on projects to develop literacy, critical thinking, and problemsolving skills through real-world applications in science, tech, engineering, art, and math (STEAM).

Reading & Writing: Focus on reading fluency, memory, and communication skills. Students work on reading and writing to reduce summer learning loss.

Visual/Digital Art: Students explore their creativity, learn basic art skills, and create collaborative pieces for a final showcase.

Reader’s Theater: Improves reading fluency through script reading and repetition, using the Reading A-Z curriculum.

Swimming: Partnering with the EPA YMCA, students learn swimming as a vital life skill, building stamina and technique.

Youth Leadership: Students work together to develop leadership skills, teamwork, and confidence while addressing community issues.

Gardening: Teaches sustainability, healthy food choices, and life skills such as patience, teamwork, and cooperation.

Sports: Introduction to sports like soccer and basketball, focusing on techniques, sportsmanship, and teamwork.

Cooking: Students learn cooking science and healthy habits, experimenting with food groups while developing kitchen skills.

Financial Management: An introduction to financial literacy, covering topics like saving, credit, loans, and investments.

Photography/Film/Theatre: Students explore digital photography, film production, and acting, culminating in a community project showcasing their work.

High School Internship:

The Camp Hope Horizon internship offers East Palo Alto and Belle Haven students (grades 11-12) soft skills training and professional development. Interns work for six weeks alongside a classroom leader, gaining skills in communication, time management, problem-solving, and collaboration. They are also paired with a Hope Horizon staff member for mentorship. The program prioritizes students with limited work experience, low income, or challenges like no high school diploma or English language skills. Full-time positions are available for selected interns.

WORK PLAN (CONTINUED)
Camp Schedule
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Hope Horizon East Palo Alto has been a trusted presence in the community for 40 years, providing programs that equip youth with the skills, confidence, and opportunities needed to thrive academically and socially. Our extensive experience includes running successful summer programs that engage over 250 students annually, combining academic retention, creative enrichment, and social-emotional development. These programs are thoughtfully designed to address the summer learning gap while fostering leadership and a sense of belonging among participants.

Our experienced team of educators, program coordinators, and trained volunteers is supported by strong partnerships with organizations like EPAC and the YMCA, enhancing our ability to deliver impactful programming. With a proven track record of measurable success and deep ties to the community, Hope Horizon is uniquely positioned to execute programs of this scope and complexity. Families and stakeholders consistently praise our efforts, highlighting our role in creating transformative experiences for East Palo Alto youth.

Firm and Personnel Experience:

Conclusion
Camp Hope Horizon will provide a six-week summer program, fostering confidence, leadership, and growth for over 100 local youth. With the city’s support, we can offer free, high-quality programming that aligns with the City Council’s vision.

Thank you for considering our proposal. We look forward to partnering with you to create a meaningful summer experience.

Proposed Camp Budget:
$18,000 will contribute to the following budget
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Hello
I’m Ana Tuakalau
Phone: 650-533-9880
Email: [email protected]
Skills
● Event Support
● Activity Planning & Leadership
● Creative Thinking
● Collaboration
● Multitasking
● Time Management
● Professionalism
● Organization
● Positive Attitude
● Child Development Knowledge
● Patience & Understanding
Experience
June 2022 - July 2022
Hope Horizon , East Palo Alto - Classroom Leader Intern ● Gathered needed materials before the beginning of each session ● Monitored student behavior
● Assisted Classroom Leader as needed during and in between sessions ● Monitored students in transitioning between sessions
● Encouraged student participation
Oct. 2022 - May 2024
Hope Horizon, East Palo Alto - Classroom Leader
● Facilitated activities to support learning objectives of the class ● Created a positive learning environment for students by setting expectations and providing feedback
● Monitored student behavior to maintain order and discipline ● Developed lesson plans aiming towards improving student performance ● Kept attendance and track of student progress
● Enforced classroom rules while promoting respect
● Created engaging learning activities
Jan. 2018 - Present
San Carlos AOG, San Carlos - Children’s Ministry Volunteer ● Facilitated small group discussions with children
415
2 ● Organized and led Bible studies for kids
● Conducted Sunday School classes for a variety of ages ● Encouraged participation
● Lead worship services
● Supported teachers by providing assistance as needed during class time ● Participated in outreach activities such as Vacation Bible School and other summer camps ● Encouraged positive behavior at all times
Education
Aug. 2023 - June 2023
Sequoia High School , Redwood City - High School Diploma Currently enrolled at the College of San Mateo.
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Ariana Palacios
1110 Sanchez Way
Redwood City, CA 94061
(650) 533-8347
[email protected]

EXPERIENCE
Hope Horizon- East Palo Alto,CA
Middle School Academics Classroom Leader- August 2023- June 2024
Developed educational plans for students; prepared tutoring sessions for students; assisted students with homework assignments; led spiritual sessions for students; planned and prepared assignments for students; assisted students in art related activities; maintained routine check on students grades; accompanied students on outings; assisted in annual gala and participated in hosting and preparing events.

Hope Horizon- East Palo Alto,CA
Summer Camp Classroom Leader- June 2023- August 2023
Developed educational plans for students in specific classes; planned and prepared weekly lesson plans; created activities for students based on individual student levels; printed and prepared assignments daily; engaged with students inside the classroom; helped students in all aspects of learning; cleaned and organized for future sessions; mentored volunteers within the program; accompanied students on field trips; contributed in lunch and snack distribution; participated in hosting social events and engagement opportunities with students and their families.

Hope Horizon- East Palo Alto,CA
Elementary Academics Classroom Leader- October 2022-April 2023 Developed education plans to improve skills; prepared specific materials for each student; planned and prepared monthly lesson plans; printed assignments based on individual student levels; created activities for math and writing; began art sessions for students to engage in; helped students learn and understand within all subjects; participated in hosting events and engagement opportunities.

Vons Chicken-Redwood City, CA
Server/Cashier February 2022-May 2022
Welcomed and sat customers comfortably in the dining section; took customer’s food and drink orders; packed orders; collaborated with the kitchen staff for prompt and correct delivery of orders; memorized the SKILLS
Extraordinary Customer Service,
able to multitask, detail-oriented,
Conflict Resolution, Teamwork,
Lesson planning, Leadership and
exceptional ability to work
independently.
417
menu and recommended meals and drinks to customers; assisted with the tidying of tables, clearing leftovers and keeping the dining area neat and pleasant; ensured cooking utensils and kitchen area were cleaned after closing to comply with state regulations; collected payments by accepting cash or charge payments from customers.

Bed Bath & Beyond-Redwood City, CA
Retail Sales Associate November 2020-March 2021
Engaged customers in a courteous, helpful and respectful manner; promptly and politely responded to customer inquiries; escorted customers to appropriate merchandise; explained basic features of merchandise to customers; organized merchandise on sales floor; processed customer transactions through the register as required; executed price changes as needed; balanced cash drawer by counting cash at end of work shift; performed additional duties as required, such as; stocking, price changes and cart retrieval.

EDUCATION
College of San Mateo, San Mateo, CA— General Education
Woodside High School, Woodside, CA —Diploma received
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Waniya A.

Bryant Waniya A. Bryant
1433 Jasmine Street, Apt #4
San Mateo, CA 94402
650.630.1352
[email protected]
ㅡ
Skills
-‐High Problem-‐Solving efficiency
-‐Effective communication skills
-‐ Creativity in design
-‐High capacity for collaboration and building partnerships -‐Critical thinking that leads to ingenuity
ㅡ
Experience Bayshore Christian Ministries / Create Program Manager AUGUST 2017 -‐ PRESENT, EAST PALO ALTO, CA
Develop and strategize high quality academic programs. Designed curriculum for middle school students based on research and individuality of students. Worked with community partners to develop relationships and a network of support to reach academic goals and outcomes. Support BCM in the development of STEM related programming including the start of the high school robotics. Lead and facilitate training for both academic school year and summer programming.

Manage and develop curriculum, oversee seasonal staff and students for overall program development and provide a safe environment for all. Assistant other staff members as needed.

Ravenswood City Schools District / Afterschool Program Director AUGUST 2016 -‐ AUGUST 2017, EAST PALO ALTO, CA Oversee staff and students. Develop curriculum for the program based on Common Core State Standards (CCSS) and STEM, to provide three key components to the program: Academics, Enrichment and Cultural Activities. Supervised academic advising and maintain direct support for staff and students.

Lewis & Joan Platt EPA YMCA / Summer Camp Co -‐ Director MAY 2016 -‐ AUGUST 2016, EAST PALO ALTO, CA
Partnered with the camp director. Contribute to and execute the programmatic vision.

Supervised campers and staff. Manage recruitment and retention activities, and support the operational performance of the camp. Ensure program development and evaluation. Tackle risk management, and build relationships with camper families, staff, alumni and community leaders.
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Ravenswood City Schools District / Afterschool Program Assistant Director AUGUST 2015 -‐ MAY 2016, EAST PALO ALTO, CA Assist the program director with oversight of CCSS curriculum, instruction, student/family services, staff and data and outcomes for programs.

ALearn Math Program / Program Coordinator
AUGUST 2014 -‐ JUNE 2015, EAST PALO ALTO, CA Sought community partners. Serve as the assistant to the program director. Schedule first time orientations, student and parent engagement classes, special events and ensure a positive experience for students. Provided general support as needed.

Ravenswood City Schools District / Co -‐ teacher (Third Grade) AUGUST 2014 -‐ JUNE 2015, EAST PALO ALTO, CA Used CCSS to create rigorous, objective-‐driven and multimodal lessons. Dedicated close collaboration with other grade leveled teachers to ensure curriculum development. Used and encouraged critical thinking while teaching. Differentiate students based on their unique learning needs and developed classroom techniques to initiate and maintain connection with students and parents.
ㅡ
Education California State University, East Bay / BA, English MAY 2014 -‐ SEPTEMBER 2016, HAYWARD, CA
Obtain a Bachelors of Arts in English with a focus in Adolescent Childhood Education.

Foothill College / AA-‐ T , Elementary Teacher Education (T, TK-‐8th) JULY 2013 -‐ DECEMBER 2014, LOS ALTOS, CA
Associate in Arts in Elementary Teacher Education for Transfer degree. By obtaining this degree, it shows an understanding of elementary education and teaching, and demonstrates knowledge of children's growth and development from utero through adolescence.

Foothill College / CA, Child Development
SEPTEMBER 2011 -‐ JUNE 2013, LOS ALTOS, CA
Certificate of Achievement in the Child Development Program which is an academic and vocational training program that prepared me for the next steps into early childhood education. 420
Community and Fitness in the Park 20 25
City of East Palo Alto
Point of Contact: Tracie VanHook
Founder and CEO of Fit To The Core Inc.
[email protected], Phone: 510.224.1315 (mobile) Fit To The Core is a 501 (c)(3) nonprofit organization. Federal Tax ID number (EIN#) 85-1780072
Submitted to:
“Summer Programming for Youth and Families 2025”
Community Services & Recreation Division
City of East Palo Alto - City Hall
2415 University Avenue, East Palo Alto, CA 94303
Attn: Vincent Amelio, Recreation Program Coordinator
November 22, 2024
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Dear Vincent,
Thank you for the opportunity for Fit To The Core (FTC) to submit a proposal for the 2025 Summer Activation Series. Over the past years, we have cherished the opportunity to collaborate with the City of East Palo Alto to empower our aging adults with programs that promote health, fitness, and community engagement. We are thrilled to continue supporting and expanding our efforts, bringing even more innovative and inclusive fitness opportunities to our aging neighbors.

Fit To The Core is a 501(c)(3) nonprofit committed to enhancing the overall health and fitness of community members, with a special focus on helping individuals age well. Our mission is to create a world where everyone can thrive, regardless of age, health conditions, or socioeconomic background. With a specific emphasis on professional, adaptable fitness programs for aging adults, we believe FTC stands out as the superior choice for delivering impactful and sustainable programming.

As a certified professional trainer and the founder of FTC, I bring expertise in functional aging, fall prevention, balance, and mobility training tailored to under-resourced communities. Our team provides personalized instruction, essential exercise tools, and health education, empowering our participants to live healthier and more connected lives. The success of our past programs has fostered strong relationships with repeat participants, and we are eager to welcome new faces to our growing fitness family.

Through funding from the City of East Palo Alto, our summer program will:

1. Deliver professional training customized to the abilities of our aging adults and equip them with exercises to sustain their fitness beyond the summer.

2. Provide starter fitness kits (bands, mats) and guidance on utilizing affordable fitness tools effectively.

3. Promote education and resources to improve longevity and health outcomes, particularly in communities often overlooked.

4. Foster connections and reduce social isolation by creating safe, inclusive spaces for fitness and wellness activities.

While FTC is a relatively young organization, our deep commitment to East Palo Alto positions us as a long-term partner for addressing the growing needs of our aging population. The demographic richness of East Palo Alto—a blend of African American, Hispanic, Asian-Indian, and immigrant communities—creates a unique opportunity for our program to serve as a unifying force. Recent participation by Hispanic residents in our programs has been especially inspiring, and we look forward to expanding this inclusivity. This is a space where diverse 422
community members can gather to focus on their health and wellness, fostering connections that transcend cultural boundaries.

Our vision extends beyond East Palo Alto. We are cultivating relationships with neighboring cities like Menlo Park and Redwood City, positioning FTC to foster collaboration and shared health initiatives across communities. We believe our mission and leadership can serve as a bridge, strengthening connections between these cities.

In the following pages, we invite you to explore the impactful work we are doing and our plans to continue serving East Palo Alto’s aging population. I personally extend an invitation to visit one of our fitness sessions to witness the energy, joy, and camaraderie that define our program.

Thank you for considering our proposal. We are excited about the opportunity to deepen our partnership with East Palo Alto and help our aging neighbors thrive for years to come.

Sincerely,
Tracie VanHook
Founder & CEO
Fit To The Core (FTC)

2. Approach and Understanding - Summer Park Activation Program At Fit To The Core Inc. (FTC), we are deeply committed to providing tailored fitness and wellness programs for aging adults in East Palo Alto. Our understanding of the unique challenges and opportunities in this demographic guides every aspect of our approach. Aging adults often face mobility issues, health disparities, and social isolation, all of which can be addressed through structured and inclusive fitness activities. Through our proposed program, we aim to activate Joel Davis Park as a hub for health, community, and wellness by hosting exercise classes three times a week.

Our programming is designed not just to improve physical health but also to build a sense of belonging and connection. These classes will cater to varying levels of physical ability, offering modifications and guidance to ensure inclusivity. Activities will focus on mobility, strength, balance, flexibility, and overall wellness education. The goal is to empower seniors to lead healthier lives while reducing the risk of falls, increasing independence, and fostering social engagement.

Community Engagement Approach:
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Community engagement is fundamental to the success of this program. To effectively reach our target audience, we will leverage several strategies designed to inform, invite, and involve aging adults in East Palo Alto and surrounding areas.

One of our key outreach ideas is to hold monthly one-day events aimed at introducing new people to the program. These events will be modeled after the success of our Family Day in the Park initiative in Belle Haven, which attracted over 50 new participants. These introductory events will provide a welcoming, low-pressure environment where seniors can sample our fitness activities, meet our instructors, and learn about the program’s benefits.

Additionally, we aim to build stronger relationships with the Senior Centers and Community Centers in East Palo Alto and Belle Haven. By fostering ties between these organizations, we can create a network of support and shared resources that strengthens community connections.

Collaborating with these centers will also help us identify new participants and ensure our programs align with the needs of local seniors.

We also plan to cultivate a strong partnership with the Senior Committee in East Palo Alto. By collaborating with this influential group, we can better understand the community’s priorities, gain valuable insights, and receive support in promoting our program.

Our prior success with neighborhood canvassing campaigns, such as distributing flyers, has proven to be an effective outreach method. We will continue these efforts, focusing on areas where seniors reside or gather frequently. Additionally, we will promote the program through visible banners at key community locations, leveraging references and testimonials from participants in our previous programs to build credibility and trust.

We will also actively participate in community events, such as Juneteenth celebrations and other local gatherings, to reach a broader audience. These events provide an opportunity to showcase our program and engage directly with potential participants and their families.

By employing these multifaceted outreach strategies, we aim to ensure that our program is not only well-publicized but also deeply integrated into the fabric of the community. This approach will help us attract new participants, build lasting relationships, and foster a sense of unity and engagement among aging adults in East Palo Alto and neighboring areas.

Communications with the City:

Maintaining clear and continuous communication with the City of East Palo Alto is essential for the success of our program. To ensure transparency and foster collaboration, we will implement a 424
comprehensive communication strategy that provides regular updates and incorporates feedback to refine our approach.

We will communicate on a weekly basis, sharing detailed reports on participant numbers, including both unique and returning individuals. This will allow us to demonstrate progress toward our goal of steadily increasing the number of unique participants while maintaining strong retention among current participants. This data will provide a clear picture of the program’s impact and help the City track its success throughout the summer.

Additionally, we will actively participate in Senior Council meetings, ensuring that we remain aligned with the City’s objectives and responsive to the evolving needs of community members.

These meetings will serve as a platform to share updates, address concerns, and receive guidance. Our program, while foundational, is flexible enough to adapt to specific needs as they arise—whether it involves adjusting activity levels, modifying schedules, or scaling the program’s size or scope to better serve residents.

Retention is as important as attracting new participants. We will emphasize strategies to keep returning participants engaged by ensuring the program remains fresh, enjoyable, and valuable to them. Retention reflects the program’s success in building trust and fostering lasting connections within the community.

To enhance communication and engagement, we will document the program’s activities through videos, photos, and live testimonials from participants. This content will highlight the program’s positive impact and provide a compelling narrative to share with city officials and the wider community. By showcasing real-life stories and moments, we aim to build further support for the program and encourage continued participation.

By integrating weekly reporting, active participation in council meetings, and a focus on both retention and new participation, we aim to maintain a strong partnership with the City. This collaborative approach ensures the program remains dynamic, impactful, and responsive to the needs of East Palo Alto’s aging adults.

3. Remote Programming Protocol - Operations Plan
As we navigate the evolving landscape of community health and wellness, Fit To The Core Inc. (FTC) acknowledges the importance of flexibility and adaptability in our service offerings. In alignment with our commitment to the residents of East Palo Alto, we have developed a comprehensive Operations Plan for remote programming, ensuring uninterrupted access to health and wellness services, especially under circumstances that necessitate virtual engagement such as Shelter in Place orders or social distancing requirements. 425
Our remote programming is designed to replicate the in-person experience as closely as possible, providing seniors with accessible, engaging, and effective health and fitness sessions. We will utilize user-friendly digital platforms like Zoom or Skype to conduct live classes. These platforms are chosen for their ease of use, reliability, and accessibility on various devices.

Additionally, we have the capabilities to offer Virtual Classes, including Live Fitness Sessions conducted by our certified instructor. These sessions will include a range of activities suitable for aging adults, such as functional mobility training , cardio, and stretching exercises. Each session will be 45-60 minutes, with additional time for Q&A and social interaction.

We can also offer a Tech Support Helpline: a dedicated phone line for participants to receive assistance with technical issues.

In scenarios where limited in-person engagement is permissible, we will adhere strictly to social distancing protocols. This include:
- Small Group Sessions: If in-person activities are possible with social distancing, we will organize small group sessions with pre-registration to control the number of participants. - Outdoor Activities: Leveraging the open spaces of Joel Davis Park, we will conduct classes that allow for ample spacing between participants.

4. Work Plan and Schedule
Fit To The Core Inc. (FTC) will deliver an outdoor summer fitness program at Joel Davis Park that will include three evening sessions per week from June to August 2025.

Each class will be 45 minutes in length and free of charge to all EPA residents. Classes will start with a 10-15 minute warm-up. The classes will then go into a series of specific exercises that focus on balance, cardio-vascular, strength training and functional movements. These exercises will be rotated through alternate sessions, focusing on key areas of the body: legs, core, upper body and arms. The class will complete with a 10 minute cooldown and stretching session.

Most of the exercises will focus on body weight movements that can be practiced at the park and at home with minimal additional equipment. For some sessions, we will also be teaching and practicing with light hand weights, exercise bands and foam rollers. Exercise bands will be given, free of charge to all participants for home use.

In order to facilitate reporting, each participant will be required to sign in for each class. The sign-in sheets will be available to the city officials to confirm participation rates for our program.

In addition, we will be adding further reporting for this particular program: Fitness Assessments for each participant.

Program Fitness Assessments:
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The Fitness Assessments will be voluntary. At the start of the program, each participant will have the opportunity for an initial fitness assessment. These assessments will be conducted by our fitness professionals trained in the ACE standards. We will then conduct assessments at the end of the Program in order to track the progress of our participants. We believe that this approach will not only motivate our participants but also offer measurable data for demonstrating the program’s impact in our community for our city stakeholders.

In our assessments, we will test key areas vital for an aging adult’s health: endurance, lower body strength, upper body strength, balance and flexibility. Endurance tests will evaluate cardiovascular health and stamina. Lower and upper body strength tests will measure muscle capability, essential for daily activities. Balance tests will assess stability, crucial for fall prevention. Flexibility tests will check the range of motion, important for maintaining mobility and reducing injury risks. These comprehensive assessments will ensure a well-rounded approach to enhancing seniors' overall physical health. 427
Event Operations:

Based on the experience of our previous programs and our current participation growth rate, we anticipate serving between 30 - 50 unique individuals by the end of the summer. The classes will be offered 3 times per week, and the class will accommodate anywhere from 15-20 people.

The fact that it’s outdoors in a popular public park (Joel Davis), free and requires no early registration also contributes to a steady influx of new participants and “drop-ins” from the neighborhood who are curious about this program where a lot of their older neighbors seem to be having a lot of fun!
—----------------
Important Note:

When thinking about fitness programming, we liken it to visiting an art museum. The goal isn't just to bring as many people as possible through the doors for a single visit but to inspire individuals to become artists themselves, cultivating their skills and creativity over time.

Similarly, our fitness programs are designed not merely to attract large crowds but to empower aging adults to become "artists" of their own physical health—developing a sustainable, daily practice that supports their well-being. Through 2-3 group sessions a week, we teach participants safe, effective routines tailored to their age, health, and abilities. While we welcome and encourage new participants, the true success of our program is reflected in retention—how many individuals continue to engage regularly and see tangible improvements in their physical and mental health.

While it would be exciting to have 100 unique participants weekly, this approach could dilute the focus and quality of engagement. Retention is the key to promoting meaningful, lasting change. With 20-25 consistent participants per session, attending three classes a week, we can foster deep, ongoing engagement that allows individuals to track their progress and achieve measurable results within a three-month period. This commitment to retention creates a community of participants who not only improve their own health but inspire others to join.

While larger numbers might appear impressive on paper, our mission is better served by supporting smaller, dedicated groups who are actively transforming their lives through regular participation, resulting in profound and lasting impact. —----------------
Further Protocols:

It’s important to note that we do require all participants to read and sign a waiver and register before participating. At each session, we carry and maintain waiver and sign-up sheets that are administered and maintained by our program assistants on-site.

We have engaged and trained a small volunteer staff to effectively handle the waivers, the sign-in sheets, the fitness assessments and any other information that will be required by the city. Our goal is also (with the participants’ permission) to collect, analyze and report on the fitness 428
assessments, and provide this data to the city as a way of validating and promoting the benefits of community fitness programs like ours.
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Program Budget:
(Below are the costs for the Summer Program’s specific activities) Professional Fitness Instructors $9,000
Programming/Preparation $1,000
Program Marketing/Promotion $2,000
Program Specific Costs $13,000 74%
Other Costs
(Below are other costs that FTC may be willing to help subsidize with other private donations) Fitness Equipment $3,000
Data Analysis/Reporting $ 500
General Admin $ 500
Insurance $ 600
Total Other Costs $4,600 26%

Total Budget $17,600

5. Insurance (complete – see separate documents)

6. Firm and Personnel Experience
Fit To The Core (FTC) and its leadership bring extensive qualifications and experience to this engagement. I hold a master’s degree in exercise science and over 30 years of experience in fitness training, specializing in functional aging and balance/mobility for seniors. As a certified Functional Aging Specialist and Balance and Mobility/Fall Proof Specialist, I design tailored fitness programs that reduce fall risks and promote independence.

FTC has successfully collaborated with the City of East Palo Alto for several years on programs such as Intergenerational Fitness in the Park and Fitness and Wellness in the Park, demonstrating our ability to deliver impactful, inclusive programs for diverse communities.

See attached resume for further details on expertise.
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PROFESSONAL SUMMARY

EDUCATION PROFESSIONAL EXPERIENCE
SKILLS

CERTIFICATIONS
230 Market Pl, Menlo Park, CA 94025
[email protected]
510-224-1315

TRACIE VANHOOK
Accomplished health and fitness professional with over 35 years of experience, specializing in aging and mobility. Founder and CEO of Fit To The Core Inc., a nonprofit dedicated to improving health and fitness in under-resourced communities. Recognized for innovative program development, community engagement, and commitment to promoting wellness among aging adults.

Fit To The Core Inc. | Menlo Park, CA | July 2020 - Present Established and led Fit To The Core as a 501(c)(3) organization, focusing on building a healthy community for aging adults.

Organized and conducted various fitness programs, including “Community Neighborhood Fitness”, “Fit and Fabulous Over 50 BootCamp”, “The Movement - (community walking group)” and “Fitness and Wellness in the Park”.

Developed and executed the "Aging Stronger Together: Health Equality Campaign".

Collaborated with local organizations for community health initiatives.

Promoted health awareness and educated on lifestyle habits to prevent chronic diseases.

Fit to the Core Personal Training | Menlo Park, CA | 2006 - Present Developed comprehensive fitness programs for over 18 years, catering to a diverse clientele including youth, families, and seniors, across virtual, in-facility, and on-location settings.

Conducted personalized fitness assessments and designed tailored exercise regimes, resulting in over 20 client
commendations and a strong referral network.

Delivered holistic wellness education, encompassing nutrition and lifestyle strategies, while ensuring high operational standards in studio management and client safety.

Rosewood Hotels & Resorts | Menlo Park, CA | 2010- 2012 Founded the creation and development of the new fitness department for the luxury hotel, establishing comprehensive fitness services and programs.

Managed a diverse team of 10+ group exercise and personal training instructors, driving high-quality training standards and member satisfaction.

Masters of Science | Exercise Science, Health
Promotion, Injury Prevention and Performance
Enhancement
Bachelor of Science | Kinesiology, concentration
physical therapy
Exceptional time management and
multitasking.

Strong communication and interpersonal
abilities.

Proven leadership and team-building
skills.

Strategic planning and organizational
capabilities.

Adaptability and responsiveness in
diverse environments.

Proficient in personal training software
and nutritional planning.

Expertise in exercise equipment and
training techniques.

Skilled in developing and managing
group fitness programs.

Certified Balance and Mobility Specialist
(California State University/Fullerton,
Center for Successful Aging - Fallproof,
April 2021)
Certified Functional Aging Specialist
(Functional Aging Institute, January 2017)
Certified Performance Enhancement
Specialist (National Academy of Sports
Medicine, 2005 – Present)
Founder and CEO
Business Owner/Certified Personal Trainer
Fitness Manager
California University of Pennsylvania
San Francisco State University
Assistant Fitness Manager
Axis Personal Trainers | Menlo Park, CA | 2004 - 2006
Successfully led a team of trainers, introducing innovative services to boost revenue and client engagement.

Utilized online marketing strategies to expand membership base and developed corporate fitness programs.
www.linkedin.com/in/tracievanhook
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2025 Proposal to the City of East Palo Alto
Summer Tennis Camp for Local Youth

2. Approach and Understanding
EPATT started as a summer tennis program at Ravenswood High School 37 years ago. EPATT funded the construction of the tennis courts at Cesar Chavez Ravenswood Middle School in 1990. Thirty-four years later, they’re still the only courts in EPA, and EPATT is still the only no-cost summer program teaching local youth tennis. A 2020 Tennis Sport Science Review study found that tennis players scored higher in general physical, social, and mental health. More importantly, research has shown that tennis leads all sports in increasing life expectancy, adding an average of 9.7 years. In East Palo Alto, where the average life expectancy is 13 years less than the San Mateo County average of 75 years, tennis is helping to close that gap.

Students will learn tennis basics, fitness, and life skills like teamwork, leadership, and goal-setting. They will learn and practice the ABCs of sports: Agility, Balance, Coordination, and Strength. This speeds up learning a new sport and techniques. We use other sports like basketball, soccer, and football to help students develop these skills and speed up the process.

We offer three types of practices. Players will learn 1) technique, 2) fitness using obstacle courses and other equipment to improve their agility, balance, and hand-eye coordination, and 3) competitive play and tactics. New this year: we will also teach students how to string their rackets. Students will learn to care for their equipment and understand the importance of regular maintenance. Stringing their rackets gives them a deeper appreciation for the equipment and its impact on their performance. Some participants may use this skill to earn extra income by offering stringing services to peers, local clubs, or leagues.

Community Engagement: We will promote the camp to current and former participants and advertise it on social media, myepatt.org, via flyers at Ravenswood schools, and by word-of-mouth to current and former EPATT families. EPATT will provide equipment (tennis rackets and balls), snacks, field trips, and round-trip transportation will be provided.

We will host family BBQ potluck dinners for participants on Friday evenings. We are also considering offering a weekly evening tennis lesson for parents.

Recruitment: EPATT’s weekly tennis camp is open to K-12 students of all levels from the East Palo Alto community. Students do not have to be enrolled in our comprehensive academic program to participate. With the opening of our new Tennis Center, we plan to run morning and afternoon sessions. Unlike in past years when students could attend only three days per week, we are considering expanding the sessions to four days in the morning and four days in the afternoon.

Families can sign up for up to five weeks. We can accommodate 40 students per session.

Additionally, we will offer full-day spots to 20 competitive players.

Registration: Families can register their child on myepatt.org for one to five weeks of tennis camp, which allows more flexibility for families with vacation plans and may enable us to serve more families.

Communication: EPATT Development Director Amy Kohrman will provide weekly camp updates to Maurice Baker.
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3. Remote Programming Protocol
The good news is that tennis is one of the few sports that incorporates social distancing, and therefore, we may not need to pivot to a remote program (unless we’re required to shelter in place).

EPATT’s Safety Protocols follow the guidance of the California Department of Public Health (CDPH), San Mateo County Health (SMCH), Centers for Disease Control and Prevention (CDC), and Cal/OSHA as presented in the San Mateo County Safe Schools Framework, as well as the Ravenswood City School District (RCSD) COVID-19 Safe Schools Framework, as per our memorandum of understanding. The RCSD Covid protocols can be found here. Additionally, we will follow the United States Tennis Association’s (USTA) guidelines for safe tennis play.

Health Screening
● Post visual alerts instructing staff and visitors not to enter CCRMS tennis courts if they have COVID-19 symptoms.
● Staff will be screened for symptoms before entering CCRMS tennis courts. ● All staff and campers who have symptoms or feel sick or were recently exposed to a COVID-19-positive individual must stay home and return once they meet the two negative Rapid test results criteria. ● Should a staff member or camper test positive for Covid, we follow the RCSD Covid protocols in the link above for reporting, management, and close-contact notification.

Social Distancing
● Minimize close contact between students, staff, families, and the broader community at entry and exits.
● Staff, students, and parents/family members must social distance indoors. ● We will limit the entry of nonessential visitors and volunteers.

Face Covering
● Face coverings may be required per San Mateo County guidelines. If so, EPATT will provide face coverings for anyone who requests one.

Hand Washing and Other Hygiene Measures
● Staff and students must wash their hands or use hand sanitizer upon entry at CCRMS tennis courts.
● Disinfectant supplies will be available. Staff will wipe down common areas, including bathrooms, after use.
● Every student will receive a sanitized racket, a sanitized ball tube (for picking up balls), and a new can of balls. We will sanitize all equipment at the end of the day. Students will be instructed to keep 6’ from each other on the tennis court.

Virtual Operations
● Should it be necessary to return to Sheltering-in-Place, we will provide fitness classes and tennis drills over Zoom.
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4. Work Plan and Typical Week Schedule

AM PM MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
9:00 1:00 Warm-up Warm-up Warm-up Warm-up
Optional
Interclub
Tennis
Matches
9:30 1:30 Groundstrokes Groundstrokes Volleys/Serves/
Overhead
Tennis Games
10:00 2:00 Groundstrokes Groundstrokes Volleys/Serves/
Overhead
Tennis Games
10:30 2:30 Snack and
Water Break
Snack and
Water Break
Snack and
Water Break
Snack and Water
Break
11:00 3:00 Fitness Fitness Fitness Fitness
11:30 3:30 Big Game Big Game Big Game Big Game
12:00 4:00 Dismissal Dismissal Dismissal Dismissal
Students arrive at CCRMS at 9 AM or 1 PM, with optional Interclub matches on Fridays for those students who qualify.

Warm-ups include dodgeball, ball-at-ball, tag, obstacle course, and Agility, Balance, Coordination, and Strength (ABCs) drills. Fitness drills include cardio runs, soccer, tic tac toe, rock/paper/scissors, obstacle courses, and football.

Participation in Friday Interclub tennis matches will be based on skill level and at the coaches’ invitation. EPATT campers compete against club-based campers, which gives everyone the chance to test out their skills. Historically, Interclub matches have been held at tennis clubs throughout the area, including the University Club, Foothills Club, Alpine Hills, SCRA, Fremont Hills, Menlo Circus Club, and Ladera Oaks. This year, however, we will be able to host Interclub matches at the EPATT Tennis Center.

We also celebrate at the end of the session with an age-appropriate activity. This past summer, we took the older students to the Santa Cruz boardwalk and the younger students to San Gregorio Beach. Everyone attended a delicious pizza lunch courtesy of Vesta Pizza Ristorante in Redwood City. a. Projected participant total for programming: 100-120 K-12th grade students from EPA b. Projected hours total for programming: 140
4 days/week x 3 hours=12 x 5 weeks=60 hours (AM session) 4 days/week x 3 hours=12 x 5 weeks=60 hours (PM session) Fridays: 4 hours x 5 weeks=20 hours
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5. Insurance Requirements
We certify that we will meet the city’s minimum insurance requirements for the program period of March 2025 to August 2025. As explained to Maurice, the following policies will renew on March 30 and April 8, respectively. Per his email dated 11/21/24, he said the City will accept the new certificates as soon as they are available.
a. Commercial General Insurance (attached) Current policy runs through April 8, 2025. Meets the a, b, c, and d requirements in the 2025 RFP.
b. Business Automobile Liability (Option 2) (attached) The current policy runs through April 8, 2025. Meets the a and c requirements in the 2025 RFP.
c. Workers’ Compensation and Employer’s Liability - Statutory (attached): The current policy runs through March 30, 2025. Meets requirement a in the 2025 RFP. d. Abuse and Molestation (aka Sexual Harassment) Liability Insurance (attached) The current policy runs through April 8, 2025. Meets requirement a in the 2025 RFP.

6. Personnel Experience (resumes attached)
The 2025 summer tennis camp will be taught by:

Francisco “Paco” Lopez, EPATT Tennis Director
Paco grew up in East Palo Alto and discovered his passion for tennis while an EPATT student. During his first year at Sequoia High School, Paco won the Pacific Athletic League’s doubles title with fellow Sequoia freshman and now EPATT Head Tennis Pro - Julio Hermosillo. (Paco and Julio were the only freshmen qualified to play in the tournament!)
A certified USPTA Elite professional coach, Paco has helped build quality youth tennis programs at various Bay Area clubs and junior training academies. He is a patient and effective teacher who excels at finding creative strategies to help students improve their on-court skills and techniques. Paco is the recipient of the 2024 USTA NorCal’s Diversity & Inclusion Award.

Julio Hermosillo, EPATT Tennis Manager and Player Development Manager Born in Culiacan, Sinaloa, Mexico, Julio was 8 when he moved to East Palo Alto. He started EPATT in third grade. He played CCS as a freshman at Sequoia High School with future EPATT Tennis Director Francisco “Paco” Lopez. Julio started coaching at EPATT when he was 17 and officially joined the staff in 2011. A USPTA-certified Elite professional coach, he also manages EPATT’s traveling tournament team, aptly named Rogue Tennis. An inspiring role model for so many, Julio is happy to be able to give back to his community.

Uriel Rivera, EPATT Assistant Player Development
As a passionate and experienced tennis coach, Uriel has dedicated his career to helping players of all ages and skill levels reach their full potential on the court. His coaching style emphasizes technical precision, mental toughness, and a love for the game. Uriel fosters a supportive and challenging environment conducive to helping players improve their skills, build confidence, and develop a winning mindset. Whether they are a beginner looking to learn the basics or a seasoned player aiming for the pros, Uriel is committed to helping them achieve their tennis goals.

Mathew Gichane-Bell, EPATT Junior Tennis Coach
Mathew was born and raised in East Palo Alto. He enjoys teaching and guiding kids within my community. He feels privileged to serve as a role model he aspired to have growing up. He wants kids to know that tennis and sports, in general, can serve as pathways to free education, healthy lifestyles, and lifelong memories.
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EPATT Summer 2024 Tennis Camp Proposed Budget
11/22/2024
Expense Cost
Coach salaries $20,000
Rackets $500
Tennis Balls $200
Insurance $500
Supplies (string, water balloons, etc) $200
Snacks and drinks $600
Transportation $500
Field trips $500
$23,000
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Mathew Gichane-Bell
650-288-8174 [email protected]

OBJECTIVE
I’m seeking a Bachelor of Science Degree in Kinesiology, with an emphasis in sports management. I plan to initiate a career in the areas of kinesiology and management, utilizing my past experiences and education. So far in my education, I have balanced my academic work with the time constraints and physical demands of a college football athlete. At this point, I have decided to put aside varsity athletics and concentrate on my academic work and my professional career.

WORK EXPERIENCE
EPATT JTU9 Tennis Coach: October 2023 - Present
• Designed and implemented age-appropriate tennis training programs focused on foundational skills such as grip, stroke technique, footwork, and positioning. • Taught basic tennis rules, etiquette, and strategies to develop understanding of the game.
• Monitored player progress and provided constructive feedback to enhance performance and confidence.

Costano School of The Arts, Physical Education Teacher: October 2022 – Present • Develop and implement comprehensive physical education curriculum aligned with state guidelines.
• Conduct engaging lessons that promote physical activity, motor skills development, teamwork, and sportsmanship.
• Use instructional strategies to accommodate diverse learning styles and abilities, fostering an inclusive classroom environment.
• Organize and supervise extracurricular sports activities, such as sports clubs and field days.

California Sports Center, Coach/Customer Service: March 2022 – October 2022 • Create and implement lesson plans for gymnastic classes • Maintain equipment in safe working order
• Coach gymnasts one-on-one and in groups, motivating and improving performance • Actively maintained and updated customer accounts regarding enrollment and billing
• Quickly triaged incoming calls and escalate when necessary • Complete opening/closing facility procedures
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Stanford University Recreation Center, Front Desk Associate: August 2019- June 2021 • Managed security check-in-desk. Led tours of the gym to new customers. • Helped manage guest passes and special events.
• Coordinated fitness class check-in and locations.

Nuro.ai. Autonomous Vehicle Operator: February 2019- August 2019 • Working full time evaluating the performance of driverless cars closely with engineers conducting tests on software and hardware.
• Calibrated radars, lidars, cameras and various other sensors used on driverless cars. • Telecommunications operator remotely troubleshooting and operating driverless cars in Houston, Phoenix, and Mountain View.

GM Cruise. Autonomous Vehicle Trainer: September 2018- January 2019 • Working full time to test and evaluate the performance of driverless cars including automated driving software performance and artificial intelligence systems. • Successful team member working with engineers and technicians. • Provided timely and detailed feedback of software to operations and engineers. Identified failure modes with software and hardware.

EDUCATION
San Jose State University 8/19- Present
• Class work toward a BS in Kinesiology, sports management emphasis.

Foothill College 9/14-12/16
• Completed an Associates in Science Degree in Physical Education. • Starting scholar football team athlete.

AWARDS AND RECOGNITION
• USTA Level 1 certification
• Awarded/offered Athletic Scholarships (for Varsity Football) from the following institutions:

Western State University (Colorado), Benedictine University (Kansas), South Dakota School of Mines and Technology, Dixie State University (Utah), Texas A&M-Commerce, Fort Hays University (Kansas).
• Award/offered academic scholarships from Western State (Mountaineer Advantage Award), Benedictine University and South Dakota School of Mines and Technology.

SKILLS
• Excellent communication and presentation skills
• Confident, personable, and possess very good listening skills • Office administration, project management and meeting/event planning • Organized, efficient and detailed oriented, team player • Excellent proofreading/editing skills
• Proficient in Microsoft Office and Google Docs tools
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Uriel Rivera
1928 Cooley Avenue, Apt 47
East Palo Alto, CA 94303
650.282.0651
[email protected]

WORK EXPERIENCE
East Palo Alto Tennis and Tutoring (EPATT), East Palo Alto, California Assistant Player Development and Equipment Manager, November 2023 - present ● Run conditioning and drill sessions to improve players' footwork, stroke production, technique, and overall fitness
● Maintain nets, ball inventory, and string racquets
iTUSA TENNIS ACADEMY, Glendale, Arizona
Assistant Coach, 2022
● High performance tennis coaching
MARTIN LUTHER KING JR COLLEGE, Guadalajara, Mexico
Tennis Coach, 2018 - 2021
● Conducted private and group lessons for players of all levels ● Developed and implemented customized training programs to improve technique, strategy, and physical fitness
● Analyzed players' performances and provided feedback and guidance to enhance their game
● Managed and maintained equipment and facilities, ensuring a safe and effective training environment
● Organized and coordinated tournaments, events, and team competitions CODE JALISCO, Guadalajara, Mexico
Tennis Coach, 2018 - 2020
● High performance tennis coaching
CLUB LOMAS DEL REAL, Tepatitlán de Morelos, Mexico
Assistant Coach, 2016 - 2018
● High performance tennis coaching
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Julio Hermosillo
271 Terminal Ave.

Menlo Park, CA 94025
650.833.9633
[email protected]

OBJECTIVE
To continue to share my passion for sports and the opportunity they provide to teach life skills in a fun and safe environment.

WORK EXPERIENCE
East Palo Alto Tennis & Tutoring (EPATT), Stanford, CA
Junior Tournament Team Director 2003- present
Lead Tennis Instructor
● Mentor, teach, and coach program participants (grades 1-12) ● Provide group tennis instruction
● Handle administrative support for the Tennis staff
● Responsible for USTA membership renewals
● Schedule Volunteers
● Set up practices for Junior tournament team
Nike Summer Tennis Camp, Stanford University 2008 - 2013 Tennis Instructor/Dorm Counselor
● Worked closely with Dick Gould (Stanford University Director of Tennis), John Whitilinger (Stanford’s Head Men’s Tennis Coach) and Lele Forood (Stanford’s Head Women’s Tennis Coach).
● Provided group tennis instruction, specializing in Serving and Doubles strategy to ranked players.
● Trained over 200 students in QuickStart format for beginning tennis players aged 2-10 every week.
● Provided security and supervision.

America International Sports Management, Clearwater, FL 2011 - 2013 Tennis Instructor/House Leader
● Work with foreign student athletes, with the goal of exposing them to US college opportunities.
● Offered students private and group lessons
● Served as travel coach for players at tournaments and on college visits

EDUCATION
General Educational Development Certificate
Professional Certifications: USPTA-certified, SafePlay-certified, CPR-certified, First-Aid certified Languages: Fluent in Spanish
References furnished upon request
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FRANCISCO LOPEZ
“Coach Paco”
2155 Lincoln Street
East Palo Alto, CA, 94303
(650) 814-9177
[email protected]
Profile
I have been playing tennis since the age of 10 and learned how to play tennis at my elementary school at an after school tennis and tutoring program (EPATT). At first when I tried tennis, I wasn't instantly hooked and it took me a year to really fall in love with the sport. After that I never wanted to stop playing. During high school, my doubles partner (friend from EPATT) and I made it to the CCS tournament as freshmen, it showed me my potential and everything that I could do with this sport!
Overall, I would consider myself a “people person.” I love coaching and interacting with people of all ages from different backgrounds, and sharing my passion for tennis with them. With over 27 years of playing experience, and 20 years of coaching experience, I am able to work with any level and ability level . Additionally, I believe that some of my strongest traits are that I am super reliable, hard working, determined, energetic, flexible, confident, creative, and take initiative.

Experience
Volunteered August 2016- October 2019 /Hired October 2019- Present East Palo Alto Tennis and Tutoring (EPATT), East Palo Alto Ca- Tennis Director ● Create curriculums, practice schedules, select tournaments for our group ● Communicate with parents about student progress, safety ● Non-Profit, Free group and Private lessons for students, I run practices, organize tennis field trips and events
February 2017- October 2019
Je Aron’s Tennis, Atherton Ca-Tennis Coach, Lead Coach on select clinics ● Ran a court during clinics and was substitute lead coach, jrs and adults/ Privates October 2015- May 2017
Euro School of Tennis, Fremont Ca-Tennis Coach
● Ran jr clinics at different locations and Privates
February 2014- July 2015
Player Capital (Mike Jessup), Atherton, Ca-Tennis Coach, Lead Coach on select clinics 442
2 ● Ran a court during clinic sand was substitute lead coach, jrs and adults/ Privates August 2005- October 2013
Peninsula Community Center, Redwood City, Ca-Tennis Instructor/ Jr Tennis Coordinator ● Started teaching beginner children clinics
● Was certified while at PCC and upgraded certification until reaching Elite Pro ● Was responsible for jr. program and tournament team/ Privates Education & Certifications
2005 - Present
United States Professional Tennis Association, Elite Professional CPR Certification
Safe play Certified
Technical Skills & Languages
● Virtual coaching & meetings using Zoom platform
● Google Suite: Email, Drive, Docs, Slides
● Native and Fluent Spanish Speaker
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2024
IMPACT
REPORT
At Home
in EPA
444
Dear Friends,
EPATT is finally home! After four years of
operating in temporary facilities and various locations, we are thrilled to move into our new state-of-the-art
academic and tennis center. This exciting chapter
positions us to accomplish our strategic goals:
• Transform the community through tutoring,
parent engagement, and mentorship.
• Use sports as a catalyst to increase student
and parent academic engagement.
• Build sustainable revenue streams to
fortify EPATT’s financial foundation and fuel our
ambitious vision.

But this move is about more than a new address. It
cements EPATT’s place at the heart of the community
and is a pivotal opportunity for us to expand our
impact. With this incredible space, we can fully deliver on our unique programming and bring our mission to
life in new ways.

Thank you to everyone who has supported EPATT and
helped make this dream a reality! We look forward to
achieving even more together in the years to come.

With much gratitude,
Kesha Weekes
Vision
EPATT envisions a future where all
students are academically proficient
and possess the necessary life skills to
confidently and successfully pursue college
or career opportunities.

Mission
EPATT equips youth to thrive in college
and career pathways through academic
one-on-one tutoring, parent empowerment,
enrichment activities, mentorship, coaching,
and tennis instruction.

Letter from the
Executive Director
Who We Serve
We work with over 600
K-12 students.
• 89% are from low-income
households
• 93% live in East Palo Alto or
the Belle Haven neighborhood
• 100% college acceptance rate
• 90% college graduation rate
“I would like to be a dentist or
a veterinarian, work hard, and
be able to help my family. I also
want to help the community by
giving back whatever knowledge
and wisdom I have learned from
EPATT. The best part of EPATT is
just feeling great accomplishment
and being accepted for who
I really am.”
- Ana, 6th grader
58%
Latinx 28%
Pacific Islander
8%
Multiracial
6%
Black
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EPATT’s Impact Model Our Results
Our Advantage In-School Tutoring
Program uses a high-dosage, high-intensity,
one-on-one approach that occurs during the
school day and focuses on reading. This will
be our third year working with 6th and 7th
graders at Cesar Chavez Ravenswood Middle
School (CCRMS). Advantage has expanded
to serve more students at CCRMS and
also added a new site, Costaño Elementary
School.

This program is producing powerful results.

Academic School Year • 100% of Advantage students
were classified as HIGH-GROWTH
by the end of the year
• The median EPATT student achieved
almost 2 YEARS OF GROWTH
by mid-year and 3+ YEARS OF
GROWTH by the end of the year
Summer 2024
• 100% of students experienced
no summer learning loss
• 83% of students experienced
1 YEAR OF GROWTH
• 50% of students experienced
2 YEARS OF GROWTH
Building on 35+ years of tutoring expertise, we
provide high-impact, one-on-one tutoring with
measurable results. Students are paired with
professionally trained tutors for a semester
or longer.

Our certified coaches use tennis to engage
students, present new challenges, and
develop confidence. Players learn discipline,
perseverance, and teamwork, with benefits to
their physical fitness and mental health.

We are much more than just an after-school
program. Our holistic approach to student
development builds on academics with
mentorship, community service, and enrichment
opportunities.

We collaborate with parents to empower
them, connecting them with resources at
school and in the community. Our innovative
in-house app offers real-time updates on their
child’s college and career readiness, ensuring
parents stay informed and up to date on their
student’s progress.

We work closely with the Ravenswood City
School District to provide in-school and
after-school tutoring, PE classes, tennis team
coaching, and student academic support.

High-impact
Tutoring
Life Lessons
Through Tennis
Enrichment and
Mentorship
Parent
Engagement
School
Partnerships
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Our Academic Center boasts four
EPATT-dedicated classrooms for:
• Advantage in-school tutoring
• After-school and summer programs
• Staff offices
• Community meetings
The Tennis Center features six tennis
courts where we will provide:
• PE tennis for CCRMS students
• After-school and summer tennis programs
• Coaching for EPATT and CCRMS teams
• USTA tournaments
• Public access on weekends
Thanks to our partnership with the
Ravenswood City School District and the
generous support of our loyal donors,
EPATT’s $3.6 million academic and tennis
center at Cesar Chavez Ravenswood
Middle School will open in January 2025.

The EPATT Center represents our return
to East Palo Alto, close to the community
we serve and a permanent home base.

In May 2023, we embarked on a Capital
Campaign to raise $3.6 million to fund
the EPATT Center. We are grateful to
our extraordinary supporters whose
generosity will have a lasting impact,
enabling us to reach more young people
and transform their educational journeys.

We are building a brighter future, one
student at a time.

As of August 31, 2024
Total Received: $1,952,659
Total Pledged: $1,306,000
$3,258,659
Thank you for helping us reach
over 90% of our fundraising target!
6 7 447
Donate
By credit card at epatt.org/donate
By check (payable to EPATT). Mail
to:

EPATT
PO Box 60597
Palo Alto, CA 94306
Our tax ID number is
26-3316879.

Double Your Impact
Many companies will match
donations contributed by their
employees. If your employer
has a matching program, please
consider asking them to match
your gift.

Get Involved
Are you interested in tutoring
or being a volunteer tennis
coach?
To learn more about these
opportunities or to apply, visit
epatt.org/get-involved.

Questions? Please email
[email protected].
2023-24 Financials
September 1 to August 31
77% Program Delivery
14% Administrative
9% Fundraising
TOTAL

EXPENSES
TOTAL $1,895,023

OPERATING REVENUE
$1,734,159
48% Individual Gifts
30% Grants
14% Events
8% Program Service
2023-24
Program Highlights
Tennis Firsts
• First-time champions of the
Art David Athletic League
Tournament
• Hosted our first USTA
Tournament
• First field trip to the Indian
Wells Open
Beyond the Classroom
• Experiential field trips to
Lake Tahoe, the Monterey Bay
Aquarium, and the Oakland Zoo
• Inspiring music and fitness
activities with our partner, The
Riekes Center
• Giving back to the community,
working with organizations
like Canopy and the Ecumenical
Hunger Program
• Enjoyable dorm dinners with
Stanford tutors
• Fun and informative college tours
This was an exceptional year in terms
of academic achievement. However,
our commitment to college and
career readiness extends far beyond
the classroom, into the outdoors,
our community, and onto the courts.

Here are some of this year’s program
highlights and tennis milestones.
89 448
Kathy and Norm DeWitt
Diana and Steve Dohrmann**
Michael Duong**
Holly and Edmond Eger
Karyn and John Ellis
Dena and Marlon Evans
Ceppie and Irwin Federman
Edward Fei**
Lorraine Fox
Dave and Betsy Fullagar
Marcia and John Goldman
Dick and Anne Gould**
Alan Grebene
Erwin Grose**
Emily Guy
Richard Hansen
Kathryn and David Hohl
Mac Irvin and Karen Sipprell
Jacque and John Jarve
Alistair Jeffs
Allison and Jamie Keenan
Chop and Annette Keenan
Rich and Gina Kelley
Chris and Jim Kitch
Barbara Sih Klausner
Paul and Andy Koontz
Shawna Krasts
Ken and Carrie Lavine
Dave and Linda Leaver
Merijane Lee
Bren and Larry Leisure
Joseph Lester**
Judy and Bill Levin
Jennifer and Josh Loftus**
Anne and Frank Longo
Amy and Rick Magnuson
Matt and Betsy Matteson
Carrick and Andy McLaughlin
Jon and Tara Moeller
Mike and Diane Naar**
Shravan Narayen**
Next Legacy
Mike and Shirley Orsak
David and Lisa Orton
Akihiro Ota
Anne Kerwin Payne
David and Sara Pringle**
Joe and Mary Ann Ramirez
Pratima Rao
Bill Reller
Jake and Robin Reynolds
Carol Seiler Roberts
A P Robertson
Maureen Robinson
Rachel Salberg**
Anita Seipp
Stephen Sinclair
Roger Smith
Glenn and Lisa Solomon**
Jane Solomon
Karen and Bill Sonneborn
Mark and Judy St John**
Susan Thomas
Robert Thompson
Van Dillen Partners, Inc.

Don and Anne Vermeil
Ellie Victor
Robert Visser
Kyle Welch
Wells Fargo Bank
Joseph Ziegler
$500 to $999
Lars and Michelle Ahlstrom
Gioia Arrillaga
Thomas Brignand
Michael Brown and Susan Bockus
Tom and Joan Brown
Becky and John Burt
Kristin Cashin
Evan Doll
Paul and Cindy Flynn**
Elizabeth Gupta
Sylvia Hooks
Raj Jain
Melinda and Jim Johnson
Kevin Jones
Lauren and Brad Koenig
Darcy and Mark Leschly
Joanne and Ray Lin
Alex Macario
Erik Ordentlich
Paypal Giving Fund
Ken Pelowski
Greg and Alison Powell**
Maggie Pringle Grauer
Chuck and Jean Rigg
Bob Rowell
Jim and Kathy Sobieski
Ed Storm**
Jeff Wen
$250 to $499
Maddy Bayer**
Eileen Buch
Barbara Chase
Yvonne and Michael Deggelman
Asvin Ganapathi**
Charlie and Jan Hoeveler
Mattias Johansson**
Jeff Salzenstein
Carl Schmidt
Susan and Richard Seiler
Jordyn Wolfand**
We are grateful to these
grantors for their financial
support.

Altamont Capital Partners Foundation
Atkinson Foundation
Chase Return the Serve
City of East Palo Alto
City of Menlo Park
Dodge & Cox
Ferrari Owners Charitable Foundation
Eucalyptus Foundation
Franklin and Catherine Johnson Foundation
Mirnahill Foundation
Moca Foundation
Olympic Club Foundation
Palo Alto Community Fund
Palo Alto Weekly Holiday Fund
Sand Hill Foundation
USTA Foundation
Westly Foundation
William K. Bowes, Jr. Foundation
Woman’s Club of Palo Alto
$100,000 and above
Gavin and Tricia Christensen
Bill and Selina Dwight
The Gifford Family
Cynthia and John Gunn
Kurt and Sue Jaggers
Dorothy Lazier
Nancy and Greg Serrurier
Mary and Mark Stevens
Nate and Laura Taylor
$50,000 to $99,999
Colleen and Steve Hall
Hillspire Partners LLC
David and Sylvia Lichtenger**
Ann and Chris Mahowald
Andi Okamura and Jeffrey Chambers
Nancy Paxton and Gaurang Desai
$20,000 to $49,999
Todd and Kim Crockett
John Kriewall and Betsy Haehl
Mackenzie Family Foundation
Jonathan and Meredith Meeks
Marcia and Bill Pade
Geoff and Andrea Ralston
Taube Family Foundation
$10,000 to $19,999
Anonymous
Christine and Chuck Alloo
Fred and Marilyn Anderson
The Bay Club
Bryan Brothers Foundation
Sue and John Diekman
Jerry and Anne Down
Tim and Melissa Draper
Robin Fox
Mark Gainey and Ashley Hunter
Richard Hyman
Laura and Gary Lauder
Susan and Michael Lynch
Janet Matthews
Glenn Nash and Cheryl Kendall
Jesse and Mindy Rogers
RSF Partners
Dan and Charmaine Turbow
Buz and Marianne Walters
Craig Zimmerman and Tina Myers
$5,000 to $9,999
Anonymous
Sandy and Tom Anderson
Marty and Dave Arscott
Andrea Barnes
Evelyn Barrow
Darrell and Lisa Benatar
Cameron and Tito Bianchi
Celeste and Wendell Birkhofer
Shari Burkoth
Andy Chase
Tom and Georgie Chivington
Amy Christensen Curby
Sue and Sandy Fitch
Rick and Donna Fluegel
Kristen and Eldridge Gray
Irene Guerra**
John Hamburger and Sandra Park**
Libby and Mike Hatfield
Claudia and Jeff Hudson
Marty and Liz Korman
Becky and Jim Morgan
Vivien Moyer
Jeff and Mary Pickard
Guila Pollock
Verity and Geoff Powell**
Michael Rantz
John and Sally Robinson
Ted and Mary Robinson
Daniel and Anne Rudolph
Bill Schilit and Kerny McLaughlin
Paula and Stephen Smith
Jyotsna Sulebele and Sandeep Narayan
Swenson Foundation
Carl and Denise Touhey
USTA NorCal
$1,000 to $4,999
Chris Alvarez**
Dick Babb
Walter and Melody Baumgartner
TJ Bianchi Jr. and Tracy Bianchi
Katherine Bishop
Simone Bishop
Sheri and Tom Blaisdell
Liz and Larry Blum**
Amy and Kevin Esguerra
Kim and Ryan Caldbeck
Abby and Leon Campbell
Mike and Renee Child
Maren Christensen and Bill Welch
William and Katharine Closs
Thank you for investing in a better future for our students.

Gifts listed below were received between September 1, 2023 and August 31, 2024* *Please excuse any errors or omissions. **A very special thank you to our current or former tutors and volunteer tennis coaches who are also donors! If we didn’t highlight your name, please let us know.

Allegra Entertainment & Events
Cupertino Tennis Club
Hello Insight
Hope and Grace Winery
Kids Serving Kids
Menlo Circus Club
NVIDIA
Ravenswood City School District
Resilia
Rich May Memorial Foundation
St. Francis of Assisi Church/
Catholic Charities
Second Serve
Sobrato Family Foundation
Judy Soden
Vesta
Winward Academy
We are very grateful to the
following businesses and
organizations for:

Matching gifts
Apple
Goldman Sachs
Google
NVIDIA
Visa
In-kind donations
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2023-24 Board of Directors
Dan Turbow - Chair
Irene Guerra - Vice Chair
Dick Gould - Secretary
Nate Taylor - Treasurer
Christine Alloo
Bill Dwight
Dena Evans
Kurt Jaggers
Mattias Johansson
David Lichtenger
Susan Lynch
Losaline Mafileo
Ann Mahowald
Glenn Nash
Marcia Pade
Nancy Paxton
Verity Powell
John Robinson
Ted Robinson
President’s Council
Cameron Bianchi
Sue Diekman
Rick Fluegel
The Gifford Family
Jeff Pickard
Sven-Erik Simonsen
Tad Taube
@epattprogram
www.epatt.org
Partners
Bryan Brothers Foundation
Cañada College
Cesar Chavez Ravenswood Middle School
City of East Palo Alto
City of Menlo Park
East Palo Alto Academy
Eastside College Preparatory School
Ecumenical Hunger Program
Fremont Hills Country Club
The Gifford Family
Haas Center for Public Service, Stanford University
Jobs for Youth
National Student Support Accelerator
Palo Alto University
Pinewood School
Ravenswood City School District
Rich May Memorial Foundation
The Riekes Center
St. Francis High School
St. Francis of Assisi Church/Catholic Charities
Sheriff’s Office, East Palo Alto Police Department
Stanford Men’s Tennis
Tennis and Learning Center, San Francisco Recreation and Parks Thrive, the Alliance of Nonprofits for San Mateo County USTA Foundation
USTA NorCal
Woodside Priory School
@epattonline
@epatt
PO Box 60597, Palo Alto, CA 94306 450
City of East Palo Alto
Community Service Department
Attn: Maurice Baker, Community Services Manager
2415 University Avenue
November 21, 2024
Mr. Maurice Baker,
East Palo Alto Tee Ball/ Pitching Machine is pleased to have the opportunity to submit a proposal to the city in support of the effort to activate the parks with programming for summer 2025. We are committed to providing organized baseball activities for the children of the community, during the summer of 2025 in partnership with East Palo Alto Little League. We will operate a “Junior Giants” program beginning on June 19 and ending on August 19, 2025.

We have made a long-term commitment to the East Palo Alto community and have operated as a 501© (3) since 1992 in the community. We maintain an East Palo Alto Business License and ensure our insurance provides the required provisions. Our program has operated out of Jack Farrell Park since we began in 1992. We are happy to be able to continue having a positive impact through our organized league. We are pleased to continue to play a role in ensuring park access for the children and families of East Palo Alto by keeping Jack Farrell Park active this summer Our program is designed to show youth the benefits of baseball while applying life lessons. By partnering with Junior Giants, our players will earn the Junior Giants Four Bases of Character Development: Confidence, Integrity, Leadership, and Teamwork, as well as the importance of Health, Education, and Bullying Prevention. Our program promotes “sportsmanship”, respect for authority, self-esteem, and education through basic training in baseball skills for children ages 4 to 14 years.

East Palo Alto Tee Ball/ Pitching Machine appreciates the opportunity to be involved with the City of East Palo Alto’s commitment to summer 2025 activities in our parks. We are willing to participate in activities that will enhance all programs, including offered training. If any additional information is needed to complete this request, feel free to contact Sharifa Wilson, board secretary, at [email protected]. for any needed follow-up.

Thank you,
Sharifa Wilson,
Secretary, Board of Directors
Tee Ball /Pitching Machine
451
Program Description/ Approach
East Palo Alto Tee Ball / Pitching Machine has extensive experience providing sports activities in the community, beginning in 1992. East Palo Alto Tee Ball has a strong foundation that was created for and by the community. We are proud to have continued to provide T-ball activities for over 30 years at Jack Farrell Park. For the past several years, we have participated in the city’s “summer activation” program and are happy we will have the opportunity to have the city support our continued efforts to provide organized sporting activities to the East Palo Alto community East Palo Alto Tee Ball/ Pitching Machine is prepared to offer free, non-competitive coed baseball, where children will learn the basics of baseball and essential life skills. EPA Tee Ball/ Pitching Machine will partner with the city to offer the Junior Giants program, and we will work with the Ravenswood Little League. This will create opportunities for children ages 4 to 13 to participate in baseball. We will operate out of Jack Farrell and Martin Luther King parks. We follow the curriculum provided through the San Francisco Junior Giants program, which includes weekly drills focused on skill-building and character-building exercises.

We plan to conduct weekly activities in Jack Farrell and Martin Luther King parks, where the youngsters will practice and play games. We plan to operate June 9– August 2, 2025. Our goal is to serve 150 children organized into teams, each with a coach, where each child will have the opportunity to engage in a practice and a game weekly. When possible, family members will be grouped together on a team, making it convenient for parents and family members who want to observe and support the children. Weekly activities will include batting practice, baseball stance, agility drills, and target throwing, along with some other fun training ideas.

The contingency plan; remote plan:

We are hoping for full in-person activities, however, to meet the challenge of the pandemic, we are prepared to provide service remotely. We have identified several virtual activities to provide conditioning exercises and practice drills. Each team will be provided with a “Tee Ball Success System” to provide fundamental batting, catching, and fielding drills virtually. Using a mobile device, each participant will be provided with a 10-minute practice drill that can be saved on a mobile device. Coaches will distribute and provide training to each family and, if needed, upload this system on their devices. Coaches will use this system to provide weekly contact with their team.

Parents will have printed activity sheets distributed by coaches to help guide practice at home.

These include using items around the house, such as buckets, to develop fielding skills and eye-hand coordination. Coaches will also have access to Facebook Live, YouTube, and Zoom to connect with their team and offer virtual baseball coaching.

Community Outreach and Engagement:

EPA Tee Ball has operated for 30 years and has worked closely with other community-based groups during these years. As a result, we have developed an extensive network within the community. This network helps support our community outreach and engagement and includes a variety of methods.

We implement our outreach strategy using these methods as we begin the summer recruitment. 452
We will begin by contacting all prior Tee Ball families by phone and/or email, making them aware of the opportunity to sign up. We will also use social media to increase community awareness of summer 2025 activities. We have a partnership with OEPA, which will coordinate an email blast to local community-based organizations to announce program sign-ups and the start of the season. We will distribute fliers throughout the community; posting them on local electronic and physical community boards, such as the EPA Community Calendar.

Through our existing collaboration with the Ravenswood School District, we will be allowed to distribute fliers throughout the schools and include our announcement in the weekly newsletter distributed to parents. We will again contact various preschool programs, such as Primary School, Head Start, Creative Montessori Preschool, IHSD Preschool, and Magnolia Preschool. All fliers and social media postings will be bilingual. To increase our recruitment efforts, we will also contact families through local to provide an opportunity for their youngsters to be part of our sports league.

We also work to provide information to our parents about the array of activities available in EPA.

We will use our email and social media to increase communication with our community and will use this to communicate with city staff. We will provide all participants with a phone number and email contact information. We will continue to be responsive and ensure follow-up with the community from city staff.

Program updates on activities are posted on our website and distributed to various community websites on social media. Coaches will maintain contact with families through phone calls, texts, and email when necessary to keep them updated on the league’s activities. Our registration includes collecting contact information for parents, which we will use to maintain communication during the season. Families will be encouraged to attend games and will have the opportunity to volunteer as “team parents,” supporting youngsters during practice and games.

We have seen the increased quality and variety of activities being offered to children and young people in the East Palo Alto area and would be eager to participate in activities to highlight the work of the 2025 Summer Park initiative. As one of the city’s longest-operating organizations, we welcome the opportunity to attend City Council meetings, to support and advocate for all proposed activities to make the 2025 summer activation a success.

We will maintain communication with city staff and other agencies that are part of the “2025 Summer Park Activation” program. We hope to offer our participants and their families the opportunity to become involved in their activities. We will continue to be responsive to city staff requests and concerns by participating in meetings and will communicate promptly with any inquiries.

Workplan:

The Summer 2025 activities will begin with the recruitment of participants, assistant coaches, and team parents. These activities will begin in April 2025 and continue through August 2025 We will use our extensive community network to launch this year’s recruitment efforts.

We anticipate serving 150 children ages 4 to 14 through our partnerships with Junior Giants and Little League. Junior Giants will work with children 4 to 8 and the 9 to 14-year-olds at practices 453
scheduled for 4:00 -6:00 on weekdays and 10:00 a.m. to 2:00 p.m. on Saturdays. We anticipate providing approximately 72 hours of direct service and an additional 50 hours of recruitment, outreach, and on-site supervision
Implementation Timeline:

April 7–May 30, ‘25:
• Recruit and Sign up participants.
• Post on various social media sites.
• Conduct elementary school site visits.
• Conduct site visits to community preschools.
• Distribute registration information at local community events.

May ‘25: Conduct Coaches Clinic to prepare individuals for coaching in 2025 April 1–May 30, 2025–
• Electronic and in-person sign-ups.
• Weekly sign-ups at Jack Farrell Park and MLK Parks.
• Sign up at community-wide- Spring and Summer events
June 9 – August 2, 2025
Weekly practices and games – may increase at the discretion of the coach Firm and Personnel Experience:

We are unique in that we are one of the oldest EPA organizations providing continuous programs to the community. Over the years, our organization has had a positive impact on hundreds of children from the East Palo Alto community. We have several college graduates, including some who have earned advanced academic credentials and many who are professionals in their chosen careers. Many of them acknowledge the impact Tee-Ball had on their development. When we began, there were very limited opportunities for children of this age group. East Palo Alto Tee Ball played a major role in maintaining this opportunity during a time when the City was reclaiming the parks. Our relationship with the San Francisco Giants was instrumental in securing their investment to upgrade the baseball field at Jack Farrell Park. We are proud to continue to work with the City of East Palo Alto.

Personnel:

We are fortunate to have extremely skilled individuals who will manage and coordinate the summer program, David Rages and Dave Jefferson.

David Rages
The lead coach/ manager, David Rages, has worked with the East Palo Alto Little League since 1992. He began as a coach, and his commitment has led to his appointment as manager and eventually serving as President. David has a long-term connection with the community, both as a 454
resident and as a service provider, having worked with several agencies where he interacted with residents. He brings his expertise to the work, but he also brings his passion for helping young people in this community. He has a proven track record of working successfully with children through Little League and his past professional experiences. 455
2246 Ralmar Avenue
East Palo Alto CA.
94303
(408)390-9986
[email protected]
David Nathaniel Rages II
Objective To obtain a position where my skills in program leadership will be utilized.

Experience
December 2022- Present Youth Development Program Director, Silicon Valley YMCA
● Director of 5 afterschool programs in the Cupertino
School District.
● Director of 5 Summer ELOP Camps during Summer
● Campaign and Fundraising lead
● Summer Camp and Afterschool planning and
implementation
● Budget planning, forecasting and implementation
● Supervised by the Executive Director
December 2020-December 2022 Program Manager, Ecumenical Hunger Program, East Palo Alto
● Supervision of food closet staff
● Place weekly food orders from 2
nd Harvest Food Bank
● Engage in community events and help efforts.
● Responsible for monthly reports
● Responsible for hiring, job placement, interviews.

August 2020- November 2020 Community Engagement
Manager (temp P/T)
My New Red Shoes, Redwood City, CA
● Management of warehouse, shoes and clothing inventory ● Connecting with agency partners to provide shoes to their clients
● Connecting with donors to maintain shoes in warehouse ● Management of volunteer staff
July 2019-June 2020 Director of Community Engagement,
EPACENTER Arts, East Palo Alto, CA
● Strengthening the relationships between EPACENTER
and the City of EPA as well as other community partners 456
● Supporting EPACENTER involvement in community
events
● Training staff in charting, community meeting processes and Trauma Informed Practices.
● Organized the Youth Advisory Council and Parent
Advisory Council Meetings and activities
● Lay-off due to COVID-19
November 2014-July 2019, Program Manager, Family Resource Center, Kinship, THP+, Differential Response,
Family Resource Center, Edgewood Center, Bayview Hunter’s Point Office
● Oversight of the consolidation of FRC services into one team.
● Started the position managing 4 staff, was quickly
promoted to supervise the staff from the other team.
● Collaborating with SF County and community partners to provide services that best fit our clients.
● Supervision with a focus on Trauma Informed Systems.
● Compiled and complete monthly and quarterly reports to our funders
● Maintain and update the client database
● Hired and trained new and productive staff members in community service work
● Planned client events
● Organized Team Building Activities
● Supervised staff in a balanced, direct style, allowing my employees to feel supported and comfortable to approach me.
2013-2014, Family Conference Facilitator, Edgewood Center. ● Facilitation of several family conferences per month. ● Utilization of skills learned in participatory decision making trainings, as well as natural ability to lead goal focused discussions
2009-2014, Senior Case Manager, Edgewood Center, Kinship Program
● Help develop and implement case management protocols
● Data Entry of monthly encounter logs, sign-in sheets and intake paperwork as needed
● Manage referrals into the program
● Facilitation of Team Meetings
● Facilitation of Cultural Awareness Training December
2012
● Meeting Host and member of the Community Response
457
Committee to the Domestic Violence Council
● Responsible for scheduling outreach to CPS Workers
● Working with the team to plan and participate in various family events
● Continued with other case management duties listed
below
2007-2009 Case Manager, Edgewood Center Kinship Program • Intake Relative Caregivers into the Kinship Program
• Develop a service plan with Caregivers to help them
access services in San Mateo County
• Help train and shadow new case managers
• Coordination/Facilitation of Family Conferences
• Working with Caregivers on the road to self-sufficiency 1/2006-8/2006 Counselor, Joy Adolescent Treatment Center, East Palo Alto CA
● Counselor in a 6 bed boys group home. Cooked meals,
transported residents on outings, and assisted in the day to day needs of the residents.
2002-2005 Shelter Care Counselor, Receiving Home, San Mateo County Child Protective Services, HSA
• Completed intake into the group home for children 11-17 • Responsible for supervising teens in a group home setting • Transported teens to appointments and outings.
2002-2005 Research Assistant/Case Manager, East Bay
Community Recovery Project Oakland, CA
∙ Completed intake, six and twelve month interviews with clients in substance abuse treatment.
∙ Compiled data for quarterly reports and presentations. ∙ Drove out into the community and searched for clients for follow-up.
• Provided case management for clients with HIV/AIDS and at risk for
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HIV/AIDS, driving out into the community to pick up and drop off clients for appointments
2000-2001 Kid’s Place Counselor, Coach/Referee, El Camino YMCA
● Supervised kids in an afterschool setting.
● Led youth activities, both outdoor and indoor.
● Planned vacation programming for students
● Coached and referee for Flag Football and Basketball.

Education 1995-1999 The College of William and Mary Williamsburg, VA ● 101 Semester Credits Completed. Major in History
1999 Foothill College
● 7 Qtr Credits completed Child Development
2023 Canada College
● 8 Semester Credits Completed Child Development Mgt
Volunteer Work 2020 Ecumenical Hunger Program, Board Member, East Palo Alto CA
2020-Present President, Ravenswood Little League Baseball, East Palo Alto CA
● Increase league to 5 teams
● Established team mascots to increase moral and team
identity
● Increased league budget due to recruitment of new donors and sponsors.
● Led a successful 2021 season after the pandemic.
● Creation of 12-14 y/o team in 2023.
2009- 2019 Vice-President; Manager, Ravenswood Little
League, East Palo Alto, CA.
1992-Current Little League Baseball Coach and Manager,
Ravenswood Little League, East Palo Alto CA
1995-1999 Choir Director, Ebony Expressions student operated Gospel Choir, College Of William and Mary. Williamsburg VA 459
Appearances 2016- Piece published in the book “Surviving Compassion Fatigue: Help for those who help others” By Beverly Kyer “David’s Story” pg. 106
6/13/2014 Appeared on “Mental Health Matters”
Program #81, Compassion Fatigue with Beverly Kyer,
www.peersnet.org
.Published works
Children’s Books under the pen name Hunter Rages
2022 “Lenny’s Journey to the Stars”
2022 “Cece’s Magical Amber Crystal”
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EAST PALO ALTO TEE BALL 2025
Personnel
Manager $ 6,000.00
Coaches $ 8,000.00
Admin. Assistant $ 1,500.00
Insurance $ 4,000.00
Accounting $ 500.00
Total Personnel $ 20,000.00
Programming Costs
Equipment
Pitching machine, batting tee,
gloves, chalking wheel, $ 3,500.00
Uniforms 150 uniforms $ 5,000.00
Awards / Trophy all participants & volunteers $ 3,500.00 Snacks Bar supplies and equipment $ 3,000.00
Awards Banquet Supplies and materials $ 2,000.00
Opening Day Event Supplies and materials $ 1,000.00
Marketing fliyers, banners, signs, mailing $ 800.00
Legacy Golf Digest Publication Ad $ 1,000.00
Patch Fund Golfers Classic $ 2,200.00
Marisol Embrodary Hats - /Fall Ball $ 3,580.00
Miscellaneous Varied expenses $2,500.00
Total Program Cost $ 28,080.00
Operating Expenses
City of Las Vegas Park Permits $ 90.00
City of East Palo Alto Business license $ 40.00
Clark County Legal News Posting FBN $ 40.00
County of San Mateo Clerk Ficticious Name $ 34.00
Westgate Hotel Rooms, Banquet, etc. $ 3,080.00
Westgate Hotel Rooms- participatant $ 2,500.00
Wildhorse Golf Course Fundraiser site $ 3,600.00
Charles Bell DJ. - reimbursement $ 850.00
Meda Okelo Reimbursement $ 1,200.00
Total Operating $ 11,434.00
Grand Total $ 59,514.00
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2025 SUMMER PARK

ACTIVATION PROPOSAL
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EAST PALO ALTO RAZORBACKS RUGBY 462
Tableof
contents
I.COVER LETTER
II.APPROACH &UNDERSTANDING
IV.WORK PLAN &SCHEDULE
III. REMOTE OPERATIONS
01 02 - 03
05 PROGRAMMING OVERVIEW

COMMUNITY OUTREACH &ENGAGEMENT PLAN

TIMELINE

BUDGET MANAGEMENT PLAN
04 V. FIRM &PERSONNEL EXPERIENCE 06
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Over the past two years, the Razorbacks Rugby Club have been honored to partner with the City in the Summer Park Activation program and would love to continue to positively impact the community through this program. Through our participation in the program, we have been able to enhance our ability to serve the community and witnessed remarkable growth within our club that would not have been possibly without the Summer Park Activation program.

Last year’s community engagement has doubled and we aim to continue this trend by enhancing our current initiatives and implementing fresh, innovative ideas. In our first year, the youth camp welcomed 88 participants and 14 registered volunteers (excluding parents, families, and players).

Last year, participation grew to 104 participants, with an additional 96 family members joining us for the closing day BBQ. Likewise, our Elite Summer 7s Training Program consistently maintained over 60 players, but its impact extended far beyond participation numbers. Last summer, through our elite summer 7s training program, our ladies advanced to compete in the USA Rugby 7s Nationals in Madison, Wisconsin—a milestone that opened doors for several players. These opportunities that arose included select players getting invited to USA Rugby 7s training camps and pathway programs.

The Summer Park Activation program has empowered us to continue to serve our community in unique ways. Often times programming like this comes at a high cost, so to be able to bring it to our community and free is something we are truly grateful for. Bringing olympians and other professional athletes to our small town has proven to be an unforgettable experience for participants and their families and would not be possible without the Summer Park Activation Program. This also goes for our elite 7s trainings and making it to nationals. As we look ahead to June, we are excited to build on the momentum of the past two years and expand our programming with fresh ideas, enhanced programming, and effective marketing strategies.

I. COVER LETTER
The East Palo Alto Razorbacks Rugby Club is a community organization that strives to create community through rugby.

Our mission is to continue community outreach, teaching, mentorship, and providing endless opportunities for our local community through rugby. As East Palo Alto natives, our board members understand firsthand how rugby can be a
powerful outlet and safe haven, keeping our youth and young adults off the streets and empowering them to achieve the “unreachable”. We are committed to supporting our players both on and off the field, helping them pursue higher
education, play at elite levels, or even simply find connections and a purpose through rugby.

PG. 1
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Programming will consist of 3 different intiiatives; a youth rugby camp, elite summer 7s trainings and+ competitions, and skill development sessions (mini rugby clinics).

YOUTH RUGBY
CAMP
The second part of our program will be a week-long youth rugby camp held at Jack Farrell Park, where trainings will be three hours each day. This camp will feature special guest coaches alongside our own coaches and adult players. The goal is for the older players to mentor our youth, teaching skills that extend beyond rugby into life. To foster engagement, we’ll also include fun activities for not just the youth but their families. Throughout the week, participants will recieve water and snacks to stay energized. The final day will run a full day, featuring a morning training session followed by a family fun park day. Activities will include a BBQ for all participants and family members, jumpers, face painting, and opportunities for families to connect. Local rugby colleges will also set up tents to share recruitment information with high school attendees. The camp will conclude with a medal ceremony, where participants will receive shirts and small gifts to celebrate the end to a fun week. Last year’s camp saw 104 attendees and 96 additional family members for the bbq, and this year we plan to exceed that by introducing an exciting lineup of guest coaches, including ______This extraordinary team of coaches will offer our youth a once-in-a-lifetime opportunity to learn from the best, creating experiences and memories that will last a lifetime.

ELITE
SUMMER 7S
Our Elite Summer 7s Program is an eight-week intensive rugby training and competition series running from June to August. The program includes 2–3 training sessions per week, lasting three hours each, at Jack Farrell Park. Each week, training will focus on PG. 2
specific aspects of skill development, strength, and game strategy, preparing players for elite-level competition.

Last year, the program hosted 60 participants ranging from teens to adults. Over eight weeks, we competed in five tournaments and ended the programming by taking a select group of 18 ladies to the USA Rugby Nationals, where they advanced to the Bowl Finals. Additionally, we were privileged to have rugby legends such as Waisale Serevi, the "King of Sevens," and **Mona Lisa Tupou**, a current USA Eagle, help lead some training sessions.

This year, we aim to maintain or exceed last year’s participation while introducing new guest coaches to provide fresh perspectives and elevate the program further. The Elite Summer 7s Program is dedicated to fostering player growth creating pathways to higher levels of competition.

PROGRAMMING OVERVIEW
II. APPROACH & UNDERSTANDING
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APPROACH & UNDERSTANDING CONTINUED
SKILL

DEVELOPMENT

CLINICS
We are excited to introduce the newest addition to our programming: Skill Development Clinics! These clinics will occur once a month over the weekend and are designed to help players hone their skills under the guidance of local high-level coaches(MLR, USA Rugby pathway coaches, etc.)
Details:

Co-ed: Open to all ages, though we anticipate the primary interest will come from middle school students and older.

Specialized Coaching: Separate coaches for forwards and backs to focus on tailored skill development.

Duration: Each clinic will be three hours long.

Extras: Water and snacks will be provided.

This is a fantastic opportunity for players to take their game to the next level in a supportive and focused environment. Being that this is our first year doing something like this we expect targetted attendance to be 60+ players each clinic.

PG. 3

COMMUNITY ENGAGEMENT & OUTREACH PLAN

IN PERSON OUTREACH
flyers/presence to spread
awareness at city events
pass out flyers at sporting
events
utilize family and friends of the
organization to pass out flyers
of program at local parks
spread awareness at games
throughout the XVs season
(November 2024 to May
2025)

DIGITAL OUTREACH
social media paid advertisements
digital flyer for the programming
advertisement video with content
from past years
paid promo content on social
media to maximize reach
project page on website
utilize USA rugby's CMS to send an
email to all registered players and
parents in Norcal
email all previous participants from
our database.

PRINTED OUTREACH
printed flyers to be posted at
local shops around East Palo
Alto
printed flyers to be passed
out at schools upon approval.
(McNair Academy, Menlo
Atherton, etc.)
door to door flyers
Our community outreach and engagement plan leverages in-person, digital, and printed methods to maximize our reach. Here’s an overview of our strategy that will apply to each individual programming:
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Shelter-in-Place Mandate:

In the event of a shelter-in-place mandate, we
utilize Zoom to conduct virtual programming.

While this approach is not ideal, it has proven
effective in keeping participants engaged
remotely.

Social Distancing Protocols:

During a pandemic requiring social distancing:

Masks are mandatory
Participants will maintain a 6-foot distance
during drills.

Sanitize equipment each day.

Temperature checks and hand sanitization
are required upon arrival.

III. REMOTE OPERATIONS
As our program was reinstated during the pandemic, we have established a contingency plan to ensure the safety of our participants while maintaining program activities. This plan covers various scenarios, including pandemics and emergency situations, and adheres to the following protocols:

PANDEMIC PROTOCOLS
Medical Emergencies:

All coaches are CPR and First Aid certified, with
annual refresher courses completed before the
season begins.

Programming locations are chosen with
accessibility in mind, ensuring ambulance access
and proximity to hospitals.

Severe Weather Conditions:

Training will be moved to an indoor facility if
necessary.

At Rich May, a coaching room is available as an
emergency shelter.

In other parks, the program is prepared to
relocate to the East Palo Alto boxing gym or City
Sports as emergency shelters.

EMERGENCY SITUATIONS
PG.4
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PG.5

TIMELINE
IV. WORK PLAN& SCHEDULE
In our timeline, we have allowed a longer period for marketing and community engagement to increase build up leading up to the programming. Essentially doing soft drops or sneak peaks ahead of time.

This allows for us to gage interest sign ups as well.

BUDGET MANAGEMENT PLAN
Our strategy for staying within budget is outlined in our detailed budget plan, shown on the right. This plan is based on historical data from previous years and includes allocations for miscellaneous and unexpected expenses. By proactively accounting for potential unforeseen costs, we aim to ensure that we remain within our overall budget while maintaining financial flexibility.

Program Materials include:

Camp shirts
equipment for all
programming
waters
snacks
rentals
medals for youth camp
participants
balls
pennies
etc.
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PG.6

PROJECT MANAGERS
V. FIRM & PERSONNEL EXPERIENCE
Brittney Vailala
- 4 years working on the union board under USA
rugby as Secretary
- Project manager for events under USA rugby
- Project management courses in college
- 5 years running two clubs
Mardie Fonua
- 4+ years project management annual compost
giveaway in Fremont and Newark locations
- 3 years on rugby team committee
- 2 years project management container exchange
program for city of Fremont

COACHES
Samuel Vailala
- 24+ Years rugby experience
- Nationals 2009
- All star select team against All
Blacks and Tonga national teams
- 5 years of coaching
Akanesi Raturala
- 98’ Fiji Women's 15s
national team
- 98’ Fiji Women Rugby
League national team
- 6 years with BASH
- Pioneered 1st season of
women's rugby with SFFOG
Talica Vodo
- Started the Fijiana 7s
national team
- Olympic athlete 16’
- Fiji national 7s women's
player and team captain

GUEST COACHES

ADDITIONAL GUEST COACHES
Jona Sawailau - Professional player for a pro team in Fiji Greg Feek - New Zealand All Blacks coach and Super Blues forwards coach. Awarded the greatest forward coach of alltime
Evan Hoese - Former USA Eagle and current USA U23 pathway coach Irene Gardner - USA Rugby 7s Head Coach
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East Palo Alto Razorbacks Proposed Scope of Work
2025 EPA Summer Park Activation
Overview
The East Palo Alto Razorbacks Rugby Club will provide an elite summer 7s program open to high school and up and a summer youth camp for ages U4 to high school. The estimated number of participants for the summer youth camp is 100+ and an additional 40-80 for the family day. The estimated number of participants for the summer 7s program is around 60 as well as the same for each Skills Development Clinic(x3 of them), reaching an anticipated total of approximately 380-420 community members throughout all 3 programming’s being offered.

Program Details
East Palo Alto Razorbacks Rugby Club 7s Program, Youth Camp, and Skills Development Clinics
Dates: June 9 - August 10, 2025
Location: Jack Farrell Park(all 3 programs) + Martin Luther King Junior Park or Rich May for one or two skills clinics
7s Program Schedule:

Practices on Monday, Wednesday from 6pm - 8:30pm + Qualifying Games on Various Saturdays from 9am-5pm
Summer Youth Camp Schedule:

June 21 - June 25, 2025 from 9am - 12pm and July 26, 2024 from 12pm - 4pm Skills Development Clinics:

Once a month on the weekend from 9am-12pm
Resources
$18,000 Fee Breakdown:
$5500 guest coaches travel + time
$5500 program materials
$2000 7s tournament fees
$2000 7s travel costs
$1000 promotion + advertisement
$1000 referee costs
$1000 miscellaneous/unexpected expenses
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2025 Summer Park Activation Timeline
PROJECT TITLE Summer 7s Program, Youth Rugby Camp, Clinics ORGANIZATION East Palo Alto Razorbacks Rugby Club PROJECT MANAGER Brittney Vailala DATE 11/19/24

PHASE DETAILS PLANNING EXECUTING

NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST PROJECT WEEK: first Monday of each month --> 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 Project Conception and Initiation
- Project Proposal Proposal
- Obtain Insurances Insurance NR
- Interviews/Initiation Initiation Initiation
2 Project Definition and Planning
- Scope and Goal Setting Scope
- Final Budget, Contracts, Equipment Budget
- Work Breakdown Schedule Schedule
- Community Outreach Community Outreach
- Video + Other Media Creation Media Creation
- Project Announcement/Sign ups Proj. Announcement Open registration for events 3 Project Launch & Execution
- Summer 7s Program Summer 7s Program Summer 7s Program - Youth Rugby Camp YC
- Development Clinics DC DC DC
- Family Night (dates TBD) FN FN FN
4 Project Performance & Control
- Youth RC Review Review
- Clinic review Review Review Review
- Track Improvements Track Improvements Track Improvements - Effort and Cost Tracking Effort and Cost Tracking
5 Project Close
- Survey Registration Set Up
- Participant Survey Completion Survey
- Report/Take Aways Report
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Vincent Amelio
Community Services Manager
2415 University Ave
East Palo Alto, CA 94303
Proposal for 2025 Summer Park Activation
Dear Mr. Amelio
This will be our eighth year working with the City of East Palo Alto. Camp Doza is committed to providing a unique summer day camp for the youth of East Palo Alto. In 2017 I set out to build this camp to help keep our youth busy and to learn life skills in a fun way. Being raised in East Palo Alto myself was tough with everything that was going on at the time in the early 90s. Some good things and some not so good. The programs that helped me stay on the right path will forever live in my heart. The Bell street Gym and AYSO soccer at Cesar Chavez took up a lot of my time and provided me with the skills I needed to continue playing organized basketball in High School and College.

During college, I started working for Legarza Basketball Camps and was quickly made ‘Site Director’. Not until then is when I realized what life changing impact camps have on the youth. After this, I started to realize that kids from my community were not able to participate in such camps. This is how Camp Doza began. However, I did not want it to be only a basketball camp. Even tho basketball and soccer saved my life, my family also showed me the importance of raising farm animals and growing my own food. Even to this day, farm animals are how my family supports itself in Michoacán, Mexico. This made me want to incorporate all of the things I learned growing up into Camp Doza.

After getting what I needed to start Camp Doza, another community program introduced me to Les Dewitt who was influential in helping us secure our first space at Rich May Field. From there, we hosted our first camp with over 20 kids and were invited from the City of East Palo Alto to extend our camp program. We did not know what was coming the following year with COVID-19, but we still found a way to host programming for the youth. We organized socially distanced evening Bike Rides for the Camp Doza families and did some virtual training. This did not provide us the same level of joy as seeing all the kids coming together at camp, but it did help us stay engaged. We are extremely excited to bring Camp Doza back to the city in 2025! Whether it is in person or virtual, we have a plan to provide a fun camp for the youth. Thank you for considering our proposal and all that you do to help our East Palo Alto residents. We look forward to hearing your response and working together again for an 8th year “Teaching life skills through sports and farm culture.” 483
Approach & Understanding
Teaching the Skills
With a strong background in playing and coaching soccer/basketball, raising and training farm animals, I bring an educational and exciting program to the City East Palo Alto. I raise and train my horses here in East Palo Alto so it is very convenient and accessible to our community. I also was coached by some great local legendary coaches and played semi pro soccer. All of these experiences has prepared me to provide this unique camp. It begins with fundamentals of the games and enjoying the time while doing it. If you are teaching new activities to youth, you have to start with games that will grab their interest. Teaching our coaches the methods that I was taught starts in the spring with our Training Sessions. We believe that to teach something, you have to be able to demonstrate it yourself. We do meet twice a month to learn the activities that will take place with the kids in summer if chosen. Using Basketball, we will be focusing on the fundamentals of the game: Shooting, Passing, Dribbling, and Footwork. Each drill and contest will focus on some aspect of those pieces. Each day will start with a Campers decision of which sport to begin with soccer or basketball.

Each Coach will be grouped with no more than 8 kids and that will be their group the entire camp. Soccer will be handled the same way. Farm animals and culture will be incorporated each day with an afternoon lesson and special guest. In the past, we have brought chickens, horses, piglets, and goats to camp.

Community Outreach Strategy
If chosen, being our 8th year working with the community will be easier reaching out to residents. Neighbors look for us now and ask us about camp dates, but I will continue to use our social media account on Instagram ( Camp_Doza ) and continue to network with the parents of the Ravenswood School District. I am the Athletic Director for Cesar Chavez Ravenswood middle school so I am in communication with many EPA families.

Also every time I ride a horse around the neighborhood or if I take my kids on a pony cart ride I always carry business cards because people always stop us to say hi and take pictures with us.

Marketing
Our social media accounts are crucial in promoting the camp. Instagram and Facebook are very convenient when it comes to showing Camp Doza content for residents to see.

The East Palo Alto Neighbors page on Facebook is great and most of our community goes on there for neighborhood news. Occasionally I’ll go through the drive-thru at the McDonalds on University Ave on the pony cart and the residents love when I post about it. Sometimes we get free food from McDonalds by the managers for making their day. 484
COVID-19/Social Distance Protocol
The covid19 pandemic was an eye opener. Opportunities were reduced for the youth of the community during that time, but hard times like such helped us be creative. We are going to take every step to make sure that we can provide great programs for the youth in the safest way possible. Below are details for limited capacity and for the situation of having to go completely remote in case we have too.

Pre-Camp
Prior to Camp Doza, we will host an in-person parent meeting or a Zoom conference where we will lay out all guidelines for attending camp this summer. There will be specific procedures for checking in participants, food storage, visitors, and pick up. We will not require proof of vaccination, but we will encourage it. Reporting of COVID-19 symptoms will be necessary and strictly enforced. Any reports of positive testing will be reported to the City and a contact tracing protocol will be initiated.

Limited Capacity Fully Remote
8:1 coaches to player ratio No on site camp days
No Shared Equipment Socially distanced bike ride
Groups stay in their bubbles Each camper receives items in mail Modified Pick up/Drop off Virtual Huddles
Additional Staff Needed Video Tutorials
Cleaning & Sanitization
Camp Doza is committed to making sure that our campers have the most productive space to enjoy the experience. Each coach will have a sanitizer pack which will contain disposable masks, hand sanitizer, and gloves. Our Camp Director will be responsible to make sure we are stocked with the supplies we need to keep our campers and equipment clean. Campers are encourage to bring their own water bottle if not they will be available for purchase. We do not want campers using the same water fountain. “Teaching life skills through sports and farm culture.” 485
Work Plan & Schedule
We are ready to offer three full weeks of programming in East Palo Alto for 2025.

June 16- June 20, June 23-June 27, and June 30 - July 4. Depending on how many campers sign up this year, will determine how many staff members we bring on board.

We staff camps at 8:1 ratio so that coaches can get to know their full group.

Camp Doza weekly schedule 2025
MUSCLE MONDAY:
8:00am-9:00am – Staff morning meeting, Set up the camp with equipment/ water etc. 9:00am-9:15am – CAMP STARTS, Meet and greet parents and campers 9:15am-9:45am – Orientation
9:45am-10:00am – Choose teams by age groups, Coaches come up with team Name and Team Cheer, pass shirts out
10:00am-10:15am – Stretching
10:15am-10:45am – Soccer Clinic
10:50am- 11:00am – Water Break
11:00am- 11:30 – Basketball clinic
11:30am-11:40 – Water Break
11:40am-12:00pm – Team discussion in groups, Team Cheers, What did the campers learn about soccer and basketball
12:00pm-12:30pm – LUNCH BREAK
12:30pm-1:00pm – MUSCLE CAR presentation
1:00pm-1:30pm – Soccer Game
1:30pm-1:40pm – Water Break
1:40pm- 2:10pm – Basketball Game
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2:10pm-2:30: Agriculture Presentation
2:30pm-3:00pm – Camp Outro
CAREER TUESDAY:
8:00am-9:00am – Staff morning meeting, Set up the camp with equipment/ water etc. 9:00am-9:30am – greet campers, line up with team, Morning Meeting 9:30pm-10:00pm – Split camp into two groups soccer (Footwork Clinic) / basketball (dribbling clinic)
10:00am-10:10am – water break
10:10am-10:40am – Switch
10:40am-11:00am – water break, rest, reflection what have they learned 11:00am-11:45am - Guest Speaker Career Tuesday
11:45am-12:30pm – LUNCH
12:30pm -1:30pm – Turbo the Tortoise presentation
1:30pm-2:00pm – CAMPER KNOCKOUT
2:00pm-2:30pm- Games (Basketball, Soccer)
2:30pm-2:45pm – Water Break and Reflection
2:45pm-3:00pm – Outro

WILD WEDNESDAY
8:00am-9:00am – Staff morning meeting, Set up the camp with equipment/ water etc. 9:00am-9:30am – greet campers, line up with team, Morning Meeting 9:30pm-10:00pm – Split camp into two group soccer (Passing Clinic) / basketball (shooting clinic)
10:00am-10:10am – water break
10:10am-10:40am – Switch
10:40am-11:00am – water break, rest, reflection what have they learned 11:00am-11:30am – COACHES KNOCKOUT
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11:30am-12:00pm- CAMPER KNOCKOUT
12:00pm-12:30pm- LUNCH
12:30-1:00pm- Miniature Horse Presentation
1:00pm-2:00pm – Bay Lands Nature walk. (Learn about wild native animals) 2:00pm-2:30pm - Soccer and Basketball Games
2:30pm-2:45pm – Water break
2:45pm-3:00pm – Outro
THANKFUL THURSDAY:
8:00am-9:00am – Staff morning meeting, Set up the camp with equipment/ water etc. 9:00am-9:30am – greet campers, line up with team, Morning Meeting 9:30pm-10:00pm – Split camp into two groups soccer (Scoring Clinic) / basketball (passing clinic)
10:00am-10:10am – water break
10:10am-10:40am – Switch
10:40am-11:00am – water break, rest, reflection what have they learned 11:00am-11:30am – COACHES KNOCKOUT
11:30am-12:00pm- CAMPER KNOCKOUT
12:00pm-12:30pm- LUNCH
12:30-1:00pm- Chicken and Photosynthesis Presentation
1:00pm-2:00pm – Bay Lands Nature walk. (Learn about wild native plants) 2:00pm-2:30pm - Soccer and Basketball Games
2:30pm-2:45pm – Water break
2:45pm-3:00pm – Camp Outro
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FREESTYLE FRIDAY:
8:00am-9:00am – Staff morning meeting, Set up the camp with equipment/ water etc. 9:00am-9:30am – greet campers, line up with team, morning meeting campers decide what to do
9:30pm-10:00pm – Campers Choice
10:00am-10:10am – water break
10:10am-10:40am – Campers Choice
10:40am-11:00am – water break, rest, reflection WHAT ARE YOU THANKFULL FOR 11:00am-11:30am – COACHES CHAMPIONSHIP KNOCKOUT
11:30am-12:00pm- CAMPER and COACHES CHAMPIONSHIP KNOCKOUT 12:00pm-12:30pm- LUNCH PIZZA FOR THE CAMP
12:30-1:00pm- Water Balloon Fight
1:00pm-2:00pm –SLIP N SLIDE
2:00pm-2:30pm – WATER BREAK
2:30pm-2:45pm – REFLECTION, THANK the Coaches
2:45pm-3:00pm – Camp Outro
Personnel
For 7 years in a row the same coaches have been returning to help run Camp Doza.

Coach Esmeralda, Coach Jorge, and Coach Adrian are excited to return for summer 2025. This shows that camp is still exciting for both campers and coaches.

Esmerelda Perez:
‘Almost done with my senior year at UC Merced where I am studying archeology. My experience as student at this university has taught me several things which I have applied to my work experience. The leadership qualities were used during my time as a Coach at Camp Doza. Showing the young girls that they could lead and be great at sports they never played was my highlight. My creativity came out during my experience as a Photographer for the Girls to Women non-profit in our efforts to empower women all over the world. Finally, I learned a great deal about my Patience working at Creative Montessori with preschool age children who require a level of communication that made me evolve my behaviors.’
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Jorge Chavez:
‘As a lifelong resident of East Palo Alto, I’m looking forward to coming back to the community and working with the youth. I am currently attending Menlo College where I am working on getting my BA in Bussines. As I am returning to part time employment, Camp Doza is a great way for me to reconnect with my hometown and give back what has been given to me.’
Adrian Deloa:
‘Currently almost done with my general education at Foothill College. I also work part time as a lifeguard. I am CPR and first responder certified. Working with a large group of people prior to the Covid-19 pandemic has helped my people skills. Giving back to the youth is something I enjoy because of my upbringing and time spent at the Boys & Girls Club of Menlo Park. Participating in fun activities there made me think it was the coolest job. There were some experiences that I had in school growing up that brought some challenges, but I excelled at making friends found it cool meeting new people.

Overall, I enjoy being around people and getting to meet them and hear their stories which is why I’m looking forward to camp this summer.’
Proposed Budget
With changes in politics, prices have risen in every market from real estate, groceries, farm supplies, fuel, athletic gear, housing, insurances etc. East Palo Alto being mostly a middle and lower class community it is very challenging for residents to be able to make a living. The average cost per camper of a week-long sports summer day camp in the Bay Area costs about $495 and most residents can’t afford that.

Besides sports we also provide the farm culture part of the camp which includes showing campers how to maintain our farm animals, shoe a horse, saddle a horse, and the best part how to ride a horse. Average cost to maintain a horse in the bay area per year is about $6,000.00. We use 3 horses in our program. We also buy chicken feed ($2880 per year), goat feed ($2500 per year), pig feed ($1500) and vet bills add up.

Everything is expensive! Each year most of the funding provided by the city goes straight towards our staff members, insurance policies, sports supplies, fuel, food, gardening supplies, and to help feed the farm animals for the month during camp. 490
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POLICY AND ACTION 13.4

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: January 21, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Amy Chen, Community & Economic Development Director Donald Zhao, Interim Chief Building Official
SUBJECT: Informational Update on Code Enforcement Priorities Recommendation
Receive an informational report from staff concerning Code Enforcement.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority: Promote Health & Public Safety
Background
On March 16, 2021, the City Manager’s Office and Community and Economic Development Department (“CEDD,” “Department”) presented a staff report and overview of code enforcement activities, policy, and practices. The City Council unanimously agreed to keep the current practice for all priority tier complaints and disallowed the anonymous submittal of Priority Two (Medium) and Priority Three (Low) Tier complaints.

On April 20, 2021, the City Council adopted Resolution 57-2021 updating the priorities for code enforcement implementation including a revised "Priorities for Code Enforcement.” The April 2021 staff report is attached for reference.

The purpose of this informational report is to provide another update to the City Council on the Code Enforcement program including highlighting accomplishments, providing staffing updates, and reshare the ways the public can submit questions or complaints to city staff. 510
POLICY AND ACTION 13.4
Analysis
The City of East Palo Alto has a community- and complaint-based code enforcement program that seeks to achieve voluntarily compliance to resolve violations. Code enforcement cases often involve illegal conversions of garages, patios, storage sheds, and illegal/unpermitted construction of additions, as well as several hundred other cases involving other types of code violations. These cases are primarily generated by complaints made by EPA residents and neighbors.

Code Enforcement Priorities
Code enforcement complaints are investigated based on priority set forth below and as staff resources permit:

1. Priority One (High): Imminent/Immediate threat to health, safety, or environmental resources. Priority One violations are those actions which require immediate attention to address a significant threat or threats to public health and safety or to environmental resources. Examples include faulty housing conditions or significant environmental issues.

2. Priority Two (Medium): Potential threat to health, safety, or environmental resources.

Priority Two violations are those actions that have the potential to cause damage to the public health and safety or to the environment. Unlike Priority One violations, Priority Two violations potential for damage does not pose an immediate threat to public health, welfare or safety.

3. Priority Three (Low): Technical code violations. Priority Three violations are those violations that do not pose an imminent or potential threat to the public health or safety or the environment, but which may, if not abated, compromise the welfare of the community and reduce the quality of life for residents and businesses. Violations might include illegally parked vehicles, debris accumulation on properties, sign code violations and various other zoning code violations.

As mentioned in the March and April 2021 City Council staff reports, the City has been challenged to respond to an increase in new code complaints during the pandemic and also from two anonymous residents. As a result, at that time City staff and Council agreed and approved the recommendation to disallow the anonymous submittal of complaints for Priority Two (Medium) and Priority Three (Low) Tier complaints. The attached resolution 57-2021 includes this current policy. Additionally, the number of open complaints submitted by any one complainant is limited to five at a time. Complainants may submit additional complaints as each prior case is resolved. If the complaint total exceeds five, the customer will be notified of the limitation. The complainant will be asked to prioritize the complaints if their requests exceed five at a time. This limit of five does not apply to Priority One (High) Tier complaints. Code Enforcement staff will review complaints and determine their priority order and pull-out Priority One (High) tier complaints forward so they can be addressed quickly because there may be a significant threat or threats to public health and safety or to environmental resources. 511
POLICY AND ACTION 13.4
How to file a complaint
If a citizen has a complaint, a form should be submitted to the Code Enforcement Division via email ([email protected]). The complaint form can also be mailed or dropped off to the Code Enforcement team located at 1960 Tate Street, East Palo Alto, CA 94303.

For a complaint to be processed by the Building Code Enforcement Division, a complaint form shall include at least two of the following: complainant name, phone number, and/or home address. A code enforcement complaint form will not be processed without any contact information since it is the Division's policy to require contact information (Resolution 57-2021).

Additionally, a Code Enforcement Officer may need to request additional information or clarification from the complainant. These instructions and the priority tiers are also outlined on the Code Enforcement webpage: https://www.cityofepa.org/building/page/code-enforcement Code Enforcement Staffing and Current Cases
Similar to when the April 2021 report was presented, the Code Enforcement team is currently going through transition with two vacant positions: the Chief Building Official (CBO) and a hybrid code enforcement/building inspector position. The City has a contract with West Coast Code Consultants (WC3) to provide staff augmentation to the Building Division that the Code Enforcement team sits within. WC3 staff are filling in for the two vacant positions but also completing high level inspections and oversight of construction for large projects such as the Colibri Commons affordable housing development at 965 Weeks. With WC3’s staff augmentation contract term ending on June 30, 2025, in the next few months City staff plan to prepare a new Request for Proposals process to elect a new list of consultant(s) that could provide these Building Division staff augmentation services which may include code enforcement. WC3 will be eligible to apply to the upcoming procurement and if selected again staff would amend and extend their contract.

City staff believe it is important to have this on-call staff augmentation contract to support large complex projects that are beyond current staff capacities and capabilities but also to help fill vacancies that have historically been difficult to fill. The CBO position has been vacant since October 2023 due to the previous staff resigning. Currently there are two other cities hiring for a CBO in San Mateo County (Burlingame, Menlo Park) and two other cities along the peninsula (Union City, Mountain View) are hiring for a Senior/Building Inspector or alike position. With that nearby competition and likelihood that those cities pay much more then EPA, staff are working with a Human Resources consultant to conduct a classification and specifications update on the hybrid position. Also, staff are preparing a potential incentive recruitment package for the CBO position, and staff plan to return to City Council to consider this package in the next two months.

Currently there are only two code enforcement officers in charge of splitting the full case load of complaints. As of January 10, 2025, since the beginning of this fiscal year, there are the following code cases:
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POLICY AND ACTION 13.4
Priority Tier Open Resolved Total FY 2024-25
To Date
Priority 1 27 6 33
Priority 2 6 1 7
Priority 3 7 11 18
Total 40 18 58
The sheer volume of cases, combined with staffing limitations, has made investigating and addressing code enforcement cases challenging. To better address code enforcement challenges or transition from using the three-tier priority system for managing code enforcement cases outlined in Resolution 57-2021, the code enforcement team would need to be fully staffed and potentially expanded.

Fiscal Impact
There is no fiscal impact to the City associated with this report.

Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.

Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not involve an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. April 20, 2021 Staff Report Packet with Signed Resolution 57-2021 513

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 20, 2021
TO: Honorable Mayor and Members of the City Council
VIA: Jaime M. Fontes, City Manager
BY: Patrick Heisinger, Assistant City Manager
Amy Chen, Community & Economic Development Director
Donald Zhao, Interim Chief Building Official
SUBJECT: Follow up to Code Enforcement - Resolution to include no anonymous complaints
Recommendation
Adopt a Resolution:

1. Rescinding Resolution No. 4610; and

2. Adopting the attached revised "Priorities for Code Enforcement.” Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 6: Create a Healthy and Safe Community
Background
On March 16, 2021, the City Manager’s Office and Community and Economic Development Department (“CEDD,” “Department”) presented a staff report and overview of code enforcement activities, policy, and practices.

The City Council accepted staff's report, and the Council unanimously agreed to keep the current practice for all priority tier complaints. Council also discussed and did not support the idea of establishing a Surveillance Camera Program at this time. Council did directed staff to return for consideration a resolution that would include the following update:
• Disallow the anonymous submittal of Priority Two (Medium) and Priority Three (Low) Tier complaints.

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The City Council also had a discussion regarding the following City staff recommendation:

Establish a cap on submittal of Priority Two (Medium) and Priority Three (Low) Tier complaints to five (5) on a rolling basis. Vice Mayor Abrica was absent for this Council meeting, and so the Council agreed to bring this item back for consideration later when the full Council was present to participate.

The March 16, 2021 staff report is attached for more background and reference.

Analysis
Recommendation 1: Anonymous Complaints
As described in more detail in the March 16, 2021 staff report, the City has been challenged to respond to an unanticipated influx of new code complaints emanating from two anonymous email addresses. Without an understanding of who is making the complaint, City staff found it difficult to follow up on the complaint when there is not cooperation from the complainant.

Thus, City staff recommended, at the Council majority agreed, to disallow the anonymous submittal of complaints for Priority Two (Medium) and Priority Three (Low) Tier complaints.

The attached resolution includes this recommended change to the policy.

Recommendation 2: Management of Multiple Complaints
Other jurisdictions like the City of San José limit the number of open complaints submitted by any one complainant to five at a time. Complainants may submit additional complaints as each prior case is closed. Similar to the City of San José’s “Fair Service Policy,” City staff recommends adoption of a numerical cap on Priority Two (Medium) and Priority Three (Low) Tier complaints. City staff recommends the maximum number of complaints submitted by any one household and open at the same time is five. Complaining parties are welcome and encouraged to submit service requests online through our ticket system (click “Submit a Request” on the City homepage). If the complaint total exceeds five, the customer will be notified of the limitation. If customers does not have access to the online ticket system, they can contact the Code Enforcement team to help them submit a ticket. Customers may submit additional complaints as each prior cases is closed. The customer will be asked to prioritize the complaints if their requests exceed five at a time. This limit of five does not apply to Priority One (High) Tier complaints. Code Enforcement staff will review complaints and determine their priority order and pull out Priority One (High) tier complaints forward so they can be addressed items because there may be a significant threat or threats to public health and safety or to environmental resources.

Further Follow Up on Code Enforcement Staffing
It is worth noting that the Code Enforcement team is going through some transition with the recruitment of the Chief Building Official position at this time. Mayor Romero had mentioned during the March 16, 2021 Council meeting that staff may want to explore potentially shifting a code officer to building inspections due to the recent surge of development applications. The CEDD Director will work with the soon to be hired Chief Building Official to address this potential suggestion and to balance the workload among the current make up of the Building Division.

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Fiscal Impact
There is no fiscal impact to the City associated with this report.

Public Notice
The public was provided notice of this agenda item by posting the City Council agenda on the City’s official bulletin board outside City Hall and making the agenda and report available at the City’s website and at the San Mateo County Library located at 2415 University Avenue, East Palo Alto.

Attachments

1. Resolution

2. Resolution No. 4610

3. March 16, 2021 Staff Report

9.1 Packet Pg. 236516
RESOLUTION NO. 57 - 2021

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO AL TO

UPDATING THE PRIORITIES FOR CODE ENFORCEMENT IMPLEMENTATION WHEREAS, the City of East Palo Alto Building Division ("Building Division") of the Community and Economic Development Department ("CEDD") is responsible for implementing and enforcing laws, codes and regulations that maintain public health and safety; and WHEREAS, the Building Division, through its code enforcement officers, enforces the East Palo Alto Municipal Code, Zoning Code, and the State Health and Safety Codes including, but not limited to, the California Building Code (Title 24), and Substandard Buildings and Unpermitted Occupancies (Title 25); and
WHEREAS, the City Council's Adopted Priority Areas include: Priority #3 to "Increase Organizational Effectiveness and Efficiency" and Priority #6 to "Create a Healthy and Safe Community;" and
WHEREAS, the City Council allocates funding and staffing to implement a code enforcement program to assure compliance with City and State building, and zoning regulations, provide for a healthy and safe community, and to reduce blight throughout the City; and WHEREAS, on April 21, 2015, the City Council adopted Resolution No, 461 O establishing "Priorities for Code Enforcement'' to guide the allocation of staff and other resources to most efficiently carry out code enforcement activities in the City; and
WHEREAS, at the March 16, 2021 City Council meeting, the City Council considered programmatic updates to the City's existing Code Enforcement program and Resolution No. 4610; and WHEREAS, after deliberation, the City Council directed City staff to return with a revised "Priorities for Code Enforcement" that imposes a limit on anonymous code enforcement complaints for Priority Two (Medium) and Priority Three (Low) Tier complaints; and

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO AL TO HEREBY:

1. Rescinds Resolution No. 461 O; and

2. Adopts the attached revised "Priorities for Code Enforcement," as set forth in Exhibit A, attached hereto and incorporated herein by this reference. to guide the allocation of staff and other resources to most efficiently carry out code enforcement activities in the City. 1 of 4
517
PASSED AND ADOPTED this 20th day of April 2021 J by the following vote:

AYES: Abrica, Gauthier, Lopez, and Romero
NOES: Wallace-Jones
ABSENT:

ABSTAIN:

ATTEST: APPROVED AS TO FORM:
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Exhibit A

PRIORITIES FOR CODE ENFORCEMENT
Priority One: Imminent/Immediate threat to health, safety, or environmental resources.

Priority One violations are those actions which require immediate attention to address a significant threat or threats to public health and safety or to environmental resources. Examples of such violations include but are not limited to:
• Housing conditions where faulty structural, electrical systems, gas fuel systems, and/or lack of sanitary facilities and other violations of the California Health and Safety Code and/or Title 8 of the East Palo Alto Municipal Code, or violations of conditions of approval, such as noise or traffic mitigations, specifically designed to protect the public exist and pose an immediate threat to public health, welfare or safety. • Significant environmental issues including, but not limited to, dumping of hazardous materials, alteration of Baylands and/or San Francisquito Creek, removal of significant vegetation, and grading in environmentally sensitive areas.

Response Time: Staff will respond within 1 business day after a complaint is received.

Priority Two: Potential threat to health, safety, or environmental resources.

Priority Two violations are those actions that have the potential to cause damage to the public health and safety or to the environment:
• Violations in this category are essentially the same as Priority One, except that the potential for damage does not pose an immediate threat to public health, welfare or safety.
• Generally this means that property owners may implement immediate repairs and/or mitigation measures that reduce the immediate threat.
• Failure to fully address the potential threats will often result in the enforcement action escalating to a Priority One case.

The City shall not accept anonymous complaints for Priority Two matters. Furthermore, the City shall not accept any more than five complaints at a time from one individual complainant for Priority Two matters.

Response Time: Staff will attempt to respond to Priority Two issues initially within 3-5 business days after a complaint is received.

Priority Three: Technical code violations.

Priority Three violations are those violations that do not pose an imminent or potential threat to the public health or safety or the environment, but which may, if not abated, compromise the welfare of the community and reduce the quality of life for residents and businesses:
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• Violations in this category include activities which are violations of various municipal and zoning codes, but pose no near-term threat to the public health and safety or the environment.
• Violations might include illegally parked vehicles, debris accumulation on properties, sign code violations and various other zoning code violations. • If Priority Three violations are noted in conjunction with Priority One or Two cases, compliance efforts will include Priority Three issues as well.

The City shall not accept anonymous complaints for Priority Three matters. Furthermore, the City shall not accept any more than five complaints at a time from one individual complainant for Priority Three matters.

Response Time: Staff will address Priority Three issues as time allows and circumstances demand when complaints are received. Staff may, however, in coordination with other partners and the community, choose to emphasize enforcement on a certain issue (e.g., neighborhood parking, setback violation).

Implementation and Methods of Enforcement
Establishment of these Priorities for Code Enforcement shall not be construed as a waiver or limitation on the City's ability to pursue any and all violations of building, fire, and zoning codes to the full extent allowed by law.

City code enforcement officers may use a- variety of methods to gain compliance from property owners, tenants, business owners and others with the East Palo Alto Municipal Code and state law. Potential code enforcement actions include, but are not limited to, working cooperatively with applicants/owner to obtain voluntary compliance, requiring appropriate permits be obtained, withholding, suspending to revoking City issued permits, levying fines and fees, recordation of notices of violation, issuing criminal complaints, taking abatement actions to remove or correct violations, initiating civil lawsuits (e.g., injunctions, placing a property into receivership), and other remedies as permitted by law.
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RESOLUTION NO. 4610

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EAST PALO

ALTO ESTABLISHING PRIORITIES FOR CODE ENFORCEMENT

IMPLEMENTATION
WHEREAS, the City of East Palo Alto Building Division of the Community and Economic Development Department (C& EDD) is responsible for implementing and enforcing the California Building Codes (Title 24 of State law); and WHEREAS, the City of East Palo Building Division of the C& EDD, in coordination with the Menlo Park Fire District, is responsible for implementing and enforcing the Fire Code (Part 9 of Title 24); and
WHEREAS, the City of East Palo Alto Building Division and Planning and Housing Division of C& EDD are responsible for implementing and enforcing the City' s Zoning Code; and
WHEREAS, the City of East Palo Alto Building Division is further responsible for implementing and enforcing other select provisions of State law, including but not limited to the Health and Safety Code (Title 25) regarding Substandard Buildings and Unpermitted Occupancies, and the Public Safety Code (Title 19); and WHEREAS, the City Council' s Adopted Priority Areas include: #3 to " Increase Organizational Effectiveness and Efficiency" and #6 to " Create a Healthy and Safe Community;" and
WHEREAS, the City Council allocates funding and staffing to implement a code enforcement program to assure compliance with City and State building, fire, and zoning regulations, provide for a healthy and safe community, and to reduce blight throughout the City.

NOW, THEREFORE, BE IT RESOLVED that the City Council ofthe City of East Palo Alto does hereby adopt the attached Priorities for Code Enforcement as set forth in Exhibit A, attached hereto and incorporated herein by this reference, to guide the allocation of staff and other resources to most efficiently carry out code enforcement activities in the City.

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PASSED AND ADOPTED this 21" day ofApril 2015, by the following vote:

AYES: RUTHERFORD, ABRICA, GAUTHIER, MOODY
NAES:

ABSENT:

ABSTAIN:

ATTEST:

A 2' & -
Terrie Gillen, Interim Deputy City Clerk
SI
Mayor
APPROVED AS TO FORM:
4,hnA. Nagel, Cit tt rney

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Exhibit A

PRIORITIES FOR CODE ENFORCEMENT
Priority One: Imminent/Immediate threat to health, safety, or environmental resources.

Housing conditions where faulty structural, electrical systems, gas fuel systems, and/or lack of sanitary facilities and other violations of the California Health and Safety Code and/ or Title 8 of the East Palo Alto Municipal Cod, or violations of conditions of approval, such as noise or traffic mitigations, specifically designed to protect the public exist and pose an immediate threat to public health, welfare or safety.

Significant environmental issues including, but not limited to, dumping of hazardous materials, alteration of Baylands and/or San Francisquito Creek, removal of significant vegetation, and grading in environmentally sensitive areas.

Response Time: Staff will respond within 1 business day after a complaint is received.

Priority Two: Potential threat to health, safety, or environmental resources Priority Two violations are those actions that have the potential to cause damage to the public health and safety or to the environment:

Violations in this category are essentially the same as Priority One, except that the potential for damage does not pose an immediate threat to public health, welfare or saftey.

Generally this means that property owners may implement immediate repairs and/ or mitigation measures that reduce the immediate threat.

Failure to fully address the potential threats will often result in the enforcement action escalating to a Priority One case.

Response Time: Staffwill attempt to respond to Priority Two issues initially within 3- 5 business days after a complaint is received.

Priority Three: Technical code violations.

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Violations in this category include activities which are violations of various municipal and zoning codes, but pose no near-term threat to the public health and safety or the environment.

Violations might include illegally parked vehicles, debris accumulation on properties, sign code violations and various other zoning code violations.

If Priority Three violations are noted in conjunction with Priority One or Two cases, compliance efforts will include Priority Three issues as well.

Reponse Time: Staff will address Priority Three issues as time allows and circumstances demand when complaints are received. Staff may, however, in coordination with other partners and the community, choose to emphasize enforcement on a certain issue ( e.g., neighborhood parking, setback violation).

Implementation and Methods ofEnforcement
Establishment of these Priorities for Code Enforcement shall not be construed as a waiver or limitation on the City' s ability to pursue any and all violations of building, fire, and zoning codes to the full extent allowed by law.

City code enforcement officers may use a variety of methods to gain compliance from property owners, tenants, business owners and others with the East Palo Alto Municipal Code and state law. Potential code enforcement actions include, but are not limited to, working cooperatively with applicants/ owner to obtain voluntary compliance, requiring appropriate permits be obtained, withholding, suspending ro revoking City issued permits, levying fines and fees, recordation of notices of violation, issuing criminal complaints, taking abatement actions to remove or correct violations, initiating civil lawsuits ( e.g., injunctions, placing a property into receivership), and other remedies as permitted by law.

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EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: March 16, 2021
TO: Honorable Mayor and Members of the City Council
VIA: Jaime M. Fontes, City Manager
BY: Patrick Heisinger, Assistant City Manager
SUBJECT: Review of Code Enforcement Activities, Policy, and Practice Recommendation
Receive the report and provide direction on the following options:
• Option A: Maintain the City’s existing Code Enforcement program and implement modifications as further described in the staff report; or • Option B: Direct City staff to explore transitioning from the existing complaint-based enforcement program to a more proactive enforcement program.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 6: Create a Healthy and Safe Community
Introduction
This staff report provides an update on the City’s Code Enforcement program and recommendations for potential modifications of the program in four (4) key areas, as follows:
• Code enforcement staffing levels;
• Pro-active Enforcement vs. Current Practice for All Priority Tiers • Anonymous Complaints
• Management of Multiple Complaints

Background

The City’s Community and Economic Development Department (“CEDD,” “Department”)

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provides a wide array of services to the community and is comprised of the Planning, Housing, Building, and Economic Development divisions.

The Building Division ensures that existing and new/proposed development complies with the California Building Standards Code, Title 24, and other regulations mandated by the State of California and City of East Palo Alto. The Building Division provides customer assistance to residents, property owners, contractors, developers, design professionals, and businesses via the City’s Permit Center. Services include plan review, permit issuance and assistance, building inspections, and enforcement of state and local regulatory laws.

Under general oversight of the CEDD Director, the Building Division is managed by the Chief Building Official and is staffed by three (3) Code Enforcement Officers, two (2) Permit Technicians, and one (1) Building Inspector. With regards to code enforcement, the goal of the Building Division is to enforce minimum life safety laws for the built environment, thereby enhancing the quality of life for residents and businesses.

Established Process for Responding to Code Enforcement Complaints On April 21, 2015, the City Council adopted Resolution 4610 (Attachment 1) that established a tiering system to guide the City’s receipt, prioritization, and processing code enforcement complaints. This tiering system, which allows the City to prioritize the allocation of limited dedicated resources, is described in Table 1 below:

TABLE 1

CODE ENFORCEMENT RESPONSE TIERS
Priority Tier Description
High
Violations that constitute an immediate or identifiable threat to health, safety, or the environment. High priority violations shall be attended to immediately or as quickly as possible. Some examples include:
• Active construction without permits
• Severely damaged/falling structures
• Surfacing sewage
• Fire hazards
Medium
Violations that do not constitute an immediate or identifiable threat to health, safety, or the environment, but have the potential to do so if left uncorrected.  These violations may require the Code Enforcement Officer to send the property owner a Request for Inspection.  Examples include, but are not limited to:
• Unpermitted garage conversions
• Excessive dry vegetation
• Inadequate or inoperable mechanical, electrical, or plumbing • Buildings or structures, including walls and fences, which are broken, deteriorated or substantially defaced
Low
All other violations shall be considered Low Priority. Examples include, but are not limited to:
• Accumulation of debris, junk, garbage, or refuse
• Storage of personal property in front or exterior side yard areas visible to public view, such as:
o Inoperable or dismantled motor vehicles;

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o Vehicle parts;
o Building materials not currently being used for
construction or improvements on the site;
o Broken or discarded furniture/appliances; and
o Motor vehicles shall not be parked or stored on a front or side yard unless a permanent, permitted driveway/parking space has been built.

Consistent with established City policy, Code Enforcement is conducted on a complaintreceived basis, rather than a proactive practice of conducting area inspections or “sweeps” for the purposes of identifying potential violators. This established practice is consistent with the City’s goals, for the following reasons:

1. Limited City staff time may be dedicated to resolving serious health and safety violations.

2. Residents are encouraged to resolve any potential violations on their properties, rather than being criminalized for potential code violations that do not have an impact on health and safety.

3. Actions that could result in potential displacement of residents are considered very seriously, with an attention to finding non-punitive alternatives to traditional enforcement and helping to mitigate any displacement of affected households.

In 2016, in response to concerns about potential displacement resulting from code enforcement activities, particularly related to unpermitted Accessory Dwelling Units (ADUs) or garage conversions, the City Council took several actions to limit negative impacts, including:
• Updating the Municipal Code to authorize the Chief Building Official to give additional time (30 days, rather than 10) to remedy code violations; and • Established the Second Unit Task Force so that members of the community, City staff, and other stakeholders could work together to identify solutions to help residents resolve code violations in accordance with City policy. Please see Attachment 2 to review the final report of the Second Unit Task Force that was presented to the City Council in 2019.

In previous City Council discussions, staff have been directed to proceed according to the overarching principles of empathy and support for families, rather than opting to pursue a restrictive interpretation of moderate or low-level Code violations.

Current Code Complaint Process
Code complaints may be submitted to the City through a number of methods, including email, post, or in person at any City facility. Those submitting a complaint are asked to complete a Complaint Form and provide a valid phone number and/or email address. The City currently receives and accepts anonymous complaints, and complainants may submit multiple complaints per Complaint Form.

Typical Level of Code Enforcement Activity
Table 2 below shows the number of complaints received by the Code Enforcement Division, organized by priority tier and reflecting the total number of resolved cases for the past few years, from 2017-2020.

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TABLE 2
CODE ENFORCEMENT DIVISION ACTIVITY 2017-2020
YEAR 2017 2018 2019 2020 TOTAL
High 29 10 7 14 60
Medium 78 56 71 70 275
Low 74 111 46 163 394
Totals 181 177 124 247 729
For the three-year period from 2017-2019, the City received an average of 161 code complaints annually.

This staff report is intended to provide City Council with context to engage in discussion of current challenges experienced by the Code Enforcement Division. Staff seeks City Council feedback and further engagement regarding potential future response protocols and possible amendments to current code complaint and Code Enforcement processes.

Analysis
Recently, the City has been challenged to respond to an unanticipated influx of new code complaints emanating from two anonymous email addresses, each voicing similar concerns.

Staff has taken measures to review and respond, according to adopted policy, to each complaint while balancing these complaints with other community feedback and higher priority violations.

Influx of Recent Code Complaints
Table 3 below shows the number of complaints, by Priority Tier received since October 2020:

TABLE 3
CODE COMPLAINTS RECEIVED OCT 1, 2020 TO MAR 4, 2021
Priority Tiers # of Complaints Resolved1
High 6 0
Medium 27 3
Low 105 40
Total 138 43
As indicated in Table 3 above, over the past five (5) months, the City has received the same number of code complaints that would have been received during an average entire year.

The code enforcement-related topics of the recently submitted complaints include the following:
• Blight remediation
• Trailer, tent, or vehicle on property
• Installation of cameras
1 Resolved code enforcement cases are cases where alleged violations were determined unfounded, or the alleged violation were abated through verified corrective actions. Of the four-year total number of complaints (729), 636 have been resolved in this time period. In 2021, 37 new cases were opened with 8 resolved to date.

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• Need to conduct pro-active code enforcement
• Suggestion that the City should enforce current fines or increase fines for code violations
As these topics fit within the scope of Code Enforcement, these complaints have been processed in accordance with the City’s Priority Tier system. However, the complainants have also included numerous other requests and messages regarding their beliefs about the City of East Palo Alto and how the City should conduct Code Enforcement that are detailed in the section regarding “Staff Concerns” below.

Staff Response to Recent Code Complaints
When first faced with the recent wave of complaints, City staff attempted to develop a strategy for addressing the concerns in a manner that meets with City policy. In an effort to address the immediate backlog of these new complaints, Code Enforcement staff initially began to investigate each complaint by visiting the subject households. However, because most did not rise to the Hight Priority Tier of health and safety violations, staff corrected course to pursue alternative solutions.

Since many of the new complaints would qualify for the Low Priority Tier, staff recommended an educational approach - to better inform the community about City’s codes and compliance – as an appropriate first step. Staff made several updates to the City’s website and began preparations for a series of community meetings, during which staff could share information and resources to help bring Low Priority Tier code cases into compliance. Staff began to develop comprehensive marketing materials regarding the most common Low Priority Tier incidents and share them specifically in the neighborhoods identified by the complainants.

It is important to understand that the City’s adopted approach for responding to Low and Medium Priority Tier cases is in conflict with the complainants’ desired outcome. As such, City staff requested to meet with the complainant on numerous occasions to discuss the situation, provide context on the history of Code Enforcement in East Palo Alto, and begin to identify acceptable alternatives to the proactive code enforcement method that the complainant demands. To date, the complainant has declined to meet with City staff and will only engage via email.

Dissatisfied with staff’s responses, the anonymous complainant has decided to submit voluminous Public Records Act requests as a vehicle to compel staff to respond to the code enforcement complaints. Specific requests made through the Public Records Act (PRA) process include the following:
• 30 Day Reports for more than 50 properties
• Information about Code Enforcement staffing
• All City emails about cameras
• City Manager’s emails, calendar, and texts for multiple consecutive days • Assistant City Manager’s emails and texts for multiple consecutive days • All City records since 1995 that concern the issue of overcrowding • All notices of violation issued by the City during a six-month period To date (March 9, 2021), staff have received 81 requests for information identified as PRA requests by the complainant related to their code complaints.

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Staff Concerns Regarding Recent Code Complaints
Staff has three primary concerns associated with the complaints and communications received from the two recent email complainants: 1) the inability of staff to satisfy the complainants’ requests; 2) the impact to the City organization; and 3) the potential impact to the community.

Inability to Satisfy Complainant Code Enforcement Requests As described above, current adopted City policy and procedure for Code Enforcement identifies whether a complaint is in the High, Medium, or Low Priority Tier, primarily based on the degree to which the related concern is a threat to health and safety of residents. Due to the City’s decision to prioritize resources and engage with our community in a less punitive manner, staff actively pursue remediation related to High Priority Tier issues only.

The recent prolific complainant has stated that they believe the City should actively enforce all complaints and should embark on a new practice of pro-actively scanning neighborhoods for potential Code violations. As this opinion contradicts the City’s chosen direction, and the complainant has been fairly intractable in this belief, staff is concerned that it is impossible to satisfy the complainant. As such, the complainant may likely continue to voice frustration and escalate their related communications, including email messages, additional Code complaints, and PRA requests.

City Staff and Organizational Impacts
Reviewing and responding to each code complaint and related PRA request requires significant City staff time and resources. Response to the above complaints and voluminous related PRA requests has resulted in the dedication of approximately 202.75 hours and $80,728.75 in staff time to date. Staff estimates that, at the current pace, the total cost for responding to the two email complainants will surpass $100,000 by March 30, 2021.

Due to the fact that several City staff are involved with these responses, staff time has also had to be reassigned away from other key City initiatives, which in turn have been delayed or placed on hold.

Of concern is also the nature of many comments made by the complainants, particularly the repeated assertions that the PRA request process is being utilized to coerce City staff to engage in aggressive Code Enforcement, that the complainant is aware that these requests “use up valuable city resources,” and that the complainant will escalate these activities if staff does not comply. On March 3, 2021, one complainant alerted staff, as follows:
“By way of an update, we want to share with you that we plan to post instructions on FaceBook letting people know how they can request public records from your office and how they can submit complaints. Our hope is that this will help you identify problem properties and also help you set timelines for enforcement.” Please see Attachment 3 for the full email text.

Community Impacts

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Code Enforcement is an essential City tool for ensuring that neighborhoods are safe and livable, and that residents feel supported, not overburdened or denigrated, by their government. To that end, it is common for many cities to focus on mitigating serious threats to health and safety, while addressing low-level potential Code violations with programs that outreach to, educate, and uplift resident engagement.

The recent influx of Low Priority Tier complaints and insistence that the City intervene has negatively impacted several households that are the subject of such complaints and the neighborhoods in which they reside. Staff heard recently from a community leader and advocate, who described an elevated level of distress voiced by residents regarding the recent wave of Code Enforcement complaints, which have left them feeling targeted, worried about being criminalized, and afraid of consequences such as eviction.

When staff attempted to explain this situation to the primary complainant, via email exchange, the complainant has responded with a number of concerning statements, via email, belying a series of unsettling characterizations of East Palo Alto community members.

In an email dated March 2, 2021, one complainant:
• Equates EPA residents who feel targeted and harassed by recent code enforcement activities with individuals who are guilty of violent crime and theft. • Describes the impact of “working class residents” in terms of “…people using their homes as landfills, to illegal additions (resulting in underpayment of property taxes, underfunded schools and occasional house fires), to homes utilizing 7 or 8 parking spots, to commercial vehicles parked everywhere, and more generally to people reducing the quality of life for other residents.”
This email is provided in Attachment 4 as an example; staff have received many such messages with similar sentiments from the same complainant.

Considerations for Future Code Enforcement
In response to the current challenges, staff have identified topics for City Council discussion and feedback, including:
• Exploration of needed level of code enforcement staff; • Confirmation to continue complaint-based enforcement vs. active enforcement; • Imposition of limits on anonymous complaints; and
• Establishing a numerical cap on the number of complaints per complainant or a limit per property, for lower level complaints.

Code Enforcement in Local and Neighboring Jurisdictions When faced with the need to manage large numbers of code enforcement complaints, other jurisdictions have developed policies intended to ensure the equitable and appropriate distribution of staff resources in alignment with the jurisdiction’s priorities.

For context, staff surveyed all local jurisdictions in San Mateo County about their code enforcement operations and received responses from those listed in Table 4, below.

TABLE 4

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LOCAL JURISDICTIONS CODE ENFORCEMENT
City Pop.

Size
Square
Miles
Budgeted
# Code
Officers
Proactive
Code
Enforcement?
Allow
Anonymous
Complaints?
Brisbane 4,000 3.00 1 No No
Burlingame 30,889 4.40 1 No Yes
Colma 1,500 2.00 0.1 No Yes
East Palo Alto 29,100 2.50 3 No Yes
Foster City 33,500 19.80 1 Yes Yes
Millbrae 23,143 3.20 1 Yes Yes
Pacifica 38,984 13.00 1 No No
Portola Valley 4,500 9.00 0.2 No Yes
Redwood City 85,925 19.34 1 No No
San Bruno 46,000 5.49 2 No Yes
San Carlos 30,000 5.00 1 Yes Yes
San Mateo County 63,500 448.00 5 No Yes
Potential Modifications to Code Enforcement Practices
Based on the issues described in this staff report, and the scan of other local jurisdictions, staff seeks City Council feedback regarding specific potential modifications to the current Code Enforcement program.

Code Enforcement Staffing Levels
Currently, the City’s Code Enforcement officers are fully engaged responding to High Priority Tier complaints. If the City were to modify current practice and increase expectations for response to Low Priority Tier complaints, additional staffing for the Code Enforcement Division may need to be considered.

Staff Recommendation: Due to the City’s projected $2M budget deficit, staff does not recommend increasing the number of budget Code Enforcement Officers at this time.

Pro-active Enforcement vs. Current Practice for All Priority Tiers The City’s current practice of responding to potential Code Enforcement violations on a per complaint basis and according to a Priority Tier system is codified in Resolution 4610. Staff seeks City Council feedback regarding whether to confirm the current practice or reconsider a practice of pro-active code enforcement.

Staff Recommendation: Maintain the City’s current policy and practice.

Anonymous Complaints
An effective system of Code Enforcement relies on accountability of residents, the City, and other parties to the local built environment. With that in mind, many jurisdictions do not accept anonymous complaints, or limit complainant anonymity to only urgent health and safety complaints.

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Staff Recommendation: Disallow the anonymous submittal of Medium and Low Priority Tier complaints.

Management of Multiple Complaints
As described in this staff report, the recent volume of unique and repeated complaint submittals from two anonymous email addresses has created a significant challenge for staff and impacted their ability to accomplish the range of assigned tasks. In order to avoid an overwhelming backlog, the City may limit the number of simultaneous complaints per complainant. As an example, the City of San José limits the number of open complaints submitted by any one complainant to five (5); complainants may submit additional complaints as each prior case is closed.

Staff Recommendation: Establish a cap on submittal of Medium and Low Priority Tier complaints to five (5) on a rolling basis.

If the City Council approves Option A Recommendation, staff will return with a proposed resolution codifying the modifications to the Code Enforcement program.

Fiscal Impact
There is no fiscal impact to the City associated with this report.

Attachments

1. Resolution 4610 - Code Enforcement Priorities

2. EPA Second Unit Task Force Recommendations November 2019

3. Email from complainant, dated March 3, 2021

4. Email from complainant, dated March 2, 2021

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East Palo Alto City CouncilJanuary 21, 2025

East Palo Alto City Council
January 21, 2025