26-148 Applications for Funding — Fresno City Council, May 21, 2026 (part 1 of 3)

2026-2027 Requests for Funding
Planning and Development Department
2600 Fresno Street, Room 3065
Fresno, CA 93721
(559) 621-8003
2026-2027 Requests for Funding Page 1
Table of Contents
Public Services (including Microenterprise and Fair Housing) ................................................... 3 Boys & Girls Clubs of Fresno County ......................................................................................... 4 Central Valley Justice Coalition .............................................................................................. 41 Chinatown Fresno ................................................................................................................. 69 Poverello House – Culinary Workforce Development Program .................................................. 95 Upwards Care, Inc. ............................................................................................................... 128 Owner-Occupied Rehabilitation ............................................................................................. 158 Self-Help Enterprises – Housing Rehabilitation Program ........................................................ 159 Infrastructure and Public Facility Improvements ................................................................... 188 Fire Department – Metal Apparatus Storage Building .............................................................. 189 Fire Department – Station 1 Rehabilitation ............................................................................. 210 Fire Department – Station 3 BC Office & Bedroom Renovation ............................................... 228 Fire Department – Station 3 Security Fence ........................................................................... 249 PARCS ................................................................................................................................. 270 Public Works – Balderas Elementary ..................................................................................... 292 Public Works – Barstow, First, Keats, Angus........................................................................... 311 Public Works – Floradora, Fruit, Olive, Weber ........................................................................ 331 Public Works – Highway City ................................................................................................. 350 Fresno Ideaworks ................................................................................................................. 369 Self-Help Enterprises – La Hacienda Community Center ........................................................ 404 Homeless Housing and Services (ESG) .................................................................................. 434 9163 LLC .............................................................................................................................. 435 Central Unified School District .............................................................................................. 461 Clinica Sierra Vista ............................................................................................................... 482 Poverello House – HOPE Team .............................................................................................. 513 WestCare California, Inc. – Project Unite ............................................................................... 540 Homeless Housing and Services (HOPWA) ............................................................................ 570 Community Health Systems ................................................................................................. 571 Southtower Community Land Trust ...................................................................................... 600 WestCare California, Inc. – The Living Room .......................................................................... 627 2026-2027 Requests for Funding Page 2
Public and Community Services
Entity Project Name Amount Requested
Boys and Girls Clubs of Fresno County Educate and Inspire Fresno Youth 2026+ $ 314,845.00 Central Valley Justice Coalition Youth Advocacy Mentorship Project $ 152,462.40 Chinatown Fresno Chinatown Open for Business $ 40,000.00 Poverello House Culinary Workforce Development Program $ 500,000.00 Upwards Care Inc. The Boost Program $ 248,400.00
Total $1,255,707.40
2026-2027 Requests for Funding Page 3
Boys & Girls Clubs of
Fresno County:

Educate and Inspire Fresno
Youth 2026+
2026-2027 Requests for Funding Page 4
PY 2026-2027 CONSOLIDATED NOFA
PART A - COVER PAGE:

NON-PROFIT ORGANIZATION 1
Part A, Section 1: General Information
Le al Name of the Or, anization:

Bo s & Girls Clubs of Fresno Count
UEI of Organization:

I D1 PZQL46EXT9
Date of Incorporation:

I 1949
Mai/in Address of Ori anization:
540 N Au usta Street, Fresno , CA 93701
Name of President or Chair of the Board :

Lisa Nilmeier
Name of Chief Executive or Executive Director:

I Jason Hannold
Name of the Secretary:

I Jason Hannold
Name of Treasurer or Chief Financial Officer :

Cla ton Medina
Principal Contact
Person:

Jason Hannold
Prima Phone #:
559 266 3117
Principal Contact's Title:

President/CEO
Alternative Phone #:

I 724 556 9430
Fictitious Name if a licable :
n/a
Tax a er Identification Number:
94-1149171
Date of 501 c 3 Determination:
4/24/1951
Or, anization Website Address:
www.b cfresno.or
E-mail Address:

I [email protected]
E-mail Address:

I jasonh@bgc/ubfc .org
E-mail Address:

I jasonh@bgclubfc .org
E-mail Address:

[email protected]
m
Principal Contact's Physical
Address:
540 N Augusta Street
Fresno, CA 93701
E-mail Address:

I jasonh@bgclubfc .org
Name of Authorized Signatory: Title of Authorized Signatory:

I Jason Hannold l~P_r,_e_si_de_n_t/l_C_E_O _____ ~
I
Sig$~ Official: I Date Qf S: nature:
. v ~ ,,/ . 1 , ,rJV,,,.,,,G
Do you have an active registration with SAM.gov? 0 Yes D No 1 This document is for non-profit organizations. Units of local government, please complete Part A: Unit of Government Information. For-profit organizations applying for microenterprise assistance, please complete Part A: For-Profit Organizations (Microenterprise Assistance Only). 2026-2027 Requests for Funding Page 5
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Note: Active registration with SAM.gov is required. Organizations without an active registration, or those with exclusions, will be deemed ineligible.

Part A, Section 2: Organizational Background
Please provide the organization's mission statement within the below space:

The Boys & Girls Clubs of Fresno County (B&GCFC) is a private, non-profit community based 501 (c)3 organization that has provided successful after-school programs for at risk youth since 1949. We have 14 Clubs serving children, youth and their families in both urban and rural neighborhoods . Each Club has been intentionally located in impoverished neighborhoods of great economic and social need. B&GCFC is the largest youth-serving organization in the County.

Our mission is to enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. Our youth development services address three core areas: Academic Success , Character & Leadership, and Healthy Life Styles. We are open 5 days a week, after-school and during summer. Our membership fee is still $10.00 per year. If a youth is unable to meet this fee, we have them "earn" it by helping with a project.

This project emphasizes literacy, health and wellness at 4 Clubs in the City of Fresno.

It provides resources and mentoring in a positive setting to the kids who need us most, helping to improve their quality of life
Please mark any of the following classifications that apply to your organization:

D Woman-Owned Business
D Minority Institution
□ Tribal
D Other:

D Small Business
D Minority-Owned
D Veteran-Owned
Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization :

Please provide key personnel information for HUD-funded projects:

Staff Name
1) Jason Hannold
2) Kristin Saldivar
3) Marylou Ramirez
4) Richard Saldivar
5)
Title
President/CEO
Chief Operating Officer
Senior Director of
Operations
Director of Operations
Years of
Experience
1 22
27 24

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2026-2027 Requests for Funding Page 6
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Board of Directors
1)
2)
3)
4)
5)
How often does your Board of Directors regularly meet?
Monthly
List current Board of Directors below:

Lisa Nilmeier 6) Michael Goldfarb
Clayton Medina 7) Tracy Bertagnole
Lee Anne Briscoe 8) Vanessa Elizondo
Ryan Geil 9) Paul Gibson
Corey Jackson 10) Amber Jimenez-Flores
Financial Management
1) Provide the name of staff responsible for your agency's accounting system
Name: llyn Elias
Title: Controller
Phone/Email: 559 266 3117
2) Has your agency operated with or managed federal funds within the past three years? IZI Yes D No
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? 3) IZI Yes D No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

Have your agency's annual financial statements been audited by an independent audit firm? 1Z1 Yes D No 4) If yes, please provide a copy of the statements for the past two years in Exhibit 2.

If the answer to Questions 3 or 4 were 'Yes', please explain any findings 5) or questioned costs.

Please See Exhibit 2
Does your financial system:
a) Provide for the control and accountability of grant funds, property, 6) and other assets? 1Z1 Yes D No
b) Separately track revenue and expenditures for the grant funds? IZI Yes D No

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2026-2027 Requests for Funding Page 7
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Does your payroll system separately track staff time by grant and/or 7) activity? D Yes ~ No
B) Are all payments properly documented with evidence or receipt of goods or performance of services?~ Yes D No
9) Are all bank accounts reconciled monthly?~ Yes □ No
10)
11)
12)
13)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director , Program Manager, Accounting Manager, etc.)~ Yes D No
If yes, please explain
Jason Hannold was selected by our Board for the position of President/CEO effective June 16, 2025.

Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
D Yes ~ No
If yes, please explain
Does your agency have policies that address the following? ~ Yes □ No Ethics/Professional Conduct
Pay Rates and Benefits ~ Yes □ No
Discrimination ~ Yes □ No
Purchas ing/Procurement ~ Yes □ No
Property and Equipment ~ Yes □ No
Segregation of Duties ~ Yes □ No
Time and Effort Reporting ~ Yes □ No
Record Retention ~ Yes □ No
Does your agency certify that they are not presently debarred , suspended , proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal or State department or agency?~ Yes D No

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2026-2027 Requests for Funding Page 8
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary
If you will be unable to provide the two requested signatures or intend to otherwise deviate from the standard signature authority, please indicate the names and titles of the authorized signatories below and provide the names and titles of the person(s) authorized to execute agreements on behalf of your organization in your board certified resolution.

Authorized Signatory Name Authorized Signatory Title
1) Lisa Nilmeier Board Chair
2) Jason Hannold President/CEO
!ZI Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed) .

To view the City's policy regarding signature authority , including a sample signature page and sample certification, view Administrative Order 4-1 at:
https://www .fresno.gov/personnel/human-resources-s upport/#administrative-orde r

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2026-2027 Requests for Funding Page 9
PY26-27 City of Fresno Consolidate d NOFA Part A
Non-Profit Organization
Part A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type ► Homeless and Homelessness Prevention Programs (ESG)
Number of Applications Total Dollar Amount Requested
0 $ 0.00
► Homeless and Homelessness Prevention Programs (HOPWA) Number of Applications Total Dollar Amount Requested
0 $ 0.00
► Owner-Occupied Home Repair
Number of Applications
0 Total Dollar Amount Requested
$ 0.00
► Public Services (including Microenterprise Assistance and Fair Housing) Number of Applications Total Dollar Amount Requested
1 $ 314,845.00
► Public Infrastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested
0 $ 0 •
--

GRAND TOTAL
Number of Applications
!Undefined Bookmark,
NOAPPS4
I
Total Dollar Amount Requested
!Undefined Bookmark, REQ4

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2026-2027 Requests for Funding Page 10
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Required Attachments to Part A
Select all attachments included.
[2] Part A, Exhibit 1 - Organization's U.S. Internal Revenue Service 501 (c)(3) Determination of Exemption Letter (Required)
[2] Part A, Exhibit 2 - Most Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
[2] Part A, Exhibit 3 - Copies of results of audits, examinations , or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
[2] Part A, Exhibit 4 - Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
[2] Part A, Exhibit 5 - List of all awards to the organization from City of Fresno during the past two years
[2] Part A, Exhibit 6 - Statement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
[2] Part A, Exhibit 7 - List of Directors and Officers by Corporate Title and Name (Required)
[2] Part A, Exhibit 8 - Organization's Articles of Incorporat ion (Required) [2] Part A, Exhibit 9 - Bylaws of the Organization (Required) [2] Part A, Exhibit 10 - Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application

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2026-2027 Requests for Funding Page 11
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) Evaluation Process
Applications will be scored and ranked according to the below criteria.

Category Points
Qualified/ Disqualified:
• Are the proposed activities and costs eligible under the applicable funding source? (If no in part or full, the application is disqualified in part or full.)
• Is the applicant a unit of government or an established corporation chartered and in good standing with the State of California or a 501 (c)(3) 0 tax-exempt organization? (if no, the application is disqualified) C
0)
-:::.;
• Does the applicant have an active registration on SAM.gov? (if no, ro· Q.
the application is disqualified) 0 -,
• Is the applicant excluded from doing business with the government 0 ui"
according to SAM.gov? (if yes, the application is disqualified) ..0 C
0)
Does the applicant indicate it has established financial and management - • ~
systems? (if no, the application is disqualified)
(D
Q.
• Does the applicant have any unresolved monitoring findings? (if yes, the application may be disqualified.)
• Has the applicant failed to meet any other threshold eligibility requirements in the accompanying 2026-2027 Consolidated NOFA Handbook? (If yes, the application is disqualified.)
Organizational Capacity:
• Has the organization provided financial statements showing current assets sufficient to cover operating expenses for at least six months? (10 points)
• Does the organization demonstrate that its staff has the experience 20 and skills to deliver the activities indicated in the application? (Up to 5 points)
• Has the organization demonstrated that it understands the applicable federal requirements and can operate the proposed activity in comp liance with those requirements? (Up to 5 points)

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2026-2027 Requests for Funding Page 12
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) Category Points
Quality of the Proposal/ Alignment to Community Needs:
• Does the application clearly describe a community need and provide evidence that existing resources are insufficient to meet that need? (5 points)
• Is the program targeted to specific areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs)? (5 25 points) • Does the applicant demonstrate a thorough plan of how to reach the target population and how they will affirmatively market the program to the target population? (Up to 5 points)
• Does the proposal include at least one of the prioritized activities listed on page 4 of this application? (10 points)
Impact and Outcome:
• Does the proposed activity clearly described how it will meet the needs of the target population, how it will define outcomes of the activity, and how it will measure successful outcomes? (Up to 10 points) • Does the organization describe how their prior activities have resulted in meaningful impact? (Up to 5 points) 35
• Does the proposal demonstrate that the activity will be completed in a timely manner? (Up to 10 points)
• Does the organization clearly articulate how the program activities were developed in consultation with the target population? (Up to 10 points)
Cost Effectiveness:
• Is the proposed budget consistent with the proposed program service(s) and does it include reasonable expenses? (Up to 10 15 points) • Is the cost per participant reasonable based on the proposed program? (Up to 5 points)
Coordination / Collaboration
• To what extent does the applicant describe how its activities will be 5 delivered in coordination with other community resources to address the overall needs of its clientele? (Up to 5 points)
Total Possible Points 100

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2026-2027 Requests for Funding Page 13
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) PY 2026-2027 APPLICATION
Public Service Programs
NOTE: This application is not for community services to benefit primarily homeless and individuals at risk of homelessness. If you are a homeless service provider , please use the appropriate Homeless Housing and Services application.

1. Project Summary Information - please complete the below summary information for the project/program .

Project Name (10 words or less): Boys & Girls Clubs Educate and Inspire Fresno Youth 2026+
Amount Requested: $ 314,845.00
Provide a short description of the proposed program/activity . This description will be used in summaries and/or reports and should, therefore, clearly describe the activity proposed for funding while remaining concise. (3 to 5 sentences and must fit in the provided space).

The Boys & Girls Clubs of Fresno County (BGCFC) is requesting funds to provide afterschool enrichment programs to 1,200 young people living in low-income, high crime neighborhoods in East, West, Central Fresno, and Pinedale. We will provide programs that help girls and boys ages 6-18 adopt a healthy attitude and lifestyle, and develop academic , behavioral , and social skills through homework completion, learning activities, tutoring and structured sports. We will support and guide teens in setting career goals and improve their employability skills and provide teens with skill building opportunities as well as hands-on work experience .

To utilize CDBG funds for a public service, the service must be either a new service or a quantifiable increase in the level of an existing service.

This project is a:

D New Project/Program
[:gl Existing Project/Program

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2026-2027 Requests for Funding Page 14
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) If this is an existing project/program that has not received CDBG funding from the City previously , please briefly explain how CDBG funds will be used to quantifiably increase the level of service.

The Boys & Girls Clubs of Fresno County has the ability to offer BGCA national programs in the 5 core areas: Education, Character & Citizenship , Health and Life Skills, Arts & Technology , and Sports & Fitness. Not all areas are addressed at all Clubs every year due to limited funding. We always offer effective mentoring .

Mentors provide guidance, motivation, emotional support and role modeling . Current CDBG-funded programming focuses on developing a young person's skill, confidence and motivation to make healthy nutrition choices (Healthy Habits), homework completion (Power Hour), developing a positive self-concept and sound decision-making skills (SMART Girls), promoting responsibility , reinforcing positive behavior and developing character (Passport to Manhood), career and job training (Career Launch), and leadership development and career preparation (Youth Worker) . Career Launch and Youth Worker help teens develop decision-making, problem solving and critical thinking abilities, skills important for workplace success.

This helps break the cycle of dropping out, delinquent behavior , unemployment and poverty. Last year the receipt of Supplemental CDBG funding from the City of Fresno enabled us to offer High Performance Academy programs at the East Fresno and Zimmerman Boys & Girls Club.

We are requesting CDBG funding in 2026/2027 so that we can continue to provide these programs as well as offer SMART Moves and High Performance Academy programs to young people at ALL four Clubs in the Fresno Metropolitan area, i.e., East Fresno, West Fresno, Zimmerman and Pinedale Boys & Girls Clubs.

2. Organizational Capacity
a. Briefly describe how your organization's prior activities have resulted in meaningful impact:

The Boys & Girls Clubs of Fresno County (B&GCFC) has a proven track record of making a difference in the lives of at-risk youth. We have been in continuous, successful operation since 1949. We engage and motivate youth, especially those from disadvantaged circumstances, to develop the qualities needed to become healthy, responsible citizens and leaders. We do this by implementing research based, outcome-driven programs.

We have executed Federal and State grants for multiple years , implementing appropriate accounting procedures and monitoring outcomes for multiple grants from CA Parks, the Office of Juvenile Justice and Community Development Block Grants from both Fresno City and County.

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2026-2027 Requests for Funding Page 15
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) B&GCFC participates in the National Youth Outcomes Initiative (NYOI), a survey administered to Club members each spring. Our 2025 survey results revealed that 95% of B&GCFC members are on track to graduate from high school. Fifty percent (50%) expect to complete at least 1-2 years of college, and of those, 39% expect to earn a college degree or greater. This is a major accomplishment considering that, on average, in the neighborhoods surrounding the 4 Fresno Boys & Girls Clubs included in our application (East Fresno, West Fresno, Zimmerman and Pinedale), 43% of those 25 years and older do not have a high school diploma and, of those, 24% have less than a 9th grade education!
b. Describe the organization's experience with administering federally funded programs of this nature and staff skills necessary to deliver the activities proposed.

The Boys & Girls Clubs of Fresno County has more than ten years of experience administering federally funded programs. The organization currently receives federal funding from the Office of Juvenile Justice and Delinquency Prevention (OJJDP) and consistently fulfills all federal performance and compliance requirements associated with this funding, including timely submission of monthly programmatic reports and invoices.

The organization has demonstrated efficiency and accountability in fiscal management , maintaining timely and accurate monthly billings, as well as successfully completing required site visits with City of Fresno Community Development Block Grant (CDBG) representatives. The Boys & Girls Clubs of Fresno County is fully knowledgeable of federal reporting requirements and has a proven track record of proper fund administration, compliance, and effective program oversight.
c. For how many years has the organization administered activities of the type described in this application?
76 d. Does the organization have the following in place (check box if 'yes')? (8J Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
(8J Written Financial Management Policies and Procedures

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2026-2027 Requests for Funding Page 16
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) ~ Non-Discrimination/ Equal Opportunity Policy
~ Conflict of Interest Policies and Procedures
~ Procurement Policies and Procedures

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need:

Many of Fresno's families are living in extremely poor neighborhoods where they face higher crime rates, exhibit poorer physical and mental health outcomes , neighborhood schools don't perform as well, access to technology is limited, and dropout rates are higher. Boys & Girls Clubs are purposely located in these poverty pockets.

According to US Census data (ACS 5 year estimates) there are 7,042 people living within 1/2 mile of the EAST FRESNO Boys & Girls Club. More than a third, 2,441 are <19 years old. More than a third, 2,703 or 38%, are living in poverty.

Nearly all youth living near the East Fresno Club (93%) receive free/reduced price meals at school.

There are 4,467 people living within 1/2 mile of the WEST FRESNO Boys & Girls Club. More than a third, 1,536 are <19 years old, 41% are living in poverty, and 92% receive free/reduced price meals at school.

Census data indicates there are 4,403 people living within 1/2 mile of the ZIMMERMAN Boys & Girls Club; 1,152 are <19 years old. Thirty-two percent (32%) are living in poverty, and 91 % receive free/reduced price meals at school.

There are 2,259 people living within 1/2 mile of the PINEDALE Boys & Girls Club; 661 or 29% are <19 years old. Fourteen percent (14%) are living in poverty and 64% of the youth living near the Club receive free/reduced price meals at school.

Please refer to Maps included as Exhibit F.

When looked at collectively, no other organization in Fresno County serving youth and families are in neighborhoods where Boys & Girls Clubs are located. Our facilities are unique and our services are unduplicated. Our Clubs are open after school 5 days a week, when kids have free time and need a safe and positive place to learn. We offer our services to youth in the after-school hours when young people need a safe and positive place to do homework, have a healthy snack, and receive mentoring and prevention services. In addition, we want to provide opportunities for physical activity, particularly structured sports activities that spark engagement , at ALL City Clubs.

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PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) b. Briefly describe the target population and how the project will meet the specific needs of the target population.

The Boys & Girls Clubs included in this application are located in poverty pockets .

According to Census data, a large proportion (24%) of residents 25 years and older living near the East Fresno Club have less than a 9th grade education; 33% living near the Zimmerman and West Fresno Clubs did not complete the 9th grade . This lack of education perpetuates low household income. Overall, in the United States only 5% of residents 25 years and older have less than a 9th grade education.

All Boys & Girls Clubs serve children ages 6-18 and are open everyday after school. We reinforce the knowledge and skills youth learn in school by integrating fun, educational activities into the hours spent at the Club. We help young people develop social and emotional sk ills, building the attitudes, knowledge and behaviors essential to an overall healthy lifestyle.

B&GCFC will market the activities included in this application to the target population by printing flyers and distributing them to schools and homes in the neighborhood surrounding the East Fresno, West Fresno, Pinedale and Zimmerman Clubs. Leadership will deepen existing relationships with neighborhood schools and develop an outreach plan. We will also collaborate by providing booths to recruit new youth at local health fairs and parent education events, distribute backpacks, and host Thanksgiving and Christmas events in each community .

The EAST FRESNO Club attracts youth from three (3) elementary and middle schools (all Title 1) where 93% of the students are eligible for free lunch. US Census data indicates high risk factors for their future . The median income of residents living within 1/2 mile of the East Fresno Club is $41,884, less than 50% of AMI for a family of 3. Thirty-eight percent (38%) are living in poverty.

The East Fresno Club is located in zip code 93702, 2 blocks from Cedar Courts, a Public Housing complex run by Fresno Housing Authority. The area is ethnically diverse ; 13% of the residents are Asian, 76% Hispanic, and 4% Black. The Club is one block from Sequoia Middle School. Club staff actively recruit kids to keep them occupied in interesting , positive, and engaging activities, instead of the temptation of gang activity. The Bulldog Gang dominates the streets. The Fresno Police Department Gang Suppression Unit estimates that gangs are responsible for a significant portion of crime in the area.

The WEST FRESNO Club is located in zip code 93706 and is surrounded by public housing. According to US Census data 41% of children living within 1/2 mile of the Club live in poverty . The median income is $42,852--about half the

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2026-2027 Requests for Funding Page 18
PY26-27Consolidated NOFA Part B
App lication - Public Services (including Microenterprise Assistance and Fair Housing) AMI for a family of 3. The Club is adjacent to and within 1 mile of four (4) Public Housing complexes. The Club actively recruits kids to keep them occupied in interesting and engaging activities. This area is rife with gang activity. Fresno Police estimate that gangs are responsible for a significant portion of crime in this area. The target area also accounts for many juvenile arrests .

The West Fresno Club (93706) is near three elementary schools and 1 middle school, all Title 1, where 92% of the students are eligible for free lunch. The area is ethnically diverse ,; 9% of the residents are Asian, 65% are Hispanic, and 14% Black. US Census data indicates high risk factors for the future opf children living near the West Fresno Club. More than a third of all households with children have a single parent. This Club has become the place to find a caring, mentoring adult while the single parent works.

The ZIMMERMAN Boys & Girls Club, located in zip code 93701, is also in a very disadvantaged area. This Club is located on the grounds of a Title 1 middle school (nces.ed.gov) where 91 % of the students are eligible to receive a free lunch. Thirty-two percent (32%) of the children living within 1/2 mile of the Zimmerman Club live in poverty; the median income is $40,505--less than 50% of AMI for a family of 3. If the Club is not actively recruiting and keeping kids occupied in interesting and engaging activities, there are plenty of other things vying for their attention.

The area is ethnically diverse; 7% of the residents are Asian, 78% Hispanic, and 7% are Black. According to Census data more than a third of all households with children living near the Zimmerman Club have only a single-parent. This Club has become the place to find a caring mentoring adult. This funding is needed to expand the mentoring services we provide to the youth in this distressed urban neighborhood and include additional opportunities for structured sports activities.

The PINEDALE Boys & Girls Club is located in zip code 93650 and is in a small, residential neighborhood in north/central Fresno. It is surrounded by commerical/industrial development. The Club is near public housing and located in an ethnically diverse area where 15% of all residents are Asian, 58% are Hispanic, and 1 % are Black. Approximately 20% of this Club's members are residing in public housing and come daily to the Club. It is the only safe place in the neighborhood where kids can go after school and in the evenings. This Club is located in an area where 14% of all resideents within 1/2 mile of the Club live in poverty. The median income is $62,826, which is less than 80% of AMI for a fmily of 3.

The Pinedale Club attracts youth from a Title 1 elementary school where 64% of students qualify for the free lunch program. Census data indicates high risk factors for their future. More than half the homes are renter-occupied and 22% of

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2026-2027 Requests for Funding Page 19
PY26-27Con solidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) all households have only one parent in the home. This Club provides a place to find a caring mentoring adult while single parents work.

These four Clubs provide a place to find a caring, mentoring adult while their parents work. The cycle of violence, pregnancy , failure in schools, and high risk behavior has been daunting to these youth. The cycle will only be broken through efforts to educate youth, providing them a positive place to nurture their hopes and dreams for a better life.

The Boys & Girls Clubs of Fresno County has extensive experience implementing research-based , outcome-driven programs. We have a proven track record of making a difference for at-risk youth. The Clubs provide a positive place to envision and seek a happy, healthy and successful future. c. Describe the outcomes of the proposed activity. Include how positive outcomes are defined and how successful outcomes will be measured.

The Boys & Girls Clubs of Fresno County is dedicated to supporting young people who need us most. Providing children with access to quality youth development services that otherwise would not be available to them is our primary goal. We want to ensure that they have the opportunity to develop optimal skills. In today's world and workplace, skills such as communication, goal-setting and teamwork are essential for everyone, especially young people from disadvantaged backgrounds to help them meet the challenges of adolescence and adulthood .

Every Club has professionally trained, caring staff offering programs that are interesting , challenging and relevant. Staff build healthy relationships with kids, providing one-on-one mentoring in a positive, safe place.

Determining the value of our programs and the impact they have on young people is of critical importance to us. The following metrics are being used to evaluate our effectiveness .

BGCFC uses Child Tracking Software on a daily basis to track attendance and participation of each Club member. When they first become a member, they sign up on a form and enter their age, ethnicity , school attended , parental consent , address and phone, any medications, etc. Information on the application is entered into our data base the day it is received. As the youth attends programs they write their name on the sign-in sheet and that data gets entered by the front counter staff on a daily basis. This way we know how many kids participated on any given day, and in what program they participated . In addition staff have qualitative observations on activities in the club, and positive and negative behaviors. Staff has weekly meetings to discuss members ' progress in the Club and offer suqqestions or role play to see how positive chanaes can be encouraQed

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2026-2027 Requests for Funding Page 20
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) if needed. Information from all 14 Clubs informs leadership as to which staff or programs in which Clubs are successful and what if any remediation needs to take place. The organization is also able to tabulate the data as a whole for Board reports and strategizing growth for the future. Finally, it is reported to national Boys & Girls Clubs of America so that they can tabulate our work as an organization .

Our Clubs participate in the National Youth Outcomes Initiative (NYOI), survey administered to Club members each spring on a system developed by national BGCA. Those who attend the Club on average once per week or more are asked to take the survey, which gathers information on members' demographics, attendance and participation . Members are asked about their perceptions of the Club and indicators of youth achievement are measured.

Club members are asked about identifying their emotions and impulse control, relationship building and empathy, problem solving and self-worth, all to better understand the extent to which Club youth are prepared to effectively and responsibly respond to the opportunities and challenges they face in their daily lives. They are also asked about their eating habits, their relationships with peers, how often and for how long they engage in vigorous activity, whether they expect to graduate from High School, et.al.

The NYOI is designed to collect and analyze data on whether Clubs are making a difference in members' lives. This Internet-based survey tool focuses on specific outcomes or behavioral changes in youth. Once Club members complete the survey, the system automatically compiles the data and provides it to our organization.
d. Describe consultation efforts made with the target population in the development of the proposed activity.

Boys & Girls Clubs of Fresno County is a community-based 501 (c)(3) organization that has provided successful after-school programs for at-risk youth for 76 years.

We have 14 Clubs serving youth and their families in both urban and rural neighborhoods . Each Club has been intentionally located in impoverished neighborhoods of great economic and social need. Our work complements Fresno Unified and Fresno County Office of Education by providing follow up help with homework at the Clubs. We collaborate with foundations and service organizations such as the Fresno Optimists and Rotary for books and program supplies.

Additional organizations that we regularly consult with in collaborative efforts to develop services include healthy meals from Building Better Communities (providing over 1,000 meals per week to kids at Clubs), Fresno Police Department , Fresno County Law Enforcement (Teen Niqhts, recreation , sports, and barbeques) ,

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PY26-27Consolidated NOFA Part B
Applicat ion - Public Services (including Microenterprise Assistance and Fair Housing) Fresno Housing Authority and Bringing Back Broken Neighborhoods Coalition to improve community resources via meetings, block parties, fairs, etc. e. Describe the marketing plan for the proposed activity and how the organization will affirmatively market the program to the target population.

We will market the programs included in this application to the target population by printing flyers and distributing them to schools and homes in East and Central Fresno neighborhoods. Leadership will deepen existing relationships with and expand our school outreach plans. Staff will attend Back to School Nights, School/Community Holiday events , set up meetings with School Counselors, Learning Directors, Home School Liaisons and Community School Coordinators to develop recruitment plans. We will also utilize social media networks as well as individual Club websites to market to youth and their families.

Youth are comfortable coming to the East Fresno, West Fresno, Zimmerman and Pinedale Clubs, which are located in neighborhoods that are ethnically diverse . As an organization our Unit Directors and staff at each of the Club sites effectively mirror our youth demographics, with diverse minority staff and male mentors .

Ninety-one percent (91 .5%) of our Club members identify as Latino, African American, Asian or mixed ethnicity and 61 % are male. Out of 28 staff working in the 4 Boys & Girls Clubs in the Fresno metropolitan area, 93% are Hispanic/Latino , Black/African American , Asian and 32% are male. We have strong minority mentors and staff with bi-lingual skills.
f. The City's Analysis of Impediments to Fair Housing Choice includes areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs - see NOFA Handbook) that include some of the City's most vulnerable communities .

Will this program be (select only one):

D Offered Citywide
D Offered Citywide with an emphasis and affirmative marketing toward RECAPs
~ Offered exclusively to residents of RECAPs

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PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) g. Describe the service area:

Note: Strong applications will include clearly defined services areas. A map may be attached in lieu of a service area description.

This application is requesting $314,844.60 in support of the West Fresno, East Fresno, Zimmerman and Pinedale Boys & Girls Clubs. All four (4) Clubs are in Racially/Ethnically Concentrated Areas of Poverty (RECAPS). In addition to the following narrative, the attached maps (Exhibit F) describe the population within a 1/2 mile radius of each Club.

The West Fresno Club (930 Tulare Street, Fresno, 93706) was built in 1958 and renovated in 2006.

The East Fresno Boys & Girls Club (1621 S Cedar Avenue, Fresno, 93702) is located in southeast Fresno.

The Zimmerman Boys & Girls Club (540 N Augusta, Fresno, 92701) is located in Central Fresno, adjacent to Tehipite Middle School.

The Pinedale Boys & Girls Club (343 W Minarets, Pinedale 93650) is in a small residential neighborhood in North/Central Fresno surrounded by commercial/industria l properties.
h. Estimate the number of unduplicated people expected to benefit from the project:
1,200 unduplicated people or businesses will receive a direct benefit from this project.

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2026-2027 Requests for Funding Page 23
PY26-27Consolidated NOFA Part B
Applicat ion - Public Services (including Microenterprise Assistance and Fair Housing) i. Income Documentation
CDBG-eligible programs primarily benefit persons who earn less than 80% of the area median income. A chart containing the income limits effective as of June 1, 2025, is included as a reference below. Applicants must select one of the two options for document ing how their activity will satisfy the income eligibility requirement. Please note, these income limits are subject to change. For the most current income limits please reference the link below:
https://www .hudexchange .info/resource/5334/cdbg-income- limits/ Household Size 30% AMI 50% AMI 80%AMI
1 $19,750 $32,900 $52,600
2 $22,550 $37,600 $60,100
3 $25,350 $42,300 $67,600
4 $28,150 $46,950 $75,100
5 $30,450 $50,750 $81,150
D OPTION 1: Low-Income Clientele - Presumed Benefit
Select this option only if the program will exclusively serve one of the following clienteles (select all that apply)
D Older Adults (62 and older)
D Severely Disabled Adults
□ Abused Children
D Illiterate Adults
D Migrant Farm Workers
D OPTION 2: Low-Income Clientele - Other
Select this option if the program will serve a specific clientele not listed under the first option. The organization must document income eligibility for each program participant. Indicate below the types of documentation the organization will collect to verify income eligibility (select all that apply):

D Pay Stubs / Wage Statements ~ Signed Certifications from Beneficiaries
□ W-2s
□ Other:

D Income Tax Returns
□ Other:

D Social Security Documentation
□ Other:

D Bank Statements

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PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) Detailed Narrative Description of ProjecUProgram
Describe the projecUprogram in detail in the space below. Limit description to the space provided on this and the next page.

Boys & Girls Clubs implement five key elements for positive youth development by providing: 1) A safe, positive environment ; 2) access to fun and a sense of belonging; 3) supportive relationships; 4) meaningful opportunities and expectat ions; and 5) formal and informal recognition .

Creating a supportive and inspiring community for young people cannot be overstated. High-quality youth development is fostered by an environment that is fun and safe, involves guidance provided by caring adults, and leads to a sense of belonging . With the help of City of Fresno CDBG funding, B&GCFC will address these key elements through the implementation of the following programs: Healthy Habits, SMART Girls, Passport to Manhood, Power Hour, Career Launch, Youth Worker , SMART Moves, and structured sports activities with the High Performance Academy .

HEAL THY HABITS focuses on helping youth make healthy eating choices. It utilizes informationa l and experiential learning activities in a small-group setting , allowing members to develop healthy attitudes and behaviors about nutritional eating and physical fitness . The program supports Club members in making positive decisions about their well-being. Participants build skills related to fitness and positive lifestyle changes. Classes are offered twice a month.

Healthy Habits consists of 14 progressive , interactive, practical activities that develop a young person's skill, confidence and motivation to make healthy nutrition choices throughout life. Each session in Healthy Habits includes a suggested s nack. These snack suggestions complement the session content so participants can immediately apply what they're learning. In addition, participants travel to the grocery store to practice identifying what's healthy and purchase ingredients for their Healthy Cooking Class. Classes are included in the curriculum , giving participants the opportunity to prepare a healthy meal.

SMART GIRLS helps girls develop and adopt a healthy attitude and lifestyle, as well as acquire and maintain a positive self-concept, sound decision-making skills and mentor relationships . Separate modules are specially tailored to three distinct age groups: 8 to 10, 11 to 13 and 14 to 18. It is a small-group health, fitness , prevention/education and self-esteem enhancement program designed to meet the developmental needs of girls in three age groups. Through dynamic sessions , highly participatory activities, field trips and mentoring opportunities with adult women , girls explore their own and societal attitudes and values as they build skills for eating right, staying physically fit, getting good health care

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PY26-27Co nsolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) and developing positive relationships with peers and adults. One session is provided each week.

PASSPORT TO MANHOOD teaches and promotes responsibility , reinforces positive behavior and develops character in adolescent males. The passage from boyhood to manhood is challenging , requiring adolescent males to understand and manage many issues and transitions. This 14-session program addresses critical issues that teens face during this time, such as ethics, decision-making , wellness , ideas about fatherhood , employment and careers, cooperation and conflict, diversity, relationships and self-esteem. One session is provided each week.

POWER HOUR is a daily mandatory activity where youth, ages 6 to 18, focus on homework with tutors during the first hour after school. Professional, trained staff encourage young people to improve academic, behavioral and social skills through homework completion and tutoring. We provide one-on-one mentoring and homework help in a safe, socially-distanced, quiet space. This grant will enable us to continue offering extended learning opportunities and educational enrichment programming during the non-school hours, helping improve youth academic performance , discipline and encouraging them to graduate from high school, pursue a post-secondary education and develop a lifelong love of learning. Power Hour is offered at least 4x per week for 9 months. Staff document child participation with our child-tracking software . Attendance charts with stickers are used to encourage program participation and track accomplishments.

CAREER LAUNCH is a 15-week career and job-training program that helps young people ages 13 to 18 explore a variety of careers , making sound educational decisions and prepare for the world of work. Staff implement a variety of activities to hone decision-making, problem solving and critical-thinking abilities-important skills for workplace success . Youth explore various careers based on their interests and talents.

Teens learn to create resumes, complete job applications , and do mock interviews .

Program activities focus on topics critical for career planning and job preparation. A total of 24 sessions , including "What is My Vision for the Future ", "What's the Difference between a Job and a Career", "What is My Long Range Plan", "How can I Prepare for an Interview" are described in the Facilitators Guide.

YOUTH WORKER Internships help promote leadership development and career preparation. It is a practical small-group program that assists Club teens age 13-18 in exploring a career in youth development or other human services with a particular focus on Boys & Girls Club work. Every teen wants to earn money. Teen members are provided with age-appropriate skill-building opportunities and hands-on Club work experience in the areas of career development, apprenticeship , custome r service and community service. In return they receive a paid stipend. Eighty (80) teens (2 per month for 10 months at each of the 4 Clubs) will be chosen for these positions .

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2026-2027 Requests for Funding Page 26
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) SMART Moves provides youth with the knowledge, skills and self-esteem to help them make healthy choices and practice healthy behaviors , and avoid risky behaviors and situations, including involvement with alcohol, tobacco and other drugs. The overriding premise of SMART Moves is to address each age group with an age-appropriate approach to help members establish who they are. The questions they examine include the following : Who am I? What do I want to become? What goals do I want to achieve? The focus of the weekly 1 hour sessions is on strengthening positive development and opportunities and putting members in a better position to deal with negative aspects they might encounter such as peer presssure, experimenting with drugs or engaging in early sexual activity .

HIGH PERFORMANCE ACADEMY (HPA) will provide afterschool activities through structured sports activities at all 4 City Clubs. Each Club will have two (2) blocks of 10 weeks each with a 1 week break in-between. The program will culminate in a Championship Showcase Event. An End of Block Tournament will bring families , donors and the community together. HPA's impact will be amplified through photos, videos and recognition that highlights shared success .

Detailed Narrative Description of Project/Program (Continued from previous page)

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2026-2027 Requests for Funding Page 27
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) j. Collaboration
Briefly describe how the proposed activity will be delivered in coordination with other community resources to address the overall needs of the clientele.

Collaborating Description of Collaboration Organization/Activity Building Better Communities Provides free meals for kids after school, currently over 1,170 per week
Fresno Housing Authority Recruitment/flyers, staffing, family involvement Fresno Police Department Meets, encourages, motivates , participates in basketball and recreation, and provides
presentations and activities related to gang and drug
prevention
Bringing Back Broken West Fresno collaborates to improve community Neighborhoods Coalition resources via meetings, block parties, fairs, etc.

Fansler Foundation Provides staffing and equipment for sports programs in our gyms at Zimmerman, East & West Fresno
Clubs
Fresno County Probation Provides targeted reentry services for incarcerated Department youth who are released and need program services

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2026-2027 Requests for Funding Page 28
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing)

4. Project/Program Budget
a. The City is interested in applicants that can deploy activities in a timely manner (12 months ) while balancing the need to maintain high standards of program delivery. Please propose how you will address this need.

The Boys & Girls Clubs of Fresno County has extensive experience and capacity to manage, implement, and report to funders on grant program outcomes and financial reporting . Our experience with funders that require financial and program reporting include the County of Fresno CDBG, Fresno Housing Authority, Measure S funding from the City of Sanger, Fresno County Probation Department , and, on a federal level, the Office of Justice Juvenile Delinquency program. We have successfully fulfilled all requirements and have the capacity and experience to provide the City of Fresno with all requested information and detail for youth participation .

All programs described in this proposal will be scheduled within a 12- month time period . Our ability to offer these programs is dependent on the receipt of funding to support staff who administer the programs , purchase needed supplies and materials and maintain our Clubhouses where the programs take place. Every Club has professionally trained , caring staff offering programs that are interesting ; challenging and relevant. Staff build healthy relationships with kids, providing one-on one mentoring in a positive, safe place.

Determining the value of our programs and the impact they have on young people is of critical importan ce to us. The metrics used to evaluate our effectiveness are described in response to Part B, Item 3c (page 14). Daily attendance/participation is documented with our Outcome Measurement Software. Incentives are offered to encourage and motivate attendance. Staff also provide qualitative observations , documenting youth participation and the development of character and leadership traits with stories. Parents' attendance and participation in activities is documented along with anecdota l information. In addition, we use an internet-based survey tool (NYOI) that focuses on specific outcomes or behavioral changes in youth.

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2026-2027 Requests for Funding Page 29
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) b. List of Funding Sources
Provide all planned funding anticipated/committed for this activity for PY 2026- 2027. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Name of Commitmen t If Pending,
Funding Dollar Status Expected Source (Name Program (if Amount (Committed or Commitment of Funder) applicable) Pending) Date Fansler $140,236 Committed n/a
Fansler Gymnasium
Foundation Project
OJJDP Mentoring $38,000 Committed n/a
Taco Bell Taco Bell $65,000 Committed n/a
Fresno County Teen Night $38,500 Committed n/a
Law
Enforcement
Kaiser Community $25,000 Committed n/a
Foundation Services
c. Activity Budget Summary and Narrative
Please complete Exhibit A- Operating Budget Summary .

The above referenced Budget worksheet is available in Excel format at www.fresno .gov/hous ing under the 'Notices of Funding Avai lable' tab.

An Exhibit B - Budget Narrative must also be comp leted to provide a brief explanation of the expenses included in the budget.

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2026-2027 Requests for Funding Page 30
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) d. Prior-Year Financial Statement
Please attach a financial statement labeled as Exhibit C for the last full operating year. Failure to provide the financial statement will result in disqualification.

Attachments to Part B Application:
~ EXHIBIT A- Operating Budget Summary
~ EXHIBIT B - Budget Narrative
~ EXHIBIT C - Prior-year audited financial statement including statement of activities, statement of financial position and statement of cash flows (required when total federal grant awards equaled or exceeded $1 ,000,000 during the annual audit period); or prior-year unaudited financial statement when total federal grant awards for the annual audit period was less than $1,000,000
Optional Additional Exhibits:
~ EXHIBIT D - Funding Commitment Letters (if available) ~ EXHIBIT E - Letters of Support (optional - maximum 2) ~ EXHIBIT F - Service Area Map (required if not described in 3.g.)

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2026-2027 Requests for Funding Page 31
Budgeted Position (Personnel) or
Category (Operations)

OPERA TING BUI
ii'lil

CITY OF FRESNO
• •
Other Funds for Project
Other Federal Funds State Funds Local Govm't Funds Priv.,to, Donor Funds Other Funds (specUy) Mmz:1 w~:~@~4~.:f-~•f·(~·~':=~:·:·t•:·~~-3~~-~~~~?;;?,:::;:;:::r~·~=:)1tm~t~::•?::;;~4~~If:Y~%~1m4=»M~?;~\~·•:vf~0·:%~t-~~~ 3 Director of Operations -. direct services
ror program @ .1 FTE to oversee grant
4 Unit Directors - West Fresno, East
Fresno, Zimmerman and Pinedale - @.25
l'"l:E
4 Program Directors - West Fresno, East
Fresno, Zimmerman and Pinedale • @ .3
FTE
4 Program Assistants • West Fresno, East
Fresno, Zimmerman and Pinedale •@ .3
FTE
Accounting - processing and report
~ubmi-- !
[enter
[enter

21.091.201 3,796.41 24,887.61
s1,4ao.ool 9,266.401 60,746.401 22,aoo.ool
38,376.ool s,901.sol 45,283.sol 1,eoo.ool 19,2so.ool
2a,osa.ool 6,926.401 30,014.401 7,600.001 19,2so.ool
~&~-=~-t§M~.aa~f't~&!::-.~i-bfo .. ..;f%%;.~j:£§\§"fil~tt.;~::,;t:J:is~~=r.:Shr~¢1.:~~::fl::::~!:~:=~::=:~~:;::::::~:::;::::::~:~:'~:~:~:::l:f::~*:~*;±~;:j:fa::~,i:::z:~:;i:?.}~~ 12,soo.ool 2,2so.ool 14,750.001
>j-f:l¾E;
:enter position title!
TOTAL PERSONNEL BUl><.E"T_ 29,146.11 Is 22s.._121.91 I s 38.ooo.oo I s 38~soo.oo Ls Other Direct Costs (Include onl :

Worl<ers ComI
Insurance
Junlor Staff .. Workforc .e/career edueation: ~"$.~
Teen employment stipends at 4 Clubs x "i?.
1 o sessions x 2 youth/ session x ]~~1
200 outh '.:*~::

Office/Club Space - min v alue at
$41000/year x 4 Clubs
Cooking equipment/groceries@
S220/month x 10 mths x 4 Clubs
!
Office supplies . computer suppUes,
paper, pens, etc. $60/mth x 4 Clubs x 12
month~
Project supplies • educ-ational, arts & craft
materials , books, sports equipm ent
$100/mth x 12 mths x 4 Clubs
Printing - flyers x 4 Clubs x $240
Travel to meetings 1200 mnes x $.72/mlle
x4Clubs
Internet/Cable/TV /phone
Facility Maintenance
T()T~ OTHER DIRECT COSTS
red Indirect Cost Rate
16,000.00
8,800.00
2,880.00
4,800.00
960.00
3,456.00
$ s s
Please revise this form and annotate budget items as needed All applicants are required to submit a copy of their organization's operating budget "An approved indirect cost rate must be applied to the base identified in the agreemen t with the federal cognizant agency . s
Foundations;
23,02a.ool Fansler. Taco Bell.

Kaiser
47,910.61
OJJDP and Fansler.
124.327,00I Taco Bell, Kaiser
Foundations
207,873.40
OJJDP, Fresno Co
41,443.ool Law, Fansler, Taco 113,576.50
Sell & Kaiser
OJJDP, Fresno Co
41,443.ool Law, Fansler, Taco 98,307.40
Bell & Kaiser
~i.•-?.!:f~~f>@f%?: :,.x:~.-iu, £:~::~::::::::::-:{ \-.·~:~;AA~•< 14,750.00

49.._440.00
230"'"236.oo I s $ 531,857.91
16,000.00
---
, s.ooo.ool 16,000.00
---
8,800.00
---
2,880.00
- --
4,800.00
~
3,456.00
~
6,000.00
1e~ooo.oo I s s 64,656.00
•
41,066.69
Per 2 CFR 200.414, any non-federa l entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defi ned in 2 CFR ~= cm Part B, Exhibit A
2026-2027 Requests for Funding Page 32
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) Exhibit B: Budget Narrative
Please provide a brief narrative describing the expenses included in each category of the budQet summarv. This narrative will be used to determine eliaibilitv of proposed expenses.

The Boys & Girls Clubs of Fresno County (B&GCFC) is requesting funds to provide eight (8) enrinchment programs and structured sports activities at four (4) Boys & Girls Clubs in the City of Fresno. Our City of Fresno CDBG Operating Budget Summary and this narrative describe the funding needed to implement the programs described in our application .

Personnel for Direct Services - $160,932
The B&GCFC Director of Operations positions direct and manage overall daily operations at Clubs with the primary concern for a comprehensive, outcome driven program and service delivery, supervision and training of staff, facilities management , community relations and membership oversight. Ten percent (10%) of three (3) Director's FTE has been included. Every Club has a Unit Director who is responsible for Club operations , safety and administration . Twenty-five percent (25%) of the Unit Directors' time at the West Fresno, East Fresno, Zimmerman and Pinedale Boys & Girls Clubs is included. Program Directors are responsible for overseeing the delivery of a broad range of enrichment programs. Program Assistants plan, develop, implement and evaluate daily programs and activities . Funding for both at 30% FTE at all four Clubs has been included.

Administrative Personnel - $14,750
Ten percent (10%) of our Controller's time has been included. She leads our accounting operations, ensures financial accuracy, nmanages reporting , oversees budgets, payroll, AP/AR and provides key financial analysis.

Independent Contractors - $49,440
B&GCFC will contract with High Performance Academy to provide afterschool activities that provide extended learning through structured sports activities at all four Clubs.

Supplies and Other Operating Costs - $48,656
Workers Compensation costs are included in Fringe Benefit costs for Personnel.

Eighty teens (80) will be hired as Youth Workers to work one month each . Two teens will be hired each month at each Club for ten (10) months. Teens will benefit from hands-on work experience in the areas of career development , apprenticeship, customer service and community service. Each Youth Worker will be paid $200.

The cost of making Club facilities available for program execution is included as an in kind contributionj; a minimal value of $4,000 x 4 Clubs= $16,000.

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2026-2027 Requests for Funding Page 33
PY26-27Consolidated NOFA Part B
Application - Public Services (including Microenterprise Assistance and Fair Housing) Cooking equipment for each of the four Clubs has been included along with healthy food to purchase @ $220 per month per Club for 10 months . This is for Healthy Habits cooking classes, andhealth, fitness and prevention/education programs which encourage healthy attitudes and lifestyles.

Office supplies @ $60 per month per Club for 12 months includes computer supplies as well as paper, pens and other materials. Project supplies@$100 per month per Club includes educational arts and crafts materials and equipment. Printing costs for flyers and other outreach materials is $240 per Club.

Travel expenses to attend staff meetings and mandatory workshops/training has been included in the amount of 1200 per year per Club@ $.72 per mile.

Half the cost of providing internet/cablenY/phone service at each of four Clubs in included in the budget.

Physical education/sports equipment to be used for fitness activities is budgeted at$ Facility maintenance is budgeted at $6,000 or $1,500 per Club per year for cleaning supplies and maintenance.

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2026-2027 Requests for Funding Page 34

JANUARY
National Human Trafficking Awareness Month
January 12, 2026

COUNTY OF FRESNO
Lisa A. Smittcamp
District Attorney
RE: Boys & Girls Clubs of Fresno County- City CDBG Letter of Support To the Fresno City Council,
I consider the Boys & Girls Clubs of Fresno County to be one of the leading youth development organizations in our region.

The Zimmerman, Pinedale, East and West Fresno Boys & Girls Clubs are serving children and families that have few resources. Most families have limited income and many lack appropriate role models and receive little positive guidance. They are at high risk of becoming involved in drug use, gangs and criminal activities. The Boys & Girls Clubs address our community's need for these education and prevention programs.

The Clubs have the capacity and experience to provide a positive impact on the lives of at-risk youth in the City of Fresno.

Young people benefit from mentoring in educational programs, reinforcing what they've learned in school. Club staff hold activities involving problem-solving and critical thinking that develop their leadership skills, and physical activity that helps them manage stress and form positive relationships with peers.

The Boys & Girls Club provides a safe, positive place for kids to go after school. The professional staff mentor youth while they provide anti-gang, anti-drug development services.

I proudly support the Boys & Girls Clubs of Fresno County's grant application for City of Fresno CDBG funding and encourage you to give them every consideration.

Sincerely,
~~~(Y
Lisa A. Srnittcamp
District Attorney
2100 Tulare Street/ Fresno, California 9372 1
(559) 600-3141 / Fax (559) 600-4400
Equal Employment Opportunity
2026-2027 Requests for Funding Page 35
Fresno County
Superintendent of Schools {I)
- --------------------- Dr. Michele Cantwell -Copher, Supel'intendent January 7, 2026
To the Fresno City Council,
It is my pleasure to support the Boys & Girls Clubs of Fresno County in seeking City of Fresno CDBG funds to support their education, job training, health services and recreational programs.

They have extensive experience providing successful after-school programs for at-risk youth. Their programs engage young people in activities with peers that help them reach their full potential. Club kids observe staff modeling appropriate behaviors when they interact with peers, helping them learn skills that build good character.

The Boys & Girls Clubs of Fresno County is a leading youth development organization, whose activities fill our community's needs with after-school programs and safe places to go while parents are still at work.

The Zimmerman, Pinedale, East and West Fresno Boys & Girls Clubs are serving children and families that have few resources. The Clubs serve as an essential expansion of after-school resources, especially for lower-income families where these Clubs are located.

The Boys & Girls Club provides a positive impact on the lives of at-risk youth in the City of Fresno. Young people benefit from mentoring in educational programs, reinforcing what they've learned in school. Club staff hold activities involving problem-solving and critical thinking that develop their leadership skills, and physical activities that help them manage stress and form positive relationships with peers.

I support the Boys & Girls Clubs of Fresno County's grant application for City of Fresno CDBG funding and encourage you to give them every consideration. ){~
Dr. Michele Cantwell-Copher
Fresno County Superintendent of Schools
Fresno County Office of Education
1111 Van Ness Avenue• Fresno, California 93721
(559) 265-3000 • www.fcoe.org
2026-2027 Requests for Funding Page 36
California State Parks Outdoor Equity Report
This is your project report for the site you have defined. Please refer to your Project 10 below In any future communications Project ID
114730
Field
County
City
Total Populatio n
Youth Population
Senior Populatlon
Median Household Income
Per Capita Income
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Park Acres
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36.7265228, -119.754553
Value
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2026-2027 Requests for Funding Page 37
California State Parks Outdoor Equity Report
This is your project report for the site you have defined. Please refer to your Project ID below in any future communications Project ID
114729
Field
County
City
Total Population
Youth Population
Senior Populatio n
Median Household Income
Per Capita Income
People in Poverty
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07/16/2025 East Belmont Avenue Fresno, CA 93701
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SCORP Community FactFlnder created by
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CDPR https://www.greeninfo.org/
2026-2027 Requests for Funding Page 38
California State Parks Outdoor Equity Report
This is your project report for the site you have defined. Please refer to your Project ID below In any future communications Project ID
114717
field
County
City
Total Population
Youth Population
Senior Population
Median Household Income
Per Capita Income
People in Poverty
Households Without Access to a Car
Park Acres
Park Acres per 1,000 Residents
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English Learners
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Date Address
07/14/2025 Tulare Street Fresno, CA 93721
Recreation (CDPR) https ://www .parks.ca.gov/
SCORP Community FactFinder created by
Greenlnfo Networ k in consultat ion with
CDPR https ://www .greenlnfo.org/
2026-2027 Requests for Funding Page 39
California State Parks Outdoor Equity Report
This is your project report for the site you have defined. Please refer to your Project ID below in any future communications Project ID
115104
Field
County
City
Total Population
Youth Populatio n
Senior Populatio n
Median Household Income
Per Capita Income
People in Poverty
Households Without Access to a car
Paric Acres
Park Acres per 1,000 Residents
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Date Address
08/07/2025 343 West Minaret s Avenue Fresno, CA 93650
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SCORP Community FactFinder is a service
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Recreation (CDPR) https://www.parks.ca.gov/
SCORP Community FactFinder created by
Greenlnfo Network In consultat ion with
CDPR httDs://www .greenlnfo.org/
2026-2027 Requests for Funding Page 40
Central Valley Justice
Coalition:

Youth Advocacy Mentorship
Project
2026-2027 Requests for Funding Page 41
PY 2026-2027 CONSOLIDATED NOFA
PART A – COVER PAGE:

NON-PROFIT ORGANIZATION1
Part A, Section 1: General Information
Legal Name of the Organization: Fictitious Name (if applicable):

Central Valley Justice Coalition n/a
UEI of Organization: Taxpayer Identification Number:

KPESAUYEJJV5 81-0761794
Date of Incorporation: Date of 501(c)(3) Determination:
12/08/2015 03/25/2016
Mailing Address of Organization: Organization Website Address:

P.O. Box 6099 Fresno, CA 93703 www.justiceco.org
Name of President (or Chair of the Board): E-mail Address:

Lauran Bethell [email protected]
Name of Chief Executive or Executive Director: E-mail Address:

Christa Wiens [email protected]
Name of the Secretary: E-mail Address:

Lois Hansen [email protected]
Name of Treasurer (or Chief Financial Officer): E-mail Address:

Nikki Cook [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address:

Christa Wiens Executive Director
764 P Street, Suite 012
Fresno, CA 93721

Primary Phone #: Alternative Phone #: E-mail Address:
559-216-6694 559-473-9942 [email protected]
Name of Authorized Signatory: Title of Authorized Signatory:

Christa Wiens Executive Director
Signature of Authorized Official: Date of Signature:
1/22/26

Do you have an active registration with SAM.gov? Yes No 1 This document is for non-profit organizations. Units of local government, please complete Part A: Unit of Government Information. For-profit organizations applying for microenterprise assistance, please complete Part A: For-Profit Organizations (Microenterprise Assistance Only). 2026-2027 Requests for Funding Page 42
N
ote: Active registration with SAM.gov is required. Organizations without an active registration, or those with exclusions, will be deemed ineligible.

Part A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

At the Central Valley Justice Coalition, our mission is to partner with the church and community to prevent human trafficking. We accomplish this by empowering people of all ages through education, outreach, and partnership. We dream of a world in which no one is enslaved and all are free.

Central Valley Justice Coalition (CVJC) began in 2010 in central Fresno, in a low - income neighborhood well known for homelessness, drugs, and human trafficking. We began with a group of faith leaders and community advocates committed to ending the injustices we were seeing in our own community. For years, we were volunteer-led, and we spent our time coming alongside men and women on the streets in Fresno who were victims of human trafficking, though many would not have known this term. We heard their stories, and our eyes were opened to the exploitation that was happening all around us. We began to see that what we often thought was homelessness, prostitution or drug addiction was directly related to human trafficking and other forms of exploitation.

Since 2014, we have educated over 38,500 individuals about the realities of human trafficking. Through one- time presentations and multi - week programs, we have
educated over 3,200 minors and worked with dozens of youth to provide 1-on-1 support for the vul nerabilities which would otherwise put them at risk for trafficking and exploitation.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 5

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Christa Wiens Executive Director 11
2) Tiffany Richards Youth Program Director 3
3) Dominique Brown Youth Advocate <1
2026-2027 Requests for Funding Page 43
4) Daniel Licona Youth Advocate <1
5)

Board of Directors
How often does your Board of Directors regularly meet?
every other month
List current Board of Directors below:
1) Lauran Bethell, Chair 6) Caty Perez
2) Lois Hansen, Secretary 7) Krystal Klaassen
3) Nikki Cook, Treasurer 8)
4) James Bergen 9)
5) Brenda Erese 10)

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Alex Acree
Title: Bookkeeper
Phone/Email: [email protected]

2) Has your agency operated with or managed federal funds within the past three years? Yes No

3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

4)
Have your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets? Yes No
2026-2027 Requests for Funding Page 44
b) Separately track revenue and expenditures for the grant funds? Yes No

7)
Does your payroll system separately track staff time by grant and/or activity? Yes No

8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No

9) Are all bank accounts reconciled monthly? Yes No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain
We have adopted a case management system which allows for fund tracking, making it easier to track individuals receiving service according to funding source.

12)
Does your agency have policies that address the following? Ethics/Professional Conduct Yes No
Pay Rates and Benefits Yes No
Discrimination Yes No
Purchasing/Procurement Yes No
Property and Equipment Yes No
Segregation of Duties Yes No
Time and Effort Reporting Yes No
Record Retention Yes No

13)
Does your agency certify that they are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal or State department or agency? Yes No

2026-2027 Requests for Funding Page 45

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

If you will be unable to provide the two requested signatures or intend to otherwise deviate from the standard signature authority, please indicate the names and titles of the authorized signatories below and provide the names and titles of the person(s) authorized to execute agreements on behalf of your organization in your board- certified resolution.

Authorized Signatory Name Authorized Signatory Title
1) Lauran Bethell Board Chair
2) Nikki Cook Board Treasurer

Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

2026-2027 Requests for Funding Page 46
P
art A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type

 Homeless and Homelessness Prevention Programs (ESG)
Number of Applications Total Dollar Amount Requested $

 Homeless and Homelessness Prevention Programs (HOPWA) Number of Applications Total Dollar Amount Requested $

 Owner-Occupied Home Repair
Number of Applications Total Dollar Amount Requested $

 Public Services (including Microenterprise Assistance and Fair Housing) Number of Applications Total Dollar Amount Requested 1 $ 152,462.40

 Public Infrastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested $

GRAND TOTAL
Number of Applications Total Dollar Amount Requested !Undefined Bookmark,
NOAPPS43,noapps4)
!Undefined Bookmark, REQ4)

2026-2027 Requests for Funding Page 47
R
equired Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organization’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – Most Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – List of all awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – Statement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – List of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Organization’s Articles of Incorporation (Required) Part A, Exhibit 9 – Bylaws of the Organization (Required) Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application

2026-2027 Requests for Funding Page 48
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 8 of 26 ends

PY 2026-2027 APPLICATION
Public Service Programs
NOTE: This application is not for community services to benefit primarily homeless and individuals at risk of homelessness. If you are a homeless service provider, please use the appropriate Homeless Housing and Services application.

1. Project Summary Information – please complete the below summary information for the project/program.

Project Name (10 words or less):

Youth Advocacy Mentorship Project
Amount Requested: $ 152,462.40.00
Provide a short description of the proposed program/activity. This description will be used in summaries and/or reports and should, therefore, clearly describe the activity proposed for funding while remaining concise. (3 to 5 sentences and must fit in the provided space).

The Youth Advocacy and Mentorship Program provides ongoing, trauma-informed mentorship, education, and advocacy services to youth at heightened risk of human trafficking and exploitation. Through individualized mentorship, structured prevention education, and group-based programming, the program equips youth with practical tools to recognize exploitation risks, strengthen protective factors, and access community resources that promote safety and stability. The Youth Advocacy and Mentorship Program continues to provde reliable, relationship-based support to youth navigating complex systems, trauma exposure, and instability.

To utilize CDBG funds for a public service, the service must be either a new service or a quantifiable increase in the level of an existing service.

This project is a:

New Project/Program
Existing Project/Program

2026-2027 Requests for Funding Page 49
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 9 of 26 ends

If this is an existing project/program that has not received CDBG funding from the City previously, please briefly explain how CDBG funds will be used to quantifiably increase the level of service.

This application seeks continued support for an established program that has been receiving CDBG funding.

2. Organizational Capacity
a. Briefly describe how your organization’s prior activities have resulted in meaningful impact:

With CDBG support, CVJC has provided education to hundreds of individuals, education which increases understanding of trafficking and vulnerabilities and reduces incidents of exploitation. Program outcomes include improved youth engagement, increased self-disclosures of abuse and exploitation, increased school stability and engagement, successful referrals to supportive services, and sustained contact with youth who would otherwise lack consistent adult advocacy. Through the Youth Advocacy and Mentorship program, vulnerable youth were connected to therapeutic and psychiatric resources, allowing them to begin healing in a stable and supportive environment. Over time, we saw meaningful reductions in trauma-related symptoms, increased emotional awareness, and stronger coping skills. Youth gained a safe space—one where they knew they could be seen, heard, and supported.

Consistent support has increased placement stability in homes and in schools as families and educators are provided with tools necessary to understand trauma and its impact on behavior.

b. Describe the organization’s experience with administering federally funded programs of this nature and staff skills necessary to deliver the activities proposed.
2026-2027 Requests for Funding Page 50
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 10 of 26 ends

CVJC has demonstrated the capacity to consistently deliver high-quality, federally compliant services through this progrm. Prior CDBG support has enabled the organization to maintain trained staff, implement standardized screening and documentation practices, and sustain trusted partnerships with schools, courts, and social service agencies.

c. For how many years has the organization administered activities of the type described in this application?
11 d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need:

Youth in Fresno continue to face significant risk factors associated with human trafficking and exploitation, including involvement in foster care or juvenile justice systems, prior trauma or abuse, family instability, homelessness, and exposure to gangs or substance abuse. While Fresno has surviovr-focused services and crisis response systems, there remains a persistent gap in prevention-oriented, relationship-based services for youth who have not yet been trafficked but exhibit known indicators of vulnerability.

Existing resources are often limited by narrow eligibility criteria, short-term interventions, or a focus on crisis response rather than early intervention. Many systems lack the capacity to provide consistent, trauma-informed mentorship and education that builds trust over time. As a result, vulnerable youth frequently fall 2026-2027 Requests for Funding Page 51
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 11 of 26 ends

through service gaps until exploitation or significant harm has already occurred.

The Youth Advocacy and Mentorship Program addresses this ongoing unmet need by providing sustained prevention, education, and advocacy services before exploitation occurs.

b. Briefly describe the target population and how the project will meet the specific needs of the target population.

The target population for this program is youth ages 13-19 residing in the City of Fresno who are at heightened risk of trafficking and exploitation. This includes youth who have experienced out-of-home placement, including those not currently dependents of child welfare; youth experiencing housing instability; and youth referred by schools courts, group homes, and partner organizations. The population served is predominantly low- to moderate-income and disporoportionately impacted by trauma and systemic barriers.

The program meets the specific needs of the population through individualized, trauma-informed mentorship and advocacy. Youth Advocates work one-on-one with participants to identify goals, assess risks, provide education on exploitation and healthy relationships, and connect youth to appropriate community resources. Services are delivered in settings that are accessible and comfortable for youth, including schools, our offices, community sites, and partner facilities.

Group-based education and prevention programming further reinforces safety awareness, peer connections, and protective factors.

c. Describe the outcomes of the proposed activity. Include how positive outcomes are defined and how successful outcomes will be measured. 2026-2027 Requests for Funding Page 52
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 12 of 26 ends

The intended outcomes of the Youth Advocacy and Mentorship Program are increased youth awareness of trafficking risks, strengthened protective factors, improved engagement and supportive services, and reduced vulnerability to exploitation. Positive outcomes are defined by youth demonstrating inreased knowledge of exploitation indicators and measured with pre- and post-tests, maintaining consistent engagement with an advocate, and successfully accessing referrals to supportive resources such as education, counsling, and social services.

Program success will be measured using both quantitative and qualitative indcators, including the number of unduplicated youth served, number of individuals educated, participation in mentorship and group education sessions, completion of intake and screening tools, and documented referrals to community resources. Advocates will track youth engagement, goal progress, and service outcomes through case management software. Feedback from participants and partner agencies will also be used to assess program effectiveness and inform ongoing service delivery.

d. Describe consultation efforts made with the target population in the development of the proposed activity.

The Youth Advocacy and Mentorship Program was developed in direct consultation with individuals with lived experience of human trafficking. A trafficking surivvor played a central role in designing the program model, ensuring that services reflected the real needs, barriers, and risks face by vulnerable youth. This survivor-led input shaped the program's emphasis on trust-building, voluntary participation, and practical harm-reducation strategies.

In addition, CVJC currently employs a staff member with lived experience of trafficking whose perspective continues to inform day-to-day program implementation, staff training, and service delivery. This ongoing survivor involvement helps ensure that program activities remain responsive, trauma- informed, and grounded in the realities of those most affected.

CVJC also regularly solicits feedback from youth participants through informal check-ins, case planning conversations, and group discussions. Participant feedback is used to refine program activities, adjust servie approaches, and respond to emerging needs. This continuos feedback loop allows the program to evolve while remaining centered on the voices and experiences of the youth it serves.

Page 13 of 26 ends

With more than a decade of experience addressing human trafficking in the Central Valley, CVJC has established and maintained strong partnerships with other organizations serving impacted communities. The organization has ongoing working relationships with the Department of Social Services, Juvenile Court, City Without Orphans, Marjaree Mason Center, Youth for Christ, Every Neighborhood Partnership, Fresno Police Chaplaincy, and other local partners.

CVJC is widely recognized as a trusted provder of trauma-informed education and prevention services. Educational workshops and trainings are consistently requested by healthcare providers, educators, faith leaders, and community members. School districts and partner agencies continue to rely on CVJC's expertise and routinely refer youth and families for mentorship and advocacy services.

Program outreach is conducted through direct communication with partner agencies, group homes, and schools to ensure referral pathways remain active and accessible.

Information about classes and mentorship opportunities is shared through CVJC's website and social media platforms, as well as through direct communication from schools. Outreach is further supported through on-site promotion at The Landing and through partners located at City Center, many of whom serve youth and families with known vulnerabilities to trafficking and exploitation.
f. The City’s Analysis of Impediments to Fair Housing Choice includes areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs – see NOFA Handbook) that include some of the City’s most vulnerable communities.

Will this program be (select only one):

Offered Citywide
Offered Citywide with an emphasis and affirmative marketing toward RECAPs
Offered exclusively to residents of RECAPs

g. Describe the service area:

Note: Strong applications will include clearly defined services areas. A map may be attached in lieu of a service area description.
2026-2027 Requests for Funding Page 54
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 14 of 26 ends

Our services are available throughout Fresno City, with specific marketing to group homes, foster agencies, Probation Department, Unity Court, domestic violence and homeless shelters, and the Department of Social Services. Youth already involved in any of these services are at increased risk of exploitation and in need of education and support. Individuals receiving such services are disproportionately from racial and ethnic minority groups, and many are low or moderate income. Additionally, CVJC’s presence at The Landing will allow us to advertise our services to the community who is utilizing the City Center at 2025 E Dakota. These clients are being served by a number of local agencies who resource low and moderate income families, including the Food Bank, Fresno Mission, and CASA. They come from all over the city, but City Center serves as a hub, making it an ideal location to advertise to families who would also benefit from our services.

h. Estimate the number of unduplicated people expected to benefit from the project:
200 unduplicated people or businesses will receive a direct benefit from this project.

2026-2027 Requests for Funding Page 55
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 15 of 26 ends

i. Income Documentation
CDBG-eligible programs primarily benefit persons who earn less than 80% of the area median income. A chart containing the income limits effective as of June 1, 2025, is included as a reference below. Applicants must select one of the two options for documenting how their activity will satisfy the income eligibility requirement. Please note, these income limits are subject to change. For the most current income limits please reference the link below:
https://www.hudexchange.info/resource/5334/cdbg-income-limits/ Household Size 30% AMI 50% AMI 80% AMI
1 $19,750 $32,900 $52,600
2 $22,550 $37,600 $60,100
3 $25,350 $42,300 $67,600
4 $28,150 $46,950 $75,100
5 $30,450 $50,750 $81,150
OPTION 1: Low-Income Clientele – Presumed Benefit
Select this option only if the program will exclusively serve one of the following clienteles (select all that apply)
Older Adults (62 and older)
Severely Disabled Adults
Abused Children
Illiterate Adults
Migrant Farm Workers
OPTION 2: Low-Income Clientele – Other
Select this option if the program will serve a specific clientele not listed under the first option. The organization must document income eligibility for each program participant. Indicate below the types of documentation the organization will collect to verify income eligibility (select all that apply):

Pay Stubs / Wage Statements
W-2s
Income Tax Returns
Social Security Documentation
Bank Statements
Signed Certifications from
Beneficiaries
Other: school certification of
demographic served
Other:

Other:
2026-2027 Requests for Funding Page 56
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 16 of 26 ends

Detailed Narrative Description of Project/Program
Describe the project/program in detail in the space below. Limit description to the space provided on this and the next page.

The Youth Advocacy and Mentorship Program provides trauma-informed prevention, education, and advocacy services for youth at heightened risk of human trafficking and exploitation in the City of Fresno. The program operates as an after-school and out-of- school support service and intentionally provides safe, structured spaces where youth can build protective skills, strengthen educational engagement, and develop trusting relationships with caring adults. By offering consistent mentorship and age-appropriate activities, the program helps youth remain connected to school, community, and positive peer networks.

Youth are referred to the program by schools, group homes, foster care agencies, juvenile court partners, social service providers, and community-based organizations, as well as through a direct referral process. Once a referral is received, a Youth Advocate contacts the youth and, when appropriate, a parent or guardian to explain the voluntary nature of the program and establish shared expectations. Intake and screening processes are used to identify risk factors, educational needs, and personal goals, allowing Advocates to tailor services to each participant’s circumstances.

One-on-one mentorship is the foundation of the program and is primarily delivered during after-school hours. Youth Advocates meet regularly with participants to provide guidance, encouragement, and practical education related to safety, healthy relationships, and online awareness. Mentorship sessions also support academic engagement by helping youth set school-related goals, develop organizational and communication skills, and identify supports that promote consistent school attendance and participation. Through these relationships, youth gain access to a trusted adult who can help them navigate challenges and make informed decisions.

As an example, last year we were able to provide therapeutic services to five young girls who had experienced significant trauma, including abuse within their families, time in the foster care system, and profound loss. These are experiences no child should have to endure, and yet they have deeply shaped these young people’s development and sense of safety. Through the Youth Advocacy and Mentorship Program, we were able to remove barriers to care and provide consistent, trauma-informed support. Youth were connected to therapeutic and psychiatric resources, allowing them to begin healing in a stable and supportive environment. Over time, we saw meaningful reductions in trauma-related symptoms, increased emotional awareness, and stronger coping skills. Most importantly, they gained a safe space—one where they knew they could be seen, heard, and supported. Through counseling and group engagement, they were able to explore their identities, process complex emotions, discuss real-world challenges, and build tools to navigate their experiences with resilience and confidence.

In addition to individual mentorship, the program offers structured group-based activities and prevention education that align with after-school programming priorities. 2026-2027 Requests for Funding Page 57
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 17 of 26 ends

Group sessions incorporate interactive learning, facilitated discussion, and age- appropriate activities designed to strengthen communication skills, critical thinking, and self-advocacy. Educational content is delivered in a supportive group setting that reinforces engagement, participation, and help-seeking behaviors, while providing youth with consistent opportunities to practice discussion, reflection, and decision- making in a supervised environment. These activities complement school-based learning by supporting positive educational engagement and reinforcing skills youth need to succeed academically and socially.

A central component of the Youth Advocacy and Mentorship Program is the provision of safe, welcoming spaces for youth. Services are delivered in accessible locations such as schools, community sites, partner facilities, and The Landing at City Center. These locations offer supervised environments during after-school hours where youth can participate in programming, connect with peers, and access basic resources. The Landing, in particular, provides a stable and affirming setting designed to meet the needs of youth ages 12–24, offering space for group activities, educational sessions, and informal mentoring interactions.

All program activities are delivered using a trauma-informed approach that emphasizes safety, choice, and empowerment. Staff are trained to recognize signs of trauma and respond appropriately by offering support, education, and referrals to community resources when needed. This approach ensures youth feel respected and supported while maintaining clear boundaries consistent with the program’s prevention and mentorship focus.

The Youth Advocacy and Mentorship Program is supported by experienced staff, established referral pathways, and long-standing community partnerships. Program activities, participation, and outcomes are documented through case notes and service records to ensure accountability and continuous improvement. By providing after-school mentorship, structured learning activities, and safe spaces for youth, the program addresses an ongoing community need and aligns directly with the City’s Public Service objectives for early literacy, after-school activities, and youth safety.

Detailed Narrative Description of Project/Program (Continued from previous page)

2026-2027 Requests for Funding Page 58
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 19 of 26 ends

j. Collaboration
Briefly describe how the proposed activity will be delivered in coordination with other community resources to address the overall needs of the clientele.

Collaborating
Organization/Activity Description of Collaboration
Juvenile Court When youth are involved in the justice system, we help coordinate care, support during hearings,
support with probation, and ensure appropriate
education is received.

Fresno EOC/ Central Valley
Against Human Trafficking
We have worked with CVAHT in many capacities
since at least 2010. We have participated in
trainings together, work together to improve case
management, participated in a data project together,
and build partnerships with other organizations
through our connection to EOC.

City Without Orphans Together we serve youth at The Landing at City Center. We coordinate care for foster youth and
provide supportive experiences for youth with similar
lived experience to connect.

Fresno MIssion Fresno Mission developed the City Center and has worked with us to envision supportive services for
underserved youth. As they begin to open a new
residental building, we anticipate working together to
provide education and community for vulnerable
youth.

Fresno County Superintendent
of Schools
FCSS facilitates the Foster and Homeless Youth
Networked Improvement Committee. In this space,
local schools come together with organizations to
provide the best possible outcomes for our students
experiencing homelessness and out-of-home
placement. We are a proud participant of this
community.

Cradle2Career At regular regional meetings, we connect with organizations and schools who are working to
increase economic success for students in Fresno
2026-2027 Requests for Funding Page 59
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 20 of 26 ends

Department of Social Services We receive referrals for youth in need of supportive services and offer training for familes and social
workers

4. Project/Program Budget
a. The City is interested in applicants that can deploy activities in a timely manner (12 months) while balancing the need to maintain high standards of program delivery. Please propose how you will address this need.

Program infrastructure, referral pathways, staff training, and partnerships are already in place, allowing services to be delivered without delay throughout the program year. Case management software is implemented and operational, enabling data tracking and accurate reporting from the outset.

Staffing capacity is being restored following a temporary funding interruption, positioning the program to deliver services promptly upon contract execution. b. List of Funding Sources
Provide all planned funding anticipated/committed for this activity for PY 2026- 2027. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding
Source (Name
of Funder)
Name of
Funding
Program (if
applicable)
Dollar
Amount
Commitment
Status
(Committed or
Pending)
If Pending,
Expected
Commitment
Date
Private
Donations
100,000 ongoing

2026-2027 Requests for Funding Page 60
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 21 of 26 ends

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

The above referenced Budget worksheet is available in Excel format at www.fresno.gov/housing under the ‘Notices of Funding Available’ tab.

An Exhibit B – Budget Narrative must also be completed to provide a brief explanation of the expenses included in the budget.

Please note the following costs are not allowable for CDBG: bad debts; contingencies; contributions and donations; entertainment costs (including meals for social events and awards/graduation banquets); gifts or incentive awards to individuals; fines and penalties resulting from violations of or non-compliance with Federal, State, and Local laws; interest on borrowed capital; fundraising; investment management.
d. Prior-Year Financial Statement
Please attach a financial statement labeled as Exhibit C for the last full operating year. Failure to provide the financial statement will result in disqualification.

Attachments to Part B Application:

EXHIBIT A – Operating Budget Summary
EXHIBIT B – Budget Narrative
EXHIBIT C – Prior-year audited financial statement including statement of activities, statement of financial position and statement of cash flows (required when total federal grant awards equaled or exceeded $1,000,000 during the annual audit period); or prior-year unaudited financial statement when total federal grant awards for the annual audit period was less than $1,000,000
Optional Additional Exhibits:

EXHIBIT – Funding Commitment Letters (if available) 2026-2027 Requests for Funding Page 61
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 22 of 26 ends

EXHIBIT D and E – Letters of Support (optional – maximum 2) EXHIBIT – Service Area Map (required if not described in 3.g.) 2026-2027 Requests for Funding Page 62
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 23 of 26 ends

Exhibit A: Operating Project Budget Summary (or submit via Excel) Budgeted Position
(Personnel) or Category
(Operations)
City of Fresno HUD Funds Other Funds for Project
Project
Totals (All
Funds) Salaries &
Wages
Fringe
Benefits
Totals
(City of
Fresno
HUD
Funds)
Other
Federal
Funds
State
Funds
Local
Govm't
Funds
Private /
Donor
Funds
Other
Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel (enter position titles):

Youth Program
Manager 60,091.00 4085.00 64,176.00
Youth Advoates 50076.00 1404.00 51,480.00

Administrative Personnel (enter position titles):

Independent Contractors / Consultants (enter position titles):

Fund management
executive assistant 3240.00 3240.00

TOTAL PERSONNEL
BUDGET $ $ $118,896.
00 $ $ $ $ $ $
Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) case management
software 5,000.00
staff training 2,500.00
program supplies 1800.00
transportation 3300.00
phones 1080.00

TOTAL OTHER DIRECT
COSTS $13,680.0
0 $ $ $ $ $ $
INDIRECT COSTS (Select 1 indirect rate Only)
Approved Indirect Cost
Rate
De minimus 15 % Rate 19,886.40

TOTAL INDIRECT COST
BUDGET $19886.40 $ $ $ $ $ $

TOTAL PROJECT
BUDGET $ $ $152,462.
40 $ $ $ $ $ $

*An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.
2026-2027 Requests for Funding Page 63
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 24 of 26 ends

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary. This narrative will be used to determine eligibility of proposed expenses. 2026-2027 Requests for Funding Page 64
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 25 of 26 ends

The proposed budget reflects the actual costs required to operate a consistent, youth- centered program while maintaining fiscal responsibility and compliance with federal grant requirements.

The Youth Program Manager is a full-time position responsible for overeeing group programming, maintaining client records, supporting and supervising part-time Youth Advocates, and carrying a limited caseload when necessary. This role is essential for coordinating partnerships with schools, community organizatoins, and referral agencies, ensuring program fidelity, and maintaining consistent service delivery. having a full-time manager allows the program to offer two groups per month using a licensed curriculum and to provide presentations and trainings to approximately 300 youth over the program year.

Two part-time Youth Advocates, together working the equivalent of 40 hours per week, provide one-on-one support, facilitate groups, and respond to both scheduled and drop- in youth needs. This staffing structure enables the program to support 15 clients at a time and ensures gender-responsive services that are accessible and trauma-informed.

Personnel costs also include limited fund management and executive assistant support, which ensures accurate budget tracking, timely submission of required documentation, and compliance with grant reporting requirements.

Personnel
Youth Program Manager – Salary $27/hr × 40 hrs/week × 52 weeks $56,160 Youth Program Manager – Payroll Taxes 7% $3,931
Youth Program Manager – Retirement 3% $1,685
Youth Program Manager – Healthcare (QSEHRA) $200/month × 12 months $2,400 Youth Program Manager Subtotal $64,176
Youth Advocates (2 PT) – Wages $22.50/hr × 40 hrs/week × 52 weeks $46,800 Youth Advocates – Payroll Taxes Annual $3,276
Youth Advocates – Retirement Annual $1,404
Youth Advocates Subtotal $51,480
Fund Management / Executive Assistant $27/hr × 10 hrs/month × 12 months $3,240 Total Personnel Costs: $118,896

2026-2027 Requests for Funding Page 65
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 26 of 26 ends

Direct Costs
Case Management Software Annual license $5,000
Program Supplies Annual $1,800
Staff Training & Professional Development Annual $2,500 Travel / Mileage Reimbursement $275/month × 12 months $3,300 Staff Cell Phones $30/month × 5 phones × 12 months $1,080 Total Direct Costs: $13,680

Indirect Costs
Indirect Costs (De Minimis Rate – 15%) 15% of Total Personnel + Direct Costs $19,886

Total Program Budget
Category Amount
Personnel $118,896
Direct Costs $13,680
Indirect (De Minimis 15%) $19,886
TOTAL $152,462

2026-2027 Requests for Funding Page 66

January 20, 2026
City of Fresno
Planning and Development Department
Community Development Division
Re: Letter of Support for Central Valley Justice Coalition Youth Advocacy & Mentorship Program – CDBG Public Services Application Dear Review Committee,
On behalf of City Without Orphans, I am pleased to provide this letter of support for Central Valley Justice Coalition’s (CVJC) application for Community Development Block Grant (CDBG) Public Services funding for its Youth Advocacy and Mentorship Program.

Our organization has partnered with CVJC to support low- and moderate-income youth and families in the City of Fresno through prevention-focused, trauma-informed services. CVJC’s work fills a critical gap by providing youth advocacy, mentorship, family engagement, and education that strengthens protective factors and promotes long-term stability for young people who are at heightened risk of adverse outcomes.

Through our partnership, we have seen CVJC demonstrate professionalism, cultural responsiveness, and a strong commitment to serving youth and families with care and accountability. CVJC staff engage youth and caregivers in meaningful ways and collaborate effectively with community partners, including schools and faith-based organizations, to ensure services are accessible and responsive to community needs.

We strongly support CVJC’s request for CDBG Public Services funding and believe this investment will result in measurable benefits for low- and moderate-income youth and families in Fresno. We appreciate the City’s continued commitment to supporting effective community-based organizations and urge favorable consideration of this application.

If you have any questions or would like additional information regarding our partnership with CVJC, please do not hesitate to contact me.

Sincerely,
Andi Lambert
Executive Director
City Without Orphans
(559) 676-9882
[email protected]

2026-2027 Requests for Funding Page 67
2026-2027 Requests for Funding Page 68
Chinatown Fresno:

Chinatown Open for Business
2026-2027 Requests for Funding Page 69
PY 2026-2027 CONSOLIDATED NOFA
PART A – COVER PAGE:

NON-PROFIT ORGANIZATION1
Part A, Section 1: General Information
Legal Name of the Organization: Fictitious Name (if applicable):

Chinatown Fresno Foundation
UEI of Organization: Taxpayer Identification Number:

F2J4BNLZUVK3 82-4272279
Date of Incorporation: Date of 501(c)(3) Determination:
01/05/2018 02/28/2018
Mailing Address of Organization: Organization Website Address:
912 F Streert www.chinatownfresno.org
Name of President (or Chair of the Board): E-mail Address:

Cami Cipolla [email protected]
Name of Chief Executive or Executive Director: E-mail Address:

Jan Minami [email protected]
Name of the Secretary: E-mail Address:

Natalie Vargas1 [email protected]
Name of Treasurer (or Chief Financial Officer): E-mail Address:

Marc Ryder [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address:

Jan Minami Director
912 F Street, Fresno CA 93706

Primary Phone #: Alternative Phone #: E-mail Address:
559.859.1763 559.815.9592 [email protected]
Name of Authorized Signatory: Title of Authorized Signatory:

Marc Ryder Board Treasurer
Signature of Authorized Official: Date of Signature:

Signature page attached 01/13/2026

Do you have an active registration with SAM.gov? Yes No Note: Active registration with SAM.gov is required. Organizations without an active registration, or those with exclusions, will be deemed ineligible. 1 This document is for non-profit organizations. Units of local government, please complete Part A: Unit of Government Information. For-profit organizations applying for microenterprise assistance, please complete Part A: For-Profit Organizations (Microenterprise Assistance Only). 2026-2027 Requests for Funding Page 70

P
art A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

We unite our community, honor our heritage, strenthen business and property assets and build vibrancy in our neighborhood.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization:

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Jan Minammi Director 25
2) Elaine Martell Administrator 30
3) Maritzs Perez Outreach Coordinator 5
4)
5)

Board of Directors
How often does your Board of Directors regularly meet?
monthly
2026-2027 Requests for Funding Page 71
List current Board of Directors below:
1) Eileen Arenas 6) Tom Freund 11 Marc Ryder
2) Augie Blancas 7) Brandon Gonzalez 12 June
Stanfield
3) Cami Cipolla 8) Ben Gitmed 13 Rio H Toi
4) Morgan Doizaki 9) Yem Huyhn 14 Natalie Vargas
5) Es Esposo 10) Eduardo Lopez

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Jan Minami
Title: Director
Phone/Email: 559.859.1763 [email protected]

2) Has your agency operated with or managed federal funds within the past three years? Yes No

4)
Have your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets? Yes No
b) Separately track revenue and expenditures for the grant funds? Yes No

7)
Does your payroll system separately track staff time by grant and/or activity? Yes No

2026-2027 Requests for Funding Page 72

8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No

9) Are all bank accounts reconciled monthly? Yes No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain

2026-2027 Requests for Funding Page 73

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

Authorized Signatory Name Authorized Signatory Title
1) Marc Ryder Board Treasurer
2) Cami Cipolla Board Chair

Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

2026-2027 Requests for Funding Page 74
P
art A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type

 Homeless and Homelessness Prevention Programs (ESG)
Number of Applications Total Dollar Amount Requested $

 Homeless and Homelessness Prevention Programs (HOPWA) Number of Applications Total Dollar Amount Requested $

 Owner-Occupied Home Repair
Number of Applications Total Dollar Amount Requested $

 Public Services (including Microenterprise Assistance and Fair Housing) Number of Applications Total Dollar Amount Requested 1 $ 40,000.00

 Public Infrastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested $

GRAND TOTAL
Number of Applications Total Dollar Amount Requested !Undefined Bookmark,
NOAPPS43,noapps4)
!Undefined Bookmark, REQ4)

2026-2027 Requests for Funding Page 75
R
equired Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organization’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – M ost Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – Li st of all awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – S tatement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – Li st of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Or ganization’s Articles of Incorporation (Required) Part A, Exhibit 9 – By laws of the Organization (Required) Part A, Exhibit 10 – Res olution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application 2026-2027 Requests for Funding Page 76

1. Project Summary Information – please complete the below summary information for the project/program.

Project Name (10 words or less): Chinatown Open for Business Amount Requested: $ 40,000.00
Provide a short description of the proposed program/activity. This description will be used in summaries and/or reports and should, therefore, clearly describe the activity proposed for funding while remaining concise. (3 to 5 sentences and must fit in the provided space).

Micro-enterprises throughout Chinatown need the support of our work. Chinatown Open for Business (COB) is the outreach portion connecting with each micro- enterprise more than 20 times a year. Within COB, are the Pop-Up Place, a program providing a temporary home for start-up businesses with 6 months free rent, utilties and wi-fi; Block by Block, social media spotlights; and The Edge, a monthly printed/digital resource reports, which round out our technical assistance efforts

To utilize CDBG funds for a public service, the service must be either a new service or a quantifiable increase in the level of an existing service.

This project is a:

New Project/Program
Existing Project/Program

2026-2027 Requests for Funding Page 77
If this is an existing project/program that has not received CDBG funding from the City previously, please briefly explain how CDBG funds will be used to quantifiably increase the level of service.

2. Organizational Capacity
a. Briefly describe how your organization’s prior activities have resulted in meaningful impact:

Over eight years, the Chinatown Fresno Foundation has worked extensively with the business community, developing business and property owner support services including the Empowerment Center, Make Time Business School workshops, Chinatown Open for Business, The Pop-Up Place, Block by Block and The Edge. In addition to outreach within the Chinatown community, we connect on a regular basis with other place-based organizations in Fresno as well as various levels of government and the media, promoting the micro-enterprises in Chinatown. b. D escribe the organization’s experience with administering federally funded programs of this nature and staff skills necessary to deliver the activities proposed.

Chinatown Fresno Foundation received CDBG grant funding for PY21, PY22, PY23, PY24 and PY25. The Project Director, Jan Minami, spend three additional years administering federal grants for Food Commons Fresno.

c. For how many years has the organization administered activities of the type described in this application?
8 2026-2027 Requests for Funding Page 78
d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need:

The Chinatown business community, composed primarily of micro-enterprises, continues to be challenged with recognition of the activity here. Customers confront blocked roads, road construction and challenging parking, along with limited options once they arrive.

Resources remain necessary to encourage and support start-up entrepreneurs to begin their business life in Chinatown in a third year of the Pop-Up Place.

Marketing micro-enterprises a block at a time (Block by Block) and creating regular business-oriented materials (The Edge) fill gaps in technical assistance that are vitally needed.

b. Briefly describe the target population and how the project will meet the specific needs of the target population.

Over 60% of the businesses operating within the Chinatown neighborhood are micro-enterprises. They operate in a challenging market with ongoing road construction and no direct connection to a residential population. In this atmosphere of economic isolation, boosting the business climate by adding more businesses and providing strong business support through education and marketing will expand the overall customer base for Chinatown businesses.

Recognizing that starting a business is hard, we will seek potential entrepreneurs who are willing to make the effort. The Pop-Up Place is intended to make that journey easier for new or repeating entrepreneurs through financial underwriting (free rent, utilities and wi-fi) in Chinatown. We will use phone, direct mail, email 2026-2027 Requests for Funding Page 79
and social media to reach people for referrals, along with outreach to other organizations to assist in this search.

Providing expanded technical assistance will benefit all Chinatown micro- enterprises, new and existing. These will include marketing businesses through highlighting businesses block-by-block and creating a steady stream of strategic information that is essential for operating a micro-enterprise successfully.

c. Describe the outcomes of the proposed activity. Include how positive outcomes are defined and how successful outcomes will be measured.

It's difficult to quantify a conversation, but it is those conversations offering help and support that provide the most benefit for micro-enterprises. And those conversations from micro-enterprise owners offering thanks that provide the reward - the positive outcome. We will measure the following outcomes in PY 26:

1. # of contacts with each micro-enterprise

2. # of Pop-Up businesses assisted

3. # of businesses promoted on Block by Block

4. # of social media posts about specific micro-enterprise businesses

5. # of mentions of Chinatown micro-entrprises in newsletter

6. # of issues of The Edge during the year

7. # of issues of The Edge that are distributed by email

8. # of miles walked by our Outreach Coordinator

d. Describe consultation efforts made with the target population in the development of the proposed activity.
2026-2027 Requests for Funding Page 80
The Chinatown Board of Directors represents business and property owners in the neighborhood. Many of them own micro-enterprises, while a few operate small businesses. We have spoken with other micro-enterprises in Chinatown as well.

Businesses outside Chinatown were also consulted, along with place-based organizations throughout Fresno like the Downtown Fresno Partnership.

Overall, they recommended financial assistance and recognition. From their suggestions, we have developed Chinatown Open for Business, the Pop-Up Place, Block by Block and The Edge.

e. Describe the marketing plan for the proposed activity and how the organization will affirmatively market the program to the target population.

1. Utilize the talents of our Outreach Coordinator to collaborate with our team in fine-tuning the details of the programs. Her social media expertise is significant and she can design marketing materials (both digital and print) for use in the programs.

2. Use available digital tools like newsletter, email, social media, website and our business network to reach existing and potential micro-entrepreneurs for the Pop-Up Place.

3. Increase efforts of the Block by Block program, adding video. Publicize the details among the businesses to generate enthusiasm.

4. Research and write The Edge, ensuring that topics are relevant to Chinatown micro-enterprises.

5. Conduct our annual neighborhood assessment survey to determine the business conditions in Chinatown and to learn what new businesses might be compatible in the neighborhood.
f. The City’s Analysis of Impediments to Fair Housing Choice includes areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs – see NOFA Handbook) that include some of the City’s most vulnerable communities.

Will this program be (select only one):

Offered Citywide
Offered Citywide with an emphasis and affirmative marketing toward RECAPs
Offered exclusively to residents of RECAPs

2026-2027 Requests for Funding Page 81
g. Describe the service area:

Note: Strong applications will include clearly defined services areas. A map may be attached in lieu of a service area description.

Chinatown Fresno is bounded by Ventura Street on the south, Freeway 99 on the west, Fresno Street on the north and the railroad tracks on the east.

As a mixed-used urban neighborhood located on the western boundary of Downtown Fresno, Chinatown Fresno is primarily commercial. Decades of disinterest and disinvestment by government, agencies and nonprofits have bred distrust. A concerted economic development effort continues to be needed to support and develop this business community. Map included.

h. Estimate the number of unduplicated people expected to benefit from the project:
41 businesses with over 20 connections per business = unduplicated people or businesses will receive a direct benefit from this project.

2026-2027 Requests for Funding Page 82
i. Income Documentation
CDBG-eligible programs primarily benefit persons who earn less than 80% of the area median income. A chart containing the income limits effective as of June 1, 2025, is included as a reference below. Applicants must select one of the two options for documenting how their activity will satisfy the income eligibility requirement. Please note, these income limits are subject to change. For the most current income limits please reference the link below:
https://www.hudexchange.info/resource/5334/cdbg-income-limits/ Household Size 30% AMI 50% AMI 80% AMI
1 $19,750 $32,900 $52,600
2 $22,550 $37,600 $60,100
3 $25,350 $42,300 $67,600
4 $28,150 $46,950 $75,100
5 $30,450 $50,750 $81,150
OPTION 1: Low-Income Clientele – Presumed Benefit
Select this option only if the program will exclusively serve one of the following clienteles (select all that apply)
Older Adults (62 and older)
Severely Disabled Adults
Abused Children
Illiterate Adults
Migrant Farm Workers
OPTION 2: Low-Income Clientele – Other
Select this option if the program will serve a specific clientele not listed under the first option. The organization must document income eligibility for each program participant. Indicate below the types of documentation the organization will collect to verify income eligibility (select all that apply):

Pay Stubs / Wage Statements
W-2s
Income Tax Returns
Social Security Documentation
Bank Statements
Signed Certifications from
Beneficiaries
Other:

Other:

Other:
2026-2027 Requests for Funding Page 83
Detailed Narrative Description of Project/Program
Describe the project/program in detail in the space below. Limit description to the space provided on this and the next page.

The path to Chinatown revitalization runs through our micro-enterprises. Since Chinatown Fresno deserves a thriving business economy, support of our micro- enterprises is how we’re going to get there.

Over 60% of the businesses operating within the Chinatown neighborhood are micro-enterprises. They operate in a challenging market with ongoing road construction and no direct connection to a residential population. In this atmosphere of economic isolation, boosting the business climate while reflecting the cultural heritage of Chinatown required adding more businesses and providing strong business support through marketing and education.

CHINATOWN OPEN FOR BUSINESS staff make over 825 personal contacts with micro-enterprises during the year. Very small businesses like those in Chinatown benefit by regular connection. While there only 41 micro-enterprises in Chinatown, they are thriving because our outreach team connects with each business at least 20 times each during the year. Just today, our Outreach Coordinator walked 2.6 miles talking to micro-enterprises and small businesses in Chinatown.

Our micro-enterprise program is aimed directly at building economic and community development. The neighborhood challenges make that difficult, but not insurmountable. Chinatown Fresno is disconnected from the rest of Downtown Fresno by the railroad tracks, and from its former residential community by State Route 99. Road construction has increased over the past year with three major projects operating in Chinatown. We know that customers facing too much road construction may simply not come back, so we need ways to encourage them in. Solid job growth and an improved Chinatown economy depend on it.

There are several components in our proposal to attract customers and strengthen Chinatown micro-enterprises.

THE POP-UP PLACE A program as successful as the Pop-Up Place needs to be repeated. At the core of the Pop-Up Place is a transformative opportunity for a small group of entrepreneurs who will be invited to launch their businesses in the Pop-Up Place. This initiative is designed to inspire budding entrepreneurs and create an enduring impact on the Chinatown business environment.

This unique incubation period, which offers free rent, utilities and wi-fi, allows them to nurture their ideas from initial concept to ready-to-go micro-enterprise.

As they near the end of their six months, we will assist in finding a location in a Chinatown storefront, as well. Since our ongoing goal is to expand the 2026-2027 Requests for Funding Page 84
Chinatown commercial mix, business owners that are committed for the long- haul are important.

BLOCK BY BLOCK This program showcases businesses from a block in Chinatown each month. Business owners and employees in the specified block will be interviewed and video clips will be prepared of the business interior and exterior. As each block of businesses is chronicled, their information will be featured on social media, included in our newsletter and shared with all Chinatown businesses. . This joint promotion of micro-enterprises encourages customers, especially new customers, to visit more than one business when they come to Chinatown.

THE EDGE: YOUR COMPETITIVE ADVANTAGE Another monthly feature will be a business-help paper called The Edge. Advice will include topics such as insurance basics, effective small-business leadership, managing cash flow, and developing resilience as a micro-enterprise. To develop the content, we will call on local experts, our own research and experience, market trend analysis, and industry reports. These advice sheets will be printed and distributed, as well as transmitted to businesses digitally. Summaries will be included in our newsletter.

NEIGHBORHOOD ASSESSMENT Understanding the Chinatown Fresno neighborhood is an ongoing process. Each year in March, our Outreach Coordinator conducts a survey of all businesses, taking a measure of the business climate and updating our business database. This builds a solid foundation for strategic decision-making. This assessment will contribute to topics for The Edge and provide insights into the program's impact.

SUMMARY Chinatown's commercial district consists of small and smaller businesses that operate in a long-neglected neighborhood. Chinatown Open for Business will continue to strengthen businesses, add new micro-enterprises, and expand the customer base, leading to job growth, a sound Chinatown economy and improved quality of life.

Detailed Narrative Description of Project/Program (Continued from previous page)

2026-2027 Requests for Funding Page 85
j. Collaboration
Briefly describe how the proposed activity will be delivered in coordination with other community resources to address the overall needs of the clientele.

Collaborating
Organization/Activity Description of Collaboration
City of Fresno Economic
Development Dept
Collaborate with staff to locate potential
entrepreneurs, assist with BLOCK work and
contribute to THE EDGE
CA High-Speed Rail Authority Assist by supporting Marketing Plan Community and Economic
Development Partnership
(CEDP)
Collaborate with other place-based neighborhood
organizations that belong to CEDP to locate
potential entrepreneurs and conteribut to THE
EDGE.

Economic Development
Corporation serving Fresno
County
Work with their BRE (business retention and
expansion) specialists to improve our program
Fresno Area Hispanic
Foundation
Collaborate with FAHF to locate potential
entrepreneurs and solicite THE EDGE articles
Fresno Metro Black Chamber
of Commerce
Collaborate with FMBCC staff to locate potential
entrepreneurs and solicit THE EDGE articles
Downtown Fresno Partnership Collaborate with DFP to locate potential entrepreneurs and solicit THE EDGE articles

4. Project/Program Budget
a. The City is interested in applicants that can deploy activities in a timely manner (12 months) while balancing the need to maintain high standards of program delivery. Please propose how you will address this need.

2026-2027 Requests for Funding Page 86

The Chinatown Fresno Foundation operates Chinatown Open for Business all year, providing ongoing resources within the neighborhood. We plan to launch the new year of POP-UP PLACE in August, 2027, if approved, wraping it up in May. Since the Pop-Up Place progrm is already created, timing will be manageable in 2026/2027.

BLOCK BY BLOCK efforts shift from one block to another monthly, featuring a different block of businesses. The Chinatown area can easily be covered in 12 months.

THE EDGE, the business resources paper, is published monthly. We are partnering with other place-based groups to provide content, along with our own resources and research. This has proven to be a valuable resource for our businesses, and is complete within a year.

b. List of Funding Sources
Provide all planned funding anticipated/committed for this activity for PY 2026- 2027. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding
Source (Name
of Funder)
Name of
Funding
Program (if
applicable)
Dollar
Amount
Commitment
Status
(Committed or
Pending)
If Pending,
Expected
Commitment
Date
CA High-Speed
Rail Authority
Operations,
marketing and
community
engagement
$125,000 Pending March 15, 2026
Chad-
Zuckerberg
Initiative
Housing $150,000 Pending February 15,
2026
Measure P Arts
and Culture
Special
Project:

Underground
Tours
$30,088 Committed

2026-2027 Requests for Funding Page 87

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

The above referenced Budget worksheet is available in Excel format at www.fresno.gov/housing under the ‘Notices of Funding Available’ tab.

An Exhibit B – Budget Narrative must also be completed to provide a brief explanation of the expenses included in the budget.

Attachments to Part B Application:

EXHIBIT – Funding Commitment Letters (if available) EXHIBIT D – Letters of Support (optional – maximum 2)
EXHIBIT E – Service Area Map (required if not described in 3.g.) 2026-2027 Requests for Funding Page 88
Exhibit A: Operating Project Budget Summary (or submit via Excel) Budgeted Position
(Personnel) or Category
(Operations)
City of Fresno HUD Funds Other Funds for Project
Project
Totals (All
Funds) Salaries &
Wages
Fringe
Benefits
Totals
(City of
Fresno
HUD
Funds)
Other
Federal
Funds
State
Funds
Local
Govm't
Funds
Private /
Donor
Funds
Other
Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel (enter position titles):

Outreach Coordinator 15,000 3,750 18,750 18,750

Administrative Personnel (enter position titles):

Independent Contractors / Consultants (enter position titles):

Project Director 8,000 8,000 8,000

TOTAL PERSONNEL
BUDGET $23,000 $3,750 $26,750 $ $ $ $ $ $26,750 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Pop-Up-Place Rent and
Utilities $7,500 $7,500 Pop-Up Place expenses $533 $533

TOTAL OTHER DIRECT
COSTS $8,033 $ $ $ $ $ $8,033 INDIRECT COSTS (Select 1 indirect rate Only)
Approved Indirect Cost
Rate
De minimus 15 % Rate $5,217 5,217

TOTAL INDIRECT COST
BUDGET $5,217 $ $ $ $ $ $5,217

TOTAL PROJECT
BUDGET $ $ $40,000 $ $ $ $ $ $40,000

*An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.
2026-2027 Requests for Funding Page 89
Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary. This narrative will be used to determine eligibility of proposed expenses. 2026-2027 Requests for Funding Page 90
This budget supports Chinatown Open for Business for outreach to micro-enterprises in Chinatown; Block By Block, a promotion program through social media for micro- enterprises; The Edge, a business resource newsletter and The Pop-Up Place, an incubator for entrepreneurs with rent and utilities paid for six months. It funds primarily staff time to operate the programs. It covers key personnel, rent and operational expenses.

1. Chinatown Open for Business micro-enterprise engagement ($18,750) Our Outreach Coordinator spends most days out in Chinatown talking with micro-enterprise owners.

She serves as the Pop-Up Place manager. She collaborates with our team to determine and outfit the location, select the Pop-Up entrepreneurs, and oversee the operation. She also operates the Block By Block social media program and assists with The Edge business letter.

2. Project Director ($8,000) The Project Director is responsible for the overall vision, strategy and success of the Chinatown Open for Business, Pop-Up Place and Block By Block. She will research, do most of the writing, and edit The Edge, the monthly business letter.

3. The Pop-Up Place rent ($7,500) The venue is a critical element of the success of the Pop-Up Place and its tenants. We have been fortunate in previous years, and are already scouting new locations for PY26, if approved. This expense covers rent and utilities, since they are often included together in Chinatown locations.

4. Pop-Up Place expenses ($533) These expenses are incidentials, depending on the venue. It could be locks or display shelves or whatever is needed.

5. Indirect costs ($5217) cover the many operational expenses incurred to operate these programs within the Chinatown Fresno Foundation.

The proposed budget is designed to cover personnel salaries, venue costs and essential expenses. It supports Chinatown Open for Business, the Pop-Up Place, Block By Block and The Edge, all in support of Chinatown micro-enterprises. Salaries are the bulk of the expenses because the Outreach Coordinator and Project Director will spend significant time to assure these programs are successful.

2026-2027 Requests for Funding Page 91

January 17, 2026
Chinatown Fresno Foundation
912 F Street Fresno CA 93706 559.815.9592 [email protected]

Neighborhood organizations like the Chinatown Fresno Foundation are essential to the commercial success of their neighborhood. As the Executive Director of Highway City Community Development, Inc., I understand the importance of this organizational support, as every dollar provides tools to change the canvas in a community through workforce development and leadership. These tools are the critical pivot point that change the dynamics for each area of our city, and Chinatown is a leader in these endeavors as proven by their previously funded successful microenterprise projects - Chinatown Open for Business 2023, 2024 and 2025.

Both Highway City Community, Inc. and the Chinatown Fresno Foundation belong to the Community and Economic Development Partnership (CEDP), joining a dozen other place-based organizations throughout Fresno, working in-sync collaboratively to be positive changemakers in our city. Through CEDP, I’m familiar with the operation of the Foundation and am confident that they can provide the business support services they are proposing.

Not only is Chinatown Fresno Foundation proposing a physical location for new entrepreneurs, but they are covering rent, utilities and wi-fi for six months. They offer business consulting and social media assistance. This Community Development Block Grant proposal for Chinatown Open for Business, including Pop-Up Place, will be greatly beneficial for the Chinatown district, expanding commercial options for customers.

Sincerely,

April Henry
April Henry
Highway City Community Development, Inc.

Executive Director/CEO

Part B Exhibit D
2026-2027 Requests for Funding Page 92

June Stanfield --- 1029 F Street --- Fresno, Ca. 93706
___________________________________________________________________

Chinatown Fresno Foundation
912 F Street
Fresno CA 93706

Re: Community Development Block Grant, Chinatown Open for Business

I have been a business owner in Chinatown for over 27 years and a board member since its inception in 2018. I can say first-hand that Chinatown has been and is becoming a thriving community with the support of the City of Fresno and community grants and organizations.

Chinatown Fresno Foundation has been an intricate part of the success of the progress we're achieving. We are hands-on with communicating with our businesses on their needs and what we can do to assist.

The Pop-Up Place grant is and can continue to be an excellent outreach to continue bringing up-and-coming entrepreneurs dreams to life by providing them with a brick and mortar business in Chinatown. With the grant, we were able to cover rent, utilities, and wi-fi for six months. We also provided consultation and social media presence.

Community organizations like Chinatown Fresno Foundation are important to assist our businesses in their continued success and keep them updated to the ongoing challenges we're having, like with construction and high-speed rail.

Thanks for your consideration.

June Stanfield
June Stanfield
Owner, Golden Cuts Barbershop and Salon
1029 F Street, Fresno CA 93706

2026-2027 Requests for Funding Page 93
073072
076 084
117
075
111103
074
063
121
13 09 08
12T
38U 03
U
1139 44
04 18T
37T 35 12
062062
065 FAGAN ALLEYFAGAN ALLEY
01T 03 06
05 04 02
18 20 15 10 12 13
14 11
01 09 11 07 0610 03
8T
15 13 03 02 12 04
11 E Street E Street E Street
Kern
Inyo
Mono
F Street F Street F Street
G Street G Street G Street
Ventura
Kern
Inyo
Mono
Ventura
FresnoFresno
N
CHINA ALLEYCHINA ALLEY CHINA ALLEY071
01 02
0308 07 10 05 06
01 02 04 03 0705
13 06
12 11 0810T 09
0601 02 05 04 03
0712 0809 13
17 16T
07T01 02 06T
04 03
05T
18 20 1901 02 04 03 06 05 0301 02
2217
19T1816T
13 15 14
7T
22T
05T0911 1012
20T
081
1701 11 12 13 15
Chinatown Neighborhood Map
Feb 13 2024
24U
04T
31T
32T
26T 28T07T
27T 29T?
17T 04T 29T 30T
32U
23 21
3034 33
21 20
19T25
28 27 26 31 32
29 36
18 11T 03T 04U 07 06 05
33U
102
066
08 07 06
04 02 03
05 Types of use
Available for development
Residential
Existing buildings with 2nd-floor development potential Unavailable properties like those belonging to CA Dairies and High-Speed Rail 050040030
Central
Fish
T emple
California Dairies
Existing buildings without 2nd-floors
Fire Station
Part B Exhibit E
2026-2027 Requests for Funding Page 94
Poverello House:

Culinary Workforce Development
Program
2026-2027 Requests for Funding Page 95
2026-2027 Requests for Funding Page 96
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 2 of 7 ends

Part A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

Believing in the dignity of every person, at Poverello House we work to enrich the lives and spirits of all who pass our way by stewarding the resources made available to us through Providential and community support.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 150

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Zachary Darrah Chief Executive Officer 18
2) Linda Bowman Chief Financial Office r 24
3) Paul Stack Chief Operations Office r 15
4) Linda Bowman Chief Pro grams Officer 32
5)

Board of Directors
How often does your Board of Directors regularly meet?
Quarterl y
2026-2027 Requests for Funding Page 97
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 3 of 7 ends

List current Board of Directors below:
1) Heidi Michael/ Dr. Tushar Patel 6) Wendy Gospodnetich/ JP Sethi 2) Marc' Bady/ Charles Farnsworth 7) David Olmos/ Ken Ramos 3) Linda Bowman/ Prashant Patel 8) Andrew Slater/ Victor Thao 4) Jim Connell/ Curtis Davies 9)
5) Sharif Elkhaldy/Rebecca Garth-Nelson 10)

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Linda Bowman
Title: Chief Financial Office r
Phone/Email: 559-498-6988/ lbowman @poverellohouse.org

2) Has your agency operated with or managed federal funds within the past three
years? Yes No

4)
Have your agency’s annual financial statements been audited by an independent audit firm?
Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

No findin
gs or questioned costs were identified.

6)
Does your financial system:
a) Provide for the control and accoun tability of grant funds, property, and other assets? Yes No
b) Separately track revenue and ex penditures for the grant funds? Yes No

7)
Does your payroll system separately track staff time by grant and/or activity? Yes No

2026-2027 Requests for Funding Page 98
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 4 of 7 ends

8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No

9) Are all bank accounts reconciled monthly? Yes No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain
N/
A

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain
N/
A

2026-2027 Requests for Funding Page 99
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 5 of 7 ends

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

Authorized Signatory Name Authorized Signatory Title
1) Heidi Michael Board Chair
2) Linda Bowman Treasurer

Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

To view the City’s policy regarding signature authority, including a sample signature page and sample certification, view Administrative Order 4-1 at:
https://www.fresno.gov/personnel/human-resources-support/#administrative-order 2026-2027 Requests for Funding Page 100
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 6 of 7 ends

Part A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type  Homeless and Homelessness Prevention Programs (ESG)
Number of Applications To tal Dollar Amount Requested
1 $ 222,400
 Homeless and Homelessness Prevention Programs (HOPWA) Number of Applications To tal Dollar Amount Requested
0 $ 0
 Owner-Occupied Home Repair
Number of Applications
Total Dollar Amount Requested
0 $ 0
 Public Services (including Microenterprise Assistance and Fair Housing) Number of Applications To tal Dollar Amount Requested
1 $ 500,000
 Public Infrastructure & Facility Improvements
Number of Applications To tal Dollar Amount Requested
0 $ 0
=

GRAND TOTAL
Number of Applications To tal Dollar Amount Requested
2 $722,400
2026-2027 Requests for Funding Page 101
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 7 of 7 ends

Required Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organization’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – Most Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organiz
ation lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – List of all awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – Statement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – List of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Organization’s Articles of Incorporation (Required) Part A, Exhibit 9 – Bylaws of the Organization (Required) Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application N/A
N/A
2026-2027 Requests for Funding Page 102
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 8 of 30 ends

1. Project Summary Information – please complete the below summary information for the project/program.

Project Name (10 words or less): Culinary Workforce Development Program Amount Requested: $ 500,000.00
Provide a short description of the proposed program/activity. This description will be used in summaries and/or reports and should, therefore, clearly describe the activity proposed for funding while remaining concise. (3 to 5 sentences and must fit in the provided space).

The proposed activity will expand Poverello House’s Culinary Workforce Development Program to provide workforce training and employment services for low- and moderate-income individuals in the City of Fresno. CDBG funds will support vocational training, job readiness, and supervised work experience for participants from Poverello House’s Rehabilitation Program and the One Fresno Youth Corps Program. The project will serve two hundred (200) eligible participants over a 12- month period. The program is designed to increase employability, improve job skills, and promote long-term income stability for individuals facing significant employment barriers.

To utilize CDBG funds for a public service, the service must be either a new service or a quantifiable increase in the level of an existing service.

This project is a:

New Project/Program
Existing Project/Program

2026-2027 Requests for Funding Page 103
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 9 of 30 ends

If this is an existing project/program that has not received CDBG funding from the City previously, please briefly explain how CDBG funds will be used to quantifiably increase the level of service.

In prior CDBG-funded program years, Poverello House utilized CDBG funds to support key workforce development positions, including a Director of Culinary Services (0.25 FTE), Workforce Readiness Coordinator (1.0 FTE), and Culinary Services Trainers (3.5 FTE). These positions enabled the delivery of job training and placement services for low- and moderate-income participants. Poverello House has also leveraged existing case managers and navigation specialists to provide wraparound support, including enrollment in healthcare coverage, coordination of primary, dental, and vision care, legal services, housing navigation, and linkages to mental health services.

For PY 2026–2027, CDBG funds will be used to quantifiably increase the level of service by expanding both program capacity and the range of workforce readiness supports available to participants. This expansion directly responds to conditions in HUD-designated Racially/Ethnically Concentrated Areas of Poverty (RECAPs) within the City of Fresno. According to US Census Bureau, Response Outreach Area Mapper (ROAM), Poverello House services an area where poverty rates range from 40% to 57%. The neighborhood directly surrounding Poverello House has an estimated unemployment rate of 14.5%, compared to 7.5% in other areas of the city. These conditions demonstrate insufficiency in exisiting resources to address employability in south Fresno.

The proposed project adds a Community Engagement Coordinator (0.50 FTE)—a new position not previously f unded with CDBG—to provide structured literacy instruction. This instruction encompasses digital literacy, financial literacy, social media literacy, and basic reading and writing skills. This position will be filled by a qualified instructor with graduate-level education and prior teaching experience at California State University, Fresno. Poverello House seeks to improve participants’ access to foundational skills necessary for self-sustaining employment.

In addition, the proposed project expands access to Mental Health First Aid certification, a training not previously offered through the program. Poverello House will invest general funds to certify staff as Mental Health First Aid instructors, allowing certified in-house trainers to deliver this curriculum directly to participants. This approach will significantly increase participants’ access to this high-demand, transferable credential.

The program will continue to provide CPR/First Aid, Food Handler, and Food Protection Manager certifications. Compared to PY 2025–2026, the proposed project will increase the number of participants earning these certifications by approximately 25%. To support this increase, the program will host 50 curriculum-based workshops focused on certification preparation related to 2026-2027 Requests for Funding Page 104
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 10 of 30 ends

food safety, de-escalation, first-aid, cultural compentency, and job-relevant soft skills. The program expands participants' access to industry-recognized workforce training opportunities.

The project will also introduce a new partnership with Quinncia, an artificial intelligence–based career development platform that provides individualized resume feedback and mock interview coaching. This technology is typically available only through higher education institutions and represents a significant enhancement to employment readiness services. The professional development tool provides participants with tailored, real-time feedback to improve job placement outcomes.

Finally, Poverello House will leverage 10.0 FTE Navigation Specialists from the City of Fresno’s pilot Youth Service Corps program, along with 4.0 FTE existing Case Managers from Poverello House’s Rehabilitation Program.

Training Youth Service Corps members in navigation-related roles is new to this project and will expand the level of service available to participants.

Rehabilitation Case Managers will provide training and oversight to Navigation Specialists to deliver coordinated wraparound services, including housing navigation, benefits enrollment, and referrals to supportive services.

Youth Corps members will be counted as eligible program participants due to their disadvantaged backgrounds. These members will receive workforce training, certifications, and professional development services through this project. This expansion will increase the total number of individuals served and strengthen employment readiness outcomes.

2. Organizational Capacity
a. Briefly describe how your organization’s prior activities have resulted in meaningful impact:

Poverello House’s prior CDBG-funded activities have resulted in measurable improvements in employment readiness, credential attainment, and economic stability for low- and moderate-income individuals in the City of Fresno. Since July 2024, participants in the Culinary Workforce Development Program have earned 280 industry-recognized certifications, supporting successful transitions into permanent employment and housing.

During this period, 49 individuals transitioning from rehabilitation were placed into permanent housing, and 62 individuals secured full-time, benefited employment. To date, 40 participants have maintained both housing and employment for more than six months. This achievement demonstrates progress toward self-sufficiency.

Pro
gram graduates continue to receive stability services after completion, reinforcing 2026-2027 Requests for Funding Page 105
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 11 of 30 ends

long-term outcomes. One participant successfully launched a small bakery business, in part due to the culinary training and workforce preparation received through the program.

The program has also strengthened organizational capacity through the development of a formal culinary training curriculum, delivery of workforce readiness workshops, and placement of program participants into permanent positions. Many of these employment placements were related to culinary, hospitality, and logistics.

In addition, Poverello House serves as a work site for the One Fresno Youth Jobs Corps Program (YJCP) and leverages its Culinary Workforce Development Program to support employment pathways for emerging adults. Over the past two years, Poverello House has placed 44 Youth Service Corps members, with 39 successfully completing program objectives, reflecting an 89% completion rate. Participants receive hands-on work experience, soft skills development, and access to Food Handler/Food Protection Manager certifications. The organization’s low-barrier, tailored approach demonstrates its capacity to effectively implement youth workforce development programming while achieving positive, measurable outcomes. b. Describe the organization’s experience with administering federally funded programs of this nature and staff skills necessary to deliver the activities proposed.

Poverello House has extensive experience administering federally funded, reimbursement-based grants and contracts of similar size and scope to the proposed activity. The organization first received federal funding from the U.S.

Department of Housing and Urban Development (HUD) in 2001 and has progressively expanded its federal grant portfolio over the past two decades.

Currently, Poverello House operates 22 grant-funded programs, 18 of which are reimbursement-based federal or federally pass-through grants. The organization has consistently administered these programs in full compliance with funder requirements and has never experienced early termination of a federal grant due to non-compliance.

1. City of Fresno – Emergency Solutions Grant (ESG): Poverello House has been an annual recipient of the City of Fresno’s Emergency Solutions Grant since 2015. In 2025, the organization was awarded $209,589 in ESG funds to operate a portion of the City-wide street outreach program, with a required dollar-for-dollar match resulting in a total program budget of $419,178. ESG- funded activities include street outreach, engagement of unsheltered individuals, documentation of eligibility, service coordination, and referrals to shelter, housing, and supportive services. Poverello House has consistently met or exceeded ESG performance measures, maintained full compliance 2026-2027 Requests for Funding Page 106
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

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with HUD and City requirements, and has been awarded additional ESG funding in subsequent years based on demonstrated performance.

2. U.S. Department of Housing and Urban Development – Coordinated Entry System: In 2024 and again in 2025, Poverello House was awarded $619,103 annually to administer the HUD-funded Coordinated Entry System for Fresno County. The organization successfully managed system-wide coordination, data tracking, reporting, and compliance activities during each 12-month performance period. Poverello House met or exceeded all grant outcomes and ended both performance periods in good standing. Based on strong performance, the contract has been renewed through 2026.

3. U.S. Department of Housing and Urban Development – Rapid Re-Housing:

Poverello House was awarded $311,866 in both 2024 and 2025 to operate HUD-funded Rapid Re-Housing programs providing rental assistance and housing stabilization services to individuals with low or no income. The organization complied with all grant requirements, met or exceeded performance targets, and successfully administered the funds within the required timelines. The Rapid Re-Housing contract has been renewed through 2026.

4. Federal Emergency Management Agency – Emergency Food and Shelter Program (EFSP): Poverello House has received FEMA EFSP funding since 2010. In 2022, the organization was awarded $606,640, followed by $135,793 in 2023, to support emergency food and shelter services, including culinary services and Naomi’s House Emergency Shelter. Outcomes were tied to meals served and nights of shelter provided. Poverello House completed each performance period in full compliance and in good standing and was awarded additional funding for the 2024–2025 period.

5. Community Development Block Grant (CDBG) – Workforce Development:

Poverello House has demonstrated specific experience administering CDBG- funded workforce development projects. In PY 24–25, the organization successfully administered $240,826 in CDBG funds for a pilot workforce development program. In PY 25–26, Poverello House was awarded two additional CDBG contracts totaling $513,000 for projects of similar scope and complexity. All CDBG-funded activities have been implemented in compliance with City and HUD requirements, including eligibility documentation, performance reporting, and reimbursement procedures.

Poverello House maintains strong internal controls, grant accounting systems, and reimbursement tracking processes to support federally funded programs. The organization maintains a line of credit of up to $2,500,000 to ensure adequate cash flow for reimbursement-based grants and has not needed to draw on this line since its establishment. Program implementation is supported by experienced executive leadership, pro
gram managers, fiscal staff, and workforce development personnel 2026-2027 Requests for Funding Page 107
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Application – Public Services (including Microenterprise Assistance and Fair Housing)

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with expertise in federal compliance, service delivery, and performance monitoring.

Collectively, staff possess the skills necessary to successfully deliver the proposed activities in alignment with HUD and City of Fresno requirements.

c. For how many years has the organization administered activities of the type described in this application?
32 d. Does the organization have the follo wing in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need:

The proposed activity addresses a critical need for low-barrier employment readiness and vocational training for low- and moderate-income individuals in the City of Fresno who face significant barriers to employment, including substance use disorder, prior incarceration, homelessness, and limited work history.

According to the State of California's Employment Development Department, Fresno continues to experience persistently high unemployment, with an average rate of 8.1 percent, which remains elevated relative to state and national averages. These conditions reflect ongoing structural barriers to workforce participation, particularly for individuals with limited education, unstable housing, and minimal employment experience. According to the Bureau of Labor Statistics, Fresno's regional labor market data indicate that recent job losses have disproportionatel
y affected low-wage and entry-level workers. This employment 2026-2027 Requests for Funding Page 108
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loss limits access to stable income and housing opportunities for populations with significant barriers.

The City of Fresno's Consolidated Action Plan outlines the need for targeted workforce development interventions. Fresno Economic Opportunities Comission completed a Community Development Block Grant Community Needs Assessment in 2022 that identifies employment readiness and workforce training as priority gaps for low-income residents, particularly in racially and ethnically concentrated areas of poverty where access to stable employment remains limited.

These conditions directly affect individuals served by Poverello House, including participants enrolled in the Rehabilitation Program and Youth Corps Fellows.

Program data show that more than 200 individuals enroll annually in the Rehabilitation Program, approximately 75 percent are re-entering the community from incarceration, and fewer than 5 percent are employed at program entry.

Since 2021, the program has served 630 unduplicated individuals, approximately 78 percent of whom are persons of color, demonstrating the disproportionate impact of unemployment on communities already experiencing economic inequities.

While workforce development programs exist in Fresno, existing resources are insufficient to meet the needs of individuals with complex barriers who require work experience, industry-recognized certifications, and intensive supportive services. Many workforce programs are not designed to serve individuals in recovery or justice-involved individuals, and most lack the capacity to provide integrated services such as vocational training, paid apprenticeships, housing navigation, mental health support, and job placement within a single program model. Although entry-level employment opportunities exist in sectors such as food preparation and service, individuals without credentials, work history, or coordinated support are often unable to access these jobs.

The City of Fresno’s Consolidated Plan and Annual Action Plan prioritize activities that “expand economic opportunities” for low- and moderate-income residents.

The Action Plan further emphasizes the need to support programs that serve individuals facing multiple obstacles to self-sufficiency, including homelessness, reentry from incarceration, and limited work history. Consistent with these priorities, expanded CDBG investment in workforce development public services is necessary to improve employment readiness, increase access to stable jobs, and promote long-term economic self-sufficiency for Fresno’s most vulnerable residents.

Without dedicated CDBG investment, current systems cannot provide the scale, intensity, or coordination of services required to move these populations into self- sustaining employment.
2026-2027 Requests for Funding Page 109
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Application – Public Services (including Microenterprise Assistance and Fair Housing)

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b. Briefly describe the target population and how the project will meet the specific needs of the target population.

The proposed project will serve low- and moderate-income individuals residing in Racially and Ethnically Concentrated Areas of Poverty (RECAPs) within the City of Fresno who face persistent barriers to employment and economic stability. The primary target populations include at-risk youth ages 16–30 participating in the One Fresno Youth Jobs Corps Program and men enrolled in Poverello House’s inpatient substance use disorder (SUD) rehabilitation program. These populations experience overlapping challenges such as justice system involvement, limited work history, gaps in education and digital literacy, mental health needs, and limited access to paid, skills-based employment opportunities.

Youth Jobs Corps participants are typically disconnected from school or the labor market and require structured, supportive pathways to gain work experience and marketable skills. The project will meet these needs by providing paid apprenticeships, workforce readiness training, professional certifications, and individualized coaching within a real-world culinary and logistics work environment. Participants will also receive services designed to build soft skills, confidence, and long-term career planning. These workshops prepare them for employment with the City of Fresno or community-based organizations.

The second target population includes men enrolled in Poverello House’s inpatient SUD rehabilitation program who are predominantly unemployed, formerly incarcerated, and entering recovery with limited income and employment history. For this population, stable employment is a critical component of sustained recovery. The project will address these needs by integrating vocational training, hands-on work experience, and industry-recognized certifications directly into the rehabilitation curriculum. Workforce readiness services are paired with supportive services to help participants transition successfully into employment as they move to outpatient care.

Across both populations, the project addresses barriers to employment by combining paid work experience, credentialed training, career readiness education, and wraparound support. These services occur within a low-barrier, second-chance employment model. This approach ensures participants gain practical skills and accredited credentials needed for achieving self-sufficiency through employability.

c. Describe the outcomes of the proposed activity. Include how positive outcomes are defined and how successful outcomes will be measured. 2026-2027 Requests for Funding Page 110
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Outcome 1: Food Handler Certification - Within the 12-month program period, one hundred and fifty (150) participants will successfully complete required coursework and earn an accredited Food Handler Certification. This demonstrates introductory understanding of basic food safety and personal hygiene standards applicable to culinary/hospitality employment. Measurement: Certification records.

Outcome 2: Food Protection Manager Certification - Within the 12-month program period, fifty (50) participants will successfully complete required coursework and earn an accredited Food Protection Manager Certification. This demonstrates competency in managerial/supervisory food safety standards applicable to culinary/hospitality employment. Measurement: Certification records.

Outcome 3: Mental Health First Aid Certification - Within the 12-month program period, fifty (50) participants will complete Mental Health First Aid training and earn an accredited Mental Health First Aid certification. This increases participants’ ability to respond appropriately to mental health challenges in workplace and community settings. Measurement: Certification records.

Outcome 4: CPR and First Aid Certification - Within the 12-month program period, fifty (50) participants will complete CPR and First Aid training and earn accredited CPR/First Aid certifications. This training improves workplace safety awareness and employability. Measurement: Certification records.

Outcome 5: Resume Development Assistance - Within the 12-month program period, one-hundred and fifty (150) participants will receive individualized assistance with resume creation or revision, resulting in a completed, job-ready resume aligned with participants’ employment goals. Participants will gain access to resume building services through an AI-powered tool called Quinncia.

Measurement: Copies of completed resumes.

Outcome 6: Mock Interview Assistance - Within the 12-month program period, one- hundred and fifty (150) participants will complete in structured mock interview workshops on utilizing behavioral interview techniques, such as the STAR technique. This activities will improve workplace readiness and interpersonal competencies. Participants will gain access to mock interview software through an AI-powered tool called Quinncia. Measurement: Workshop attendance records and curriculum completion logs.

Outcome 7: Culinary Curriculum Participation - Within the 12-month program period, one-hundred (150) participants will engage in instruction within an established culinary workforce development curriculum, gaining foundational knowledge of food service operations, workplace expectations, and career pathways. Measurement: Curriculum attendance records, training logs, and instructor verification.

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d. Describe consultation efforts made wit h the target population in the development of the proposed activity.

Poverello House developed the Culinary Workforce Development Program through sustained consultation with the target population, with particular emphasis on participants of the One Fresno Youth Jobs Corps Program over the past two years.

Consultation efforts included pre- and post-participation surveys, structured interviews, and ongoing feedback collected through individual meetings with Youth Corps Fellows. More than 90%, shared their desire to achieve a professional certification at the start of the program. Participants expressed their most significant challenge to stable housing was stable income and employment.

Participant shared their experiences about barriers to employment, such as stable housing, bus passes, uniforms, and quality training up-front. This program seeks to eliminate individualized barriers Youth Corps experiences while providing a high- value apprenticeship. Input from Youth Corps allowed Poverello House to increase apprenticeships from 150 hours to 500 hours (6 weeks to 6 months). This change provides time for transformational learning to occur between workplace habits and competency operating a commerial kitchen/learning how to provide naviation- related services. Feedback also prompted the project team to purse mental health first aid certifications for participants as additional training applicable to workplaces and community settings.

Poverello House has also incorporated consultation from participants enrolled in its Rehabilitation Program. Since 2021, the organization has gathered employment- related feedback from more than 600 unduplicated individuals through intake assessments, legal needs evaluations, monthly re-assessments, participant surveys, and detailed case management notes. This consultation revealed persistent barriers to employment, including limited job skills, lack of certifications, criminal justice involvement, and stigma associated with recovery. Participants consistently identified the need for second-chance employers and transferable skills as critical components of successful reentry.

Poverello House’s consultation process is supported by a comprehensive, data- driven intake and case management system that collects demographic, employment, education, housing, and mental health information. The program reviewed demographic data, and it is expected to serve a population group where 70% of participants are persons of color with limited income. The program utilized this feedback to create specific, measurable, achievable, realistic, and time-bound program outcomes/goals to better address the needs of those served throughout RECAPs communities in the City of Fresno.

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Poverello House has implement a targeted, referral-based plan designed to reach low- and moderate-income individuals residing in the City of Fresno, with a specific focus on residents of Racially and Ethnically Concentrated Areas of Poverty (RECAPs). Outreach efforts consist of trusted messangers who possess lived experiences reflective of serving individuals experiencing barriers in RECAP communities. Poverello House partners with local collaboratives, community-based organizations, and governmental agencies to ensure programming reaches individuals impacted by unemployment, housing instability, and justice system involvement.

Outreach to individuals with substance use disorder and justice system involvement will be conducted in collaboration with the Fresno County Department of Probation, Fresno County Department of Social Services, Fresno County Department of Behavioral Health, Fresno County Superior Court, and local community-based organizations. Poverello House will provide informational workshops, program brochures, and referral materials to these partners to promote awareness of the Culinary Workforce Development Program. Additional referrals will be generated through the City of Fresno’s Homeless Action Response Team, which regularly engages unsheltered individuals and directs them to Poverello House's Rehabilitation Program. Participants may enter the Rehabilitation Program through partner referral or voluntary walk-in. The program employs a low-barrier approach for individuals residing in high-need communities.

Once enrolled in Poverello House’s Rehabilitation Program, participants will be screened for CDBG income eligibility and assessed by case managers to determine placement in the Culinary Workforce Development Program as part of an individualized care plan. Participants from RECAP communities will be prioritized for enrollment and may continue receiving workforce development services as they transition from inpatient to outpatient care. Once in outpatient care, case managers will continue to provide ongoing stability services to promote retention and successful employment outcomes.

A second outreach strategy will focus on recruitment of One Fresno Youth Jobs Corps participants residing in RECAP communities. Poverello House will collaborate with the City of Fresno, Career Nexus, and internal referral sources to identify and enroll eligible Youth Corps Fellows who meet CDBG income requirements. Poverello House has secured funding to host approximately 20 Youth Corps Navigation Specialists during this project's timeframe and will seek to renew its partnership with the One Fresno Youth Corps Program into 2027. This partnership allows for targeted outreach to low-income youth from RECAP neighborhoods.

Through coordinated referrals, RECAP-focused partner engagement, and case- managed enrollment, Poverello House will ensure the proposed activity reaches the intended target populations while maintaining compliance with CDBG eligibility. 2026-2027 Requests for Funding Page 113
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Application – Public Services (including Microenterprise Assistance and Fair Housing)

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f. The City’s Analysis of Impediments to Fair Housing Choice includes areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs – see NOFA Handbook) that include some of the City’s most vulnerable communities.

Will this program be (select only one):

Offered Citywide
Offered Citywide with an emphasis and affirmative marketing toward RECAPs
Offered exclusively to residents of RECAPs

g. Describe the service area:

Note: Strong applications will include clearly defined services areas. A map may be attached in lieu of a service area description.

City of Fresno and 412 F. Street, Fresno, CA 93706. See map attached as Exhibit E.

h. Estimate the number of unduplicat ed people expected to benefit from the project:
200 unduplicated people or businesses will receive a direct benefit from this project.

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Pay Stubs / Wage Statements
W-2s
Income Tax Returns
Social Security Documentation
Bank Statements
Signed Certifications from
Beneficiaries
Other: Medi-Cal Documentation
O t h e r :

O t h e r :
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Detailed Narrative Description of Project/Program
Describe the project/program in detail in the space below. Limit description to the space provided on this and the next page.

The Culinary Workforce Development Program is a comprehensive vocational training initiative designed to prepare low- and moderate-income individuals for employment in culinary services and related hospitality/human services fields.

The program serves participants residing in Racially and Ethnically Concentrated Areas of Poverty (RECAPs) within the City of Fresno and focuses on individuals facing significant barriers to employment, including justice system involvement, substance use disorder recovery, limited work history, and gaps in education.

The program operates as a low-barrier, second-chance employment model that integrates paid apprenticeships, hands-on vocational training, workforce readiness education, professional certifications, and coordinated supportive services. Participants are recruited primarily from Poverello House’s inpatient rehabilitation program and the One Fresno Youth Jobs Corps Program, and all participants are screened for CDBG income eligibility prior to enrollment.

Participants engage in Poverello House’s fully operational culinary services program, which produces 3,000 meals daily for the community. Culinary Services Trainers provide daily hands-on instruction in food preparation, kitchen operations, food safety practices, and workplace professionalism. The program builds on soft skills related to teamwork, punctuality, and accountability. The 1.0 FTE Workforce Readiness Coordinator supports participants through ongoing coaching, performance feedback, and employment planning. This role provides training that aligns with employer expectations and participants' career goals.

Oversight of program quality and instructional consistency is provided by the assigned leadership team: Director of Culinary Services (0.25 FTE), Director of Data Management & Grants (0.25 FTE), Director of Rehabilitation (0.25 FTE), and Chief Programs Officer (0.08 FTE). This team ensures that training activities align with industry standards and certification requirements. The team directly coordinates certifications, monitors performance outcomes, and submits reports.

A core component of the program is access to industry-recognized certifications that improve employability and workplace readiness. Within the 12-month program period, 150 participants will complete required coursework and earn an accredited Food Handler Certification, demonstrating foundational knowledge of food safety and hygiene standards. An additional 50 participants will earn an accredited Food Protection Manager Certification, reflecting competency in supervisory and managerial food safety standards. The program will also provide Mental Health First Aid certification to 50 participants, strengthening their ability to respond appropriately to mental health challenges in workplace and community settings. Additionally, 50 participants will earn CPR and First Aid certifications, improving workplace safety awareness and employability. 2026-2027 Requests for Funding Page 116
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Detailed Narrative Description of Project/Program (Continued from previous page)

Certification attainment is supported through 50 curriculum-based workshops delivered by program staff and subject-matter instructors. These workshops focus on certification preparation and skills aligned with certification requirements, including food safety, de-escalation, financial literacy, digital literacy, first aid, cultural competency, and job-relevant soft skills. Participants also engage in instruction within an established culinary workforce development curriculum, with 150 participants receiving structured training in food service operations, workplace expectations, and career pathways. The 0.50 FTE Community Engagement Coordinator will lead the workshops implementation and tailor content to participants' individualized needs.

Career readiness services are embedded throughout the program and coordinated by the Workforce Readiness Coordinator. Within the performance period, 150 participants will receive individualized resume development assistance, resulting in a completed, job-ready resume aligned with employment goals. Participants will also complete structured mock interview workshops, including training on behavioral interview techniques such as the STAR method. Resume development and mock interview services are supported through a partnership with Quinncia, an artificial intelligence–based career development platform that provides individualized feedback and interview simulation tools typically available only in higher education settings. Quinncia will bring an innovative component to the project that could scale.

To address non-employment barriers that impact job retention, the program integrates wraparound supportive services. Case Managers from Poverello House’s Rehabilitation Program provide benefits enrollment, healthcare coordination, legal services, housing navigation, and referrals to mental health services. In addition, Navigation Specialists from the City of Fresno’s Youth Service Corps Program are trained and supervised by Rehabilitation Case Managers to deliver coordinated support services. Youth Service Corps members serving in these roles are counted as eligible program participants and receive workforce training, certifications, and professional development through the program.

Through this wraparound service model, the Culinary Workforce Development Program ensures that each staffing role directly supports participant outcomes, from certification attainment and job readiness to employment placement and retention.

The program is designed to support both immediate workforce entry and long-term economic stability. Participants served through this project will receive an opportunity to be linked to Fresno's local workforce pipeline in a sector that offers accessible, second-chance employment opportunities.
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j. Collaboration
Briefly describe how the proposed activity will be delivered in coordination with other community resources to address the overall needs of the clientele.

Collaborating
Organization/Activity Description of Collaboration
City of Fresno Poverello House serves as a host site for the City of Fresno's Youth Corps Program. Fellows begin their
employment at Poverello House while they complete
their onboarding and training with the City of Fresno.

Poverello House assists in developing their
workplace skills and ability to earn professional
certifications.

Workforce Connection Poverello H ouse collaborates with Workforce Connection to provide rehabilitation participants
additional supplemental job search assistance and
supportive services.

Career Nexus Poverello House receives referrals from Career Nexus for individuals interested in participanting in
Youth Corps. Career Nexus also provides
supplemental case management and job training to
Youth Corps participants placed at Poverello House.

Quinncia Poverello House partners with Quinncia to provide participants workforce readiness training through
resume creation and mock interviewing AI-based
tools.

Fidelity Safety & Training This organization will adminster food manager exams and assist with studying prepartion.

Sysco Committed corporate partner, where participants
have preferential employment opportunities. Partner
will offer on-site visits, in-kind donations, and skilled volunteers for hands-on workshops.

4. Project/Program Budget
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a. The City is interested in applicants that can deploy activities in a timely manner (12 months) while balancing the need to maintain high standards of program delivery. Please propose how you will address this need.

Poverello House (PH) utilizes a robust financial and administrative staff in both size and capacity. Over the last four years, the organization has successful administered well over $20,000,000 in grant funds.

Administration of grant funds is completed by a collaboration of finance, administrative, and program staff. The proposal will expand upon a fully implemented program, for the project seeks to expand the number of participants who would benefit from services.

The Finance Department is headed by the CFO, Linda Bowman. Ms.

Bowman has over three decades of non-profit accounting experience.

She has administered grant funds from government and private sources into the tens of millions of dollars. She has led PH through four consecutive, clean, independent audits. Ms. Bowman manages the Finance Department, which includes five full-time equivalent staff. The Finance Department is comprised of an experienced Controller, Payroll Specialist, Accounts Payable Specialist, Accounts Receivable Specialist, and Administrative Assistant. This team has shown their capacity to administer grant funds as they currently manage 22 grants.

The Administrative Department is headed by the CEO, Zachary Darrah.

Mr. Darrah has over 16 years of experience in the non-profit sector. He has a unique understanding of the administration of grant funds as he has extensive experience in grant writing and leading organizations that utilize grant funding from many sources. Mr. Darrah will be intimately involved in the proper administration of grant funds in this program.

Poverello House has much experience in launching new programs in a timely. The organization will begin the program immediately upon being awarded.

The organization also has the ability to cash flow the ramp up needs of the program and is well-versed in the reimbursement-based grant model. Each department needed to launch the program will begin working together immediately to identify staff, program participants, and implement the robust program design. The organization anticipates no problems in deploying activities quickly and maintaining high standards of program implementation.
b. List of Funding Sources
Provide all planned funding anticipated/committed for this activity for PY 2026- 2027. If the organization has received funding commitment letters, please attach as an exhibit to this application.
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Funding
Source (Name
of Funder)
Name of
Funding
Program (if
applicable)
Dollar
Amount
Commitment
Status
(Committed or
Pending)
If Pending,
Expected
Commitment
Date
State of
California
Cal-CRG 287,852.09 Committed
City of Fresno Youth Corps 245,330.00 Pending 01/31/2025 Poverello
House
General
Funds
66,819.91 Committed

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

The above referenced Budget worksheet is available in Excel format at www.fresno.gov/housing under the ‘Notices of Funding Available’ tab.

An Exhibit B – Budget Narrative must also be completed to provide a brief explanation of the expenses included in the budget.

Attachments to Part B Application:

EXHIBIT A – Operating Budget Summary
2026-2027 Requests for Funding Page 120
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EXHIBIT B – Budget Narrative
EXHIBIT C – Prior-year audited financial statement including statement of activities, statement of financial position and statement of cash flows (required when total federal grant awards equaled or exceeded $1,000,000 during the annual audit period); or prior-year unaudited financial statement when total federal grant awards for the annual audit period was less than $1,000,000
Optional Additional Exhibits:

EXHIBIT D – Funding Commitment Letters (if available)
EXHIBIT E – Letters of S upport (optional – maximum 2)
EXHIBIT F – Service Area Map (required if not described in 3.g.) 2026-2027 Requests for Funding Page 121
Salaries & Wages Fringe Benefits
Totals
(City of Fresno HUD
Funds)
Other Federal
Funds State Funds Local Govm't Funds Private / Donor Funds Other Funds (specify) Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

Director of Culinary Services (0.25 FTE) 18,000.00 6,057.00 24,057.00 24,057.00 Workforce Readiness Coordinator (1.0
FTE) 58,240.00 19,597.76 77,837.76 77,837.76
Community Engagement Coordinator
(0.50 FTE) 29,120.00 9,798.88 38,918.88 38,918.88
Culinary Services Trainers (3.5 FTE) 174,720.00 58,793.28 233,513.28 233,513.28 Case Manager/ Navigation Specialist
(14.0 FTE) - 244,632.96 217,300.00 461,932.96
Administrative Personnel:

Director of Rehabilitation (0.25 FTE) - 25,059.38 25,059.38 Chief Programs Officer (0.08 FTE) - 13,365.00 13,365.00 Director of Data Management & Grants
(0.25 FTE) 21,250.00 7,150.63 28,400.63 28,400.63
Independent Contractors / Consultants:
- -
- -
TOTAL PERSONNEL BUDGET $ 301,330.00 $ 101,397.55 $ 402,727.55 $ - $ 283,057.34 $ 217,300.00 $ - $ - $ 903,084.88 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Mental Health First Aid Training Fees 7,500.00 3,000.00 10,500.00 First Aid/CPR Training Fees 7,500.00 3,000.00 10,500.00 Food Manager Training Fees 7,500.00 7,500.00
Food Handler Training Fees 1,765.06 1,765.06
Quinncia 5,000.00 5,000.00
Apricot Case Management System 2,790.00 2,790.00 5,580.00 Food Ingredients 75,945.56 75,945.56
-
-
-
-
TOTAL OTHER DIRECT COSTS $ 32,055.06 $ - $ 2,790.00 $ 6,000.00 $ 75,945.56 $ - $ 116,790.62 INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost Rate -
De minimus 15 % Rate 65,217.39 42,877.10 22,030.00 130,124.49 TOTAL INDIRECT COST BUDGET $ 65,217.39 $ - $ 42,877.10 $ 22,030.00 $ - $ - $ - TOTAL PROJECT BUDGET $ 301,330.00 $ 101,397.55 $ 500,000.00 $ - $ 328,724.44 $ 245,330.00 $ 75,945.56 $ - $ 1,150,000.00 *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.68).

CITY OF FRESNO
OPERATING BUDGET SUMMARY (Public Services)
Please revise this form and annotate budget items as needed All applicants are required to submit a copy of their organization’s operating budget.

City of Fresno HUD Funds Other Funds for Project
Project Totals (All
Funds)
Budgeted Position (Personnel) or
Category (Operations)
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Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary. This narrative will be used to determine eligibility of proposed expenses.

Direct Service Personnel:

Director of Culinary Services (0.25 FTE), $18,000 annual salary, and $6,057.00 annual benefits and taxes calculated at 33.65%: Is the lead staff for all employees in culinary services. The position will oversee Papa Mike's Café and operations related to meal output. They will provide food manager trainings and implement the culinary curriculum amongst staff and program participants. CDBG funding will fund 100% of the position's

0.25 FTE over the 12 months.

Workforce Readiness Coordinator (1.0 FTE), $58,240 annual wage, and $19,597.76 annual benefits and taxes calculated at 33.65%: The positions will directly mentor and supervise program participants in their activities. The coordinator will be responsible for managing service delivery to participants in rehabilitation and the Youth Corps programs.

They will provide training to program participants through career readiness/ culinary manager workshops and assist with placing individuals into industry-related employment opportunities. CDBG funding will fund 100% of these positions over the 12 months.

Case Manager/Navigation Specialist (14.0 FTE), $461,932 annual wages, benefits and taxes: Are responsible for the day-to-day case management of participants transitioning from in-patient care. This position will develop support service plans, housing plans, goals for each participant, ensure that all documents are secured (social security card, state ID, birth certificates), and assist participants with their program completion. The existing Cal CRG grant from the State of California will fund 4.0 FTE positions over the 12 months. The City of Fresno will provide funding through a separate grant for 20 part- time (10.0 FTE) Youth Corps positions as paid apprenticeships.

Culinary Services Trainer (3.5 FTE), $174,720 annual wage, and $58,793.28 annual benefits and taxes calculated at 33.65%: These positions will directly mentor and supervise program participants as they assist with meal preparation, catering events, warehouse logistics, and kitchen operations. They will provide training to program participants in Papa Mike's Café, Poverello House's full-service, no-cost resturant for patrons. The positions will help program participants coordinate food preparation and delivery. The CDBG grant will fund 100% of these 3.5 FTE positions over the 12 months.

Adminstrative Personnel:

Director of Rehabilitation (0.25 FTE), $25,059.38 annual salary, benefits, and taxes: Is the lead staff for rehabilitation participants and case managers. The position will collect data and ensure an implemented workplan. The exisiting Cal CRG grant from the State of California will fund 100% this 0.25 FTE position over the 12 months. 2026-2027 Requests for Funding Page 123
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 29 of 30 ends

Chief Programs Officer (0.08 FTE), $13,365 annual salary, benefits, and taxes: Is the lead staff for coordinating human resource activities. The position will oversee all staff, activities, and compliance in this project. The exisiting Cal CRG grant from the State of California will fund 100% of this 0.08 FTE position over the 12 months.

Director of Data Management & Grants (0.25 FTE), 28,400.63 annual salary, benefits, and taxes: Is the lead staff for tracking grant progress and training staff on roles within the project. This position will be the lead program staff for Youth Corps employees and be responsible mental health first aid training to participants. The position will provide reports and analyze data throughout the performance period to ensure the benchmaks are met. The CDBG grant will fund 100% of this 0.25 FTE position over the 12 months.

Other Direct Costs:

Mental Health First Aid Training Fees, $10,500: Funds will support Mental Health First Aid training fees, including certified instructor costs, materials, and participant certification. This training will enhance participants’ ability to identify mental health concerns, provide initial support, and refer individuals to appropriate services, thereby improving overall program responsiveness and well-being. The CDBG grant will fund $7,500 while the Youth Corps grant will fund $3,000 of these costs.

First Aid/CPR Training Fees, $10,500: Funds will support First Aid/CPR training fees, including certified instructor costs, materials, and certification. This training will improve emergency preparedness and ensure a safe environment for program participants and staff. The CDBG grant will fund $7,500 while the Youth Corps grant will fund $3,000 of these costs.

Food Protection Manager Training Fees, $7,500: Funds will support Food Protection Manager training and certification fees, including approved coursework and examination costs, to ensure compliance with food safety regulations and safe food service operations. The CDBG grant will fund 100% of these costs.

Food Handler Training Fees, $1,765: Funds will support Food Handler training and certification fees to ensure safe food handling practices and compliance with food safety regulations. The CDBG grant will fund 100% of these costs.

Quinncia, $5,000: A professional development system to help program participants with refining their resumes, practice interviews, and career coaching. The CDBG grant will fund 100% of these costs.

Apricot Case Management System, $5,580: The case management system has an annual license fee of $930 to provide access to program staff. This system will track services provided to participants. Poverello House will fund $2,790 while the CDBG grant will provide $2,790 in funding.

Food Ingredients, 75,945.56: Funds will be used to purchase ingredients for meals that participants will prepare durin
g their culinary training. Meals will be tracked in Poverello 2026-2027 Requests for Funding Page 124
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Page 30 of 30 ends

House's Papa Mike's Café and mobile food truck. This will be funded by Poverello House's general funds.

Indirect @ 15% of City of Fresno HUD Funds = $65,217.39 (Indirect costs will include such items as human resources, finance department activities, management oversight, insurance, other utilities. The Cal CRG grant will provide a $42,877.10 match and the Youth Corps grant will provide a $22,030 match. The total project's indirect will be $130,124.49.

2026-2027 Requests for Funding Page 125
The Honorable Jerry Dyer
City of Fresno
2600 Fresno Street #3070
Fresno, CA93721,
January L3rh,2025
RE: Letter of Support for Poverello House's Application to the City of Fresno's Community Development Block Grant Community Services Program
Dear Mr. Dyer:

I am writing to express my support for Poverello House's application to the Community Development Block Grant Program. Poverello House's proposal would enhance the quality of workforce development services offered within areas designated as racially and ethnically concentrated areas of poverty (RECAPs) within the City of Fresno.

Poverello House is a private, nonprofit, nondenominational organization incorporated in 1973 that serves low-income individuals throughout Fresno County by providing low-barrier shelter, substance use treatment, mental health counseling, system navigation, and workforce readiness services. ln the early L99Os, Poverello House launched the Men's Residential Rehabilitation Program to assist adult men in their determination to move past addiction and incarceration. The program provides six months of residential treatment and six months of aftercare, which includes cognitive behavioral therapy, moral reconciliation therapy, and the utilization of the 12-step programs of Alcoholics Anonymous and Narcotics Anonymous. The Residential Rehabilitation Program has provided hundreds of men with the opportunity to recover from their addiction, reunite with their families, gain meaningful employment, and become thriving members of their communities.
ln partnership with the City of Fresno, Poverello House has provided workforce readiness training to cohorts of Youth Corps Fellows. Poverello House collaborates with the City of Fresno to prepare emerging adults from foster care and other disadvantaged backgrounds for employment opportunities in the public sector. The Youth Corps Program offers comprehensive, wrap-around supportive services to Youth Corps Fellows, providing them with paid culinary apprenticeships as they transition to employment with the City of Fresno.
lf awarded, Poverello House will be able to serve an even more significant number of individuals residing in RECAP communitiei by providing workforce development opportunities and supportive services. The proposal aims to remove barriers to individuals' stability and ensure equitable opportunities for this population.

I appreciate your consideration of Poverello House's application. lf you have any questions, please don't hesitate to contact me directly at 901-559-0703.

Sincerely,
l)l!'^d
Tyrone Roderick Williams
Chief Executive Officer
Fresno Housing Authority
Dr. Marc'Bady
Chief lmpact and lnitiatives Officer
Fresno Housing Authoritv
2026-2027 Requests for Funding Page 126
**Poverello House will adopt the following map as provided by the City of Fresno. This map reflects RECAP communities throughout the City of Fresno. Poverello House will prioritize services provided within this project in the highlighted areas.
2026-2027 Requests for Funding Page 127
Upwards Care, Inc.:

The Boost Program
2026-2027 Requests for Funding Page 128
PY 2026-2027 CONSOLIDATED NOFA
PART A – COVER PAGE:

FOR-PROFIT ORGANIZATION1

MICROENTERPRISE ASSISTANCE ONLY
Part A, Section 1: General Information
Legal Name of the Organization: Date of Incorporation:

Upwards Care, Inc. 8/1/2017
UEI of Organization: Taxpayer Identification Number:

HRBLHQGMG4T5 82-2418770
Mailing Address of Organization: Organization Website Address:
1274 Owosso Avenue, Hermosa Beach, CA
90254 https://upwards.com/
Name of President (or Chair of the Board): E-mail Address:

Jessica Chang [email protected]
Name of Chief Executive or Executive Director: E-mail Address:

Jessica Chang [email protected]
Name of the Secretary: E-mail Address:

Matt Reilly1 [email protected]
Name of Treasurer (or Chief Financial Officer): E-mail Address:

Johnny Chan [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address:

Kat Fuentes Director
N/A
Primary Phone #: Alternative Phone #: E-mail Address:
626-722-7995 [email protected]
Name of Authorized Signatory: Title of Authorized Signatory:

Katherine Fuentes Director
Signature of Authorized Official: Date of Signature:
1/12/2026
Do you have an active registration with SAM.gov? Yes No Note: Active registration with SAM.gov is required. Organizations without an active registration, or those with exclusions, will be deemed ineligible. 1 This document is for eligible for-profit organizations applying for microenterprise assistance programs.

Units of local government, please complete Part A: Unit of Government Information. Non-profit organizations, please complete Part A: Non-Profit Organizations. 2026-2027 Requests for Funding Page 129
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 2 of 7 ends

Part A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

Founded in 2017, Upwards is the largest network of licensed home-based childcare providers in the United States. We are a tech-powered early-learning childcare marketplace for families, providers, employers, and municipalities with a mission to solve care for good. Our growth is a testament to the fact that people from all over the country have joined our network to realize our vision of creating a world where every family has access to quality, affordable childcare, and where caregivers thrive. We do this by partnering with key stakeholders who contribute to the success of an early care system:
childcare providers, families, private businesses, and public government entities. Our work with federal, state, and local governments is focused on implementing economic development programs that use technology powered solutions to reach underserved populations and support the early education of our youth, combating generational poverty and advancing social equity in our communities. With childcare being one of the most expensive line items in a family's household budget, services that support increased access to quality, affordable care for working families can improve housing affordability, promote job stability, increase workforce participation, decrease gender inequalities, build community wealth, and improve adult outcomes for children in underserved and underrepresented communities. Upwards believes that quality, affordable care for all is possible when stakeholders partner to be a catalyst for change.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 64 Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Starlynn Perez Program Manager 16
2) Alex Estrada Care Specialist 20
3) Kay Oliva Enrollment Specialist 6
4) Emily Kreutner Program Director 15
5) Dylan Melnick Finance Specialist 4
Board of Directors
How often does your Board of Directors regularly meet?
2026-2027 Requests for Funding Page 130
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 3 of 7 ends

Quarterly
List current Board of Directors below:
1) Jessica Chang 6)
2) Anna Barber 7)
3) Matt Reilly 8)
4) Nate Redmond 9)
5) 10)
Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Johnny Chan
Title: COO
Phone/Email: [email protected]
2) Has your agency operated with or managed federal funds within the past three years? Yes No
3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.
4)
Have your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.
5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

N/A
6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets? Yes No
b) Separately track revenue and expenditures for the grant funds? Yes No
7)
Does your payroll system separately track staff time by grant and/or activity? Yes No
2026-2027 Requests for Funding Page 131
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 4 of 7 ends

8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No

9) Are all bank accounts reconciled monthly? Yes No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain

2026-2027 Requests for Funding Page 132
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 5 of 7 ends

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

Authorized Signatory Name Authorized Signatory Title
1) Jessica Chang CEO
2) Johnny Chan COO
Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

To view the City’s policy regarding signature authority, including a sample signature page and sample certification, view Administrative Order 4-1 at:
https://www.fresno.gov/personnel/human-resources-support/#administrative-order 2026-2027 Requests for Funding Page 133
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 6 of 7 ends

Part A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type Ø Public and Community Services (Microenterprise Assistance) Number of Applications Total Dollar Amount Requested
1 $ 248,400.00
=

GRAND TOTAL
Number of Applications Total Dollar Amount Requested
!Undefined Bookmark,
NOAPPS13,noapps4) i
!Undefined Bookmark, REQ1)
2026-2027 Requests for Funding Page 134
PY26-27 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Page 7 of 7 ends

Required Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organization’s Certificate of Incorporation (Required) Part A, Exhibit 2 – Most Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – List of all awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – Statement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – List of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Organization’s Articles of Incorporation (Required) Part A, Exhibit 9 – Bylaws of the Organization (Required) Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application 2026-2027 Requests for Funding Page 135
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing) PY 2026-2027 APPLICATION
Public Service Programs
NOTE: This application is not for community services to benefit primarily homeless and individuals at risk of homelessness. If you are a homeless service provider, please use the appropriate Homeless Housing and Services application.

1. Project Summary Information – please complete the below summary information for the project/program.

Project Name (10 words or less): The Boost Program
Amount Requested: $ 248,400.00
Provide a short description of the proposed program/activity. This description will be used in summaries and/or reports and should, therefore, clearly describe the activity proposed for funding while remaining concise. (3 to 5 sentences and must fit in the provided space).

The Boost Program provides business support and technical assistance to in-home childcare providers serving children ages 0-5 and before- and after-school care up to age 13. Over 12 months, providers receive personalized coaching, operational tools, and marketing support to increase enrollment, improve revenue, and create jobs for low- to moderate-income individuals. This program will not only support microenterprise childcare providers with operational technical assistance, it will also help to create a more sustainable childcare ecosystem for families in Fresno.

T
o utilize CDBG funds for a public service, the service must be either a new service or a quantifiable increase in the level of an existing service.

This project is a:
☒ New Project/Program
☐ Existing Project/Program

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2026-2027 Requests for Funding Page 136
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing) If this is an existing project/program that has not received CDBG funding from the City previously, please briefly explain how CDBG funds will be used to quantifiably increase the level of service.

N/A

2. Organizational Capacity
a. Briefly describe how your organization’s prior activities have resulted in meaningful impact:

Our Boost program has demonstrated measurable success in expanding childcare opportunities, increasing provider revenue, and creating sustainable jobs in communities across the country. More than 90% of our Boost Programs across the country are funded by CDBG dollars. In San Jose CA, our Boost team supported 133 in-home childcare providers and ahead of schedule created 39 new teaching assistant jobs; assisting well over 400 families in the first 5 months of the program – positively impacting the local childcare ecosystem to the benefit of working families.

Given the program’s strong performance and clear impact, the City of San Jose recommended expanding Boost for a second year to reach an additional 200 LMI providers, further strengthening the local childcare ecosystem.

In Palo Alto, California, the first year of Boost led to a 40% increase in revenue for participating providers, with nearly a quarter of them expanding their capacity by hiring a Teaching Assistant. The Boost team helped over 125 families find childcare, ensuring parents had access to stable, high-quality providers. The program’s momentum has carried into its second year, and in just the first six months, Boost has already helped create five new LMI jobs, reaching key projected outcomes ahead of schedule.

In San Mateo, California, Boost exceeded its initial goals, partnering with eight home daycare providers, surpassing the original target by three. Halfway through the program year, three providers have already hired teaching assistants, resulting in the creation of two full-time and three part-time jobs. Additionally, 80% of participating providers have increased their childcare capacity, which has not only boosted their revenue but has also expanded access to affordable care for local families. The Boost team has also played a crucial role in connecting over 200 families with childcare that meets their specific needs.

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2026-2027 Requests for Funding Page 137
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Beyond these cities, Upwards has leveraged over $2 million in CDBG funding across multiple municipalities, including: San Jose (CA), San Diego County (CA), Franklin County (OH), Rancho Cordova (CA), Chula Vista (CA), Palo Alto (CA), San Mateo (CA), Greeley (CO), Clearwater (FL), and Bellevue and Bremerton (WA) to name a few.

In 2025, Upwards partnered with more than 30 municipalities to support over 500 providers across 7 states – far exceeding all projected outcomes. Boost is strengthening local economies, ensuring sustainable childcare businesses, and increasing access to affordable, high-quality care in underserved communities. The impact of the Boost program continues to grow, empowering childcare providers with the tools, resources, and financial stability needed to thrive in a challenging industry while providing working families with the care they rely on every day. b. Describe the organization’s experience with administering federally funded programs of this nature and staff skills necessary to deliver the activities proposed.

Upwards has extensive experience working with government partners and administering federal funds. We operate Federal, State, and Local programs and have become very familiar with government compliance, monitoring, and reporting requirements.

We have successfully managed over $40 million in
government-funded programs, including childcare subsidy administration in California, childcare payment facilitation for Army and National Guard Reservists, and community-based programs like Boost.

Our Boost program demonstrates measurable success in expanding childcare opportunities, increasing
provider revenue, and creating sustainable jobs in multiple municipalities. Our team includes experts in early childhood education, business operations, and technology solutions tailored specifically to support family childcare providers. With a proven track record of helping providers improve quality, expand capacity, and achieve financial sustainability, Upwards has established itself as a leader in the childcare industry.

Upwards has the capacity to carry out the proposed activities, having successfully managed large-scale childcare programs and government-funded initiatives across the country with CDBG funding.

c. For how many years has the organization administered activities of the type described in this application?

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2026-2027 Requests for Funding Page 138
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

d. Does the organization have the following in place (check box if ‘yes’)? ☒ Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
☒ Written Financial Management Policies and Procedures
☒ Non-Discrimination / Equal Opportunity Policy
☒ Conflict of Interest Policies and Procedures
☒ Procurement Policies and Procedures

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need:

Fresno faces a critical shortage of accessible, affordable childcare, which significantly impacts working families and the local economy. A survey last year revealed that 94% of residents consider childcare the most pressing issue, and 60% of families would relocate to access better options. With 40,570 children under six and 21,179 in single-parent households, reliable childcare is essential for economic stability and mobility. Existing resources are insufficient to meet this demand, as Fresno’s childcare workforce struggles with low wages, averaging $17.83 per hour, leading to high poverty and food insecurity among providers.

Most providers are unable to scale their businesses without support, which leads to large childcare deserts. The current childcare gap in the City of Fresno today is over 28,000 licensed
slots. With more than 40,000 children and less than 12,000 licensed childcare slots in the City, many parents are forced to make difficult decisions around who will care for their children and the level of early education they will receive, or not receive.

The COVID-19 pandemic further exacerbated these challenges, causing a decline in licensed
childcare options, particularly in underserved areas. The Boost program directly addresses these issues by supporting family childcare providers, predominantly low- and very-low-income microenterprise owners, through tailored business coaching, operational tools, and capacity-building assistance. Boost equips providers to stabilize and grow their businesses, create new childcare slots, and support working families with affordable, high-quality care. Without additional resources, Fresno’
s families and providers will continue to face
untenable trade-offs between childcare, employment, and basic needs.

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2026-2027 Requests for Funding Page 139
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

b. Briefly describe the target population and how the project will meet the specific needs of the target population.

The Boost Program serves low- and very low-income microenterprise owners who run licensed home-based childcare businesses. They are not only essential to the local economy
but also play a key role in stabilizing and revitalizing underserved neighborhoods where access to quality childcare is limited.These providers are primarily women and minority entrepreneurs, many of whom are the sole or primary income earners
in their households. Yet, despite the essential
service they provide, childcare providers in Fresno earn an average of $17.83 per hour or $37,086 per year, placing them in the low-income bracket (Zippia, 2025).

Home-based childcare providers face real challenges - unpredictable income, complicated regulations,
and overwhelming administrative work. Many are
operating below capacity, losing revenue, or spending too much time on paperwork instead of caring for children. Boost provides a practical, results-driven approach to help providers stabilize and grow their businesses.

To meet their needs, Boost provides a three-pronged approach: tailored coaching and technical assistance, a unique childcare management system to run their business, and an operational curriculum that helps stabilize and expand their businesses, creating new childcare slots and improving revenue. This training is practical, not theoretical. Every module
is designed to be immediately useful in a
provider’s day-to-day operations. Providers also receive support in navigating administrative burdens and licensing hurdles to enable them to grow their capacity to better serve their communities.

Boost prioritizes providers based on a High-Risk/High-Need Assessment that considers both personal and community factors. High-risk factors include low income, renter status, and minority status, particularly for Black and Hispanic

women, who often face systemic barriers to economic stability. High-need areas are identified by zip codes with a high number of single-parent households, Black and Hispanic families with children under six, and schools with high participation in free or reduced-lunch programs.

In Fresno, most of the target population lives in high-need zip codes where affordable
childcare options are scarce. Boost directly addresses this gap by equipping providers with the resources and support needed to sustain and grow their businesses, ensuring more families have access to reliable, high-quality childcare in the communities
that need it most. Therefore, this program will not
only meet the needs of its direct beneficiaries, it will also meet the needs of working families who are currently struggling to find suitable childcare options.

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2026-2027 Requests for Funding Page 140
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

c. Describe the outcomes of the proposed activity. Include how positive outcomes are defined and how successful outcomes will be measured.

Boost is designed to produce measurable, lasting change for home-based childcare providers and the families they serve. By the end of the program year, we expect:
100% of providers will develop a Business Action Plan and receive tailored marketing support.

Every provider in the program will collaborate with their Care Specialist to create a customized action plan that identifies
specific goals and strategies for business
growth. Providers will also receive personalized marketing materials, including business flyers, an enhanced CMS daycare listing with a Boost badge, and promotion in multilingual family newsletters. Measurement: • Number of business action plans developed.
30% of providers will increase revenue by at least 20%.

Many providers struggle to make ends meet. With Boost’s coaching, financial tools, and business training, they will stabilize their income, fill open slots, and run more profitable childcare businesses. Measurement: How much revenue participating providers generate over 12-month program. 80% of providers will stay in business.

Boost prioritizes providers at the highest risk of closure, often due to low enrollment and limited resources. Boost helps address providers' pain points to help them stabilize, grow, and continue serving their communities well beyond the program year. Measurement: Percent of childcare providers we support that are still open by closeout of the program.
8 new teaching assistant jobs created.

As their businesses grow, providers will need extra hands. Boost helps them reach full enrollment and generate the revenue needed to create jobs and expand capacity. Measurement: Number of teaching assistant jobs created. 30% of providers will open more childcare slots.

More available slots mean more working parents can find the care they need. By improving efficiency and reducing provider burnout, Boost increases access to high-quality childcare for families who need it most. Measurement: Number of new childcare slots opened for families, divided by total number or participating providers.

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2026-2027 Requests for Funding Page 141
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

75% of families will report high satisfaction.

Parents rely on stable, high-quality childcare to stay in the workforce. Boost supported families get reliable care, better parent-provider communication, and more flexible options that fit their needs. Measurement: Number of family tours and enrollments scheduled.

Boost measures success by tracking data, monitoring provider progress, and gathering direct feedback from providers and families. We use pre- and post-program surveys to see how income, job stability, and childcare availability change over time. Regular data tracking helps us identify what is working, make improvements, and ensure the program is meeting its goals.

d. Describe consultation efforts made with the target population in the development of the proposed activity.

At Upwards, we are deeply committed to engaging the target population to ensure our Boost program reflects their needs, priorities, and aspirations. This commitment drives our consultation efforts, which involve gathering input from childcare providers, families, and community partners at every stage of program development.

Before launching Boost, we will conduct a thorough needs assessment in Fresno to identify the most pressing challenges in the childcare sector. This process will include surveys, interviews, and focus groups
with family childcare providers,
parents, and local stakeholders. Their insights will help shape program goals, ensuring we address key issues like operational sustainability, revenue growth, and access to affordable childcare.

Boost is designed to evolve with input from participants. Providers will have multiple opportunities to share their feedback
through quarterly surveys, focus
groups, and one-on-one discussions with Care Coaches. We will use this input to fine-tune services, ensuring the program meets their real-time needs. Families who rely on Boost-supported providers will be surveyed to assess improvements in childcare access, quality, and reliability. Their feedback will provide critical insights into how Boost impacts their daily lives.

Upwards will work closely with trusted local organizations, such as Child Care Resource & Referral agencies and business associations, to gather broader insights. These partners will help identify systemic challenges and monitor Boost’s community-wide impact. By prioritizing authentic consultation, we ensure Boost remains responsive, effective, and impactful for Fresno’s childcare providers and families.

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2026-2027 Requests for Funding Page 142
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

e. Describe the marketing plan for the proposed activity and how the organization will affirmatively market the program to the target population.

The Boost program employs a strategic, multi-faceted marketing plan to ensure it reaches low- and very low-income microenterprise childcare providers and families in need of affordable care. Targeting female-led and minority-owned licensed home-based childcare providers, Boost uses data-driven outreach to identify underserved zip codes with high concentrations of single-parent households, minority families, and low-income providers.

We analyze public housing data, childcare licensing information, and demand models to focus outreach where it is needed most. Alongside this analysis, Boost uses grassroots outreach by partnering with trusted community organizations, childcare resource agencies, and local leaders to directly connect with providers.

Culturally relevant and inclusive materials are central to our approach. All program announcements, guides, and advertisements are translated into the preferred languages of the community, with bilingual staff available for direct support.

Marketing campaigns include social media, local newspapers, and targeted ads in locations accessible to the target population, such as grocery stores, bus stops, clinics, and WIC offices.

To reach low- and moderate-income families needing care, we launch family-focused outreach campaigns to connect parents with available childcare slots. Ads educate families on enrolling with participating providers and highlight the benefits of the Boost program.

Real-time engagement data is monitored to evaluate outreach effectiveness. By continuously assessing application rates and community feedback, we refine messaging and methods to ensure proportional participation reflective of Fresno’s diversity. This comprehensive strategy guarantees the program reaches and supports those most in need.
f. The City’s Analysis of Impediments to Fair Housing Choice includes areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs – see NOFA Handbook) that include some of the City’s most vulnerable communities.

Will this program be (select only one):
☐ Offered Citywide
☒ Offered Citywide with an emphasis and affirmative marketing toward RECAPs
☐ Offered exclusively to residents of RECAPs

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2026-2027 Requests for Funding Page 143
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

g. Describe the service area:

Note: Strong applications will include clearly defined services areas. A map may be attached in lieu of a service area description.

The Boost program will serve 27 Family Child Care (FCC) providers located within the boundaries of the City of Fresno. As an LMC program, Boost is offered Citywide,
but it prioritizes providers based on a High-Risk/High-Need Assessment that considers both personal and community factors. High-risk factors include low income, renter status, and minority status, particularly for Black and Hispanic women, who often face systemic barriers to economic stability. High-need areas are identified by zip codes with a high number of single-parent households, Black and Hispanic families with children under six, and schools with high participation in free or reduced-lunch programs.

In Fresno, most of the target population lives in high-need zip codes where affordable childcare
options are scarce. Boost prioritizes providers operating in these underserved communities to increase access to affordable childcare for working families. Boost directly addresses the local childcare capacity gap by equipping providers with the resources and support needed to sustain and grow their businesses, ensuring more families have access to reliable, high-quality childcare in the communities that need it most. Therefore, this program will not only meet the needs of its direct beneficiaries, it will also meet the needs of working families who are currently struggling to find suitable childcare options.

h. Estimate the number of unduplicated people expected to benefit from the project:
27 unduplicated people or businesses will receive a direct benefit from this project.

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2026-2027 Requests for Funding Page 144
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

i. Income Documentation
CDBG-eligible programs primarily benefit persons who earn less than 80% of the area median income. A chart containing the income limits effective as of June 1, 2025, is included as a reference below. Applicants must select one of the two options for documenting how their activity will satisfy the income eligibility requirement. Please note, these income limits are subject to change. For the most current income limits please reference the link below:
https://www.hudexchange.info/resource/5334/cdbg-income-limits/ Household Size 30% AMI 50% AMI 80% AMI
1 $19,750 $32,900 $52,600
2 $22,550 $37,600 $60,100
3 $25,350 $42,300 $67,600
4 $28,150 $46,950 $75,100
5 $30,450 $50,750 $81,150
☐ OPTION 1: Low-Income Clientele – Presumed Benefit
Select this option only if the program will exclusively serve one of the following clienteles (select all that apply)
☐ Older Adults (62 and older)
☐ Severely Disabled Adults
☐ Abused Children
☐ Illiterate Adults
☐ Migrant Farm Workers
☒ OPTION 2: Low-Income Clientele – Other
Select this option if the program will serve a specific clientele not listed under the first option. The organization must document income eligibility for each program participant. Indicate below the types of documentation the organization will collect to verify income eligibility (select all that apply):
☒ Pay Stubs / Wage Statements
☒ W-2s
☒ Income Tax Returns
☒ Social Security Documentation
☒ Bank Statements
☒ Signed Certifications from
Beneficiaries
☒ Other: Federal Program
Approvals (i.e. SNAP, WIC)
☐ Other:
☐ Other:

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PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Detailed Narrative Description of Project/Program
Describe the project/program in detail in the space below. Limit description to the space provided on this and the next page.

The Fresno Boost Program is a targeted initiative designed to support and grow family childcare microenterprises, particularly those operated by low- and very low-income individuals in underserved communities. Home-based childcare providers face real challenges - unpredictable income, complicated regulations, and overwhelming
administrative work. Many are operating below capacity, losing revenue, or spending too much time on paperwork instead of caring for children. Boost provides a practical, results-driven approach to help providers stabilize and grow their businesses. The program will provide 27 licensed home-based childcare providers with intensive business coaching, technical assistance, and access to advanced digital tools over a 12-month period. These providers are essential to Fresno’s childcare ecosystem, yet many face persistent challenges such as operational inefficiencies, limited marketing capacity, and inadequate financial management. Boost directly addresses these barriers by equipping providers with practical solutions to stabilize their businesses, increase revenue, and improve the quality of childcare services offered to families.

Upwards targets microenterprise childcare providers and families using a data-driven outreach strategy focused on reaching low- to moderate-income (LMI) populations.

We
use public housing data, child care licensing information, and Upwards’ proprietary supply and demand modeling to identify areas with limited childcare access and high economic vulnerability. We prioritize outreach in these areas through digital advertising, multilingual flyers, community partnerships, and direct engagement. Upwards also uses targeted social media campaigns, press releases, and community events to reach providers and families most likely to benefit from the program. We accept referrals from community organizations to ensure no eligible provider is overlooked. This approach ensures the program reaches those most in need and aligns with HUD's priority to serve underserved communities.

Each participating provider benefits from a three-pronged approach: personalized coaching, smart technology, and business training. Over the 12 month program, Upwards’ Care Coaches will work closely with providers to conduct comprehensive business assessments, identify areas for improvement, and develop tailored growth plans. This support includes guidance on budgeting, tuition collection, financial planning, and tax preparation, helping providers build sustainable and financially sound operations. Providers will also be trained to use Upwards’ Childcare Management Software, which streamlines administrative tasks such as billing, attendance tracking, and parent communications. By automating these time-consuming processes, providers can save up to 10 hours per week, allowing them to focus on expanding capacity and enhancing the care they deliver.

Boost places a strong emphasis on marketing and enrollment support to help providers increase revenue and fill vacant slots.

Providers will receive
training on building an
online presence, leveraging social media, and implementing effective local advertising

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PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

strategies. Upwards will also supply professional marketing materials—including flyers, digital advertisements, and referral incentives—to
promote participating providers and
connect them with families in need of childcare. To ensure maximum accessibility, all program materials and services will be available in both English and Spanish, with translation support for additional languages as needed.

In addition to increasing provider revenue, the Boost program will create 8 new jobs for low- to moderate-income individuals as providers
expand their operations and hire
additional staff to meet demand. This job creation will be concentrated in high-need areas of Fresno, particularly in neighborhoods with high rates of single-parent households and limited access to affordable childcare. Boost will also support providers in adding new childcare slots, creating opportunities for more than 400 low- to moderate-income children to access safe, reliable care. These expanded childcare options will help families achieve economic stability, as parents can confidently pursue employment or educational opportunities knowing their children are in trusted care.

To ensure the program meets its goals, Boost will employ a rigorous system for tracking and reporting progress. Providers will undergo pre- and post-program evaluations to measure improvements in revenue, operational efficiency, and childcare capacity.

Monthly and quarterly reports will document key outcomes, such as new jobs created, the number of childcare slots added, and hours saved on administrative tasks.

Additionally, surveys will be distributed to participating families to evaluate their satisfaction with services and their improved ability to access childcare.

Boost will deploy an inclusive outreach strategy to engage eligible providers and families. This effort includes data-driven identification of high-need areas using public housing data, childcare licensing information, and census data. Upwards will collaborate with local nonprofits, community centers, and trusted leaders to ensure effective outreach in Fresno’s diverse neighborhoods. Culturally relevant materials will be developed in multiple languages, and bilingual staff will be available to support providers and families throughout the program.

By the end of the 12-month program, Boost will achieve measurable outcomes: a 20% average revenue increase for participating providers, 8 new childcare jobs created, and significant expansion of childcare capacity. The program’s impact will stabilize Fresno’s childcare sector in several high risk neighborhoods, enabling families to access high-quality, affordable childcare while empowering providers to build thriving, sustainable businesses. Boost directly addresses Fresno’s childcare shortages and economic challenges, fostering long-term community resilience and growth.

Detailed Narrative Description of Project/Program (Continued from previous page)

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PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

j. Collaboration
Briefly describe how the proposed activity will be delivered in coordination with other community resources to address the overall needs of the clientele.

Collaborating
Organization/Activity Description of Collaboration

4. Project/Program Budget
a. The City is interested in applicants that can deploy activities in a timely manner (12 months) while balancing the need to maintain high standards of program delivery. Please propose how you will address this need.

Upwards is well-prepared to deploy the Boost program in Fresno efficiently within the 12-month timeframe while maintaining exceptional program quality.

Our national experience, proven systems, and dedicated staff allow us to implement activities seamlessly and immediately. The Boost program infrastructure—including operational tools, software, business coaching frameworks, and technical support—has already been developed and tested in cities across the United States.

Timely Deployment
Upwards will leverage its existing capacity to immediately launch outreach and recruitment efforts, targeting Family Child Care (FCC) providers and low- to moderate-income (LMI) families. Activities such as marketing campaigns, application processing, and onboarding will begin within the first month. By Month 2, providers will connect with Care Coaches and receive tailored technical and business support.

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PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

High Standards of Program Delivery
Providers will receive 12 months of continuous, hands-on coaching, 24/7 technical support, and assistance with marketing, enrollment, and financial management. The program’s tools—including Upwards' Child Care Management Software—streamline administrative tasks, allowing providers to focus on quality care. Participants will be regularly evaluated through pre- and post-surveys to measure improvements in revenue, job creation, and childcare availability.

Ongoing Monitoring and Evaluation
Quarterly surveys and reports will capture program progress, identify areas for improvement, and ensure compliance with HUD standards. Data collection will track provider outcomes, LMI family participation, and program milestones, ensuring a successful, on-schedule completion.

By utilizing Upwards’ established systems and expertise, the Boost program will deliver measurable results, such as expanded childcare access, increased provider revenue, and new job creation, within the proposed 12-month period b. List of Funding Sources
Provide all planned funding anticipated/committed for this activity for PY 2026-2027. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding
Source (Name
of Funder)
Name of
Funding
Program (if
applicable)
Dollar
Amount
Commitment
Status
(Committed or
Pending)
If Pending,
Expected
Commitment
Date
City of Fresno CDBG $248,400 Pending 6/1/2026
Upwards In-Kind
Support
$52,869 Committed 1/12/2026

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PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

The above referenced Budget worksheet is available in Excel format at www.fresno.gov/housing under the ‘Notices of Funding Available’ tab.

An Exhibit B – Budget Narrative must also be completed to provide a brief explanation of the expenses included in the budget.

Attachments to Part B Application:
☒ EXHIBIT A – Operating Budget Summary
☒ EXHIBIT B – Budget Narrative
☒ EXHIBIT C – Prior-year audited financial statement including statement of activities, statement of financial position and statement of cash flows (required when total federal grant awards equaled or exceeded $1,000,000 during the annual audit period); or prior-year unaudited financial statement when total federal grant awards for the annual audit period was less than $1,000,000
Optional Additional Exhibits:
☐ EXHIBIT – Funding Commitment Letters (if available) ☒ EXHIBIT D – Letters of Support (optional – maximum 2) ☒ EXHIBIT E – Service Area Map (required if not described in 3.g.)

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2026-2027 Requests for Funding Page 150
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Program
Director/Manager $130,000 $5,998 $40,218 $40,218 Care/Enrollment
Specialist $95,000 $8,545 $57,309
$57,309

Finance Specialist $115,000 $1,724 $11,562 $11,562 Product & Technical
Specialist $175,000 $8,745 $58,650 $58,650
Outreach Specialist $120,000 $7,196 $48,261 $48,261 Administrative Personnel (enter position titles):

Independent Contractors / Consultants (enter position titles):

TOTAL PERSONNEL
BUDGET $ $32,208

$216,000
$ $ $ $ $ $216,000
Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Training Materials $14,904 $14,904 Equipment $9,936 $9,936 Marketing for Providers $11,985 $11,985 Marketing to Families
for Providers $2,484 $2,484 Cost of Payments $11,510 $11,510 Technology Cost $1,553 $1,553 Office Supplies -
Program Specific $497 $497

TOTAL OTHER DIRECT
COSTS $ $ $ $ $52,869 $ $52,869 INDIRECT COSTS (Select 1 indirect rate Only)
Approved Indirect Cost
Rate
De minimus 15 % Rate $32,400 $32,400

TOTAL INDIRECT COST
BUDGET $32,400 $ $ $ $ $ $32,400

TOTAL PROJECT
BUDGET $ $ $248,400
$ $ $ $ $ $301,269

*An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

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2026-2027 Requests for Funding Page 151
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary. This narrative will be used to determine eligibility of proposed expenses.

The Boost Program budget outlines a total allocation of $301,269, with funding from the Community Development Block Grant (CDBG) and Upwards' private contributions.

CDBG funding will primarily cover the salaries and benefits of key program staff essential for operating the program, while Upwards will contribute to infrastructure costs, including technology, marketing materials, and program supplies.

Personnel Expenses
CDBG funds will cover $248,400 in salaries and benefits. This includes key staff responsible for business coaching, technical support, and program delivery. Personnel costs ensure the Boost team can dedicate their time to supporting in-home childcare providers. Staff benefits, such as healthcare and payroll taxes, are included to ensure stability and retention, fostering high-quality program delivery.

Non-Personnel Expenses
Upwards will contribute $52,869 to cover program infrastructure and operational costs:
- Training Materials ($14,904): Development of toolkits, guides, and resources customized for Fresno providers.
- Equipment ($9,936): Technology such as laptops and software for efficient program management and training delivery.
- Provider Marketing ($11,985): Outreach materials and digital campaigns to attract childcare providers to the program.
- Family Marketing ($2,484): Marketing aimed at connecting low-income families with Boost-supported providers.
- Payment Processing Fees ($11,510): Costs to facilitate seamless program transactions.
- Technology Costs ($1,553): Digital tools and technical resources. - Program Supplies ($497): Office and operational supplies for day-to-day program support.

The Boost team comprises experienced childcare professionals, including current and former providers with home- and center-based expertise. Their first-hand understanding of provider challenges ensures effective, culturally responsive support. Additionally,

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2026-2027 Requests for Funding Page 152
PY26-27Consolidated NOFA Part B
Application – Public Services (including Microenterprise Assistance and Fair Housing)

Upwards will provide translation services and customized resources to meet the needs of Fresno's diverse population.

By aligning CDBG funding with Upwards' contributions, the Boost Program will help participating providers increase revenue by 20%, create 8 new jobs, and expand childcare access for 400+ families. This strategic allocation maximizes long-term benefits for Fresno's low-income communities, ensuring sustainable economic empowerment for local microenterprise childcare providers.

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2026-2027 Requests for Funding Page 153
October 31, 2024
On behalf of the City of San Jose, I am pleased to express our strong support for Upwards in their response to the City of Fresno’s RFP aimed at enhancing the availability and quality of existing and new licensed Family Child Care (FCC) Home Providers. Upwards recently partnered with the City of San Jose to implement their Boost Program, which targets high-risk, high-need childcare providers in an effort to build a more sustainable operation and local childcare ecosystem for the community. Since the Boost Program's launch, Upwards has demonstrated a steadfast commitment to addressing the critical and unique challenges faced by childcare providers and families, particularly in underserved and underrepresented communities.

Their knowledge of the current childcare landscape in California is unmatched by any other organization, which has been made evident in our community's reception to the program.

Upwards has not only met but is currently exceeding our program outcome expectations. Their innovative approach exemplifies their capacity to provide essential support to childcare providers at scale, by offering business training, technical assistance, and access to an advanced Child Care Management Software. Upwards has significantly improved operational efficiencies for providers in San Jose and is actively expanding local childcare capacity through these participating providers. The success stories from other various California cities highlights the tangible impacts of their efforts: increased operational revenue, job creation, and expanded access to affordable childcare for families.

Upwards’ dedication to inclusivity is particularly commendable. Their bilingual support system ensures that non-English-speaking providers receive the guidance necessary to navigate the complexities of establishing and operating licensed childcare facilities. This culturally responsive approach not only addresses barriers to access but also fosters a diverse and robust childcare landscape.

Moreover, Upwards has proven to be a fiscally responsible organization, maintaining transparency and accountability in all operations and reporting. Their successful partnerships with various governmental entities reflects their capacity to manage resources effectively while adhering to local, state and federal compliance standards.

I wholeheartedly endorse Upwards as a valuable partner in advancing Fresno’s objectives for increasing the capacity of existing and new licensed childcare providers. Their expertise, innovative programs, and commitment to community impact align perfectly with the goals of improving childcare access and quality across our region. 2026-2027 Requests for Funding Page 154
Thank you for considering this letter of support. I am confident that Upwards will deliver exceptional results in your community.

Sincerely,
Stephanie Gutowski
Stephanie Gutowski
Housing Policy and Planning Administrator
Grants Management – Housing Department
[email protected]
2026-2027 Requests for Funding Page 155
December 8, 2024
I am pleased to express our support for Upwards in their response to the City of Fresno’s RFP aimed at enhancing the availabi
lity and quality of existing and new licensed Family Child Care (FCC) Home Providers. Upwards recently received
a Community Development Block Grant (CDBG) in the amount of $40,000 from the City of San Mateo to implement their Boost Program, which targets high-risk, high-need childcare providers in an effort to build a more sustainable operation and local childcare ecosystem for the community.

Since the Boost Program's launch in July 2024, Upwards has demonstrated its commitment to addressing the critical and u
nique challenges faced by childcare providers and families, particularly in underserved and underrepresented communiti
es. Their reporting is on-time and shows good progress towards meeting or exceeding the program goals.

Their innovati
ve approach exemplifies their capacity to provide essential support to childcare providers at scale, by offering
business training, technical assistance, and access to an advanced Child Care Management Software.

Upwards’ commitment to inclusivity is demonstrated by their bilingual support system, which ensures that non- English-speaking providers receive the guidance necessary to navigate the complexities of establishing and operating licensed
childcare facilities.

As the City’s CDBG administrator, I recommend Upwards as a valuable partner in advancing Fresno’s objectives for increasing the capacity of existing and new licensed childcare providers. Their expertise, innovative programs, and commitment to community impact align well with the goals of improving childcare access and quality across our region.

Thank you for considering this letter of support. I am confident that Upwards will deliver results in your community.

Sincerely,
Rachel Horst
Housing & Neighborhood Services Manager
Community Development Department
[email protected]
cc:

Zachary Dahl, Community Development Director
Alex Khojikian, City Manager

CITY OF SAN MATEO

COMMUNITY DEVELOPMENT DEPARTMENT
330 W. 20th Avenue
San Mateo, CA 94403
www.cityofsanmateo.org
(650) 522-7000
2026-2027 Requests for Funding Page 156
2026-2027 Requests for Funding Page 157
Owner-Occupied Rehab

Entity Project Name Amount Requested
Self-Help Enterprises Housing Rehabilitation Program $ 400,000.00 Total $ 400,000.00

2026-2027 Requests for Funding Page 158
Self-Help Enterprises :

Housing Rehabilitation Program
2026-2027 Requests for Funding Page 159
2026-2027 Requests for Funding Page 160
N
ote: Active registration with SAM.gov is required. Organizations without an active registration, or those with exclusions, will be deemed ineligible.

Part
A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:
"Working together with low -income families to build and sustain healthy homes and communities."
Pleas
e mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 220 Pleas
e provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Melissa Valdez Assistant Director 23
2) Matt Fults Rehab Manager 8
3) Gerardo Gomez Project Manager 26
4) Gustavo Quiroz Housing Rehab Manager 1
5) Liz Vidrio Administrative Analyst 2
Board of Directors
2026-2027 Requests for Funding Page 161
How often does your Board of Directors regularly meet?
Once per month
List current Board of Directors below:
1) Yolanda Meraz, Chair 6) Dave Herb
2) Tina Sumner, Vice Chair 7) Kayode Kadara
3) Tim Denton 8) Ivan Lopez
4) Luis Elizondo 9) Lupe Martinez
5) Olivia Gomez 10) Steve Montez
Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: David Ebenezer
Title: Chief Financial Officer
Phone/Email: 559-802-1602/ [email protected] 2) Has your agency operated with or managed federal funds within the past three years? Yes No
3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.
4)
Have your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.
5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

The Schedule of Expenditures of Federal Awards (SEFA) initially provided by the Organization was incorrect. After the errors were identified, the SEFA was adjusted to accurately report total federal awards expended.

A strong system of internal controls and management review requires that expenditures for all federal grants are accumulated and included on the SEFA in compliance with applicable standards.

Internal controls over the preparation of an accurate SEFA were not properly designed and were not placed in operation.

As a result of this condition, federal grant expenditures were understated by $3,920,000. The final SEFA was corrected and is properly presented. 2026-2027 Requests for Funding Page 162
We recommend the Organization develop and implement a more robust system for the preparation of the SEFA for financial reporting purposes and compliance with auditee requirements identified in the Uniform Guidance. The Organization should review grant agreements and identify the proper method of reporting expenditures. Activity should reconcile to information in the accounting system as well as be reflected in the accounting system. The process should include a secondary review of the schedule by someone other than the preparer.
6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets?
Yes No
b) Separately track revenue and expenditures for the grant funds? Yes No
7)
Does your payroll system separately track staff time by grant and/or activity? Yes No
8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No
9) Are all bank accounts reconciled monthly? Yes No 10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.)
Yes No
If yes, please explain
11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain
12)
Does your agency have policies that address the following? Ethics/Professional Conduct Yes No
Pay Rates and Benefits Yes No
Discrimination Yes No
Purchasing/Procurement Yes No
Property and Equipment Yes No
2026-2027 Requests for Funding Page 163
Segregation of Duties Yes No
Time and Effort Reporting Yes No
Record Retention Yes No
13)
Does your agency certify that they are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal or State department or agency? Yes No
2026-2027 Requests for Funding Page 164
Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board C
hair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary
If y
ou will be unable to provide the two requested signatures or intend to otherwise deviate from the standard signature authority, please indicate the names and titles of the authorized signatories below and provide the names and titles of the person(s) authorized to execute agreements on behalf of your organization in your board- certified resolution.

Authorized Signatory Name Authorized Signatory Title
1) Thomas J. Collishaw President/CEO
2) David Ebenezer Treasurer
Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

To vi
ew the City’s policy regarding signature authority, including a sample signature page and sample certification, view Administrative Order 4-1 at:
https://www.fresno.gov/personnel/human-resources-support/#administrative-order Draft Resolution attached. Signed resolution expected to be submitted on or before 1/30/2026
2026-2027 Requests for Funding Page 165
P
art A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type  Hom
eless and Homelessness Prevention Programs (ESG)
Number of Applications Total Dollar Amount Requested $
 Hom
eless and Homelessness Prevention Programs (HOPWA)
Number of Applications Total Dollar Amount Requested $
 Owner-O
ccupied Home Repair
Number of Applications Total Dollar Amount Requested
1 $ 400,000.00
 Pub
lic Services (including Microenterprise Assistance and Fair Housing) Number of Applications Total Dollar Amount Requested
$
 Publi
c Infrastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested
$
=

GRAND TOTAL
Number of Applications Total Dollar Amount Requested
1 $400,000.00
2026-2027 Requests for Funding Page 166
R
equired Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organization’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – M ost Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – Li st of all awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – S tatement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – Li st of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Or ganization’s Articles of Incorporation (Required) Part A, Exhibit 9 – By laws of the Organization (Required) Part A, Exhibit 10 – Res olution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application 2026-2027 Requests for Funding Page 167
FY 2026-2027 APPLICATION
Owner Occupied Home Repair Programs

1. Project Summary Information – please complete the below summary information for the project/program.

Project Name (10 words or less): HCDDHousing Rehabilitation Program Amount Requested: $ 400,000.00

Provide a short description of the proposed program/activity. This description will be used in summaries and/or reports and should, therefore, clearly describe the activity proposed for funding while remaining concise. (3 to 5 sentences and must fit in the provided space).

This grant application seeks funding for the the implementation of City of Fresno's Home Repair and Rehabilitation Program. The primary focus of the program is to address critical health and safety issues, property aging, maintenance concerns, and code violations within existing units to significantly improve living conditions for qualified Fresno homeowners and residents.

Through this program, Self Help Enterprises' staff will work collaboratively with low-income homeowners and local contractors to address essential building components, including roofing, windows, and flooring, as well as crucial systems such as plumbing, electrical, cooling, and security. By addressing these vital aspects, the program ensures the well-being of owner-occupied households while enhancing the overall safety and quality of housing for residents throughout the City of Fresno.

2026-2027 Requests for Funding Page 168

2. Organizational Capacity
a. Briefly describe how your organization’s prior activities have resulted in meaningful impact:

With over 60 years of housing and rehabilitation experience in the Central Valley, Self-Help Enterprises (SHE) is qualified to implement owner-occupied repair and rehabilitation services in the City of Fresno. In 2024, SHE rehabilitated its 7,000th home since launching the Owner-Occupied Rehabilitation Program.

Since the program’s inception in 1974, SHE has administered a wide range range of state and federal housing programs, including CDBG, HOME, CalHome, PLHA, MORE, and BEGIN, in partnership with 43 local jurisdictions throughout the San Joaquin Valley. Over the years, SHE has played a pivotal role in implementing housing rehabilitation programs, homebuyer initiatives, and new unit development projects. Since 2018, SHE has partnered with the City of Fresno on a CDBG- funded home repair program, completing 97 projects, with three projects currently under construction, six pre-approved applications, and a waiting list of more than 300 interested homeowners. Each project focuses on rehabilitating critical home systems for low-income homeowners at an average cost of approximately $20,000 per unit.

Leveraging its extensive experience, SHE’s staff is ready to apply industry best practices in grant administration and housing rehabilitation. The City of Fresno benefits from highly skilled personnel located at SHE's offices in Visalia and Madera. With a combined 40 years of experience, staff are proficient in applicant and property eligibility analysis, loan processing, and construction management.

Additionally, the bilingual capabilities of many SHE staff members, fluent in English and Spanish, along with interpreter services for other languages, ensure effective communication with program participants.

Beyond program execution, SHE has a robust background in grant writing, with 577 successful grant applications for CDBG, HOME, PLHA, and CalHome housing rehabilitation, homebuyer programs, and public services and infrastructure projects across nine counties in the San Joaquin Valley. SHE currently administers 96 CDBG, HOME, PLHA, USDA, and CalHome-funded housing rehabilitation, ADU, and/or homebuyer assistance programs. These programs extend SHE’s fiscal expertise to communities in Fresno, Kern, Kings, Madera, Merced, Mariposa, Stanislaus, San Joaquin, and Tulare counties.

SHE’s staff excels in cost-effective management and brings extensive experience with various financing programs, including BEGIN, CalHome, CDBG, HOME, the Neighborhood Stabilization Program, the HELP Program, USDA Housing Preservation Grants, and CalHFA Financing. SHE has consistently met timelines 2026-2027 Requests for Funding Page 169
and cost-efficiency standards set by the Department of Housing and Urban Development (HUD) and the Department of Housing and Community Development (HCD) for the hundreds of CDBG, HOME, PLHA, and CalHome- funded programs it has administered.

Over the past 60 years, SHE has made a profound impact on the communities it serves. To date SHE has been responsible for the rehabilitation of over 7,000 homes. Additionally, SHE has established over 36,000 water and sewer connections, provided emergency water services to 15,500 households, and delivered housing counseling to 18,000 families. SHE has also helped 2,500 homebuyers secure affordable financing outside of the self-help program. In 2025 SHE saw the completion of five ADU’s throughout the nine-county service area. In total, over 85,000 families have been positively impacted by these efforts. b. Owner-Occupied Home Repair Program Delivery Experience (select one)
Continued operation of existing program active four or more years Four years of experience, but not active in last 12 months Less than four years of experience
No active owner-occupied home repair program experience

If you identified Owner-Occupied Home Repair Program Delivery Experience above, please indicate below if any of that experience utilized the following funding:

CDBG Program
Other State or Federal Grant Program (Specify: HOME, CalHome, PLHA, MORE, and BEGIN )

c. Describe the organization’s experience implementing a home repair program.

Include the qualifications and experience of staff specifically in construction, project management, and community engagement.
2026-2027 Requests for Funding Page 170
SHE has successfully administered Owner-Occupied Home Repair and Rehabilitation programs, serving low-income households through CalHome, CDBG, and HOME funding. Since 1974, these programs have benefited over 7,000 households across its nine-county service area (Fresno, Kern, Kings, Madera, Mariposa, Merced, San Joaquin, Stanislaus and Tulare Counties). SHE has also assisted 70 OOR participants in the past year.

SHE staff have experience in all program administration and implementation duties associated with the CDBG program, which include:

Administrative Analysts: Responsible for program marketing, reporting, and financial management. Duties include submitting draw requests, environmental review, tracking expenditures, and ensuring compliance with all applicable federal, state, and local regulations.

Project Managers: Assess properties to identify necessary repairs, work directly with homeowners to obtain bids, and secure licensed contractors. Project Managers oversee rehabilitation work to ensure compliance with local and state building codes and health and safety standards, process owner-approved contractor payments, and clear construction liens upon project completion.

Assistant Project Managers: Provides support to the Project Manager.

Communication and Outreach Specialist: Conduct initial participant intake and prequalification, and lead program marketing and outreach efforts to ensure eligible homeowners are informed of available assistance.

Loan Processors: Determine household income eligibility, evaluate property value and total encumbrance, review appraisals, and support loan origination, underwriting, packaging, and closing in accordance with program requirements.

d. Describe the organization’s operational resources, such as facilities near the service area, software, and systems to support program delivery. 2026-2027 Requests for Funding Page 171
SHE maintains two offices located near the City of Fresno, in Visalia and Madera, providing convenient access to the service area. These locations support efficient program administration, coordination with City staff, and direct engagement with program participants.

SHE utilizes a secure Microsoft Access database to track participant information, project status, and program deliverables throughout the application, construction, and administrative phases. This system allows staff to monitor progress, ensure compliance, and maintain accurate records for reporting and auditing purposes.

In addition, SHE maintains a dedicated informational page on its official website that provides detailed program descriptions, eligibility criteria, and application requirements. The webpage includes direct contact information and an easy-to- use web form that allows interested homeowners to submit inquiries directly to an outreach specialist. Outreach staff respond to inquiries and guide participants through the application and eligibility process, ensuring clear communication and timely assistance.

e. Does the organization have the following in place (check box if ‘yes’)? NOTE: These items will need to be submitted by the organization prior to the execution of the subrecipient agreement.

Written policies and procedures for the proposed program (i.e. intake, eligibility, income, race & ethnicity, file management) Housing Repair Standards/Guide
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Lead-Based Paint Certification (or able to contract with a Lead-Based Paint Consultant)
2026-2027 Requests for Funding Page 172

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need:

The Owner-Occupied Home Repair and Rehabilitation Program is designed to preserve decent, safe, and affordable housing for low- and moderate-income homeowners within the City. The program provides critical assistance to homeowners with limited financial resources by addressing necessary health and safety repairs and bringing homes into compliance with the City’s Building Code and Housing Quality Standards.

In addition to improving individual housing conditions, the program supports neighborhood stabilization by targeting substandard units and preventing further deterioration of existing housing stock. These improvements help maintain community quality, protect long-term housing affordability, and reduce the risk of blight in Fresno neighborhoods.

b. Briefly describe the target population and how the project will meet the specific needs of the target population.

The target population for the program consists of low-income homeowners residing within the City of Fresno. SHE staff will work closely with homeowners and licensed contractors to address critical health and safety deficiencies and improve essential building components. Eligible repairs may include roofing, windows, flooring, and major home systems such as plumbing, electrical, cooling, and security. Services are available to income-qualified homeowners occupying single-family residences within the City limits.

Marketing and outreach activities will be strategically designed to reach eligible single-family homeowners throughout Fresno and will be conducted in both English and Spanish. SHE will utilize a range of outreach methods, including flyers, brochures, door hangers, postcards, public service announcements, and social media platforms. Printed materials will be distributed at City facilities, public offices, and through targeted mailings. Outreach efforts will also include coordination with community leaders, businesses, and organizations that serve populations requiring additional outreach.
2026-2027 Requests for Funding Page 173
In addition, advertisements and informational articles will be placed in widely circulated local newspapers. Outreach will extend to community-based organizations, service providers, colleges, and faith-based organizations to ensure broad awareness of the program and equitable access for eligible homeowners.

c. Describe the outcomes of the proposed activity. Include how positive outcomes are defined and how successful outcomes will be measured.

The Owner-Occupied Home Repair and Rehabilitation Program will benefit income-qualified homeowners and their households by improving health and safety conditions, reducing financial strain, and protecting the household’s primary asset, the home. By bringing critical building components into compliance with applicable building codes and safety standards, the program directly addresses unsafe living conditions and promotes healthier home environments. Improvements may include the remediation of lead-based paint hazards, correction of faulty electrical wiring, and repair of structural deficiencies.

Program-funded repairs help reduce housing-related costs for low-income households, allowing families to redirect limited financial resources toward essential needs such as food, healthcare, and education rather than unplanned or emergency maintenance expenses. Rehabilitation activities also protect and may enhance the value of the home, which is often the most significant financial asset for low-income households, supporting long-term housing stability and wealth preservation.

Positive outcomes are defined by the successful completion of a home repair or rehabilitation project for an eligible homeowner. For many low-income households, minor repairs such as a leaking roof, a malfunctioning HVAC system, or unsafe electrical wiring represent serious health and safety emergencies. Addressing these issues results in immediate and meaningful improvements to household safety, comfort, and quality of life.
2026-2027 Requests for Funding Page 174
Program success will be measured using quantifiable performance indicators, including the number of homes rehabilitated, the average rehabilitation cost per unit, the number and type of systems repaired or replaced, such as roofing, electrical systems, windows and doors, and accessibility modifications, and the demographics of households served. A primary program objective is to prioritize rehabilitation activities in RECAP areas, ensuring resources are targeted to neighborhoods with the greatest demonstrated need.

d. Describe consultation efforts made with the target population in the development of the proposed activity.

SHE receives regular inquiries from homeowners interested in the housing rehabilitation program. Currently, SHE maintains a waiting list of more than 300 interested homeowners. Given current funding allocations, eligible homeowners may wait up to three years before assistance can be provided.

e. Describe the marketing plan for the proposed activity and how the organization will affirmatively market the program to the target population. 2026-2027 Requests for Funding Page 175
The Owner-Occupied Home Repair and Rehabilitation Program (OOR) will assist eligible owner-occupants to address health and safety issues of single-family homes located within City limits by providing assistance in the form of unrecorded grants to finance the cost of necessary repairs. SHE will ensure that marketing and implementation of the OOR program is impartial and will comply with all applicable fair housing laws, through practices such as using comprehensive, non-biased marketing material, standardized application processes, and making reasonable accommodations for those with impairments.

SHE will market the program in a manner that will reach all community members, with specific outreach to populations who do not receive adequate services. General marketing efforts will include digital advertising and the distribution of program posters and brochures at City Hall, local public transportation hubs, businesses, medical facilities, and schools. Additional outreach methods may include social media posts and informational booths at community events. Advertisements and informational articles will be placed, as appropriate, in newspapers that are widely circulated throughout the City.

Informational meetings will be offered to potential applicants to explain program requirements and eligibility criteria. These meetings may be conducted one-on-one by phone, in person, or in group settings, including through Housing Counseling and Education activities. While demand for assistance typically exceeds available funding, and minimal formal outreach is often required, SHE will continue to implement marketing activities to maintain a balanced and active interest list.

Demographic characteristics of applicants and participants will be collected and compared to overall City demographics to assess equitable access to program services. If analysis indicates that certain populations are underserved or that disparities exist in program participation, the SHE will develop and implement targeted outreach strategies to address those gaps.

Based on U.S. Census data, SHE has identified individuals between the ages of 19 and 24, persons age 65 and older, and individuals identifying as American Indian or Alaska Native as populations that may be less likely to receive adequate services.

Targeted marketing and outreach efforts will therefore be directed toward these groups to promote awareness of and access to the OOR Program.

f. How will program participants be identified, qualified, and prioritized in a way that addresses the greatest needs?
2026-2027 Requests for Funding Page 176
Home repair grants are available to all income-eligible owner-occupied households within the City of Fresno. While the program is not exclusively targeted to Racially or Ethnically Concentrated Areas of Poverty (RECAPs), applicants residing in these areas will receive priority consideration.

SHE will maintain and manage a centralized waiting list for interested homeowners. Applicants will be placed on the waiting list upon expression of interest and initial eligibility screening. Assistance will generally be provided on a first-come, first-served basis, with prioritization applied in accordance with program guidelines. Priority will be given to eligible homeowners who have not previously received assistance through the program, as well as those meeting established priority criteria.

g. T he City’s Analysis of Impediments to Fair Housing Choice is includes areas identified as Racially/Ethnically Concentrated Areas of Poverty (RECAPs – see NOFA Handbook) that include some of the City’s most vulnerable communities.

Will this program be (select only one):

Offered Citywide
Offered Citywide with an emphasis and affirmative marketing toward RECAPs
Offered exclusively to residents of RECAPs
h. Beneficiaries
Owner-Occupied Home Repair Programs are income restricted and benefit low- to moderate-income households. The below income limits are provided for reference; current HUD income limits for California, Fresno can always be found at: www.hudexchange.info/resource/5334/cdbg-income-limits/. Please acknowledge this restriction below:

I acknowledge that the Home Repair Programs in this application are restricted to low- and moderate-income persons as defined by HUD. 2026-2027 Requests for Funding Page 177
Current Annual Income limits

Household Size 30% AMI 50% AMI 80% AMI
1 $19,750 $32,900 $52,600
2 $22,550 $37,600 $60,100
3 $25,350 $42,300 $67,600
4 $28,150 $46,950 $75,100
5 $30,450 $50,750 $81,150
6 $32,700 $54,500 $87,150
7 $34,950 $58,250 $93,150
8 $37,200 $62,000 $99,150

i. How many unduplicated housing units are planned to be addressed using the funding in this application?
12 housing units will be addressed using the funding in this application 2026-2027 Requests for Funding Page 178
j. Relocation Compliance
Permanent displacement will not be allowed under any of the above programs. If the project involves temporary relocation, a Relocation and Temporary Displacement Plan will need to be provided before execution of a subrecipient agreement. In addition, the budget will need to list any proposed temporary relocation cost. Please select the box below if this proposed activity involves temporary relocation of any persons.

The proposed activity involves temporary relocation of one or more people If the project involves temporary relocation, please indicate below how temporary relocation will be addressed:

Owner-occupants may be eligible for temporary relocation assistance if SHE, acting as the Subrecipient, determines that health or safety hazards exist during the rehabilitation process. When temporary relocation is deemed necessary, eligible costs associated with relocation may be covered using funds from the applicant’s rehabilitation assistance, in accordance with program guidelines and applicable regulations.

2026-2027 Requests for Funding Page 179
k. Procurement Process
If you have not attached a copy of the agency’s procurement policy, provide a narrative description of the planned process for procuring contractors/ subcontractors and construction-related professional and other services. Note:

Submittal of the Procurement Policy and Procedures for City review and acceptance will be required prior to the execution of the subrecipient agreement.

Procurement Policy is attached to this document, or;
A narrative description of the organization’s procurement process is below:

2026-2027 Requests for Funding Page 180
l. Detailed Narrative Description of Project/Program
Provide a detailed description of the program model, identifying any anticipated challenges or limitations, and strategy and plan for mitigating or overcoming the challenges. Limit the description to the following two pages.

The Owner-Occupied Home Repair and Rehabilitation Program provides critical assistance to income-eligible owner-occupied households within the City of Fresno, with a focus on residents living in Racially or Ethnically Concentrated Areas of Poverty (RECAPs). SHE will administer the program for homeowners with household incomes at or below 80 percent of the County median income whose properties are located within City limits. Eligible homeowners must be current on property taxes and maintain homeowner’s insurance. Creditworthiness is not required, as assistance is provided in the form of a grant.

Program implementation begins with outreach and eligibility determination.

SHE will ensure that target populations, particularly households located in RECAP areas, are informed of the program through multiple marketing channels. Once a homeowner expresses interest, SHE will conduct an application process to verify income eligibility, owner occupancy, property ownership, and compliance with all program requirements.

Upon qualification, SHE staff will complete a comprehensive property assessment to identify necessary repairs, prioritizing improvements that address health, safety, and habitability concerns. The program focuses on major building components and systems, including plumbing, electrical, cooling, security, and other structural elements required to meet applicable building and code enforcement standards.

For homes constructed prior to 1976, the program includes lead-based paint testing and abatement to eliminate exposure risks. Based on the assessment, SHE will develop a customized scope of work tailored to each household’s needs. Eligible repairs may include roofing, siding, windows, plumbing and electrical systems, termite treatment, and mobility or accessibility modifications.

SHE will work with licensed and qualified contractors to complete rehabilitation activities, ensuring that all work complies with local building codes and program requirements. Grant funds will be disbursed directly to contractors for approved repairs, and total assistance per household will not exceed $25,000.

Throughout the rehabilitation process, SHE staff will provide ongoing support to homeowners, including assistance with documentation, contractor coordination, and quality control. The program anticipates completing twelve home repair projects, improving living conditions for vulnerable residents while preserving Fresno’s existing housing stock.
2026-2027 Requests for Funding Page 181
SHE has identified potential challenges associated with program implementation and developed strategies to address each risk. One challenge is ensuring effective outreach to eligible households, particularly those with protected characteristics. To address this, SHE will implement a comprehensive marketing strategy using multiple platforms and culturally appropriate materials, including language-accessible outreach, to ensure broad and equitable awareness.

SHE also recognizes that some applicants may experience difficulty completing the application process, which can result in delays. To mitigate this risk, SHE loan processors will provide direct, one-on-one assistance to guide applicants through required steps. Clear deadlines will be communicated to ensure timely processing, and applicants who do not meet deadlines will be informed of their option to reapply.

Conflicts between homeowners and contractors are another potential concern.

SHE will utilize a transparent contractor selection process that includes homeowner participation, competitive bidding, bid walkthroughs, and detailed inspections. In the event of disputes, SHE will facilitate communication between parties to resolve issues efficiently and professionally.

Finally, SHE acknowledges that environmental review timelines may present challenges that could delay project start dates. While environmental clearance remains the responsibility of the City, SHE’s staff, with extensive experience in HUD environmental review procedures, will support the City by providing complete and timely documentation and maintaining regular coordination.

Recent process improvements, including the outsourcing of historic preservation reviews, will further reduce delays and support timely completion of Environmental Review Records.
2026-2027 Requests for Funding Page 182

4. Project/Program Budget
a. Proposed Form of Assistance to Beneficiary Requested:

Grant
Forgivable Loan
Loan, below-market interest rate
If a loan is proposed, please provide the loan terms requested:

If a loan is provided, does the applicant propose to maintain the loan repayments within the proposed program?
Yes No

b. The City is interested in applicants that can deploy activities in a timely manner (18 months) while balancing the need to maintain high standards of program delivery. Propose how the organization will address this need and describe the organization’s history completing projects within established deadlines.

SHE has the capacity and experience to deploy program activities within the required 18-month timeframe while maintaining high standards of program delivery and compliance. SHE relies on established workflows, experienced staff, and internal tracking systems that allow outreach, eligibility, environmental coordination, construction, and closeout activities to proceed efficiently and concurrently.

SHE has a strong track record administering time-sensitive CDBG, HOME, CalHome, and PLHA-funded programs and consistently meeting contractual deadlines. Since 2018, SHE has completed nearly 100 CDBG-funded owner-occupied rehabilitation projects for the City of 2026-2027 Requests for Funding Page 183
Fresno, with additional projects currently underway, all within established program timelines.

c. List of Funding Sources
Provide all planned funding anticipated/ committed for this activity for PY 2026- 2027. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding
Source (Name
of Funder)
Name of
Funding
Program (if
applicable)
Dollar
Amount
Commitment
Status
(Committed or
Pending)
If Pending,
Expected
Commitment
Date

2026-2027 Requests for Funding Page 184
d. Activity Budget Summary

Please complete Exhibit A – Operating Budget Summary.

The above referenced Budget worksheet is available in Excel format at www.fresno.gov/housing under the ‘Notice of Funding Available’ tab.

An Exhibit B – Budget Narrative must also be completed to provide a brief explanation of the expenses included in the budget.

Limitations to the use of CDBG funds
Prior to completing the Activity Budget Summary Form, review the following limitations to the use of CDBG funds.
• A proposal budget that includes rehabilitation and service costs should identify those costs separately.
• City CDBG funds may be used to pay for that portion of the total cost of any audit required by 2 CFR 200 that represents the amount of City CDBG funds audited as a percentage of total funds audited. • The following costs are not allowable: bad debts; contingencies; contributions and donations; entertainment costs (including meals for social events and awards/graduation banquets); gifts or incentive awards to individuals; fines and penalties resulting from violations of or non- compliance with Federal, State, and Local laws; interest on borrowed capital; fundraising; investment management.

Attachments to Part B Application:

EXHIBIT – Funding Commitment Letters (if available) EXHIBIT – Letters of Support (optional – maximum 2) EXHIBIT – Procurement Policy (if not provided in 2.k.) 2026-2027 Requests for Funding Page 185
Totals
(City of Fresno
HUD Funds)
Rehab Manager (Processing) Gustavo
Quiroz $ 1,169.55 $ 5,667.81 $ - $ - $ - $ - $ - $ 5,667.81 Rehab Manager (Construction) - Matt Fults $ 1,135.21 $ 5,501.42 $ - $ - $ - $ - $ - $ 5,501.42 Rehab Loan Processor - Karla Gutierrez $ 1,798.92 $ 8,717.85 $ - $ - $ - $ - $ - $ 8,717.85 Rehab Loan Processor - Ivonne Romero $ 1,294.75 $ 6,274.56 $ - $ - $ - $ - $ - $ 6,274.56 Outreach Specialist - Irma Wheeler $ 1,548.77 $ 7,505.56 $ - $ - $ - $ - $ - $ 7,505.56 Rehab Project Technician - Samantha
Monroy $ 1,182.07 $ 5,728.51 $ - $ - $ - $ - $ - $ 5,728.51 Project Manager - John Nunez $ 1,272.43 $ 6,166.39 $ - $ - $ - $ - $ - $ 6,166.39 Project Manager - Horacio Munoz $ 2,106.32 $ 10,207.55 $ - $ - $ - $ - $ - $ 10,207.55 Assistant Project Manager - Jose Luis Junio $ 921.48 $ 4,465.62 $ - $ - $ - $ - $ - $ 4,465.62 Assistant Program Director - Melissa Valdez $ 750.38 $ 3,636.45 $ - $ - $ - $ - $ - $ 3,636.45 Administrative Analyst - Liz Vidrio $ 1,194.29 $ 5,787.71 $ - $ - $ - $ - $ - $ 5,787.71 Fiscal Analyst - Patty Garcia $ 912.04 $ 4,419.90 $ - $ - $ - $ - $ - $ 4,419.90 [enter position title] $ - $ - $ - $ - $ - $ - $ - $ - [enter position title] $ - $ - $ - $ - $ - $ - $ - $ - TOTAL PERSONNEL BUDGET $ 15,286.21 $ 74,079.33 $ - $ - $ - $ - $ - $ 74,079.33 Office Space/Utilities/Phone $ 2,700.00 $ - $ - $ - $ - $ - $ 2,700.00 Office Supplies, Postage $ 3,100.00 $ - $ - $ - $ - $ - $ 3,100.00 Insurance $ 2,600.00 $ - $ - $ - $ - $ - $ 2,600.00 Travel $ 2,800.00 $ - $ - $ - $ - $ - $ 2,800.00 Marketing & Outreach $ 90.00 $ - $ - $ - $ - $ - $ 90.00 Professional Services $ 10,000.00 $ - $ - $ - $ - $ - $ 10,000.00 [enter cost category] $ - $ - $ - $ - $ - $ - $ - [enter cost category] $ - $ - $ - $ - $ - $ - $ - [enter cost category] $ - $ - $ - $ - $ - $ - $ - [enter cost category] $ - $ - $ - $ - $ - $ - $ - [enter cost category] $ - $ - $ - $ - $ - $ - $ - TOTAL OTHER DIRECT COSTS $ 21,290.00 $ $ $ $ $ $ 21,290.00 Approved Indirect Cost Rate 14630.67 $ - $ - $ - $ - $ - $ 14,630.67 De minimus 15 % Rate $ - $ - $ - $ - $ - $ - TOTAL INDIRECT COST BUDGET $ 14,630.67 $ $ $ $ $ $ 14,630.67 Assistance to Beneficiaries $ 290,000.00 $ - $ - $ - $ - $ - $ 290,000.00 TOTAL PROJECT BUDGET $ $ 400,000.00 $ $ $ $ $ $ 400,000.00 Other
Federal
Funds
State Funds
Budgeted Position (Personnel) or Category
(Operations)
City of Fresno HUD Funds
Direct Service Personnel (enter position titles):
$ 4,498.26
$ 4,366.21
$ 4,979.81
Other Funds for Project
Project Totals
(All Funds)Salaries & Wages Fringe
Benefits
$ 4,546.44
$ 4,893.96
Local
Govm't
Funds
Private /
Donor
Funds
Other Funds
(specify)
INDIRECT COSTS* (Select 1 indirect rate Only)
$
Please revise this form and annotate budget items as needed All applicants are required to submit a copy of their organization’s operating budget. *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.68).

PROGRAM EXPENSE BUDGET

$ 3,544.14
Administrative Personnel (enter position titles):
$ 2,886.07
$ 4,593.42
$ 3,507.86
Salaries/Wages (Specify each position, add additional rows as needed) $ 6,918.93
$ 5,956.79

CITY OF FRESNO
OPERATING BUDGET SUMMARY (Owner Occupied Rehab)
Independent Contractors / Consultants:
$ -
$ -
$ 38,416.12
Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) $ 8,101.23
2026-2027 Requests for Funding Page 186
Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary. This narrative will be used to determine eligibility of proposed expenses.

The proposed budget allocates $74,079.33 for salaries and wages supporting twelve staff members involved in program administration and delivery. These positions include the Rehabilitation Manager (processing), Rehabilitation Manager (construction), Rehabilitation Loan Processors, Outreach Specialist, Rehabilitation Project Technician, Project Managers, Assistant Project Manager, Assistant Program Director, Administrative Analyst, and Fiscal Analyst. These staff will support participants throughout the rehabilitation process and ensure effective administration of grant activities.

A total of $311,290 is allocated for direct costs. These costs include expenses associated with grant administration, such as office space and supplies, insurance, travel, marketing, and professional services. Of this amount, $290,000 is dedicated to direct grant assistance for program beneficiaries.

An additional $14,630.68 is allocated for indirect costs, calculated using the organization’s approved indirect cost rate.

2026-2027 Requests for Funding Page 187
Infrastructure & Public Facility Improvements

Entity Project Name Amount Requested
City of Fresno – Fire Department Metal Apparatus Storage Buildings $ 600,000.00 City of Fresno – Fire Department Station 1 Rehabilitation of Interior Flooring and Exterior Siding $ 550,000.00
City of Fresno – Fire Department Station 3 BC Office and Bedroom $ 436,000.00 City of Fresno – Fire Department Station 3 Security Fence $ 655,000.00 City of Fresno – PARCS Investing in Central Fresno: Expanding Recreation at Lafayette Park $ 1,663,600.00
City of Fresno – Public Works Balderas Elementary School Neighborhood Street Improvements $ 601,561.00
City of Fresno – Public Works Barstow-First- Keats-Angus Neighborhood Street Improvements $ 2,648,253.00
City of Fresno – Public Works Floradora-Fruit-Olive-Weber Neighborhood Street Improvements $ 1,277,799.00
City of Fresno – Public Works Highway City Neighborhood Street Reconstruction (Multi- Year) $ 2,192,975.00
Fresno Ideaworks New Roof at 1730 J Street (Fresno Ideaworks) $ 130,000.00 Self-Help Enterprises La Hacienda Community Center $ 1,257,525.00 Total $12,012,713.00

2026-2027 Requests for Funding Page 188

City of Fresno Fire
Department:

Metal Apparatus Storage Buildings
2026-2027 Requests for Funding Page 189
PY 2026-2027 CONSOLIDATED NOFA
PART A – COVER PAGE:

UNIT OF GOVERNMENT1
Part A, Section 1: General Information
Legal Name of the Unit of Government:

City of Fresno Fire Department
UEI Number: Federal Tax ID Number:
94-6000338
Office Location: Organization Website Address:

Fresno, CA www.fresno.gov/fire
Director: E-mail Address:

Billy Alcorn [email protected]
Manager: E-mail Address:

Devin McGuire [email protected]
Financial Officer: E-mail Address:

Yvonne Dedmore [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address:

Allison Covey Divison Manager
911 H Street
Fresno, CA 93721

Primary Phone #: Alternative Phone #: E-mail Address:
559-621-4005 559-978-2393 [email protected]

Name of Authorized Signatory: Title of Authorized Signatory:

Allison Covey Divison Manager
Signature of Authorized Official: Date of Signature:

Allison Covey 1/23/2026

1 This document is for Units of local government. Non-profit organizations, please complete Part A: Non- Profit Organization Information. For-profit organizations applying for microenterprise assistance, please complete Part A: For-Profit Organizations (Microenterprise Assistance Only). 2026-2027 Requests for Funding Page 190
P
art A, Section 2: Organizational Capacity and Management Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1)
2)
3)
4)
5)

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system Name: Yvonne Dedmore
Title: Business Manager
Phone/Email: 559-621-4004, [email protected]

2) Has your agency operated with or managed federal funds within the past three years? Yes No

3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years?
Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

4)
Has your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

6)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain

2026-2027 Requests for Funding Page 191
7 )
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months? Yes No
If yes, please explain

Part A, Section 3: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type

 Homeless and Homelessness Prevention Programs (ESG)
Number of Applications Total Dollar Amount Requested $

 Homeless and Homelessness Prevention Programs (HOPWA) Number of Applications Total Dollar Amount Requested $

 Public and Community Services (including Microenterprise Assistance and Fair Housing)
Number of Applications Total Dollar Amount Requested $

 Public Infrastructure and Facility Improvements
Number of Applications Total Dollar Amount Requested 4 $ 2,241,000.00

GRAND TOTAL
Number of Applications Total Dollar Amount Requested !Undefined Bookmark,
NOAPPS43,noapps4)
!Undefined Bookmark, REQ4)

2026-2027 Requests for Funding Page 192
R
equired Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – List of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 2 – Most Recent Audited Financial Statement (Required) Part A, Exhibit 3 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)

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City of Fresno Fire
Department:

Station 1 Rehabilitation of Interior
Flooring and Exterior Siding
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PY 2026-2027 CONSOLIDATED NOFA
PART A – COVER PAGE:

UNIT OF GOVERNMENT1
Part A, Section 1: General Information
Legal Name of the Unit of Government:

City of Fresno Fire Department
UEI Number: Federal Tax ID Number:
94-6000338
Office Location: Organization Website Address:

Fresno, CA www.fresno.gov/fire
Director: E-mail Address:

Billy Alcorn [email protected]
Manager: E-mail Address:

Devin McGuire [email protected]
Financial Officer: E-mail Address:

Yvonne Dedmore [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address:

Allison Covey Divison Manager
911 H Street
Fresno, CA 93721

Primary Phone #: Alternative Phone #: E-mail Address:
559-621-4005 559-978-2393 [email protected]

Name of Authorized Signatory: Title of Authorized Signatory:

Allison Covey Divison Manager
Signature of Authorized Official: Date of Signature:

Allison Covey 1/23/2026

1 This document is for Units of local government. Non-profit organizations, please complete Part A: Non- Profit Organization Information. For-profit organizations applying for microenterprise assistance, please complete Part A: For-Profit Organizations (Microenterprise Assistance Only). 2026-2027 Requests for Funding Page 211
P
art A, Section 2: Organizational Capacity and Management Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1)
2)
3)
4)
5)

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system Name: Yvonne Dedmore
Title: Business Manager
Phone/Email: 559-621-4004, [email protected]

2) Has your agency operated with or managed federal funds within the past three years? Yes No

3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years?
Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

4)
Has your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

6)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain

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7 )
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months? Yes No
If yes, please explain

Part A, Section 3: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type

 Homeless and Homelessness Prevention Programs (ESG)
Number of Applications Total Dollar Amount Requested $

 Homeless and Homelessness Prevention Programs (HOPWA) Number of Applications Total Dollar Amount Requested $

 Public and Community Services (including Microenterprise Assistance and Fair Housing)
Number of Applications Total Dollar Amount Requested $

 Public Infrastructure and Facility Improvements
Number of Applications Total Dollar Amount Requested 4 $ 2,241,000.00

GRAND TOTAL
Number of Applications Total Dollar Amount Requested !Undefined Bookmark,
NOAPPS43,noapps4)
!Undefined Bookmark, REQ4)

2026-2027 Requests for Funding Page 213
R
equired Attachments to Part A
Select all attachments included.

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City of Fresno Fire
Department:

Station 3 BC Office and Bedroom
2026-2027 Requests for Funding Page 228
PY 2026-2027 CONSOLIDATED NOFA
PART A – COVER PAGE:

UNIT OF GOVERNMENT1
Part A, Section 1: General Information
Legal Name of the Unit of Government:

City of Fresno Fire Department
UEI Number: Federal Tax ID Number:
94-6000338
Office Location: Organization Website Address:

Fresno, CA www.fresno.gov/fire
Director: E-mail Address:

Billy Alcorn [email protected]
Manager: E-mail Address:

Devin McGuire [email protected]
Financial Officer: E-mail Address:

Yvonne Dedmore [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address:

Allison Covey Divison Manager
911 H Street
Fresno, CA 93721

Primary Phone #: Alternative Phone #: E-mail Address:
559-621-4005 559-978-2393 [email protected]

Name of Authorized Signatory: Title of Authorized Signatory:

Allison Covey Divison Manager
Signature of Authorized Official: Date of Signature:

Allison Covey 1/23/2026

1 This document is for Units of local government. Non-profit organizations, please complete Part A: Non- Profit Organization Information. For-profit organizations applying for microenterprise assistance, please complete Part A: For-Profit Organizations (Microenterprise Assistance Only). 2026-2027 Requests for Funding Page 229
PY 26-27 City of Fresno Consolidated NOFA Part A
Unit of Government

Page 2 of 4 ends

Fresno City CouncilMay 21, 2026

Fresno City Council
May 21, 2026