Agenda packet — Rancho Cordova City Council, June 19, 2023 (part 2 of 5)

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Friday, January 27, 2023 8:47 AM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2210510
IP Address:   73.90.20.224
Submission Date: 01/27/2023 8:47
Survey Time:   12 minutes, 59 seconds

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Contact Details
Legal Name of Organization
Cordova Recreation & Parks Foundation
Mailing Address
2729 Prospect Park Dr
#230
Rancho Cordova, California 95670
Organization Phone Number
9168423300
Website
https://crpdfoundation.org/
EIN
46‐0500582
Primary Contact Name
Kim Oliver
Primary Contact Title
Board President
Primary Contact Phone
9167529672
Primary Contact Email
[email protected]
Organization Information
Year Founded
2019
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2 Mission Statement
Enriching the lives and communities of our residents through charitable gifts in support of recreation and park programs of the Cordova Recreation & Park District.

Geographic Area(s) Served
Clip here for a map: https://crpd.com/wp‐content/uploads/CRPD‐High‐Res‐Map.pdf Number of residents of Rancho Cordova served annually?
83700
Number of residents outside of Rancho Cordova served annually? 44300
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

The Cordova Recreation and Parks Foundation’s primary purpose is to financially support the programs and facilities of the Cordova Recreation & Park District through donations. In addition, the Foundation enhances the recreation, educational and cultural aspects of the community by offering scholarships granted to families in need through a Fee Assistance progr am.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) All members of the community (e.g., seniors, youth, families, veterans, etc.) COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) In 2022, we have had a fundraising event canceled and other branding/fundraising opportunities that were not as well attended as pre‐pandemic. There was an increased need for scholarships and fee assistance to support youth participation especially in the summer season.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) With event attendance numbers down and one of our biggest fundraisers canceled last year due to COVID‐19, we were not able to market our Foundation the way we wanted to in order to gather the donations needed to assist with community recreation and enrichment programs.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) During COVID‐19 we found it hard to get volunteers. In 2022, we established a very strong board of directors and we are eagerly working to establish a membership program and to be more involved in the greater Rancho Cordova community.

What steps has the organization taken to address financial impacts of COVID‐19? The Cordova Recreation and Parks Foundation Board is currently working to establish a membership program that will assist us with our fundraising efforts in order to continue supporting those in need so that they can participate in CRPD activities and programs.

How has the organization become more resilient in light of the pandemic? ITEM 9.3.

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3 With the membership program noted above, we believe that the Cordova Recreation and Parks Foundation will be able to create a reliable revenue stream — and stronger relationships with our supporters and donors. If we receive this grant it will be used towards helping those in need through our Fee Assistance Program and establishi ng our Foundation’s new membership program.

What is the organization's total operating budget?
15,000
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By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Kim Oliver
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) IRS Recognition of Foundation having Letter of Determination 501c3.pdf Secretary of State Entity Status Letter
Secretary of State Certificate of Status.pdf
Thank you,
City of Rancho Cordova
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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: CORDOVA RECREATION AND PARKS FOUNDATION
Entity No.: 2421589
Registration Date: 06/28/2002
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

This certificate relates to the status of the entity on the Secretary of State’s records as of the date of this certificate and does not reflect documents that are pending review or other events that may impact status.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 26, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 077043022
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Saturday, January 28, 2023 3:00 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2212979
IP Address:   73.116.203.213
Submission Date: 01/28/2023 2:59
Survey Time:   33 minutes, 36 seconds

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Contact Details
Legal Name of Organization
Sacramento Children’s Museum
Mailing Address
2701 Prospect Park Drive
Rancho Cordova, CA 95670
Organization Phone Number
9167305079
Website
https://sackids.org/
EIN
20‐2673935
Primary Contact Name
Sharon Stone Smith
Primary Contact Title
Executive Director
Primary Contact Phone
9167305079
Primary Contact Email
[email protected]
Organization Information
Year Founded
2005
Mission Statement
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2 Sacramento Children’s Museum’s (SCM) mission is to spark a passion for life‐long learning. We will accomplish our mission by providing a place where children are encouraged to think for themselves, expand their problem‐solving abilities through creative exploration, and exercise both their bodies and their minds.

Geographic Area(s) Served
Our Museum primarily serves Rancho Cordova and the Greater Sacramento region.

Number of residents of Rancho Cordova served annually?
6,582
Number of residents outside of Rancho Cordova served annually? 37,418
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

Donald Terry is board president of SCM and an elected Council Member of the City of Rancho Cordova’s City Council.

Describe the services the organization provides to Rancho Cordova residents.

Since 2011, SCM has been a cornerstone educational and community resource in Rancho Cordova. We provide children ages birth to eight and their families with exciting, hands‐on learning opportunities that are not available elsewhere in the region. Local families rely on us for innovative and high‐quality educational activities. Our Muse um’s 15 play‐based exhibits include STEM (science, technology, engineering, and math) discovery spaces, art and creative pursuits, a pretend‐play neighborhood, and an area for infant and toddler development. Not only do children learn foundational concepts in the arts, literacy, and STEM – these exhibits stimulate their curiosity, creativity, and confide nce! In Fall 2022, we provided more than 400 Rancho Cordova residents with free admission to visit our Museum and experience a one‐of‐a‐kind interactive exhibit about emotions called “XOXO: An Exhibit on Love and Forgiveness.” SCM is more than just a play destination and a learning hub – we also are a family gat hering place and a social services provider. Hundreds of residents attend our free, family‐oriented events, such as our annual Trick‐or‐Treat event and a Pride event celebrating LGBTQ+ families. We have partnered with United Way's Summer Food Program to provide free, healthy breakfasts to children du
ring the summer, and have collaborated with Snowline Hospice’s Healing All Together (HAT), a program for children dealing with grief. In recent years, we added programs to improve our museum’s accessibility and impact with increased programming for children with special needs and discounted admission for low‐income families. Furth er, SCM is an ardent supporter of Rancho Cordova schools. More than 3,500 students in Rancho Cordova have benefited from our field trip program for Title I schools, Van GO! Mobile Museum visits to Title I schools, and Cultural Connections student activity kits – many of which were provided to schools at no cos t.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) SCM’s target beneficiaries are children ages birth to eight and their families. Specific groups that we serve with specialized programming include children with special needs (Sensory‐Friendly Play Program), students in Grades Preschool‐2 (Van GO! Mobile Museum), and low‐income families (Museums for All Discounted Admission Program).

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3 on those very busy days. While all our hands‐on exhibits are open for families to explore inside our Museum, our weekly in‐person educational classes (e.g., Story Time, Creative Art Class, Yoga Play) continue to be on hold. We made this tough decision to prevent large groups from gathering in one ce ntral location for a class. Instead, we are only offering “pop‐up” classes that are not at set times so that we can offer these classes at less busy times to ensure families can practice social distancing. Over the past two years, we also have limited capacity and required registration for some of our more pop ular free, community events, such as our annual Halloween Trick‐or‐Treat event. Additionally, we continue to limit the programs we offer to schools. We had to cancel all sessions for our Van GO! Mobile Museum – our traveling school outreach program – starting in March 20 20 and just recently began taking reservations to begin this program again in February 2023.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) From March 2020 to December 2022, the financial impact of the COVID‐19 pandemic on our organization has totaled more than $240,000. Our organization’s finances continue to be affected by rising labor costs, loss of earnings, reduced fundraising events, and increased janitorial and cleaning expenses. Our Museum’s front of house staff costs hav e risen from $15/hour to $18/hour. All staff were laid off when the Museum closed in March 2020, and many did not come back when we reopened in May 2021. In order to be competitive in hiring new staff in the current job market and due to economic changes, SCM has ha d to pay higher starting wages for hourly employees. The Museum also has had the added cost of additional new hire training. Our organization’s monthly cleaning service needs have increased by an additional $795 per month. This includes incurred increased expenses for janitorial, cleaning, and PPE (personal protective equipment) supplies in response to COVID‐19. Janitorial expenses are hig h due to additional cleanings since COVID began, and we have had additional expenses due to increased use of cleaning wipes, hand sanitizer, and paper towels. We provide face masks for guests and staff, and weekly COVID testing is still provided by th e Museum for staff. We have had a significant loss of earnings due to a decrease in membership sales. Last year, our membership was at 64% of our 2019 numbers. The vaccination rate for young children is low, and many Member families are still hesitant to return to the Museum. We also have ha d a loss of earnings due to a decrease in admission. Our Museum only offers indoor play, and some families are only comfortable with outdoor group play due to COVID. Lastly, we are no longer hosting in‐person, indoor fundraising events; these events still seem to be an un safe fundraising tool due to COVID.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) We have instituted new policies for staff and guests to help contain the spread of COVID‐19. All staff members receive weekly COVID‐19 testing and are unavailable to work for up to 10 days when they test positive. This has put a strain on our organization, as staffing continues to be on e of our biggest challenges as a result of the COVID‐19 public health emergency. Also, we have limited the use of volunteers – as we don’t want to “police” if they have been vaccinated or will wear a mask – which has led to an increase in staff hours. Mask s were required for all guests ages 2 and older when we reopened our Museum in 2021. We lifted that requirement in May 2022, yet we continue to provide child‐ and adult‐sized masks for those who prefer to wear one inside the Museum.

What steps has the organization taken to address financial impacts of COVID‐19? SCM has increased our grant writing efforts to seek more funding for Museum exhibits, programming, and general operations. This increase in grant writing has helped bridge the fundraising gap due to our reduction of in‐person fundraising events. Further, we have actively applied for relief funding from federal and local sources. We have bee n fortunate to have received funding from the Paycheck Protection Program, the Shuttered Venue Operating Grant Program, the Rancho Recovery Grant Program, and the Sacramento ARPA Arts & Cultural Nonprofit Recovery Grant. These grants have been instrumental in ensuring that we can keep our Museum doors open and provide Ra ncho Cordova families with high‐quality educational exhibits and programs that inspire creativity and motivate learning. Additionally, in 2022, we increased both the price of our daily admission tickets and Museum membership packages. Daily admission tickets increased from $8.50/person to $9.50/person. Each of our membership packages increased by $50.

How has the organization become more resilient in light of the pandemic? SCM has increased staff training and improved staff onboarding to help support and retain our staff. We have also hired additional full‐time staff to create a more stable work environment to deal with disruptions to service and unpredictable changes.

What is the organization's total operating budget?
$730,000
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4 Sharon Stone Smith
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) SCM_IRSLetterofDetermination.pdf
Secretary of State Entity Status Letter
SCM_Certificate of Status.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: SACRAMENTO CHILDREN'S MUSEUM
Entity No.: 2729055
Registration Date: 04/04/2005
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 24, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 076005820
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r
II{TERIIAIJ REVENUE SERVICE
P. O. BOX 2508
CINCINNATT, OE 45201
DareitluN 03 2005
SACRAI{EIITO CHIIJDRENS MUSEU},!
PO BOX 13303
SACRAMET{IO, CA 95813-3303
DEPARIN,IE!{T OF THE TREAST'RY
Employer fdentif icatlon Nurnber :
20-2673935
DLN:
170s3115021005
eoneact Peraon!
JOHN ,T KOESTER ID* 3136{
ContacE Telephone Nurnber:
(877',) 829-s500
Accounting Period Ending:

DECEI{BER 31
Pnblic Charity Status:
s09 (a) (2)
Form 990 Requlred:
tEs
uffect,ive Date of Exempt,ion:' APRrIr 4, 2OO5
Contribut,ion DeducEibil ity :

YES
Advance Rullng Ending D€rt€:

DECE|MBER 31, 2009
Dear ApplicanE:

Ire are preaeed to inform you that, upon review of your apprication for taxexempt sEaEue we have det,ermLned that you are exerpE from Federal income taxunder section 501(c)(3) of the Int,ernal Revenue Code. ContrLbut,iong Eo you aredeductible under sect,ion 170 of Ehe code. You are also qualtfiect to reclivetax deduct.ible bequests, devises, transfers or gifEs undCr eecLion 2055, 21OG ot 2522 of the Code. Becauae thLs letter could help reeolve any queatlonsregarding your exemPE sEatus, you ehould keep it in your permanent records.

Organizationa exenpt under section S01(c)(3) of the eode are further claesifiedae either public charities or privat,e foundations. ourlng your advance rulingperl'od, you will be t,reated ae a ptrblic charity. your advance ruling periodbegins wiEh the effective date of your exemption and ends rrith advance- rulingending date ahornr in the heading of the letter.

Shortly before the end of your advance ruling period, we wiII eend yoir Form8734, SupporE schedule for Advance Ru}ing period. you will have 90 days af,terthe end of your advance ruling period to return Ehe conqrleted form. we willtshen notify you, ln writing, about your ptrblic charity itatue.

Please see enclosed Informatiou for ExerUlt Organizati.ong Under Section501(c) (3) for some helpful informat,ion rbout !o,rr responglblllties ae iur exempEorganization.

IJerr,er 1045 (DOICC)
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Sunday, January 29, 2023 5:24 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2213981
IP Address:   23.115.158.44
Submission Date: 01/29/2023 5:24
Survey Time:   5 minutes, 59 seconds

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Contact Details
Legal Name of Organization
Sacramento Performing Arts Conservatory
Mailing Address
10696 Biscay Way
Rancho Cordova, CA 95670
Organization Phone Number
9163082307
Website
sacramentoconservatory.com
EIN
46‐3720452
Primary Contact Name
Dr. Oxalis Nguyen
Primary Contact Title
Chief Executive Officer
Primary Contact Phone
9162082307
Primary Contact Email
[email protected]
Organization Information
Year Founded
2014
Mission Statement
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2 The mission of the Sacramento Performing Arts Conservatory (SPAC) is to: • Give students access to training in performing art forms that reflect the ethnic makeup of their community. • Provide opportunities for students to share their work with their community and peers through performances and showings. • Develop an appreciation for th e arts in the schools and the community. • Encourage and improve parent‐school communication and involvement. • Provide an environment through the arts that encourages cross‐cultural understanding and pride. • Provide arts activities before and after school hours to help keep children and communities safe.

Geographic Area(s) Served
Sacramento County
Number of residents of Rancho Cordova served annually?
60 students and 500 residents
Number of residents outside of Rancho Cordova served annually? 40 students and 300 residents
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents. • Free group music instruction and performance opportunities for Rancho Cordova youths ages 9 through 18. Specific instruments depend on student interest. Current classes include violin, cello, harp, piano, percussion and orchestra. • No and low‐entrance fee public concerts for Rancho Cordova residents. Venues include theaters, schools, city events, parks, co mmunity centers, markets, malls, and nursing facilities. • Active participation in events sponsored by other nonprofit and civic groups, such as the Police Activity League toy drive.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) • SPAC directly benefits youths in grades 3 through 12. A small number (10%) of students receive private lessons, but SPAC specifically targets youth who cannot afford private music lessons and do not have music classes at school. Students who are eligible for free school meals based on the Department of Educati on Income Eligibility Scale qualify for full or partial SPAC scholarships. In Rancho Cordova, all CYSO students attend schools with majority socioeconomically disadvantaged populations and more than 45% are eligible for free school meals. • Ethnically, SPAC targets students with diverse ethnic and cultural backgrounds. This year, 34% of SPAC students are India n, 22% Asian, 22% Eastern European, and 20% American/mixed backgrounds. In spite of significant efforts to recruit and retain Hispanic and Black students, only 1% of current students are Hispanic and 1% Black. • This year’s Rancho Cordova students attend the following schools: Cordova High, Mills Jr High, Mitchel Middle Sc hool, Sunrise Elementary, McGarvey Elementary, Peter J Shields, Navigator Elementary, River View STEM Academy, Rancho Cordova Elementary, and Mather Heights.

They are taught in two classes of 12 to provi de COVID‐safe social distancing. The surplus of pianos is being adapted to play percussion for the orchestra. Beginning cello and harp classes were added, and the orchestra class for intermediate and advanced ITEM 9.3.

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3 students increased from 15 to 30 members. • COVID‐19 also made concert venues scarce. In 2021‐2022, performances were limited to four free mini concerts at open venues. For most of those concerts, the orchestra was limited to 12 members, and in all instances the audience was inherently distracted by other a ctivities going on in the area. • This year the concert situation is different because more traditional venues are available and, accordingly, demanded. The ability to perform at markets and malls was appreciated at the height of the pandemic, but such venues are now less attractive to students who memorize 8 to 10 pa ges of music for solo performances. The CYSO has already performed once this year at the Cordova High Performing Arts Center and is looking for a similar and affordable venue for the second concert.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) • SPAC lost all sources of income due to COVID for a year and a half between March 2020 and September 2021. At the same time, rent, insurance, utilities and other expenses still needed to be paid. Between September 2021 and August 2022, SPAC income recovered to 33% of its pre‐CO VID level ($100,000) as SPAC resumed limited operations at its facilities. In Sacramento, the few students who could afford tuition supported two weekend classes for the many who could not. In Rancho Cordova, a grant from the City Enhancement Fund enabled two classes with a total of 20 students. • As of Decem ber 2022, with three times as many students and twice as many classes as in 2021‐2022, SPAC had delivered 113 hours of instruction in Rancho Cordova, three times more than expected for the entire year. The $6,120 provided by the City Enhancement Fund for instructor and conductor fees for the year was already ex
pended. Expenses for music equipment and supplies were 65% over the budgeted $1,000. • This year, traditional concert venues are available, but they are expensive and sound equipment is still needed. The Cordova High Performing Arts Center charged $1400 for a concert in January, $300 more th an the $1000 budget for the year. Attendance was free but audience feedback was that they could not hear the music. Individual sound pick‐ups, amplifiers, and transmitters are still needed for venues with no or poor sound systems, and there are now 60 members of the orchestra. Another venue is ne eded for the Spring 2023 concert and there is nothing left in the budget to pay for it. • The developing size and sound of the 60‐strong CYSO raises the need for additional instruments, particularly percussion instruments. The metallic drum that SPAC owns is more suitable to a rock ba nd than an orchestra. The orchestra needs timpani drums, chimes, a gong, cymbals, a xylophone, and a triangle. The CYSO drummer is currently mimicking the timpani sound with drums that his mother made from plastic tubs.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) • Attendance is sporadic due to the illness of students or family members. At times, half of the students are absent. Several students are in the same family, and a single family member with COVID, the flu, or other virus causes the whole family to stay home. The absence of any stude nt is a setback for all because orchestra requires teamwork. Each student plays a part that other students depend on to know when to play their parts. • To compensate for absent students, instructors resorted to playing recorded music in the background, but the recorded music was generally too fast for st udents to keep up with. • To help students practice at home, SPAC adopted new technology. Using the Musescore App, instructors uploaded all symphonic arrangements for the year to a website where students could play the along with the score. Unfortunately, access to the files requires an annual fee that many families canno
t afford or are unwilling to pay. • SPAC requires and provides student PPE, but many students or families are unwilling to use it. These PPE requirements have prevented some students from participating at all and impeded other students from fully participating.

What steps has the organization taken to address financial impacts of COVID‐19? • Before COVID‐19, SPAC programs were 100% tuition‐based. Since COVID‐19, SPAC has aggressively and mostly successfully sought scholarship funds through grants and private and corporate donations. Besides the Rancho Cordova City Enhancement Fund, SPAC has applied for grants from the Sacramento County TOT, Community Regional Foundation, and the Cal ifornia Office of Arts and Culture. Unsuccessful donation requests have been sent to numerous local businesses. • This year SPAC increased its media presence to reduce marketing expenses. Facebook is used to promote the Cordova Youth Spotlight Orchestra and invite people to concerts. Amazon Smile is a feature that encourages purchasers to contr ibute to SPAC or other selected nonprofit group when they purchase products on Amazon. The Moose Lodge monthly newsletter reports CYSO events. • A new strategy for engaging volunteers succeeded in increasing the number of volunteers from 2 last year to 14 this year. Instead of SPAC asking parents to sign up to volunteer, par
ents were assigned volunteer roles in the organization, and they responded. CYSO volunteers included two front stage coordinators, two back stage coordinators, four servers at the reception tables, two greeters at the front door, an emcee, a stage parent, a photographer and a videographer. The resulting savings ca n be measured in less stress on existing staff as well as less expense for wages and professional services.

How has the organization become more resilient in light of the pandemic? In important ways SPAC has become more resilient because of the pandemic. • Strong relationships formed with city and community organizations have more than compensated for the loss of school resources. • The strengthening of its independent operations, especially in Rancho Cordova, has enabled SPAC to provide wider services to more school s with less staff. Instead of ITEM 9.3.

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4 several piano and violin instructors traveling here and there to various schools, students come from many schools to a central SPAC location and instructors specialized in a wider variety of instruments. While coordinating with school district schedules, SPAC does not depend on them and can continue classes when the schools shut do wn. • The pandemic has also driven innovations that have enabled SPAC to respond to community demand. For example, the adaptation of pianos and guitar to the role of percussion in the orchestra enabled SPAC to offer the classes that families were requesting. Although not entirely successful, the use of Musescore supports st
udents practicing at home. The use of social media such as Facebook and YouTube have facilitated the promotion of the Cordova Spotlight Orchestra in the community. • Finally, the improved use of volunteers and support from parents have enabled SPAC to provide more students services with no increase in cost. • In other ways, the organizatio n has become less resilient. Without its own facility in Rancho Cordova, SPAC is forced to rent storage space for music supplies and instruments. The cost for storage is less than the cost of classroom space, but not having its own classroom and office space leaves the or ganization dependent on the generosity and fortunes of others.

What is the organization's total operating budget?
$116,000
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By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Dr. Joanna R.. Baisden
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) 501c3 Letter.SPAC1.pdf
Secretary of State Entity Status Letter
SOS and FTB.Certificate.of.Status.7.28.22.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 7:08 AM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2214411
IP Address:   99.155.45.15
Submission Date: 01/30/2023 7:08
Survey Time:   6 minutes, 6 seconds

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Contact Details
Legal Name of Organization
CORDOVA SENIOR HIGH SCHOOL MUSIC BOOSTERS' ASSOCIATION, INC.

Mailing Address
PO BOX 3031
RANCHO CORDOVA, CA 95741
Organization Phone Number
9165243034
Website
www.cordovamusic.org
EIN
94‐2863805
Primary Contact Name
Mr Kevin D. Sims
Primary Contact Title
Music Director
Primary Contact Phone
9165243034
Primary Contact Email
[email protected]
Organization Information
Year Founded
1983
Mission Statement
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2 The mission of the association is to support the program activities of Cordova High School Instrumental Music through fundraising, encouraging student to strive for excellence, to give optimistic and positive support to the Band Director and all members of the program, and to develop community awareness appreciation for their efforts and achievements.

Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
2000+
Number of residents outside of Rancho Cordova served annually? 200+
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

The Cordova High School Music Boosters supports the Instrumental Music Program at Cordova High School, including: CHS Marching Band, Orchestra, Jazz Band, Color Guard, Guitar class, Winter Guard, Drumline, and Winter Percussion Ensemble. Members and their families are residents of the area, including Rancho Cordova and Sacramento. The Boosters provide the program 's members with financial support, food, supplies, equipment, instruments, instructors, volunteer projects, and all general needs of the program that is outside the district allotment.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Youth
COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) One of the goals of the association is to provide support for our kids through volunteering, the music program still had performance opportunities (football games, competitions, festivals, concerts, etc.), while the needs of the program still existed and increased due to less volunteers willing to help. The 21‐22 school year, u nder COVID‐19 restrictions, returned a regular schedule of program performances, but needs MORE support was required for our struggling students. Without the usually financial and parental support of fundraising, donations, and volunteers has been a challenge to maintain the program's success. The number of members participating in meetings decreased due to CO VID ‐19 challenges, fears, and mandates and have not returned to pre‐pandemic numbers. This decline in membership has required participating a smaller number of Booster members to do more than their share.

Many of parents that make up our organization support the program by volunteering at fundraising activities, like our usually lar ge BBQ Chicken & Trip Feast, Annual Crab & Pasta Feed, Fireworks booth, and Football game stand. These events were cancelled in after March 2020 and only this 22‐23 school year have all returned, but without the parent volunteers to successfully run the event, which aagin a small number of pare nts/alumni supported. These events mentioned requires a lot of help, while some events can be handled by a smaller group of volunteers. This lack of opportunity to volunteer has contributed to our decrease in active members even now without COVID restristrictions. We are seeing less volunteering.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) One of the main goals of the association is to provide financial support for our kids. The music program still had performance opportunities (football games, competitions, festivals, concerts, etc.), the needs of the program increased with less parents supplying required performance supplies. The boosters provided what the district couldn't. Each year, we set a goal to receive 70 % of family contributions to the fall marching season were around 25%. Our reserves and successful fireworks booth allowed for the ITEM 9.3.

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3 fall marching season to carry on with what we had saved. This year, I have witnessed MORE need from our students, families are providing less and we are providing more supplies, more instruments, and repair. This year, we spent most of the school district's supplies budget by October. However, the Boosters ca n not support another season without another avenue of financial support in the current environment. The potential to limit opportunities for future students does exist. Since March 2020, We had to cancel 4 major fundraisers that provided opportunities for our kids to perform and for the community to support our kids. St. John Vianne y where we hold these fundraisers were restricted by the CDPH to rent out their facilities due to COVID‐19. Approximate loss of revenue gathered from 2 previous profits $12,414 ‐ 2020 & 2021 BBQ Tri‐tip & Chicken Feast $18,000 ‐ 2021 & 2022 Crab & Pasta Feed.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) The number of members participating in meetings decreased due to COVID‐19 challenges, fears, and mandates. This decline in membership has continued in 22‐23, requiring participating Booster members to do more than their share of volunteering.

What steps has the organization taken to address financial impacts of COVID‐19? We stressed the importance of participation to our family in our fundraising efforts during COVID‐19. When the COVID‐19 restrictions were lifted, we continued with our usual fundraising events and activities to support our music program with continued emphasis on participating.

How has the organization become more resilient in light of the pandemic? Our superstar parents stepped up for the kids. Our president, Stacy Lynch, stayed another year to see us through post‐COVID activities. Our Board realized that they needed to actively recruit more parents and crosstrain to allow continuity. Unfortunately, our numbers are still few.

What is the organization's total operating budget?
$103,173 according to our 2021‐22 taxes
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By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Mr Kevin D. Sims
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) IRS EIN number 2020.pdf
Secretary of State Entity Status Letter
2022 Certificate of Status Secretary of State.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: CORDOVA SENIOR HIGH SCHOOL MUSIC BOOSTERS' ASSOCIATION, INC.

Entity No.: 1140789
Registration Date: 05/02/1983
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 30, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 077676833
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 9:33 AM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2214920
IP Address:   73.41.202.162
Submission Date: 01/30/2023 9:32
Survey Time:   46 minutes, 57 seconds

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Contact Details
Legal Name of Organization
California Capital Arts Foundation
Mailing Address
9845 Horn Road
Suite 100
Sacramento, CA 95827
Organization Phone Number
9167062000
Website
www.calcaparts.org
EIN
85‐0515071
Primary Contact Name
Mr. Charles CF. Lago
Primary Contact Title
President
Primary Contact Phone
3106634226
Primary Contact Email
[email protected]
Organization Information
Year Founded
2020
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2 Mission Statement
The California Capital Arts Foundation encourages and develops a network of individuals and programming that cultivates, enriches, and sustains the arts in Sacramento. We are passionate about instilling a lasting respect for the arts that will augment the lives of the residents of Rancho Cordova and the Sacramento region. We value the tru st of our greater community and the power of collaboration with various organizations, through which arts programming is fostered and made accessible to the public.

Geographic Area(s) Served
Rancho Cordova, CA
Number of residents of Rancho Cordova served annually?
Between our programs, Documentary Film Festival, Theatrical Productions, classes and literary events we estimate we reach 30,000 residents of Rancho Cordova annually.

Number of residents outside of Rancho Cordova served annually? As above we estimate approx 10,000 from outside Rancho Cordova are served yearly Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain. no
Describe the services the organization provides to Rancho Cordova residents.

The California Capital Arts Foundation provides the residents of Rancho Cordova direct access to a plethora of mediums for film and the performing arts. Apr 2020, CalCap Arts developed the CalCap Black Box Theatre, a 70‐seat fully equipped theatre, in which to produce and watch live performances. We hosted events ranging from a ward‐winning solo shows to small character‐driven plays.

We collaborated with Rancho Cordova theatre groups to produce both live theatre and an improv group and made theatre available to create an accessible avenue to the arts for both residents and theatre groups (Hummingbird Theatre Group and Green Valley Theatre Group) in Ran
cho Cordova. Through the partnership with the City of Rancho Cordova, sponsors, and filmmakers, we successfully hosted the inaugural 2022 California Capital Documentary Film Festival. This event provided the community the ability to view over 50 films varying from foreign films capturing cultural and social phenomenons to an imated short films. This well‐ received event is planning its second program scheduled for September 2023. CalCap Arts, in partnership with the Rancho Cordova Police Department, created a film‐related program for the city’s PAL program. In January of 2023, we began classes for “Life! Camera! Action!,” a Public Service Announcement pro ject for youth a leadership and life‐skills development program that uses digital video and the art of storytelling to teach the youth of Rancho Cordova to become productive citizens. Cal Cap Black Box Theatre developed a series of acting classes held at our black box theatre taught by professional acting coa ches from the community. Classes range from children to beginners through advanced acting programs. Developed a literary series where well‐ known authors are invited to give lectures and talks about their books. These events are followed by a book signing. We developed a series of classes for Rancho Cordova residents to learn video editing skills.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Our Target Beneficiaries are: ‐ Children 8‐17 through our acting classes ‐ Adults of all ages through our acting classes ‐ Youth through our PAL program ‐ Community at large through our literary series program ‐ Adults/Seniors with our Video Editing Classes ‐ Community at large through the Documentary Film Festival ‐ Veteran Groups with the Documentary on PTSD thera py currently in development CalCap Arts takes pride in its well‐diversified beneficiaries ranging from the youth, with our “Life! Camera! Action!” program, to children/young adults through seniors, with our acting and theater/event programming, the community at large with the Cal Cap Literary series, various age groups with our Vi deo editing classes and the Community at large with the Annual Documentary Film Festival. We feel it is important to make the performing arts available to our younger community to procure a lasting respect for the arts and to develop invaluable life skills. The CalCap DocFest not only catered to the ty pical documentary audience but also included a student film category/award in partnership with George Washington Carver High School to engage the youth in the creative process of filmmaking. The California Capital Arts Foundation was involved in the development and production of a documentary featuring a local veterans organization called Anchor T herapy Clinic based in Rancho Cordova which provides services to veterans suffering from the effects of PTSD using non‐traditional therapy methods that do not involve drugs. This ITEM 9.3.

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3 documentary, filmed and produced by the Cal Cap Arts Foundation is currently in production but had to stop due to COVID‐19 issues involving immune‐compromised Veterans. We hope to resume production as soon as COVID issues have subsided and secure the final funding needed.

The largest impressions COVID‐19 made were limiting our ability to continue presenting programs, due to social distancing, closure of public assembly venues, and drastically reducing our ability to operate to our full potential and cap acity. COVID‐19 reared its ugly head just as we were beginning to get things off the ground. We developed exciting and diverse programming. We had theatrical shows booked into our theatre, developed a series of acting classes for children and adults that were ready to go as well as music lessons taug
ht by Bryce Nicastro who worked for us at the time as well as several authors who had agreed to be part of the literary series. These all had to be canceled or stopped altogether. As COVID‐19 become more of a public health emergency and the Governor of California mandated th at public assembly would be severely limited, we found that people were reluctant to attend any public gathering or any event, class, or other situations that required you to be in close proximity to other people. This resulted in us having to suddenly and quickly cancel all our programming and writing of f expenses that had been incurred in the planning and development of these programs. During the periods of late 2020 and early 2021, we had some false starts only to find other variants surfacing causing everything to come to a complete halt once again and again incurring costs and exp enditure that was lost. The COVID‐19 emergency basically meant that the California Capital Arts Foundation and its subsidiaries came to a full and immediate halt, staff hours were severely impacted or eliminated altogether and zero income was derived but expenses continued.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) As COVID‐19 took hold we adopted measures that would help mitigate the spread. We purchased masks, hand sanitizer, and sanitizer modules for our entrances and public space areas, additional cleaning materials, employed a person who would sanitize public areas. For our theatre shows and any filming jobs we had booked, we pur chased COVID rapid tests to test our people and visiting artists on a regular basis. We did all this and promoted we were doing this to instill a sense of confidence in hopes people would feel safe and continue to patronize the theatre and our programs. Even with these efforts an d expenditures, this was not successful. Patrons who had purchased tickets to theatre shows canceled, we refunded monies and phones stopped ringing. People who had signed up for classes canceled and we were forced to stop all programming, costs were piling up. Monies taken in had to be refunded and th is incurred additional costs of credit card fees for us. Travel costs for visiting artists were lost, and marketing materials that had been developed and printed were now irrelevant and lost. Costs incurred for the graphic artist, and webmaster who worked with us, and paid deposits and fees to some of our in structors and visiting performers all of which were lost. We had purchased equipment and items in order to facilitate presenting programs that were now not needed. Another impact we faced was fundraising as a non‐profit. We had been in discussions with a couple of large potential sponsors who were interested in discussi ng coming on board as a sponsor for the documentary film festival we were planning. Safe Credit Union and Kaiser were two of these sponsors. Both told us that due to increased costs on their end to mitigate and control COVID, they were pulling out of any sponsorship opportunities. SM UD who had pledged a sponsorship amount, reduced the pledge by half but stayed on board. Other potential sponsors, we had been talking to all declined citing the pandemic.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) COVID majorly impacted the California Capital Arts Foundation in terms of staffing. The foundation suffered several losses in staffing throughout the duration of the pandemic and was at risk of closure many times. Ricky Borba one of the founders decided to leave Sacramento in early 2022 as the pandemic took hold du e to the lack of opportunities within the organization that he helped develop and start. When the Pandemic went into full lockdown mode we began to experience numerous cancellations from the projects and programs we had started which resulted in no income, Ricky who has five children and whose wife, a chiropra ctor, had also been laid off, looked for job opportunities elsewhere, he eventually decided to move to another state with his family. As a result of the pandemic, all filming within the film industry as a whole halted, and the foundation’s ability to provide work was drastically reduced.

We had hop ed that perhaps we could keep the doors open by doing freelance film work but with Ricky leaving and COVID safety measures in place, we realized this was not an option. We pivoted to holding our music and acting classes virtually as we still had several students who wanted to continue. Bu t soon found that the remaining paying students canceled one by one. Bryce Nicastro who was running the music and acting classes was also forced to leave Sacramento due to decreased work opportunities. The hard decision to lay Bryce off in mid/late 2021 was made. As the new variants reignited social distanci ng and public assembly recommendations, we were no longer able to operate and reduced all activities to trying to survive and stay open. With the inability ITEM 9.3.

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4 to fully operate CalCap Arts could not adequately support staffing. Due to the financial effects of the pandemic Jose Ruiz and Rafael Portillo had their hours and pay severely reduced. Charles Lago sole owner of the organization paid the part‐time salaries himself in order to keep Jose and Rafael employed
What steps has the organization taken to address financial impacts of COVID‐19? With the departure of Ricky Borba and Bryce Nicastro due to reduced business, they were not replaced thereby saving salaries. Ricky Borba has moved on with his life and has no plans to return. This is not the case with Bryce, he wants to return and we are working on a solution to brin g him back Jose Ruiz and Rafael Portillo remained with the organization through the pandemic in 2021 and 2022 but at severely reduced hours and pay. This saved money. Whilst we are slowly returning to normalcy in operations, they are now, (since November 2022) being brought back to almost the hou rs they worked prior to having their hours reduced. We have not yet resumed music lessons but we have re‐introduced our acting classes, and are about to start a workshop where we teach basic editing skills to the community. Having suspended these services helped with the financial stability of th e organization. The black box theatre has been dark for almost the whole of 2022 save performances by Hummingbird Theatre which rented the theatre in 2022.

This brought in some income. We are now starting to schedule shows with our first produced big production slated for March of 2023. Ticket sales are goin g well and this is helping to bring us back to solvency. The salary savings from Jose and Rafael, Bryce Nicastro not being paid, and reduced programming and services, have allowed us to catch up with expenses, contracting help such as graphic arts and web services saved money, as well as ge neral cost‐cutting measures. We are still reeling from the financial losses we suffered due to COVID, and are still catching up with expenses and some past‐due bills. A grant was received from the City of Rancho Cordova for the PAL program as well as last year's Documentar y Film Festival helped keep the doors open and we hope to get back to full operations very soon. We are resilient and with a little more help, we are confident we will come back bigger and stronger.

How has the organization become more resilient in light of the pandemic? COVID brought to light lessons that unforeseen and difficult things can happen and can happen very quickly. This illustrated that running a business you need to be prepared and resilient and unfortunately, we were not prepared for the almost two‐year health emergency that forced the closure of many businesses, the layoffs of tr usted employees, many of who were friends, the severe loss of income and having to make hard choices in order to survive. These hard lessons have made us at The California Capital Arts Foundation resilient in several ways. We now understand and value the importance of our partnerships with th e community at large, when times get tough these relationships and partnerships prove invaluable. We now aim and work hard toward building strong partnerships with other organizations within our community. We realize that the people who work in our organization are important and we will always let them know we value the hard work, ideas, and kno wledge they bring into all they do to help make the organization stronger and we let them know we appreciate them and that by working together when times are tough, we will be resilient together as a team, and this we have done. We value and a ppreciate our customers and clients, we saw that we needed them as they kept us going and we remember that without them we simply don't survive or be resilient to withstand what we faced with COVID‐19. We have become more aware of fiscal responsibility. The pandemic showed us that at a moment's notic e, we could be in a financially bad place so within the organization we have become financially resilient in order to prepare for any sudden emergency. This has made us fiscally resilient in ways we were not before. In light of the pandemic, we have made steps to a dapt and be ready quickly for a recurrence of COVID. We are ready to keep our customers and employees safe, we are prepared to adopt any local and state government mandates. The past two years have made us resilient What is the organization's total operating budget?
California Capital Arts Foundation 2023 Yearly Operating Budget Fixed Yearly Expenses Office Shared Rent $9,000 Staffing $27,600 Graphic Artist $5,000 Website $3,000 Printing $6,000 Shipping $2,500 Travel $2,500 Advertising $5,000 Entertainment $2,500 Accounting $3,000 Total: $66,100 2023 Capital Expenses Equipment Van Purchase (2023) $15,000 Equipment Purchase (2023) $11,000 Total: $26,000 Grand Total: $9 2,100
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Mr. Charles Lago
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) Certificate of Status_1674862890690.pdf
Secretary of State Entity Status Letter
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5 Scanned from a Xerox Multifunction Printer (45).pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: CALIFORNIA CAPITAL ARTS FOUNDATION
Entity No.: 4573342
Registration Date: 03/02/2020
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 27, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 077398741
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 1:58 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2215919
IP Address:   162.135.0.69
Submission Date: 01/30/2023 1:57
Survey Time:   41 minutes, 35 seconds

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Contact Details
Legal Name of Organization
Cordova Girls Softball
Mailing Address
4101 big meadow way
rancho cordova, ca 95742
Organization Phone Number
9169958750
Website
www.cordovafastpitch.com
EIN
20‐8488524
Primary Contact Name
president Rod borba
Primary Contact Title
president
Primary Contact Phone
9169958750
Primary Contact Email
[email protected]
Organization Information
Year Founded
1965
Mission Statement
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2 Objectives. The objective is to operate the Local League as a recreation and developmental league and in a way, which develops and promotes within each player, manager and coach: sportsmanship, leadership, self‐esteem, responsibility and the athletic skills needed to play softball.

Geographic Area(s) Served
Rancho Cordova community
Number of residents of Rancho Cordova served annually?
350 each season of the year, spring and fall
Number of residents outside of Rancho Cordova served annually? 50 Tax Exemption Status
Other: we run under the flag of cordova community council for tax exemption needs Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain. no
Describe the services the organization provides to Rancho Cordova residents.

For 57 years we have provided an opportunity for girls to play, learn and grow using the game and organization of softball to represent themselves and the community. We strive to provide good family relationships and a positive growth opportunity to build self esteem and personal confidence. We also represent the new Ra ncho Cordova Community that formed 20 years ago and continues to grow. We provide programs to learn softball skills in a team an environment and continuous improvement with programs that each skills, team building and production of fun.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) youth girls age 4‐16 yr old. Many adults involvement is a must for teaching leadership COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) The impact of the pandemic was significant from a financial view and program production in the community. One of the biggest impacts not overly recognized is the impact on volunteers families and involvement in leadership. We have not seen the full impact as people that were on the board of directors decide to ha ve a new life. Financially the impact was both tangible losses through increased expenses but also significant losses to dollars from fundraising and productive sales for supporting avenues of continuous equipment replacement. During 2020 the lost year and 2021 the partial year we had a negative impact of $62,000. Se e attached We are still having issues with volunteers as covid is still a question among many. No doubt that organization must spent time and money to rebuild the leadership of the community program.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) financial impact was a negative 62,000 for 2020 and 2021. Continues to have impact on involvement and leadership.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) We are still working on the same leaders we had before the pandemic. except for the loss of 3 due to life changes.

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3 money but we have not increased rates to players. We typically allow our fall ball teams use the fireworks profits for the teams in the fall but in the last 2 years the league took the profits to help pay the bills. In short constant managements and juggling.

How has the organization become more resilient in light of the pandemic? By being consistent and available we have become more visable and viable as an organization of choice as families look for positive outside activities.

What is the organization's total operating budget?
250,000
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By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.
president rod borba
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) 20 8488524.pdf
Secretary of State Entity Status Letter
20 8488524.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

ITEM 9.3.

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1 Randi Kay Stephens
From: Randi Kay Stephens
Sent: Tuesday, January 31, 2023 1:12 PM
To: Shelly Blanchard; [email protected]
Cc: Stacy Delaney
Subject: CONFIRMED - CCCF/RCAA/Girls Softball | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application
Importance: High
Thank you, Shelly, for your explanation and authorization to use the CCCF’s existing supplemental materials to support the application of the Cordova Girls Softball League.

Rod, we will move forward with the application as confirmed. Given the specific eligibility requirements of the grant, our review team and attorneys will make final decision on eligibility.

Randi Kay

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: Shelly Blanchard <[email protected]>
Sent: Tuesday, January 31, 2023 1:04 PM
To: Randi Kay Stephens <[email protected]> Cc: [email protected]; Stacy Delaney <[email protected]> Subject: Re: REPLY REQUESTED ASAP ‐ INCOMPLETE APPLICATION ‐ Girls Softball | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Hello Randi Kay,

The Cordova Girls Softball (CGS) organization is a member of the Rancho Cordova Athletic Association, which is a commi
ttee of the Cordova Community Council. If permitted by the City of Rancho Cordova, CGS has our permission to use Cordova Community Council Foundation as a fiscal agent for the purpose of applying for this grant.

Further, we will work with the organization to renew the ir 501c3 status and state registration moving forward.

ITEM 9.3.

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2 Shelly Blanchard
Executive Director
Cordova Community Council
2729 Prospect Park Drive Ste. 117
Rancho Cordova CA 95670
(916) 273-5707 Office
(916) 717-4408 Mobile

On Tue, Jan 31, 2023 at 11:58 AM Randi Kay Stephens <[email protected]> wrote:

Rod –
We received your application, but it is incomplete. Your organization needs to provide an official 501c3 for Cordova Girls Softball. You also need to provide the official Secretary of State Certificate of Status. In your application we found two copies of the CCCF’s 501c3 in response to those items being requested. Please provide the essential materials ASAP.

Deadline to complete the application is today. You can email me back with materials.

Thanks,
Randi Kay

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 1:58 PM
To: Randi Kay Stephens <[email protected]>; Stacy Delaney <[email protected]> Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

2023 Nonprofit Recovery Grant Application
Submission #: 2215919
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3 IP Address: 162.135.0.69
Submission Date: 01/30/2023 1:57
Survey Time: 41 minutes, 35 seconds

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4 Organization Information
Year Founded
1965
Mission Statement
Objectives. The objective is to operate the Local League as a recreation and developmental league and in a way, which develops and promotes within each player, manager and coach: sportsmanship, leadership, self‐esteem, responsibility and the athletic skills needed to play softball.

For 57 years we have provided an opportunity for girls to play, learn and grow using the game and organization of softball to represent themselves and the community. We strive to provide good family relationships and a positive growth opportunity to build self esteem and personal confidence. We also represent the new Rancho Cordova Community that formed 20 years ago and continues to grow. We provide programs to learn softball skills in a team an environment and continuous improvement with programs that each skills, team building and production of fun.

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5 Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) The impact of the pandemic was significant from a financial view and program production in the community. One of the biggest impacts not overly recognized is the impact on volunteers families and involvement in leadership. We have not seen the full impact as people that were on the board of directors decide to have a new life. Financially the impact was both tangible losses through increased expenses but also significant losses to dollars from fundraising and productive sales for supporting avenues of continuous equipment replacement. During 2020 the lost year and 2021 the partial year we had a negative impact of $62,000. See attached We are still having issues with volunteers as covid is still a question among many. No doubt that organization must spent time and money to rebuild the leadership of the community program.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) financial impact was a negative 62,000 for 2020 and 2021. Continues to have impact on involvement and leadership.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐ 19, etc.)
We are still working on the same leaders we had before the pandemic. except for the loss of 3 due to life changes.

What steps has the organization taken to address financial impacts of COVID‐19? We negoiated rent reduction from FCUSD during the 2020 season and part of 2021. We had reserves that we lived off of that through hard work had accounted. We delayed improvements and equipment purchasing. have attempted new forms to earn money but we have not increased rates to players. We typically allow our fall ball teams use the fireworks profits for the teams in the fall but in the last 2 years the league took the profits to help pay the bills. In short constant managements and juggling.

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6 Secretary of State Entity Status Letter
20 8488524.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

ITEM 9.3.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Thursday, January 26, 2023 2:33 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2209231
IP Address:   174.50.166.106
Submission Date: 01/26/2023 2:33
Survey Time:   1 day, 8 minutes, 14 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Cordova Community Council Foundation
Mailing Address
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Organization Phone Number
9162735707
Website
www.cordovacouncil.org
EIN
20‐8488524
Primary Contact Name
Shelly Blanchard
Primary Contact Title
Executive Director
Primary Contact Phone
9162735707
Primary Contact Email
[email protected]
Organization Information
Year Founded
1959
Mission Statement
ITEM 9.3.

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2 Mission Statement The Cordova Community Council brings people and organizations together to build a vibrant Rancho Cordova community. Purpose Statement The core purpose of the Cordova Community Council is to inspire community involvement. The Cordova Community Council engages citizens and organizations to strengthen community participation and collaboration, improve community image and build sustainable civic and volunteer organiza tions. We achieve these goals through excellent public events, broad communications and strategic partnerships with non‐profit organizations, businesses and government.

Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
50,000
Number of residents outside of Rancho Cordova served annually? 20,000
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

Board Members: Lee Frechette, Planning Commission; David Sander, City Council member; Stacy Delaney, Community Enhancement and Investment Senior Management Analyst
Describe the services the organization provides to Rancho Cordova residents.

The CCC has been the catalyst for community interactions and special events since its inception in 1959. Today, the CCC is the recognized leader of special event presentation for the City, providing a wide array of memorable activities designed to touch all sectors of the community over the course of the year. In a ddition, CCC convenes affinity groups to encourage organized and well‐ coordinated activities which advance common interests. These include the Rancho Cordova Athletic Association (youth sports leagues), Rancho Cordova Arts Council (music, visual and performing arts organizations), and Rancho Cordova Interfaith Council (church and faith organizations). Through careful coordination of these seemingly disparate pu rposes, Rancho Cordova has achieved a rare, high level of community cooperation and connection that has become the envy of the region. CCC special events range from small to extra large and are well‐known throughout the community. Signature events include Community Volunteer Awards, Kids Day in th e Park, iFest International Festival, Moonlight Movies, Rancho Cordova Fourth of July, Friday Night Concerts, State of the City and Community Christmas Tree Lighting. Other events, such as Memorial Day and Veterans Day observances, the Rancho Cordova Luncheon and the organization’s annual Heartstoppers Haunted House are all part of the mix. CCC provides s ignificant funding and leadership to the Rancho Cordova River City Concert Band, the Symphony d’Oro and Rancho Cordova Arts to assure stability and wide access to the arts to the community. Finally, CCC provides a ready skillset for special activities upon which the City frequently calls. Examples are the 2 010 and 2019 successful entries for the National League of Cities All‐America City award competitions, and elaborate anniversary celebrations for the 10th and 20th incorporation milestones.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) The Cordova Community Council does not limit its services to any beneficiary targets; rather, we design events and programs that cover all groups in the city. Sometimes there is overlap, but by focusing on various groups for service within our menu of events, targets do come in for special treatment as we work thro ugh the calendar. For example, while everyone can enjoy Kids Day in the Park, it is designed with families with children under the age of 12 in mind. Our iFest International Festival is a celebration that is enjoyed by all, but it does carve out special opportunities for newcomer g roups in the community to share their native culture.

Together, our broad offerings create the mosaic that is Rancho Cordova.

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3 events were canceled. This included unrecoverable costs incurred with the cancelation of events, including a six‐figure loos at the Rancho Cordova Fourth of July; refunding of sponsorship commitments due to event cancelation; inability to raise sponsorship funds due to program cancelations; cancelation of fundraising events (Rancho Cordova Community Golf Classic 2 020 and 2021; Heartstoppers Haunted House 2020); loss of ticket revenue for events such as the Volunteer Awards 2020, Rancho Cordova Fourth of July 2020, and others. In a quest to provide COVID‐safe alternatives, the CCC inaugurated a drive‐in concert series at the Mine Shaft property in 2020; converted Ki ds Day in the Park to a Drive‐Through Safari at the Mine Shaft property in 2021; provided support to other non‐profits at little or no cost at the Mine Shaft property (Sacramento Valley Spark Arts Drive‐Throughs in 2020 and 2021, Sacramento Region Relay for Life; and outdoor rehe arsal space for the Rancho Cordova River City Concert Band). A three‐year funding commitment was made to launch the Rancho Cordova Holiday Lights Drive‐Through Experience to provide affordable holiday entertainment for families quarantined by the pandemic. CCC provided Zoom meeting support to member organizations and guided the Rancho Cordova Li ttle League and Cordova Girls Softball through an innovative funding response to keep these important community assets alive through the crisis. We are proud to say that all of our efforts brought us through the pandemic to a place where today community members are once again enjoying all of these ben efits of living in the City of Rancho Cordova.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) In 2020, sponsorship funding for the Cordova Community Council declined from $125,000 in 2019 to $85,000 in 2020. A strong sponsorship rally on behalf of the Holiday Lights Drive‐Through provided surprising relief for what was anticipated to be an even greater loss. While cancellation of events created losses throughout the year, no ne was more devastating as the losses incurred at the 2020 Rancho Cordova Fourth of July. While gallantly attempting a drive‐in fireworks show for residents in 2020, the event was canceled just two days before presentation in consultation with the City Manager, Mayor and Rancho Cordova Police Department after Gov. New som called upon all providers in the state to cancel community fireworks gatherings. The hard cost losses of this cancelation totaled $61,824 – the majority for late cancelation of the fireworks contract. The loss of 2020 revenue from ticket sales, onsite sales and vendor fees is an additional $104,000 (2 019 actual) for an overall impact of $165,824. The annual losses to the Cordova Community Council due to the cancellation of the Rancho Cordova Community Golf Classic in 2020 and 2021 totaled $30,000. The loss incurred by the Cordova Community Council due to cancellation of the Heartstoppers Haunted House in 2020 is estimated at $1
27,000 (2019 actual), offset by $28,000 produced by a drive‐through substitute, for an overall loss of $99,000. Added together, these examples of losses directly attributable to COVID‐19 total $328,000 and while not all inclusive, draws a picture of the unrecoverable impacts on our organization produced by the pan demic. We are grateful to have received a $10,000 COVID Recovery Grant from the City of Rancho Cordova in 2022, which we applied to our depleted Fourth of July budget.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) With the assistance of SBA Paycheck Protection loans, the CCC was able to maintain staffing, which enabled us to provide the various substitute services and activities described above. However, even in 2023, the organization is continuing to recover from impacts more difficult to quantify, such as the permanent loss of many volunteers, longtime vendors an d providers and more. These losses have increased the need for paid providers ‐‐ if we can find them. While attendance at events has bounced back, the rebuilding of sponsorship relationships and development of a new volunteer corps will take time and investment which at this time is difficult to quantif y. Rancho Cordova is a growing community, and as demand increases, the cost of our free events increase.

What steps has the organization taken to address financial impacts of COVID‐19? CCC has taken numerous steps to address the financial impacts of COVID‐19. We have completed a top to bottom scrub of all our events to eliminate extra costs without impacting general quality of our events and redesigned events to be more pandemic and weather‐proof. Examples include shortening daily open hou rs of the Rancho Cordova Fourth of July festival to reduce the need for volunteers and costs of some attractions. Another example is the shift to all 20 x 20 tents to virtually cover all activities at the Community Christmas Tree Lighting. We believe these changes make our outdoor events more resilient to a fut ure health emergency or weather impacts while maintaining high quality. We have also maintained the knowledge and supplies needed to pivot to outdoor drive‐through events should circumstances warrant, making our considerable investment in traffic control and outdoor‐ready infrastructure (such as the 200‐plus fixtures used for the Holiday Lights Drive‐Through) a goo d investment. The pandemic pushed us to move to online ticketing for the Fourth of July, which we believe is providing additional safety and income at our entry gates in the post‐pandemic era. We enacted an across‐the‐board ticket price hike where applicable in 20 22. We believe the well‐documented actions taken by the MACC to keep the arts lamplight burning through the pandemic was exceptional. Those actions included online gallery tours, concert performances and more, and the MACC is now seasoned in how to produce arts benefits for the community in the fa ce of shutdowns triggered by any reason.

How has the organization become more resilient in light of the pandemic? The pandemic taught us many lessons in resilience which we continue to perfect. Some have become central to the way we do business, such as the use of Zoom/Microsoft Teams to continue engagement of members and affiliates and online ticketing changes ITEM 9.3.

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4 described above. The pandemic inspired the CCC to look for ways to retain the Mine Shaft property for uses not before considered to be important – who knew what an asset the ocean of parking would be? That has led to more expansive thinking about how that wonderful community asset should be pre served and developed to become not just a port in a storm, but an important community amenity. We continue to develop our strong online presence because we watched our newsletter impact grow during the pandemic.

Finally, we are dedicated to restoring the comfortable reserve we had been developing to see th e CCC through lean times. There were many lessons learned from the pandemic but having survived and come out on the other side, we believe we have much to share with other non‐profits. We do this at every opportunity, including service on the boards of directors of other important organizatio
ns such as the Rancho Cordova Food Locker, Cordova High School MACH and California Capital Airshow.

What is the organization's total operating budget?
$1.4 million
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Shelly Blanchard
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) IRS Letter of Determination.pdf
Secretary of State Entity Status Letter
Certificate of Status_1674771548089.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: CORDOVA COMMUNITY COUNCIL FOUNDATION
Entity No.: 2966086
Registration Date: 12/26/2006
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 26, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 077011015
ITEM 9.3.

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ITEM 9.3.

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ITEM 9.3.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 2:26 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2216009
IP Address:   107.77.213.115
Submission Date: 01/30/2023 2:25
Survey Time:   25 minutes, 21 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Rancho Cordova Lodge # 2357, Loyal Order of Moose Inc.

Mailing Address
10124 Coloma Rd
Rancho Cordova, CA 95670
Organization Phone Number
9163626667
Website
[email protected]
EIN
68‐0189063
Primary Contact Name
John Ingrim
Primary Contact Title
Administrator
Primary Contact Phone
9163626667
Primary Contact Email
[email protected]
Organization Information
Year Founded
1989
Mission Statement
ITEM 9.3.

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2 The moose has three primary missions ‐ helping children in get a second chance at a good life; helping senior Moose members through their retirement years; and helping our communities to be better places in which to live. Our goal is for both members and community members to see The Moose as "Th e Heart of the Community." Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
With the multitude of organizations within Rancho Cordova that we donate to, our lodge easily serves thousands of residents of Rancho Cordova annually.

Number of residents outside of Rancho Cordova served annually? We donate to hundreds of children and seniors at Mooseheart Child City & School and Moosehaven, a 70‐acre retirement community.

Tax Exemption Status
Other: 501(c) (8)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

In addition to offering a year‐round schedule of social and recreational activities for our members and their families, the Rancho Cordova Moose Lodge provides community volunteerism in the form of time and monies donated to the Rancho Cordova Food Locker, local schools, Little League, Cub Scouts, Rancho Cordova P.A.L., the Cordova Co mmunity Spotlight Orchestra, and the Rancho Cordova VFW and Mather Veterans Hospital.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) The Rancho Cordova Moose Lodge's target beneficiaries are any community members in need, specifically in‐need and at‐risk children and families.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) Our lodge has had to modify many of our fundraising events to accommodate for social distancing guidelines. This means that we have had to reduce the number of tickets sold at our indoor events, which in turn means less money raised. We are also still feeling the impact of many members, especially ol der ones, who are not comfortable coming to the lodge for fear of getting Covid‐19. We have had to increase the cost of our cleaning service to include deep cleaning services, in order to mitigate the spread of Covid‐19.

All of these issues have affected the lodge financially, especially with the rising costs of food and ot her bills.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) We have had several periods of closure due to Covid‐19 outbreaks. We also have had multiple staff out due to sickness, which puts additional stress on remaining staff members who have to cover the shifts of those out sick. We have also seen that some members are reluctant to volunteer at events be cause it can expose them to a multitude of people, thus increasing their risk of exposure to Covid‐19.

ITEM 9.3.

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3 What steps has the organization taken to address financial impacts of COVID‐19? We have reduced some of our services in order to cut down on our bills. We are still offering to‐go meals for members who do not feel comfortable eating within the lodge. We have also needed to rely heavily on the skills of our members for much‐needed lodge repairs that we coul d not otherwise afford.

How has the organization become more resilient in light of the pandemic? After being closed for so long, and then only being open outdoors for a while, we have become well‐versed in how to continue our operations despite the impact of Covid‐19. We have become more flexible in how and where we hold events, as well as learning to work with limited resour ces to accomplish our goals. We have worked hard together to get through this challenging time, and in spite of everything, we have not lost focus on our organization's mission to help those in need within our community.

What is the organization's total operating budget?
Our operating budget for Q4 is expected operational revenue of $90,000 and expected operational expenses of $70,000.

Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

John Ingrim
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) scan0022.pdf
Secretary of State Entity Status Letter
scan0023.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

ITEM 9.3.

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1 Randi Kay Stephens
From: [email protected]
Sent: Wednesday, February 15, 2023 10:30 AM
To: Randi Kay Stephens
Subject: RE: Reply Requested ASAP: MOOSE LODGE | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application
Hi Randi Kay,

Per your request, our annual operating budget has expected operational revenue of $340,000 and expected operational expenses of $292,000. Let me know if you need anything else.

Sincerely,

Julie Whittaker

From: "Randi Kay Stephens" <[email protected]> Sent: 2/14/23 4:37 PM
To: "[email protected]" <[email protected]>, John Ingrim <[email protected]> Cc: Stacy Delaney <[email protected]>
Subject: Reply Requested ASAP: MOOSE LODGE | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Hello Moose Lodge Applicants –

Please confirm your total annual operating budget.

Your response below does not clearly answer the specific question. Please provide a numeric value.

What is he organization's total operating budget?
Our operating budget for Q4 is expected operational revenue of $90,000 and expected operational expenses of $70,000.

Thanks,
Randi Kay

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II ITEM 9.3.

ATTACHMENT 2

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2 City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 2:26 PM
To: Randi Kay Stephens <[email protected]>; Stacy Delaney <[email protected]>
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

2023 Nonprofit Recovery Grant Application
Submission #:    2216009
IP Address:    107.77.213.115
Submission Date:  01/30/2023 2:25
Survey Time:    25 minutes, 21 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Rancho Cordova Lodge # 2357, Loyal Order of Moose Inc.

Mailing Address
10124 Coloma Rd
Rancho Cordova, CA 95670
Organization Phone Number
9163626667
Website
[email protected]
EIN
68-0189063
Primary Contact Name
John Ingrim
Primary Contact Title
ITEM 9.3.

ATTACHMENT 2

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3 Administrator
Primary Contact Phone
9163626667
Primary Contact Email
[email protected]
Organization Information
Year Founded
1989
Mission Statement
The moose has three primary missions - helping children in get a second chance at a good life; helping senior Moose members through their retirement years; and helping our communities to be better places in which to live.

Our goal is for both members and community members to see The Moose as "The Heart of the Community." Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
With the multitude of organizations within Rancho Cordova that we donate to, our lodge easily serves thousands of residents of Rancho Cordova annually.

Number of residents outside of Rancho Cordova served annually? We donate to hundreds of children and seniors at Mooseheart Child City & School and Moosehaven, a 70-acre retirement community.

Tax Exemption Status
Other: 501(c) (8)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business) Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

In addition to offering a year-round schedule of social and recreational activities for our members and their families, the Rancho Cordova Moose Lodge provides community volunteerism in the form of time and monies donated to the Rancho Cordova Food Locker, local schools, Little League, Cub Scouts, Rancho Cordova P.A.L., the Cordova Community Spotlight Orchestra, and the Rancho Cordova VFW and Mather Veterans Hospital.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.)
The Rancho Cordova Moose Lodge's target beneficiaries are any community members in need, specifically in- need and at-risk children and families.

ITEM 9.3.

ATTACHMENT 2

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4 COVID-19 Impact
Describe the impact the COVID-19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.)
Many of our annual events have seen a significant reduction in participants, mainly due to the fact that there are still many people who are worried about getting Covid-19. We are also limited in what we can offer at our events, in terms of food and entertainment, because of rising costs of just about everything.

Describe the impact the COVID-19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) Our lodge has had to modify many of our fundraising events to accommodate for social distancing guidelines.

This means that we have had to reduce the number of tickets sold at our indoor events, which in turn means less money raised. We are also still feeling the impact of many members, especially older ones, who are not comfortable coming to the lodge for fear of getting Covid-19. We have had to increase the cost of our cleaning service to include deep cleaning services, in order to mitigate the spread of Covid-19. All of these issues have affected the lodge financially, especially with the rising costs of food and other bills.

Describe any other impact the COVID-19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID-19, etc.)
We have had several periods of closure due to Covid-19 outbreaks. We also have had multiple staff out due to sickness, which puts additional stress on remaining staff members who have to cover the shifts of those out sick.

We have also seen that some members are reluctant to volunteer at events because it can expose them to a multitude of people, thus increasing their risk of exposure to Covid-19.

What steps has the organization taken to address financial impacts of COVID-19? We have reduced some of our services in order to cut down on our bills. We are still offering to-go meals for members who do not feel comfortable eating within the lodge. We have also needed to rely heavily on the skills of our members for much-needed lodge repairs that we could not otherwise afford.

How has the organization become more resilient in light of the pandemic? After being closed for so long, and then only being open outdoors for a while, we have become well-versed in how to continue our operations despite the impact of Covid-19. We have become more flexible in how and where we hold events, as well as learning to work with limited resources to accomplish our goals. We have worked hard together to get through this challenging time, and in spite of everything, we have not lost focus on our organization's mission to help those in need within our community.

What is the organization's total operating budget?
Our operating budget for Q4 is expected operational revenue of $90,000 and expected operational expenses of $70,000.

Read-Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

John Ingrim
Required Document Uploads
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5 Proof of IRS Federal Tax-Exempt Status (also called a Letter of Determination) scan0022.pdf
Secretary of State Entity Status Letter
scan0023.pdf
Thank you,
City of Rancho Cordova

This is an automated message generated by Granicus. Please do not reply directly to this email.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 3:14 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2216148
IP Address:   73.235.129.53
Submission Date: 01/30/2023 3:14
Survey Time:   40 minutes, 15 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Gymnastics and Acro of Fair Oaks
Mailing Address
11345 Folsom Blvd
Rancho Cordova, CA 95742
Organization Phone Number
5108128168
Website
https://www.gafoparentsclub.com
EIN
68‐0331184
Primary Contact Name
Nancy Marciano
Primary Contact Title
President
Primary Contact Phone
5108128168
Primary Contact Email
[email protected]
Organization Information
Year Founded
1995
Mission Statement
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2 Gymnastics and Acro of Fair Oaks (GAFO) is a 100% nonprofit 501(c)(3) parent‐run volunteer organization benefiting the competitive team program at Technique Gymnastics in Rancho Cordova, CA. The purposes of this Association are: (1) to foster national and international amateur gymnastics competition, (2) to support and develop amateur gymnasts for nati onal and international competition, and (3) to promote and provide resources for the development of excellence in competitive gymnastics.

Geographic Area(s) Served
Sacramento Region including but not limited to the counties of Sacramento, El Dorado, Placer, and Yolo Number of residents of Rancho Cordova served annually?
At this time we have 31 Rancho Cordova athletes on our team. We have 9 Rancho Cordova athletes waiting to test onto the team program. Our Rancho Cordova numbers are down from previous years.

Number of residents outside of Rancho Cordova served annually? We currently have 117 athletes that live outside of Rancho Cordova. Our overall numbers are down from pre‐pandemic time.

Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No.

Describe the services the organization provides to Rancho Cordova residents.

Payment of Competition Entry Fees: There is an entry fee for each of the competitions a gymnast attends. This fee can range from $125‐$150. Our athletes attend six qualifying competitions, and then one to three championship meets depending on how many for which they qualify. GAFO pays for all of the competition en try fees. Payment of coaches’ costs: GAFO pays all of the coaching expenses related to the competition side of the team. These expenses include: • Payment for each session the coaches work • Travel Expenses (airfare, car, gas, hotel, food) • Workers’ Compensation Insurance • Special training and continuing educatio n (new routines, SafeSport, etc). • Memberships (USA Gymnastics, Northern California Gymnastics, etc.) Gymnasts Long Distance Travel Reimbursement: Budget permitting, GAFO reimburses parents for gymnasts’ airfare for long‐distance travel meets (250 miles or more). This applies first to championship meets and then moves its way down to qualifying meets. Travel reimbursement is bu dget permitting.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Our gymnasts are comprised of approximately 150 girls and boys, ages 6 to 18 years old, in levels 3‐10, from various communities throughout the greater Sacramento area. Our team competes at local, state, regional, and national competitions. Several of our gymnasts have earned scholarships to various colleges and universities across the co untry. Gymnastics is one of the most successful youth activities in the United States and is the foundation for many other sports activities. Competitive gymnastics helps our youth prepare for life outside of the gym. It teaches them to set goals, learn teamwork, learn conflict resolution, and problem‐solve. It consta
ntly challenges them‐ while still keeping them interested and engaged. It improves athleticism and aids in the journey through education and life‐ building self‐esteem and confidence and developing healthy minds and bodies. However, participating in competitive sports can be pretty expensive. And as the gymnasts move up through the levels, the y travel further away from home‐ thus increasing their expenses even more. Through proper and precise fundraising, GAFO aims to keep Technique’s competition costs low enough so that all families can afford to allow their gymnasts to join the team and to stay on the team‐ as the gymnasts move up th rough the levels.

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3 Although no longer required to social distance, many families still send just one parent to our competitions. This saves money for the parents but reduces our spectator admissions revenue. Although some of our team families donate money and items for our snack bar, our organization purchases most of the food. We have had to raise ou r snack bar prices to cover the increase in food costs.

However, if we charge too much, spectators can’t afford it or will decide against purchasing from us. Additionally, our spectator audience is so much smaller than before the pandemic, we have fewer people visiting our snack bar. Overall, our once bustlin g snack bar revenue is just not as lucrative as it once was. After the pandemic, our team program remains extremely small, and we have struggled to rebuild quickly. We depend on the for‐profit to “feed” recreational students onto our team program. Unfortunately, many parents withdrew their kids from gym nastics during the pandemic closures. Also, after the pandemic closures and our gym was allowed to re‐open, many recreational coaches didn’t return to work. Our for‐profit has been struggling to find coaches to run the recreational programs. Many classes remain shuttered, and kids sit on waiting lists. The inability of our fo r‐profit club to feed gymnasts onto the team program due to staffing issues has kept the rebuilding of our team program significantly at a standstill.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) GAFO is fundraising dependent. Our primary source of revenue comes from gymnastics competitions; however, because gymnastics is an indoor sport, for almost a year and a half, we could not host any. Previously, in addition to competitions, we supplemented our income by holding dinner types of fundraisers. However, those types of large ga therings were not allowed either. Our revenue‐ generating sources evaporated. With no financial offsets, our competitive team fees immediately doubled. The price increase was extremely hard on many of our families, and many withdrew their athletes from the program. Once we were allowed to fundraise again, we focused solely on gy mnastics competitions. However, while returning to meets was a fundraising “lifeline,” it was not without its challenges. Many gyms were closed or had reduced enrollments, so our gymnast registration income was down.

Spectator admittance and seating were a challenge. The one local stadium‐size bleacher company went out of business, so we ha d to rent chairs. Using chairs required more available floor space, which is very limited in our facility. So the need for chairs and social distancing requirements reduced our spectator admittance and revenue even further. Furthermore, we had to pivot to a cashless, online ticketing‐only system which was more expensive fo r the spectators, also causing fewer to attend. Because our spectator revenue was so low, we started live‐streaming our events. We invested in eight iPads and tripods and live‐streamed all last year.

Initially, revenue was good. Eventually, however, many people stopped using the service. Now, with eve rything open, we don’t need to live stream and are still trying to recoup the money spent on the iPads, tripods, and live‐streaming service. Although back to hosting meets, the reduced number of athletes and spectators, the decreased snack bar revenue, and the increased cost to rent the venues hampered our ability for an ex pedient comeback.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Our non‐profit board of directors and general membership comprises team parent volunteers. The Covid pandemic closures resulted in many team families leaving the gym. As a result, not only did our general membership decrease but our board of directors did as well. We are currently still trying to rebuild both. Onc e we resumed hosting fundraising competitions, we continued to struggle internally. We lost our meet coordinator, all of our meet committee leaders, and our set up and tear down team members. All of these losses were direct results of the pandemic. Once an athlete leaves the team, the parents are no longer onsite to volunteer or participate on the board
. So many people failed to return after the gym re‐opened, and we were left with very little leadership.

While ordinarily, we would have backup people cross‐trained and ready to step in, this time, there were very few. We needed a back
up to our backup plan. Even with low general membership numbers, we must host meets to survive, rebuild our account, and lower our competition fees. We understand that we need more volunteers to run smooth and successful competitions. However, we are all pitching in and volunteering more. We are hosting meets and sur viving by oftentimes exhausting our current families ‐asking them to volunteer longer hours or multiple shifts to make the competitions run smoothly. We must refrain from paying people to come in and help. We must keep the overall expenses down and rely on the membership to volunteer their time.

What steps has the organization taken to address financial impacts of COVID‐19? To address the financial impacts of COVID‐19, our organization has focused primarily on rebuilding by hosting gymnastics competitions. Additionally, we have made a significant effort to cut costs. We streamlined our board and our general volunteer positions. Presently we are not funding athlete training clinics. We no longer hire a coa ch to lead the setup and tear down of our competitions‐ we have a parent volunteer handling this. We no longer pay for tech services. We have a parent volunteer managing our technological needs. We no longer pay non‐members to fill our vacant volunteer shifts. We fill these shifts with studen ts needing community service hours. We have encouraged our members to apply for “employee” matching programs. We have signed up for numerous script programs and ask our members to share the links with friends and family. Some of these efforts are minute compared to our needs; however, every little bit helps. We const antly seek grants or aid to help our athletes and their families.

However, many of the pandemic grants are limited to employers. We have also been hit hard; however, we are not an employer.

Your Non‐profit Recovery Grant was the only one we found for which we could a pply. And the money we received was extremely helpful. We used some of it to purchase the necessary iPads and tripods for live streaming. Parents were thankful, and the money ITEM 9.3.

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4 we made was very helpful. Most of the money we were awarded was used to provide scholarships to families unable to afford our higher athlete competitive season fees. The scholarships were vital to helping athletes continue in our program. If awarded the grant again, we would again use the money to pr ovide more aid to our members. We are always looking for ways to cut costs, raise more money, and lower competitive fees. We do this for the athletes who adore gymnastics and their parents who often struggle to find ways to pay for it.

How has the organization become more resilient in light of the pandemic? The pandemic has made our organization more resilient in many ways. We’ve slimmed our spending to just what we need to stay operational. We’ve communicated more with our membership about our budget concerns and asked them to volunteer their time and trade expertise to help us save money. As a result, we’v e begun saving in technology management, catering services and insurance services. Whenever possible, our coaches are competing the kids closer to home and watch their spending more (carpooling instead of driving separately, sharing rooms, competing the kids on one day instead of two, etc.). Since the onset of the pandemic, the GAFO bo ard, the Technique gym owners, and the coaches have come together and have started working as one collective unit, trying to figure out a way to keep the kids participating in the sport they love. Communicating better, and working more closely with the for‐profit gym owners, the coaches, an d the team parents‐ has made us resilient. Receiving a non‐profit grant through The Rancho Cordova Recovery Program last year has helped us become resilient. It gave us hope. Knowing that the City of Rancho Cordova sees the mental health and fitness value in kids participating in team sports keeps us resilient. Seein g the smiles on the kids' faces as they walk into the gym each day keeps us resilient. This fall, two of our athletes, both of whom joined Technique around the age of 4, graduated from high school. Both have parents who were dedicated to our non‐profit and cons istently volunteered. Both made it through the last two rocky pandemic gymnastics years. Both were recruited by and joined Division 1 gymnastics teams this past fall‐ one going to Stanford and the other to UCLA. Seeing this tremendous accomplishment makes the struggle worth it. Our little organization, located in a little gym called Te chnique‐ situated in a quiet little city called Rancho Cordova‐ consistently producing amazing athletes. This is what keeps us resilient.

What is the organization's total operating budget?
2022‐23 Budget Beginning Balance: $28,000 Other Fundraising (pies/script): 2,500 Meet Income: 148,000 Assessments: 80,850 Projected Fundraising Income: $231,350 Coaches Fees/Training: $100,000 Administration (Insurance, Tax Filing) 16,500 Gymnast Costs 97,175 Projected Expenses: $213,775 Projected Income/Loss: $ 17,575 2022‐23 Projected Ending Balance $ 45,575 Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Nancy Marciano
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) gafoirscertificationletter.pdf
Secretary of State Entity Status Letter
entitystatusletter.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: GYMNASTICS & ACRO OF FAIR OAKS
Entity No.: 1931235
Registration Date: 03/29/1995
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 30, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078052729
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 3:17 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2216155
IP Address:   73.185.110.147
Submission Date: 01/30/2023 3:16
Survey Time:   11 minutes, 3 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
America's Homeless Veterans
Mailing Address
2801 Aramon Dr
Rancho Cordova, CA 95670
Organization Phone Number
9163767400
Website
www.ahvets.org
EIN
46‐4990045
Primary Contact Name
Diane Britt
Primary Contact Title
Executive Director
Primary Contact Phone
9163901425
Primary Contact Email
[email protected]
Organization Information
Year Founded
2014
Mission Statement
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2 We are Veterans helping Veterans transition from the street to permanent housing. We offer resources to meet medical needs, both physical and mental as well as referrals to other community programs.

Geographic Area(s) Served
Sacramento, Placer and El Dorado Counties
Number of residents of Rancho Cordova served annually?
100+
Number of residents outside of Rancho Cordova served annually? 100+
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

We offer a weekly food distribution, free COVID testing, clothes, private pay sober living.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Veterans
COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) During the height of the pandemic, we were unable to expand any of our programs. We had to follow the COVID 19 guidelines and protocols which greatly decreased our efforts to assist Veterans.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) We operate solely on donations, and in 2020 and 2021, we were unable to hold any in‐person fundraisers. In 2020 and 2021, we had a drastic decrease in donations.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) During the height of the pandemic, we were unable to utilize any volunteers due to the potential spread of the virus. We had to close a few times due to staff becoming infected with the virus.

What steps has the organization taken to address financial impacts of COVID‐19? We developed new relationships with other organizations in an effort to remain solvent. Recently, we partnered with a local lab to provide free COVID testing.

How has the organization become more resilient in light of the pandemic? Going through the COVID‐19 pandemic taught us many lessons. One is to be better prepared. We continue to take better precautions by wearing masks and gloves. We are doing more outreach to Veterans, and the general homeless population by offering free COVID‐19 testing.

What is the organization's total operating budget?
$50,000
Read‐Only Content
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3 By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Diane Britt
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) AHV IRS Exempt Ltr.pdf
Secretary of State Entity Status Letter
SOS Stmt.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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1 Randi Kay Stephens
From: Randi Kay Stephens
Sent: Wednesday, February 1, 2023 2:14 PM
To: diane ahvets.org
Subject: Additional Grant Opportunities - America's Homeless Veterans | E: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application
Thank you so much for sharing about your organization!

Here are additional opportunities from the City of Rancho Cordova:

ONGOING OPPORTUNITY. The City of Rancho Cordova has ongoing micro grant opportunities available for residents of Rancho Cordova and community organizations. These micro grants are available year‐round (up to two in a cale ndar
year). To learn more about these opportunities, please visit Community Grants | City of Rancho Cordova.

COMING UP IN FEBRUARY! The regular grant cycle for the Community Enhancement & Investment Fund (CEIF) starts February 6th and closes March 17th (at 5 p.m. PST). If you click on the hyperlink below, you’ll see information about the grant process including office hours that you can sign‐up for to talk to members of the CEIF team about your potential grant request. The actual online grant form won’t be active until February 6th at 9 a.m. but the other documents can be viewed now, and you can sign‐up for office hours.

Grant Applications | City of Rancho Cordova

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: diane ahvets.org <[email protected]>
Sent: Wednesday, February 1, 2023 10:39 AM
To: Randi Kay Stephens <[email protected]> Subject: Re: INCOMPLETE SUBMISSION ‐ America's Homeless Veterans | E: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Good morning Randi,

At our administrative building located at 2801 Aramon, we have our administrative offices. This is where any Veteran can come to get food, clothing, toiletries, and any assistance they need. We have a commercial refrigerator and freezer at our administrative building. Veterans can come and just hang out, watch TV, play some pool, or just check in with us to let us know they are still maintaining their sobriety. Every Friday we do a food distribution. We pick up +/- 1000 lbs of food from Trader Joes and put it out on tables for anyone who needs it. We also offer free COVID 19 testing to anyone. We get lots of donations at our administrative building. Recently, someone donated 20 brand new sleeping bags. The Tommy Hilfiger store recently donated 10+ bags of new clothes. The tactical gear store 5.11 donates their clothes, shoes, boots, etc., with slight ITEM 9.3.

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2 imperfections. We get lots of new and used clothing, food, shoes and toiletries donated to us, which we make available to any Veteran. We also will place outside on Fridays when we have our food distribution.

Part of the services we offer are sober living houses. We own 2 houses in Rancho Codova, 1 in Sacramento and 1 in Orangevale that have rooms available to rent for Veterans. They sign a contract to maintain their sobriety.

We are also in the process of opening a drug and alcohol detox house in Rancho Cordova. The application process with the State takes a minimum of 3 months so I'm hoping it will be open early this year. It will be a non-medical detox house, staffed by professionals, many of whom are Veterans in recovery. It will be a 6 bed facility and will be a 5-10 day stay. We will be a provider for the VA and the VA will refer Veterans to us for detox. It will also be available to non-Veterans wishing to detox from drugs and/or alcohol.

You can see more of what we do on our Facebook page @americahomelessveterans. I've posted lots of pictures and videos of what we do.

Please let me know if you would like any more information. Thank you for your consideration.

Regards,

Diane

Diane Britt
Executive Director
America's Homeless Veterans
2801 Aramon Drive
Rancho Cordova, CA 95670
www.ahvets.org
916-390-1425

This email and any files transmitted with it are confidential and are intended solely for the use of the individual or entity to which they are addressed.

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3 From: Randi Kay Stephens <[email protected]> Sent: Tuesday, January 31, 2023 12:28 PM
To: diane ahvets.org <[email protected]>
Cc: Stacy Delaney <[email protected]>
Subject: RE: INCOMPLETE SUBMISSION ‐ America's Homeless Veterans | E: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Much appreciated.

Would you also share a bit more about your address/location. When I did a google search, I see a white building and I’d like to understand what services you are providing from that location.

Thanks!

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: diane ahvets.org <[email protected]>
Sent: Tuesday, January 31, 2023 12:25 PM
To: Randi Kay Stephens <[email protected]> Cc: Stacy Delaney <[email protected]>
Subject: Re: INCOMPLETE SUBMISSION ‐ America's Homeless Veterans | E: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Randi,

Per your instructions, attached is the California Secretary of State Certificate of Status for America's Homeless Veterans. Thanks.

Regards,

Diane

Diane Britt
Executive Director
America's Homeless Veterans
2801 Aramon Drive
Rancho Cordova, CA 95670
www.ahvets.org
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4 916-390-1425

This email and any files transmitted with it are confidential and are intended solely for the use of the individual or entity to which they are addressed.

From: Randi Kay Stephens <[email protected]> Sent: Monday, January 30, 2023 4:52 PM
To: diane ahvets.org <[email protected]>
Cc: Stacy Delaney <[email protected]>
Subject: INCOMPLETE SUBMISSION ‐ America's Homeless Veterans | E: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Hello Diane ‐
Thank you for applying to the City of Rancho Cordova’s Nonprofit Recovery Grant program. Currently your application is incomplete for the following reason:

1. It did not contain the Secretary of State Certificate of Status.

Please see below for information about obtaining the official Secretary of State Certificate of Status. I hav e told other organizations that FTB notices, and other screenshots are not sufficient, and I must be consistent across all potential applicants. Instructions for obtaining the certificate are here with a few a screenshot. Visit the Secretary of State Website: https://bizfileonline.sos.ca.gov/search/business. You will need to create a login if you haven’t don e so before.

Once logged in, you will be able to request a certificate (see top right of the image below).

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5 You can view certificates and materials in the “My Work Queue” to view and print the document after payment.

Help Info via Secretary of State: The Secretary of State has a phone number to call for help too if you need it: (916) 653‐ 6814. According to SoS help info: “My UCC Orders Wor k Queue can be accessed from the homepage, select “My Work Queue” on the left[1]hand side navigation. Once selected, be sure to select the UCC Orders tab at the top of the page.

My UCC Orders Work Queue contains UCC certified searches and certified copies the user is actively working on or that have bee
n fulfilled recently by the SOS. These certificates are available for up to 2 months.” ucc‐online‐help.pdf (ca.gov).

Please obtain the Secretary of State Certificate of Status and sent it in a reply to this email.

Thanks,
Randi Kay

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 3:17 PM
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6 To: Randi Kay Stephens <[email protected]>; Stacy Delaney <[email protected]> Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

2023 Nonprofit Recovery Grant Application
Submission #:   2216155
IP Address:   73.185.110.147
Submission Date: 01/30/2023 3:16
Survey Time:   11 minutes, 3 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

ATTACHMENT 2

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7 2014
Mission Statement
We are Veterans helping Veterans transition from the street to permanent housing. We offer resources to meet medical needs, both physical and mental as well as referrals to other community programs.

No
Describe the services the organization provides to Rancho Cordova residents.

We offer a weekly food distribution, free COVID testing, clothes, private pay sober living.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) We operate solely on donations, and in 2020 and 2021, we were unable to hold any in‐person fundraisers. In 2020 and 2021, we had a drastic decrease in donations.

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8 During the height of the pandemic, we were unable to utilize any volunteers due to the potential spread of the virus. We had to close a few times due to staff becoming infected with the virus.

What is the organization's total operating budget?
$50,000
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: AMERICAS HOMELESS VETERANS
Entity No.: 3691100
Registration Date: 07/03/2014
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078283233
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Monday, January 30, 2023 3:43 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2216219
IP Address:   74.131.173.228
Submission Date: 01/30/2023 3:43
Survey Time:   21 minutes, 20 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Ukrainian American House
Mailing Address
11290 Point East Drive
215
Rancho Cordova, CA 95742
Organization Phone Number
9162010101
Website
www.uahouse.org
EIN
833993982
Primary Contact Name
Director of Special Projects Olga Shilo
Primary Contact Title
Primary Contact Phone
9167152025
Primary Contact Email
[email protected]
Organization Information
Year Founded
2018
Mission Statement
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2 Our mission is to provide an effective platform for Ukrainian‐American cooperation in the humanitarian, economic, cultural, educational, social, and political spheres. Being an influential platform for Ukrainian‐American cooperation, we aim to: • Raise awareness about Ukraine in the United States and increase its support. • Ensure stable delivery of hu manitarian aid to Ukraine. • Support Ukrainian refugees in the United States. • Create prerequisites for business and economic recovery of Ukraine.

Geographic Area(s) Served
Rancho Cordova, Sacramento, Elk Grove, Citrus Heights, Orangevale, North Highlands, Rocklin, Roseville, Lincoln, West Sacramento Number of residents of Rancho Cordova served annually?
2,000
Number of residents outside of Rancho Cordova served annually? 20,000
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

NO
Describe the services the organization provides to Rancho Cordova residents.

Promotes business, economy, and education. UAH is dedicated to promoting Ukrainian culture, oversea business opportunities and expanding education for people who live in the United States and Ukraine. UAH has helped with relief efforts overseas as well and new immigrants to the US that have settled locally in the Rancho Cordova and Greater Sac ramento areas. Most recently UAH has been the primary organization to serve Ukrainian refugees and their sponsor families in the region.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) UAH focuses on families, youth and children by connecting them to services and opportunities within the community.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) UAH has had a difficult time fundraising and retaining volunteers/workers due to funding. In person networking events such as banquets and social hours have been used in the past to fundraise for community outreach but it was negatively impacted due to COVID‐19. Fundraising opportunities were eliminate since community events were not taking pla ce in person.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Without constant events and new and ongoing activities many of our sponsors and donors have stopped financial contributions and UAH could not retain many of it's volunteers.

What steps has the organization taken to address financial impacts of COVID‐19? UAH has recently resumed some activities on a smaller scale to keep the community safe. UAH has also utilized online services to continue networking and promoting the organization.

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3 How has the organization become more resilient in light of the pandemic? UAH has shifted its approach to operation of the organization to attempt to achieve resiliency for now and any future disruptions.

We have invested in technology systems and people to combine both human and technology‐centered approach. Specifically purchase of systems such as salesforce, hiring staff, investing in social media marketing, pu rchasing of equipment such as laptop, and establishing partnership with other community organizations.

What is the organization's total operating budget?
The 2022 operating budget was $315,000.00
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Chair Vlad Skots
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) UAH 501c3 Determination Letter IRS.pdf
Secretary of State Entity Status Letter
UAH SOS Certified 100 (4) (1) (1).pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: UKRAINIAN AMERICAN HOUSE
Entity No.: 4181477
Registration Date: 08/06/2018
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 30, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078047527
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 10:41 AM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2217656
IP Address:   75.198.166.247
Submission Date: 01/31/2023 10:41
Survey Time:   31 minutes, 1 second

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Rancho Cordova HART
Mailing Address
3687 Fairbrooks Ct.

Rancho Cordova, CA 95742
Organization Phone Number
9166776642
Website
www.ranchocordovahart.org
EIN
61‐1799533
Primary Contact Name
Travis Kimmel
Primary Contact Title
President
Primary Contact Phone
9166776642
Primary Contact Email
[email protected]
Organization Information
Year Founded
2015
Mission Statement
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2 HART is a group of congregations, businesses, and individuals who care about those in Rancho Cordova who are currently without a home. Together we aim to be a resource for the homeless and ultimately to end homelessness in Rancho Cordova.

Geographic Area(s) Served
The City of Rancho Cordova
Number of residents of Rancho Cordova served annually?
6050
Number of residents outside of Rancho Cordova served annually? 60 Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

Rancho Cordova HART supports the unhoused in our community by creating volunteer‐run outreach and engagement programs.

These programs include a Winter Shelter during the coldest months of the year, a transitional house, the operation of a fee shower program, and a meal and resource distribution outreach program. Additionally, we support th e local Homeless Outreach Navigator by hosting community events and providing bus passes, resources, and supplies. Our most popular programs are the Winter Shelter and Rental Assistance programs. The Winter Shelter program provides 10‐15 unhoused community members free services such as a safe place to sleep, shower, shelter, meals, and con nection to resources and community every night during the coldest months of the year. The Rental Assistance program helps unhoused individuals take the first step in moving off the street. We provide financial assistance and guidance to help individuals and families secure permanent housing.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) We serve the local unhoused and those at risk of becoming homeless. This includes all demographics, ethnicity, family sizes, and incomes.

COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) There are two main impacts—first, our volunteer engagement. Second, there is a significant increased need for housing services, hygiene supplies, food, and financial Assistance. First, as a volunteer‐run nonprofit organization, we have had fewer volunteers and accessibility issues. We needed to adjust to zoom meetings. This was seamless for some an d difficult for others. Many of our volunteers needed help continuing to be engaged. Now that we have returned to mostly all in‐person meetings, we are seeing an overall decrease in our volunteer base. Many of our volunteers were disenfranchised due to COVID‐19. Secondly, we see a great demand for an overall increas e in services. This includes hygiene supplies, meals, gas cards, and housing support. Our outreach volunteers provide funds for early tenancy support, Rental Assistance, and other supplies, which saw a massive increase in services and the cost of services in the last two years. This time last year, we assumed to sp end around $500 ‐ $1,000 per “Rental Assistance” request in specific situations. The Outreach Navigator and HART Volunteers are seeing a need for rental assistance funds to be far more than we initially requested. The requests are both more expensive and greater in number than we expected. Daily, the Outrea
ch Navigators and HART Volunteers identify an unhoused community member needing assistance. In all situations, this is the final step to achieving permanent housing. In addition to the increased need, we see an increase in the amount needed for rental Assistance per request. Assumingly, due to COVID‐19 and the rising cost of rent in th e Sacramento Region, the cost of a security deposit or monthly cost of a room for rent exceeds our initial prediction. We see the cost of rental Assistance to exceed $1,000 per case. Considering both of these issues, Rancho Cordova HART predicts it will soon need to de cline requests for rental Assistance and therefore miss the opportunity to help.

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3 Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) The impact of the COVID‐19 public health emergency is such that we need additional finances to provide services to meet the needs of the unhoused in Rancho Cordova. In the past, we have spent $500 ‐ $1,000 per “Rental Assistance” request. This year, we see a significant increase. Most cases are around $1, 500 ‐ $2,500, especially if we serve a family. Around 60 requests for rental Assistance have increased by $500 ‐ $1,000 based on our initial estimate.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) One impact is the constant review of volunteers and their exposure to COVID‐19. We have had volunteers test positive and need to quarantine. So, we have had to increase our communication and reporting requirements from volunteers. In terms of our Winter Sanctuary, we have increased protection for both guests and volunte ers by providing masks, gloves, showers, and other cleaning supplies.

What steps has the organization taken to address financial impacts of COVID‐19? We have asked community groups and local partners for grant funding to continue our work and expand our Rental Assistance program.

How has the organization become more resilient in light of the pandemic? Rancho Cordova HART has increased our work communicating and outreaching our followers through new ways. We have created a monthly newsletter through our website on WIX. We have also used Facebook and Instagram to share our and our partner's resources and provide housing counseling. We use social media and the newsletter to ask our stakeholders to don ate to our organization and engage with our partners. This has curbed our struggle with meeting in person and organizing volunteers.

What is the organization's total operating budget?
$86,000
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Mr Derek M. Corea
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) IRS Determination Letter ‐ Tax Exempt (00534300xA1600) (1).pdf Secretary of State Entity Status Letter
SS Letter.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: RANCHO CORDOVA HART
Entity No.: 3920501
Registration Date: 06/22/2016
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078303530
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 10:58 AM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2217717
IP Address:   73.185.29.123
Submission Date: 01/31/2023 10:58
Survey Time:   18 minutes, 44 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Fitrah, Inc.

ATTACHMENT 2

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2 Fitrah’s mission is to empower Sacramento County's most vulnerable youth (ages 16 through 25) who are aging out of the foster‐ care system, court‐involved or homeless through a social enterprise (online thrift bookstore business) and through life skills coaching. Fitrah’s programs to its ethnically diverse youth (African‐American, Latino, etc.) in clude the following: 1‐ Jobs for Youth (JFY): this program aims at creating jobs for at‐risk youth by engaging them in the operation of Fitrah’s online bookstore business and helping them generate their own income and learn entrepreneurial and job skills. 2‐ Youth Life Skills Coaching Program: this program teaches you th essential life skills related to positive mental health practices, financial literacy, housing navigation and leadership skills. The program also offers peer to peer mentorship in addition to the trusted adult mentorship component.

Geographic Area(s) Served
Fitrah serves youth in Sacramento Valley with a focus on Rancho Cordova, North Sacramento, Northgate and Del Paso Heights.

Number of residents of Rancho Cordova served annually?
45 Number of residents outside of Rancho Cordova served annually? 10 Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

Fitrah provides paid job training and work readiness services to the most vulnerable youth in Sacramento County ‐ those aging out of the foster system, court‐involved, homeless or out of school, through a social enterprise, an online book reselling business created for these youth to take charge of, so that they can take ch arge of their own lives. In addition to paid job training, Fitrah empowers youth through a life skills coaching program that teaches youth essential life skills related to positive mental health practices, financial literacy, housing navigation and leadership skills. This coaching program also offers peer to peer mentorship in a ddition to the trusted adult mentorship component.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Fitrah’s target beneficiaries are Sacramento’s most vulnerable youth (16 through 25 years old) who are aging out of the foster system, court‐involved, homeless or out of school, and those with disabilities.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) The impact of COVID‐19 has affected Fitrah on three fronts: 1‐ Loss of earnings: as a result of COVID‐19, Fitrah witnessed a loss of earnings from its online store due to the lack of manpower. Compared to a total revenue of $8K in 2020, Fitrah made only a revenue of $5
K in 2021 (a decrease by 50%). 2‐ Canceled fundraiser: Fitrah was unable to hold its planned fundraiser and had to cancel it which resulted in Fitrah losing 40% of its non‐profit revenue. 3‐ Increased costs: in order to purchase PPP and replace in‐person book collection with contactless bo ok drop‐in bins.

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3 Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Due to the increased demand for service and to the expansion of Fitrah’s program, the organization had to move to a bigger space.

This resulted in a larger annual rent liability ($18K in 2022) compared to $2K in 2020 (an increase by 800%).

What steps has the organization taken to address financial impacts of COVID‐19? To address financial impacts of COVID‐19, Fitrah sought corporate funding and applied for grants through SMUD, SETA and Sierra Health Foundation. However, the result of this fundraising effort has not yet yielded any remarkable results.

How has the organization become more resilient in light of the pandemic? With the pandemic, Fitrah became more resilient because it was able to build a strong base of volunteers (60 volunteers) and expand its community outreach to other areas in Sacramento. This happened during the start of the pandemic, when first hand responders and healthcare providers were low on PPEs. Fitrah’s founder decide d to create a mask‐making group to help. In a matter of 16 weeks, she was managing 60 volunteers and they had sewn and delivered 3000 masks across 3 counties. The article about this endeavor was published in The Sacramento Bee which can still be viewed here: (“We got this”: Maske teers deliver for local health workers | The Sacramento Bee (sacbee.com) ‐
https://www.sacbee.com/news/local/article242748166.html?fbclid=IwAR0ruFN2Cl2oGyhIqLaQ76gdOvU5KtnYUxuuRZR‐b7‐ NurQ5OoqNTAxAGPc). This initiative helped expand Fitrah’s outreach to several areas in Sacramento and widened its network of supporters who helped Fitrah survive throughout the pandemic.

What is the organization's total operating budget?
49,609.43
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Fitrah, Inc. Nadia Niazi
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) Fitrah ‐ IRS tax exempt letter.pdf
Secretary of State Entity Status Letter
Certificate of Status_Fitrah.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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1 Randi Kay Stephens
From: Fitrah <[email protected]>
Sent: Monday, February 6, 2023 5:55 PM
To: Randi Kay Stephens
Cc: Stacy Delaney
Subject: Re: Confirmed Submission - Fitrah, Inc. | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application
Hi Randi,

Thank you for contacting us. That address is incorrect. That is our mailing address.

Our correct location is: 3259 Monier Cir ste 200 Rancho Cordova, CA 95742

Please let me know if you have further questions.

Thank you!

Nadia

Nadia Niazi | Founder/Executive Director
Fitrah 1104 Corporate Way, Sacramento, CA 95831
916.873.2929 Direct | 916.970.0770Main |Facebook| Twitter Website: www.fitrah.org
bookstore: https://fitrahbooks.webstoreplace.com/

thrift store: https://poshmark.com/closet/fitrah
"The service we do for others is the rent we pay for the room here on Earth." ‐Muhammed Ali

Get Outlook for iOS
From: Randi Kay Stephens <[email protected]> Sent: Friday, February 3, 2023 2:59:09 PM
To: Fitrah <[email protected]>
Cc: Stacy Delaney <[email protected]>
Subject: RE: Confirmed Submission ‐ Fitrah, Inc. | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Nadia –

The application below contains the following address which does not show up within the City limits:

5930 S Landpark dr., #22094
Rancho Cordova, CA 95822

Please confirm your organization’s address and let me know if that was done in error.

Thanks,
Randi Kay

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2 Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: Randi Kay Stephens
Sent: Tuesday, January 31, 2023 11:02 AM
To: [email protected]
Cc: Stacy Delaney <[email protected]>
Subject: Confirmed Submission ‐ Fitrah, Inc. | RE: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

Hello Nadia ‐

Thank you for applying to the 2023 Nonprofit Recovery Grant Program.

I have received your application and your supplemental materials. This email is your confirmation that your grant was submitted.

For information about the grant process and eligibility, please see:
https://www.cityofranchocordova.org/businesses/rancho‐cordova‐recovery‐grants

Thank you,
Randi Kay

Randi Kay Stephens, MPA
Community Enhancement and Investment Management Analyst II City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670
(916) 851-8781
www.cityofranchocordova.org

From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 10:58 AM
To: Randi Kay Stephens <[email protected]>; Stacy Delaney <[email protected]> Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application

2023 Nonprofit Recovery Grant Application
Submission #: 2217717
IP Address: 73.185.29.123
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3 Submission Date: 01/31/2023 10:58
Survey Time: 18 minutes, 44 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Fitrah, Inc.

Mailing Address
5930 S Landpark dr., #22094
Rancho Cordova, CA 95822
Organization Phone Number
9168732929
Website
www.fitrah.org
EIN
82‐3212876
Primary Contact Name
Nadia Niazi
Primary Contact Title
Primary Contact Phone
9168732929
Primary Contact Email
[email protected]
Organization Information
Year Founded
2017
Mission Statement
Fitrah’s mission is to empower Sacramento County's most vulnerable youth (ages 16 through 25) who are aging out of the foster‐ care system, court‐involved or homeless through a social enterprise (online thrift bookstore business) and through life skills coaching. Fitrah’s programs to its ethnically diverse youth (African‐American, Latino, etc.) in clude the following: 1‐ Jobs for Youth (JFY): this program aims at creating jobs for at‐risk youth by engaging them in the operation of Fitrah’s online bookstore business and helping them generate their own income and learn entrepreneurial and job skills. 2‐ Youth Life Skills Coaching Program: this ITEM 9.3.

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4 program teaches youth essential life skills related to positive mental health practices, financial literacy, housing navigation and leadership skills. The program also offers peer to peer mentorship in addition to the trusted adult mentorship component.

Geographic Area(s) Served
Fitrah serves youth in Sacramento Valley with a focus on Rancho Cordova, North Sacramento, Northgate and Del Paso Heights.

No
Describe the services the organization provides to Rancho Cordova residents.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) The impact of COVID‐19 has affected Fitrah on three fronts: 1‐ Loss of earnings: as a result of COVID‐19, Fitrah witnessed a loss of earnings from its online store due to the lack of manpower. Compared to a total revenue of $8K in 2020, Fitrah made only a revenue ITEM 9.3.

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5 of $5K in 2021 (a decrease by 50%). 2‐ Canceled fundraiser: Fitrah was unable to hold its planned fundraiser and had to cancel it which resulted in Fitrah losing 40% of its non‐profit revenue. 3‐ Increased costs: in order to purchase PPP and replace in‐person book collection with contactless bo ok drop‐in bins.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Due to the increased demand for service and to the expansion of Fitrah’s program, the organization had to move to a bigger space.

This resulted in a larger annual rent liability ($18K in 2022) compared to $2K in 2020 (an increase by 800%).

ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: FITRAH INC.

Entity No.: 4082667
Registration Date: 11/09/2017
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 23, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 075964437
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Railey
Williamson
Street Photographer

1/20/2023
To whom it may concern,
Please note that there was a name change from Unify Women to Fitrah Inc. for EIN#82- 3212876. Attached you will find the first 501c3 determination letter then subsequently a letter indicating that Fitrah Inc. had been recognized by IRS with the new name.

Regards,
Nadia Niazi | Founder/Executive Director
Nadia Niazi
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 11:05 AM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2217735
IP Address:   73.220.135.212
Submission Date: 01/31/2023 11:04
Survey Time:   42 minutes, 49 seconds

You have a new online form submission.

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Contact Details
Legal Name of Organization
Elks Lodge 2484
Mailing Address
11440 Elks Circle
Rancho Cordova, CA 95742
Organization Phone Number
9162207021
Website
elks.org
EIN
36‐0793011
Primary Contact Name
Elks Lodge 2484 Gary McCoy
Primary Contact Title
Secretary
Primary Contact Phone
9162207021
Primary Contact Email
[email protected]
Organization Information
Year Founded
1973
Mission Statement
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2 To help our veterans, community and youth programs through charitable work and grants.

Geographic Area(s) Served
Rancho Cordova, Folsom areas
Number of residents of Rancho Cordova served annually?
1000
Number of residents outside of Rancho Cordova served annually? 500
Tax Exemption Status
Other: 501(c)(8)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

Grants, fund raising and meals
Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Veterans, youth and seniors
COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) Temporay shutdown of business. Limited ability to serve our members and the public Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) Severly cut down on the ability to produce cash flow. Limited use of paid staff Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Relied on volunteer help more than ever. Difficult to fill needed positions in doing our good work.

What steps has the organization taken to address financial impacts of COVID‐19? Used financial savings to sustain the lodge.

How has the organization become more resilient in light of the pandemic? New methods of putting on functions and interacting with the public.

What is the organization's total operating budget?
$ 300,000.00
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Gary G. McCoy
Required Document Uploads
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3 Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) Lodge Audit Report GL Auditor review 2018.pdf
Secretary of State Entity Status Letter
Bank Letter.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 1:51 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2218311
IP Address:   67.182.189.50
Submission Date: 01/31/2023 1:50
Survey Time:   42 minutes, 47 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Cordova Lancers Leaders & Legends
Mailing Address
2236 River Trails Circle
Rancho Cordova, CA 95670
Organization Phone Number
9162478242
Website
cl3mach.org
EIN
812399902
Primary Contact Name
Conrade Mayer
Primary Contact Title
CL3 Board President
Primary Contact Phone
9162478242
Primary Contact Email
[email protected]
Organization Information
Year Founded
2016
Mission Statement
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2 Cordova Lancers Leaders and Legends (CL3) is an inclusive mentoring organization that uses alumni and others familiar with Rancho Cordova and Cordova High School history to inspire those attending schools within the community.

Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
140
Number of residents outside of Rancho Cordova served annually? 0 Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

The Cordova Lancers Leaders & Legends (CL3) provides a FREE community‐based mentoring program, Mentors at Cordova High (MACH), focused on promoting positive behavior, academic improvement, community service, and vocational skill development in order to empower at‐risk and underperforming teenagers in our community to make positive life choices thereby enabling th em to maximize their potential both at school and in the community. A modified version of the MACH program has been implemented at Mills and Mitchell Middle Schools in an effort to affect greater long term change by addressing academic, attendance, and behavioral issues earlier in students’ educational careers so they are bett er prepared to deal with the social and educational pressures that occur when they enter high school.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Middle school and high school aged youth attending school in Rancho Cordova ‐ primary focus on Cordova High School and Mills and Mitchell Middle Schools.

COVID‐19 Impact
Describe the impact the COVID‐19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) From March of 2020 through May of 2021, we had to modify our program outreach and rewards system to accommodate restrictions implemented by the State of CA and the Folsom Cordova Unified School District in response to COVID‐19. In person meetings, tutoring sessions, and group activities were suspended, however our or ganization pivoted and continued to offer mentoring support to participants by hosting weekly Zoom meetings, providing tutoring via Zoom, and reaching out to participants one on one via phone, text, instant messaging, etc… Because the youth we target for our program are already at risk, with many living in tenuous home en vironments and experiencing food insecurity, we also had to modify our tradition of sharing a meal with participants during our weekly meetings, to providing them, and in many cases their family members, a meal each week at home – we achieved this by rallying a small team of volunteers who were willing to co nvene once a week at a central location to pick up food that they then delivered to individual participants’ residences where the food was left on their doorstep so participants could retrieve it without any one on one contact occurring and all social distancing requirements being maintained. Since re turning to on campus meetings and regular activities, we have found many of our members are now not just struggling academically, but also socially and emotionally; and many of our mentors have experienced job changes and/or work schedule changes that have impacted their ability to attend weekly on campus meetings.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) During this time, revenue to our organization declined as a direct result of fundraising activities having to be cancelled. Specifically, the 2020 RC Fourth of July Celebration was cancelled which resulted in a loss of revenue to our organization from the beer garden.

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3 CL3 partners with the CCC, utilizing a team of our adult volunteers to manage/staff the beer gardens at the event in exchange for a 50% split of the beer garden profits. The revenue generated varies each year, between $5000 and $7500, with our average over 5 years (2016, 17, 18, 19, and 21 ) being $5,650. Additionally, the 2020 and 2021 RC Community Golf Classic were cancelled. CL3 is a beneficiary of this tournament, typically receiving a minimum of $2,500 per year. Based on just the minimum we would have received, this resulted in an additionally $5,000 loss of fundraising revenue. Although grants are neve r guaranteed, in 2020 we were notified by two of our regular grantors, who provided funding to CL3 via their grant program for 2 or more consecutive years with a funding level of at least $1,000, that they were discontinuing funding for community programs due to economic impacts on th eir businesses as a result of COVID. In 2022 we once again received funding from the 4th of July Beer Garden and the RC Community Golf Tournament, but regular grantors have not resumed their funding (note: organizers of the golf tournament have advised us due to increased costs they will be discon tinuing the tournament 2023 forward). As previously mentioned, we were able to return to in person meetings, tutoring, and activities, however we are also now experiencing an increased demand for support services to combat the academic, social, and emotional struggles members are having, while simultaneously seeing a decline in the availability of our mentors
.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) With the return of in person meetings, tutoring sessions, and activities, we have found we are having to rebuild our mentor base as work situations have changed for many of our mentors limiting their availability. We are also experiencing an increase in costs for outings and transportation due in part to so me companies significantly raising rates to make up for their own lost revenues and in part to having to split into smaller groups, going over multiple dates, expanded transportation options that reduce the number of people in any vehicle, etc… which increases the costs involved.

What steps has the organization taken to address financial impacts of COVID‐19? To address financial impacts overall we reduced expenditures as much as possible in areas that would not directly impact our ability to maintain the MACH program, and reallocated funds as needed. however, part of this includes increasing the amount of our budget specifically directed at providing more support services ‐ currently we have a ma th tutor on campus at Cordova High 5 days a week before school and for 1‐2 hours during the first 2 periods of school. If additional funding can be secured we will be expanding tutoring to include other subjects and have a tutor available for our middle school participants as well. We'd like to also bring in professionals to facilitate gro
up counseling sessions to help members work through some of the emotional and social issues they are dealing with. We are continuing to seek out new funding sources and have established a fundraising subcommittee from the CL3 board and other program volunteers, to fo cus on developing our own annual fundraiser so we are not reliant on being just a beneficiary of other fundraisers. We are also looking at developing more structured training for our mentors to increase their effectiveness so we can do more with less and we have s cheduled more parent engagement activities to try and increase the level of involvement from parents/guardians, while also including younger siblings so they are supported as well.

How has the organization become more resilient in light of the pandemic? We have become more resilient since the pandemic by modifying our format to meet whatever restrictions are in place, more rapidly responding to changing needs, and finding alternative ways to meet those needs. Regardless of the financial impacts/limitations we may face, we know our organization will continue to be here for stude nts in our community.

What is the organization's total operating budget?
Our current operating budget, not including in kind contributions, is $140,500. Including in kind contributions it is approximately $320,000. For reference our cash only operating budget from 2019 to 2022 ranged from $91,760 to $115,000; which is a 22% increase in expenses.

Conrade Mayer
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) IRS EIN letter.jpg
Secretary of State Entity Status Letter
Registry status 01042023.pdf
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4 Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: CORDOVA LANCERS, LEADERS & LEGENDS
Entity No.: 3903933
Registration Date: 05/04/2016
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078430630
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Submission # 2218370
IP Address 216.93.209.162
Submission Recorded On 01/31/2023 1:52 PM
Time to Take Survey 12 minutes, 1 second

Page 1 ends

Contact Details
*
Volunteers of America Inc.
*Mailing Address
10630 Schirra Avenue
Mather California 95655
*Organization Phone Number
916.265.3400
https://www.voa-ncnn.org/
*
94-6001984
*Primary Contact Name
Ms. Reem Al-Amin
Funds Grant Manager
*Primary Contact Phone
916.595.8507
*
[email protected]
Organization Information
*
1911
*
To change individual lives, instill hope, increase self-worth and facilitate independence, through quality housing, employment, and related supportive services. *
Sacramento (including Mather/Rancho Cordova), Bay Area and Reno *
80 *
1100
*Tax Exemption Status
501(c)(3)
*
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
*
No
*
VOA's GPD Veterans Program provides supportive services to low-income veterans who are facing homelessness including housing, housing assistance, counseling, employment training, temporary financial assistance, case management, and other supportive services (e.g. access to food, household items, and furniture). The case management services are designed to improve veteran families’ housing stability and may include assistance in securing housing, daily living needs, health care, transportation, fiduciary and payee services, legal aid, child care, financial literacy, etc. Additionally, we connect veterans to the various resources available through Veterans Affairs and other government programs. VOA's Veteran Program at Mather offers 80 beds for both men and women for an average length of stay of 6 months as they work towards removing the barriers they face to allow them placement in permanent housing as rapidly or as appropriate for their needs and progress. The program offers temporary housing while assisting clients with locating permanent housing, employment and other supportive services that will increase both earned and benefits income and allow them to return back to the community and sustain their independence. While assisting homeless veterans with removing housing barriers and locating permanent housing, a large focus is heavily placed on increasing veteran’s employment potential through job readiness and retention training that will increase both earned and benefits income, allow them to return back to the community and sustain their independence. WRAPAROUND SERVICES PROVIDED: -Temporary Transitional Housing -Balanced Meals -Case Management -Assistance with Accessing Benefits -Employment Services -Permanent housing search assistance -Support addressing housing barriers -Credit repair and Legal Name of Organization
Website
EIN
Primary Contact Title
Primary Contact Email
Year Founded
Mission Statement
Geographic Area(s) Served
Number of residents of Rancho Cordova served annually?
Number of residents outside of Rancho Cordova served annually? ?
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

Describe the services the organization provides to Rancho Cordova residents.

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financial literacy -Community resourcing and linkage.
*
VOA serves more than 17,000 individuals a year across the following low-income and/or homeless populations: - Homeless families - Homeless veterans/veteran families - Pregnant mothers battling addictions - Males reentering the community after incarceration - Homeless single males - Homeless individuals with HIV/AIDS - Foster Youth (current and emancipated) - Homeless individuals with mental illness - Abused and neglected seniors - Males with drug and alcohol addictions. VOA serves thousands of men, women and children daily from all walks of life. Volunteers of America provides thousands of individuals with housing or shelter every night in our community through the Bay Area, Sacramento and Reno. Although housing is critical, it is the rehabilitative services that are preparing individuals and families to be self-sufficient. In 2021, we are proud to partner with local government, foundations, corporations and individuals to provide the following: - 7,533 Total guests housed or safely sheltered annually. - 4,900 Kids went back to school fully prepared. - 1,580 Meals served daily. - 14 Foster youth received scholarships to attend colleges.

COVID-19 Impact
*
Veterans face a myriad of challenges, some of which are unique to veterans. Among the many issues facing veterans is homelessness. Homelessness among US veterans is a serious and growing problem. The issue is exacerbated by a variety of risk factors that make veterans more vulnerable to homelessness than other civilians. Some of the identified factors are: COVID-19 pandemic, job loss, mental health problems, health problems, lack of health insurance, foreclosure, and family problems. The wide-spread of COVID-19 and its multiple variants have severely impacted VOA’s veteran services in Rancho Cordova. Homeless veterans have been affected socially, medically and self-care wise without access to nutritive food, health services, employment services, and busy-keeping activities. Employment loss, closure and reduced work hours have directly affected the housing searches and the ability to qualify and clear up creditor debts. VOA’s Veteran Program located in Rancho Cordova is facing unique challenges in serving homeless veterans and meeting the increasing demands for its program. The pandemic has imposed unexpected expenses on the Veteran Program due to implementing health directives, applying precautionary measures, inflation rising prices, and increased cost of living. Despite all, VOA's Program is strongly committed to meet health standards and create a safe and clean environment for the homeless veterans in our Program. *
The widespread COVID-19 has severely impacted VOA's budget and financial planning. The homelessness chronic issue entwined with the pandemic have left a funding shortage of more than $42,600 in the Veteran Program’s Budget of 2023. This funding gap is mainly due to the unexpected expenses the pandemic has imposed on the Veteran Program as a result of implementing health directives, applying precautionary measures, inflation rising prices, and increased cost of living. The requested funding will be used to overcome the operational challenges and meet the needs of over 80 veterans throughout the program. Due to COVID-19, the Veterans Program is facing a shortfall to fund meals, employment support services, and PPTs, as follows: - Meals: funding to continue providing more than 1000 meals a month to veteran programs. - PPTs: support staff has increased the consumption of protective measurements sanitizers and disinfectants to meet the health instructions. - Employment support services (transportation in particular): homeless veterans continue get the support needed to 'job hunting' efforts and commute from/to interviews, or place of work until they receive first pay checks. Thus, VOA is submitting this request for funding to Rancho Cordova Recovery Grant with a kind request in the amount of $12,000 to help address immediate and longer-term homeless veterans' needs for employment assistance, financial stability, and permanent housing on the long term. VOA remains dedicated to staying present and working through these health and homelessness crises with veterans who are isolated ensuring all residents are protected and well served in Rancho Cordova. VOA is committed to keep its veteran programs open and to continue serving homeless veterans during the current pandemic and under all circumstances. VOA is submitting this request for funding with a kind request in the amount of $12,000 to help address immediate-term veterans' needs and to serve them with dignity *
In light of the ongoing pandemic, unexpected expenses have been imposed on the Veteran Program. Implementing health directives, applying precautionary measures, volunteers limited participation, inflation rising prices, and increased cost of living have all contributed to the funding shortage for 2023 fiscal year. Therefore, VOA has been considering targeted solutions to its Veteran Program to ensure that food-insecure and socially isolated veterans can stay fed, safe and healthy during the crisis. The housing at the Mather Campus is basic studio units. While staffing and volunteer participation have decreased the need for resources has increased because more veterans are homeless due to the pandemic and rely on the help of VOA and generous foundations. VOA originally had 40 units but due to the increase in need, now offers 80 units to accommodate 80 single veterans. Rancho Cordova Recovery Grant would be of great help in providing support for the new units being opened to host more homeless veterans in the Rancho Cordova community.
*
In response to the COVID-19 pandemic, VOA has been considering targeted solutions to ensure that food-insecure and socially isolated veterans can stay fed, safe, healthy, and properly served during the crisis. In collaboration and consultation with Veteran Program’s Directors, Case Managers work together to assess and determine the needs of each veteran on an individual basis upon entry to the Program. An individual work plan is prepared accordingly. Every veteran deserves a place to call home. VOA Management Team has been proactive in assessing the challenges that had been facing those veterans who served our country and thus; well-planned solutions were considered and presented in this funding proposal. VOA’s track record speaks volumes, and the continued funding for this program is vital to our veteran community.

Moreover, VOA has an extensive outreach and resource presence in our community. VOA Team is a leader in our community and the services we provide are critical to homeless veterans. VOA is also a member of the Veteran Leadership Team as well as a vital member of the case conferencing/By Name List (BNL) workgroup in the several counties that we serve. VOA also works directly with the HUD-VASH team to assist with resources and placements for the veterans. The last program awarded to VOA was the Grant and Per Diem (GPD). This program is able to provide transitional housing for up to 80 veterans through the Service Intensive Transitional Housing (SITH) model. *
VOA, and through ongoing strategic planning process by which it translates its purpose and values into actionable and measurable priorities for its support of homeless veterans during the COVID-19 times, recognizes the important transitionary role that veteran programs play in moving veterans out of homelessness and into stable and safe housing. Thus, and based on our experience operating veteran's programs in the region, VOA is convinced that low-barrier and housing first focused programs are the most effective approach to addressing long-term homelessness for veterans. The City of Rancho Cordova has the same mindset towards housing focused programs and case management for those who served our country, thus, we suggest that the combined strengths of the partners, VOA and The City of Rancho Cordova, along with the expertise of our collaborative partners, will achieve our collective goals and be more resilient during the pandemic and all crises. *
$40,693,102
Grant Funding Requirements
Recipients of the COVID-19 Nonprofit Relief funds will be required to provide an update on how the funds were used as part of the City of Rancho Cordova’s requirements for American Rescue Plan Act (ARPA) funding. A template will be provided to all grantees.

Public Record
Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Describe the impact the COVID-19 public health emergency has had on the organization’s programs/activities (e.g., increase/decrease in demand for services, program modifications due to social distancing, new programming to serve those impacted, limited operations, etc.) Describe the impact the COVID-19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) Describe any other impact the COVID-19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID-19, etc.) What steps has the organization taken to address financial impacts of COVID-19? How has the organization become more resilient in light of the pandemic? What is the organization's total operating budget?
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Unless otherwise exempt under applicable law, applications and application materials are public records. All information received from an applicant, whether received in connection with a grant application or in connection with any grant-funded activities performed are subject to disclosure pursuant to the California Public Records Act, unless otherwise exempt.

Affidavit, Waiver and Release Form
All nonprofit organizations offered a grant who choose to accept the grant will be required to sign a non-negotiable affidavit, waiver, and release form prior to payment being made. The affidavit will require the applicant to declare that all information contained in the application is true and correct and can be used as admissible evidence in any legal proceeding against the nonprofit organization if the City attempted to recoup any grant funds provided under false pretenses.

Certification
*
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Ms. Reem Al-Amin
Required Document Uploads
*Proof of IRS Federal Tax-Exempt Status (also called a Letter of Determination) VOA NCNN_501c3 IRS Determination Letter.pdf
*Secretary of State Entity Status Letter
Secretary of State_Certificate of Status_VOANCNN.pdf
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City Manager’s Office
City of Rancho Cordova
2729 Prospect Park Dr.

Rancho Cordova, CA 95670

January 31st, 2023

Dear Sir/Madam,

The wide-spread of COVID- 19 and its multiple va riants have sev erely impacted Volunte ers of America’s (VOA) veteran s ervices in Rancho Cordova. Homeless vet erans ha ve been affec ted socially, medically and self-ca re wise without access to nutritive food, hea lth services and busy-ke eping activities. Employment loss, closure and reduced work hours have directly affected the housing searches and the ability to qualify and clear up creditor debts. VOA’s Grant and Per Diem (GPD) Program located in Rancho Cordova is facing a funding shortage of more than $42,000 and subsequent challenges in serving homeless ve terans and meeting the increasing demands for its program. The pandemic has imposed unexpected expenses on the GPD Pro gra m due to implementing health directives, applying precautionary measures, volunteers limited participation, inflation rising prices, and increased cost of living have all contributed to the funding shortage for 2023 fiscal year. The GPD Program is strongly committed to meet health standards and create a safe and clean environment for the homeless veterans in our GPD Program.

VOA provides a specialized program for s ingle w omen and men ve terans who a re homeless or at-risk of being homeless in Rancho Cordova. The GPD P rogram support s up to 80 ho meless ve terans who reside in VOA’s temporary housing units, which is a leased facility located at the former Mather Air Force complex, with an average length of stay around 6-24 months. Veteran services provided by VOA are aimed to improve housing stability and include assistance in securing housing, da ily living ne eds, health care, transportation, legal aid, child care, financial literacy, employment counseling, job referrals, and professional clothing. Additiona lly, VOA has a secur ed space at the Mather Community Campus that has served as a Vet Hub. The Vet Hub has been an excellent resource for job training, c lasses or just ha ving a sa fe pla ce to relax and soc ialize w ith peers. The GPD off ers an abundance o f supportive services, including but not limited to:

− Case management;
− Short-term financial assistance with rent, utilities or deposits; − Financial literacy classes;
− Employment workshops, training and computer lab;
− Job fairs & job placement assistance;
− Assistance with cost of training, equipment and other job-related needs; − Transportation services;
− Assistance with benefits claims, community resourcing and referrals; − Child care services;
− Provision of sanitation supplies and PPE.

Volunteers of America VOA Grant and Per Diem (GPD) Veteran's Program Volunteers of America Northern California & Northern Nevada 10630 Schirra Avenue | Mather, CA 95655
F: 916-706-3457
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Moreover:
− GPD veterans participate in local job fairs and they have represented before at Rancho Cordova co mmunity fairs;
− GPD refers veterans to the senior center for fellowship and community building; − GPD outreaches specifically to the homeless in Rancho Cordova to bring into our program or refer to other homeless shelters and transitional housing;
− We take our veterans to Rancho Cordova stores and shops in order to get their necessities; − GPD currently partners with the Hampton Inn in Rancho Cordova to house up to 40 of our ve terans as we decompress our units to mitigate the spread of the pandemic; − We do all of our purchasing from Rancho Cordova Walmart to patronize the community that is supporting our efforts;
− GPD collaborates with local businesses for employment opportunities for our veterans; − GPD collaborates with local landlords and property management companies to secure permanent housing; − GPD provides activity bulletins on the event happening in Rancho Cordova.

VOA remains dedica ted to s taying present and working through this hea lth crisis with veterans who a re isola ted ensuring a ll residents a re protected and well s erved in Rancho Cordova. VOA is committed to ke ep its ve teran programs open and to continue serving homeless veterans during the current pandemic and under all circumstances.

Thus, VOA is submitting this request for funding w ith a kind request in the amount of $12,000 to help addres s immediate-term veterans' needs and to serve them with dignity.

With funding from the City of Rancho Cordova, ongoing s ervices will be continued effectively. Such a generous grant will improve and sustain the current services, and in the long run, they forever change the lives of hundreds of veterans in our community.

Please contact me if you have any questions, need further information or are interested in a tour. Thank you for your time and consideration.

2 ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: VOLUNTEERS OF AMERICA NORTHERN CALIFORNIA AND NORTHERN NEVADA, INC.

Entity No.: 1268022
Registration Date: 02/11/1985
Entity Type: Nonprofit Corporation - CA - Religious
Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078350125
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 2:15 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2218408
IP Address:   108.64.115.129
Submission Date: 01/31/2023 2:15
Survey Time:   30 minutes, 52 seconds

You have a new online form submission.

Note: all answers displaying "*****" are marked as sensitive and must be viewed after your login.

Contact Details
Legal Name of Organization
Rancho Cordova Food Locker
Mailing Address
10497 Coloma Road
Rancho Cordova Food Locker, CA 95670
Organization Phone Number
9168375431
Website
www.ranchocordovafoodlocker.org
EIN
84‐4865349
Primary Contact Name
Executive Director Carrie Johnson
Primary Contact Title
Executive Director
Primary Contact Phone
9168375431
Primary Contact Email
[email protected]
Organization Information
Year Founded
2020
Mission Statement
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2 Our mission is to fight hunger and feed hope in Rancho Cordova.

Geographic Area(s) Served
Rancho Cordova, Mather, Gold River
Number of residents of Rancho Cordova served annually?
The RCFL serves over 20,000 residents each year, including children, seniors, students, the unhoused, working families and veterans.

Number of residents outside of Rancho Cordova served annually? The RCFL serves approximately 3,000 residents outside of Rancho Cordova annualay.

No
Describe the services the organization provides to Rancho Cordova residents.

Rancho Cordova Food Locker (RCFL) has two primary service delivery programs. Food Distribution and Food Recovery. We provide a weekly supply of perishable and non‐perishable food to the residents of Rancho Cordova from our campus on Coloma Road. The families we serve are faced with choosing between food and utilities, fo od and medical care, food, and housing, and most recently, food and transportation. RCFL is critical safety net for those facing food insecurity. RCFL is the primary Food Recovery partner for grocery stores in Rancho Cordova. Five days per week we collect edible food that would otherwise go to waste and r edistribute it to feed people in need. This is the highest and best use for food that would otherwise go to waste. Food recovery is a vital way to conserve resources and reduce waste thrown in landfills. RCFL plays a vital role in this process.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) RCFL serves a broad population of neighbors in Rancho Cordova. Our target beneficiaries are, the working poor, seniors, college students, Veterans, the unhoused and immigrant families. Of the individuals we served in 2022, 50% are adults, 29% are children, 4% are infants, and 16% are seniors. We estimate, that of those families, 18 % ‐20% are Ukrainian, Afghani and Russian immigrants. As food insecurity has continued to increase, we have expanded services to the unhoused and college students. We have partnered with the Rancho Cordova HOT team, and created a welcome environment for the unhoused to seek support. Twice per week, the Homeless Navigator is on ou r campus offering services for the unhoused. And weekly, we provide the Rancho Cordova Transitional House with groceries for the tenants. We have partnered with the Rancho Cordova Veterans Village, weekly delivering non‐ perishable food for Veterans. With seniors confined to their home, or with limited transportation, we have sought volunteers who bi‐weekly pick up an
d deliver groceries to these homebound seniors. A program we hope to expand in the future. Recently Los Rios College Rancho Cordova Campus and RCFL have forged a partnership. We will begin providing weekly food access on the campus for college students and their families.

During the first year of Covid (3/2020 ‐ 2/2021) we provided emergency fo od relief to 60,461 individuals, a 49% increase over the previous year. For the health and safety of our volunteers, staff and guests, during the pandemic, we modified our food delivery from a “walk in” system, to a drive through” system. This new system strained the limited resources of the food locker, especially with a sig
nificant loss in volunteer hours due to COVID‐19.

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3 July of 2020 was the start of our first full fiscal year as a 501(c)3. Because we moved from an informal Parish Ministry (operating for 30 years) to a formal 501(c)3 non‐profit, right when the Pandemic hit, we can only make assumptions about our revenue loss. We were well positioned in Fe bruary of 2020 to roll out a robust fundraising campaign with our new board. We had built strong relationships in the community and with the City of Rancho Cordova and anticipated their support. But once the pandemic hit, our entire focus was on service delivery to the ever‐increasing population of fo lks experiencing food insecurity. The Pandemic toppled our ability to fundraise. With limited staff and volunteers, we focused primarily on service delivery and maintenance of our operations.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Besides the massive increase in service demand, the other impact of COVID 19 was the loss of volunteer hours. The average age of our volunteer base was 72 years old. When the pandemic hit, over 35% of our volunteer workforce was unable or unwilling to volunteer due to health risks and illnesses du e to COVID. While we shifted from a walk‐in/in person system for distributing food to a “stay in your vehicle” model, many of the volunteers were concerned for their health and safety. The lack of volunteers put a huge strain on our exceedingly small part‐time staff of 3 in dividuals. In February of 2020 RCFL became a formal 501c3, prior, we were a ministry of the Saint John Vianney Parish. At that time, we were looking to hire additional staff, and make improvements to our infrastructure. But one month later the pandemic hit. With so much uncertainty we did not have the ca pacity to both fundraise for salaries and run our operation of distributing food. The focus was put on food distribution and volunteer recruitment and additional staff were not hired. We attempted to do a lot more with a lot less.

What steps has the organization taken to address financial impacts of COVID‐19? In March of 2022 the RCFL board hired a fulltime Executive Director. The ED with support from the community, Sacramento Food Bank and Family Services, elected officials and regional companies is building a sustainable food security organization. One that can How has the organization become more resilient in light of the pandemic? COVID illuminated the importance of the Rancho Cordova Food Locker and helped the City of Rancho Cordova, Sacramento Food Bank and Family Services and the community to recognize the importance of RCFL as a critical safety net for those facing food insecurity. In February 2021, The City of Rancho Cordova Community Enhanc ement Department funded a 90‐day project to support the Rancho Cordova Food Locker (RCFL) to better understand its growth and capacity needs and to help identify future impact priority areas for our fledgling organization, which had one year as a freestanding non‐profit organization under our belt. The resulting recommendation was for the fo od locker to hire an Executive Director to help shore up the organization and create a sustainable non‐profit .. In March of 2022, a full time Executive Director was hired. Adding full time staff, and developing a strategic plan that includes an achievable fundraising goal has made the or ganization much more resilient in light of the pandemic.

What is the organization's total operating budget?
Our Fiscal year 22/23 operating budget is $546,767.00
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By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

Executive Director Carrie Johnson
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) RCFL Catholic Charities Group Extension 0923.pdf
Secretary of State Entity Status Letter
RCFL CA Secretary of State Filing 2‐17‐22.pdf
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City of Rancho Cordova
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ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: RANCHO CORDOVA FOOD LOCKER
Entity No.: 4562500
Registration Date: 02/04/2020
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078410830
ITEM 9.3.

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(ARCH)DIOCESE: _______
Retain the USCCB-approved version of this form permanently; subject to public inspection * Please attach a copy of Form M, Religious Orders/Associations

REQUEST FOR INCLUSION IN USCCB GROUP RULING
Central Organization: UNITED STATES CONFERENCE OF CATHOLIC BISHOPS Group Exemption Number: 0928
Central and Subordinate Organizations Exempt under Code Section: 501(c)(3) (Arch)Diocese:

Name of (Arch)Diocesan Official:

Title: Phone: Fax:

Date: Email address:

ADD NEW ORGANIZATION EIN: - Tax Year Ends:

If applicable: Include in EO BMF only; already listed in OCD pg.

Legal Name:

Address:

City: State: Zip:

Date of Formation (mo./year): N/A
Diocesan Attorney: Signature:
(select one from each column)
PUBLIC CHARITY STATUS: FORM 990/EZ/N REQUIRED
170(b)(1)(A)(i) Required to file Form 990 or 990-EZ
170(b)(1)(A)(ii) Required to file Form 990-N
170(b)(1)(A)(iii) OR
170(b)(1)(A)(vi) EXEMPT FROM FILING FORM 990
Section 509(a)(2) Church (diocese/eparchy/parish)
Section 509(a)(3)–Type I Religious Order*
Section 509(a)(3)–Type II School (Below College Level)
Integrated Auxiliary – Internally Supported
Integrated Auxiliary – Seminary, Youth
Group, Men’s or Women’s Association
Send form to:

Email:

[email protected]
USCCB
Office of General Counsel
3211 4th Street, NE
Washington, DC 20017
Fax:
(202) 541-3337

FOR USCCB
and IRS

USE ONLY
Foundation Code
10 11 12 15
16 21 22
Filing requirement:
990-__
01 02 06 13
FYM
12 06 09 08
Other:

FORM 0928-1
(September 1, 2017)
Sacramento
of Sacramento
Kathy Conner
Chancellor 916-733-0200
February 25, 2020 [email protected]
84 4865349 6
Rancho Cordova Food Locker
2110 Broadway
Sacramento CA 95818
02/2020
Stephen J. Greene Stephen J Greene Jr
Digitally signed by Stephen J Greene Jr
DN: cn=Stephen J Greene Jr, o=Greene & Roberts
LLP, ou, [email protected], c=US
Date: 2020.04.22 15:35:42 -07'00'
MO
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Office of the General Counsel
3211 FOURTH STREET NE x WASHINGTON DC 20017-1194 x 202-541-3300 x FAX 202-541-3337 Date: , 20

NOTICE OF ACCEPTANCE
GROUP RULING (GEN 0928)
TO: Chancellor, (Arch) Diocese of
EMAIL/FAX:

ATTN:

FROM: USCCB Office of General Counsel
This letter is to inform you that the following organization was accepted for inclusion in the United States Conference of Catholic Bishops (USCCB) Group Ruling (GEN 0928):

Name:

EIN:

In order for the organization to be included in the next edition of the Official Catholic Directory, in the section for the (Arch)Diocese listed above, you must submit a copy of this notice to the OCD. You should also send a copy to the organization for its records.

If you have any questions, you may contact this office (by mail or fax):

Office of General Counsel
United States Conference of Catholic Bishops
3211 4th Street NE
Washington, DC 20017
[email protected] (email)
(202) 541-3300 (tel)
(202) 541-3337 (fax)
Note to (Arch)Diocese and/or organization (if applicable):

April 23
Sacramento
[email protected]
Kathy Conner

RANCHO CORDOVA FOOD LOCKER
84-4865349
Madeline Obler
ITEM 9.3.

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ITEM 9.3.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 3:04 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2218567
IP Address:   104.235.6.237
Submission Date: 01/31/2023 3:03
Survey Time:   2 minutes, 16 seconds

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Contact Details
Legal Name of Organization
Rancho Cordova Police Activity League
Mailing Address
2897 Kilgore Road
Rancho Cordova, CA 95670
Organization Phone Number
9168759627
Website
rcpdpal.org
EIN
26‐3141452
Primary Contact Name
Richard E. Merideth
Primary Contact Title
PAL Board President
Primary Contact Phone
9168759627
Primary Contact Email
[email protected]
Organization Information
Year Founded
2008
Mission Statement
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2 Rancho Cordova Police Activity League mission is to involve and mentor community youth in social, educational, recreational, and leadership activities, which will deter crime, increase self‐esteem, and promote a positive relationship with law enforcement. We promote our values through the leadership of our officers who work hands‐on with the yout h in our programs. Overall, we believe by reaching at‐risk children early enough in this mentoring environment, we can improve their chances of success in the future.

Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
3,500
Number of residents outside of Rancho Cordova served annually? 0 Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

Rancho Cordova PAL is a 501(c)(3) nonprofit organization that builds relationships between RCPD and youth through a variety of programs, at no cost to the kids. Each year, the program serves more than 3,500 youth in our community. Youth learn vital skills such as teamwork and sportsmanship, create lasting friendships with ea ch other, build trust with officers, give back to the community, and have fun! PAL youth have gone on to do great things from becoming a police officer to achieving success in education and sports.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) The target beneficiaries of Rancho Cordova PAL are all youth in Rancho Cordova.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) COVID‐19 prevented several fundraising opportunities due to the inability to hold in person events. Although we did experience new expenses as we created the Outdoor Adventure Club and modified some of our programs including Christmas in Cordova and Holiday STAR in order to comply with the California state health orders.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) COVID‐19 impacted PAL's staffing while the stay at home order was in effect. PAL staff was forced to primarily work from home with no in person interaction with the youth causing periods of closure. The staff of our partnering businesses has been deeply impacted which has caused programs such as Pool PAL s and Junior Giants to be paused. PAL has not been able to accept community ITEM 9.3.

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3 volunteers for any programming such as Christmas in Cordova and Junior Giants creating a staffing strain and eliminating program aspects. Programs will remain modified for the safety of the community, participants, and staff.

What steps has the organization taken to address financial impacts of COVID‐19? PAL has taken steps to modify fundraising efforts and geared them toward online donations. PAL also reinstated previously cancelled programs including the Junior Giants baseball league.

How has the organization become more resilient in light of the pandemic? PAL has become more resilient by adapting programing to both in person and online to accommodate the youth within the city of Rancho Cordova. The Outdoor Adventure Club, PAL Bike Rodeo at Kids Day in the Park, Junior Giants, and Christmas in Cordova will be running in 2023. Although Covid19 had a drastic impact on PAL , PAL was able to recover these programs and provided services to the youth.

What is the organization's total operating budget?
$67,000
Read‐Only Content
By entering my name below, I certify that the information I have provided on this application is true, accurate and complete, to the best of my knowledge. If circumstances change, I will submit a revised application or additional information accordingly.

PAL President Richard E. Merideth
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) PAL IRS Letter.pdf
Secretary of State Entity Status Letter
Secretary of State Statement of Information 2022.pdf
Thank you,
City of Rancho Cordova
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ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: THE RANCHO CORDOVA POLICE ACTIVITIES LEAGUE, INC.

Entity No.: 3105892
Registration Date: 09/25/2008
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078423130
ITEM 9.3.

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ITEM 9.3.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 3:25 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2218695
IP Address:   50.73.58.110
Submission Date: 01/31/2023 3:25
Survey Time:   2 minutes, 11 seconds

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Contact Details
Legal Name of Organization
Rancho Cordova Student Athlete Coalition
Mailing Address
2236 River Trails Circle
Rancho Cordova, CA 95670
Organization Phone Number
9162478242
Website
EIN
87‐2646283
Primary Contact Name
Mr. Conrade Mayer
Primary Contact Title
Board President
Primary Contact Phone
9162478242
Primary Contact Email
[email protected]
Organization Information
Year Founded
2021
Mission Statement
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2 The purpose of RCSAC is equitably and efficiently support and recognize the diverse Rancho Cordova Student Athletes while maintaining, improving, and upgrading all that is Rancho Cordova athletics. We hope to make school athletics and facilities a jewel for the city of Rancho Cordova and its citizens.

Geographic Area(s) Served
Rancho Cordova
Number of residents of Rancho Cordova served annually?
600
Number of residents outside of Rancho Cordova served annually? 0 Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

Rancho Cordova Student Athlete Coalition supports the Rancho Cordova athletes that attend our Rancho Cordova schools. Primarily at the secondary level. We currently don't have an athletic booster club so RCSAC has stepped in to take the place of a booster club.

We provide the normal items that a booster club would pr ovide like, transportation, uniforms, banquets, and equipment. These items are what the current school district does not provide.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) We support the student athletes of Rancho Cordova. Primarily we target athletes from the 6th grade through 12th grade.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) It has been difficult to recruit parent volunteers for our organization. We have had school closures and this year has been the first year that volunteers have been allowed on campus. Since most of our events and needs are at schools it has been hard to reach our families.

What steps has the organization taken to address financial impacts of COVID‐19? We are looking at having several events this next year now that we can go back to fundraising. We will be selling spiritwear and we are looking at having a few larger fundraising events like a crab feed and/or community BBQ.

How has the organization become more resilient in light of the pandemic? We had added new board members added to strengthen the board. We are also currently working on a new website to reach more of our students and their families. We are currently recruiting more parents to join our group.

What is the organization's total operating budget?
ITEM 9.3.

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3 The total operating budget for for 2022‐2023 is $70,000.

Mr. Conrade Mayer
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) Letter of Determination.jpg
Secretary of State Entity Status Letter
Certificate of Status_1675204591615.pdf
Thank you,
City of Rancho Cordova
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ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: RANCHO CORDOVA STUDENT ATHLETE COALITION INC.

Entity No.: 4780840
Registration Date: 08/23/2021
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078386434
ITEM 9.3.

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ITEM 9.3.

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ITEM 9.3.

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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 3:47 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2218809
IP Address:   73.192.183.83
Submission Date: 01/31/2023 3:46
Survey Time:   49 minutes, 37 seconds

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Contact Details
Legal Name of Organization
Rancho Cordova Little League
Mailing Address
11230 Gold Express Drive
Gold River, California 95670
Organization Phone Number
9162141705
Website
www.rcll.org
EIN
23‐7172131
Primary Contact Name
League President Cassie R. Reyes
Primary Contact Title
Rancho Cordova Little League President
Primary Contact Phone
9162141705
Primary Contact Email
[email protected]
Organization Information
Year Founded
1954
Mission Statement
ITEM 9.3.

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2 Through baseball, the Rancho Cordova Little League (“RCLL”) seeks to enhance the physical, mental, and emotional well‐being of every child that takes part. It is the league’s express goal that every player will be a better citizen and have a greater chance for success in future endeavors, as a result of th eir Little League experience. As such, Rancho Cordova Little League expects the highest degree of sportsmanship and appropriate conduct from all members including players, families, volunteers, umpires, and Board Members.

Geographic Area(s) Served
Rancho Cordova Little League operates within the boundaries of Rancho Cordova set forth by Little League International and Local District 5.

Number of residents of Rancho Cordova served annually?
We served approximately 660 players from Rancho Cordova throughout our various programs in 2022.

Number of residents outside of Rancho Cordova served annually? Approximately 10 players reside outside of our boundaries annually. In this situation, the player must go to school in Rancho Cordova boundaries and show proof of school enrollment.

No, there are no Board members with immediate family of any officials of the City of Rancho Cordova.

Describe the services the organization provides to Rancho Cordova residents.

Rancho Cordova Little League operated by community volunteers provides a supervised baseball program that begins with teaching the basic fundamentals and progresses up through competitive play in tournament level games to Rancho Cordova youth under the Official Regulations and Playing Rules of Little League International Baseball and the local playing rules of Ranc ho Cordova Little League as outlined in our bylaws. Our objective is to operate as a recreational and developmental league. Under the leadership of coaches and managers, our goal is to develop and promote, within each player, good sportsmanship, leadership, self‐esteem, responsibility, and the athletic skills needed to play base ball. All Directors, Officers, and Members shall bear in mind that the attainment of exceptional athletic skill or the winning of games is secondary, and the molding of future citizens is of the utmost, prime importance to our organization. We value the life lessons and long lasting friendships that our players will obtain as a result of their parti
cipation.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Our Little League program serves children ages 4 through 14 and provides them the opportunity to learn the sport of baseball in a fun and engaging environment. Additionally, we strive to strengthen our players’ self‐esteem and confidence while encouraging them to stay healthy and remain active throughout their lives.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) Rancho Cordova Little League received financial support from the City of Rancho Cordova as a result of the Covid‐19 impact. To what extent, we are not sure due to Dennis Lamantia’s passing and not being able to obtain the financial records or banking information from that time. We do know that ou r families did not have to pay registration fees the following 2021 season as a result of the City’s ITEM 9.3.

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3 support. However, with a significant decrease in return player registrations meant a consequential loss in revenue. Furthermore, our expenses continued to accrue as we have had to maintain the business operations, equipment, and facilities upkeep throughout this time.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) As previously mentioned, Rancho Cordova Little League has seen a decline in our volunteers specifically with our managers and coaches. In fact, we have had to close our registration early as a result because we have not been able to acquire the adults needed to run our teams. Although we cannot say with a hu ndred percent certainty that this decline is due to the pandemic, we can only assume that some adults may have health limitations that are restricting their volunteerism.

What steps has the organization taken to address financial impacts of COVID‐19? Rancho Cordova Little League has taken numerous measures to address our financial needs. This has included, but not limited to, increasing our registration fees, seeking assistance from the City of Rancho Cordova, working together with other sport organizations in our community to share resources, and finding additional community sponsorships.

How has the organization become more resilient in light of the pandemic? As everyone too experienced, Rancho Cordova Little League was severely impacted as a result of COVID‐19. We believe through this process, honest and open communication was vital with our families and stakeholders. We were not certain what each and every day, week, and month brought; however, we did know that as a result of ou r strong relationships within our community, we would be able to offer the youth of Rancho Cordova a chance to participate in a little league experience once safety was attained. Through hard work, dedicated volunteers, and supportive families, everyone showed an immeasurable amount of resiliency and came ou t stronger together.

What is the organization's total operating budget?
For 2023, the RCLL Board of Directors have approved an operating budget that includes expenses of $208,574 with revenue estimated at $167,750. We look to additional fundraising and grants to meet our deficit. It is important to note, however, we do not have all of the previous and necessary financial documents from years ’ past available due to Dennis Lamantia’s passing; we look to next year’s budget for a more detailed and accurate account of our financial standing.

RCLL Vice President Michele K. Elkins‐Buettner
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) FinalLetter_23‐7172131_RANCHOCORDOVALITTLELEAGUE_12152020_00 (9).tif.pdf Secretary of State Entity Status Letter
Certificate of Status_1675111859153.pdf
Thank you,
City of Rancho Cordova
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ITEM 9.3.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: RANCHO CORDOVA LITTLE LEAGUE
Entity No.: 0416638
Registration Date: 07/03/1961
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 30, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 077863031
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2/15/23, 3:40 PM Rancho Cordova Little League
https://www.rcll.org/locations 1/1
Locations
Location Name Field/Court Schedule Address
Ahlstrom Park Major FIeld Ahlstrom Park 2425 Zinfandel Drive Rancho Cordova, CA 95670
 
 Next to Cordova Lane Elementary School
Cordova Lane Elementary School American American 2460 Cordova Lane Rancho Cordova, CA 95670
 

On Cordova Lane Elementary School Grounds
Cordova Lane Elementary School Farm A Farm A 2460 Cordova Lane Rancho Cordova, CA 95670
 

On Cordova Lane Elementary School Grounds
Cordova Lane Elementary School Farm B Farm B 2460 Cordova Lane Rancho Cordova, CA 95670
 

On Cordova Lane Elementary School Grounds
Cordova Lane Elementary School National National 2460 Cordova Lane Rancho Cordova, CA 95670
 

On Cordova Lane Elementary School Grounds
Cordova Lane Elementary School T-Ball A TBall A 2460 Cordova Lane Rancho Cordova, CA 95670
 

On Cordova Lane Elementary School Grounds
Cordova Lane Elementary School T-Ball B TBall B 2640 Cordova Lane Rancho Cordova, , CA 95670
 
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 4:37 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2219004
IP Address:   99.38.155.235
Submission Date: 01/31/2023 4:37
Survey Time:   14 minutes, 11 seconds

You have a new online form submission.

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Contact Details
Legal Name of Organization
A.M. WINN PUBLIC WALDORF EK‐8 COMMUNITY GUILD
Mailing Address
3351 Explorer Drive
Sacramento, California 95827
Organization Phone Number
9163954505
Website
https://www.amwwaldorf.org/
EIN
81‐2138952
Primary Contact Name
Kris Adams
Primary Contact Title
Co‐Treasurer
Primary Contact Phone
9162173039
Primary Contact Email
[email protected]
Organization Information
Year Founded
2016
Mission Statement
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2 The A.M. WINN Community Guild is the Parent/Teacher/Community non‐profit organization developed to financially help support A.M. WINN Public Waldorf eK‐8 School. Our mission is to create positive fundraising and community‐building opportunities, so we can continue to provide a free Waldorf education, that supports the developmental phases of childhood. We strive to reflect and honor th
e diversity of our students and prepare them to become creative, lifelong, independent thinkers.

Geographic Area(s) Served
Rancho Cordova & Sacramento
Number of residents of Rancho Cordova served annually?
3000
Number of residents outside of Rancho Cordova served annually? 500
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

More than 80% of the students(and their families) that attend A.M. WINN reside within Rancho Cordova. The A.M. Winn Guild prides itself in helping to provide resources to these students so they can thrive and become proud examples of Rancho Cordova youth. These resources include organized community events, tangible classroom supplies, no n ‐district‐funded sports programs, and even teacher salaries when necessary. Some Guild funds are also allocated to ensure our campus lawns/gardens/flowerbeds are healthy, and a bright spot within the neighborhood.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) The Guild’s target beneficiaries are undoubtedly the students that attend, and the teacher’s that lovingly lead these students, at A.M. WINN Public Waldorf School. In short, we work hard to ensure every teacher has access to the supplies and tools they need to do their jobs at the highest level. This benefi ts the teachers and faculty by creating a less‐stressful and more enjoyable workspace. In conjunction, this translates to students that can feel safe to be themselves and learn at their own pace. A true win‐win for student and teacher.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) The biggest impact COVID has had on our organization is in our ability to hold in‐person fundraising events. Over the years our biggest revenue‐producing fundraisers have been held in‐person and typically on‐campus. In the beginning all events were canceled, and even though we are back on‐campus currently, many people are still timid abo ut being around large groups of people, which obviously hinders our ability to raise the funds necessary to support our mission. Our revenue has decreased greatly when compared to pre‐COVID year‐over‐year numbers. COVID has also greatly slowed the entire public school funding/teacher support process. For example, if a music tea
cher needs instruments repaired, it may take months for the district to approve the expense. So we, as a ITEM 9.3.

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3 Guild, must prioritize and vote on whether funds should be allocated to cover this expense so the students have what they need.

Our expenses have also increased due to many instances similar to this example.

Describe any other impact the COVID‐19 public health emergency has had on the organization (e.g., staffing changes, volunteer impacts, periods of closure, mitigation efforts to contain the spread of COVID‐19, etc.) Volunteer numbers were extremely low when school first returned on‐campus. People wary of being around others, combined with the lengthy volunteer testing/approval process, meant most teachers/faculty were operating with very little assistance. Our Guild has since stepped in to cover the cost of volunteer fingerprinting/screening fees, in hopes of attracting more volunte ers, however we are still in dire need of more on‐campus volunteers. Staffing within schools has always been a challenge, however COVID added another wrinkle, and thus our incredible teachers have been extremely flexible during these times. We were at risk of losing our Handwork teacher/program last year, until we were able to gratefully secure th e Recovery Grant from your organization last year.

Those funds allowed our students to continue their handwork projects. This year we have taken it upon ourselves to also fund a Spanish program for our students.

What steps has the organization taken to address financial impacts of COVID‐19? Our Guild organization has had to be extremely creative in finding new fundraising avenues. We are currently running a few online fundraisers, and asking for donations from new donors. We will be asking families for direct classroom donations if possible, and we will also be running a fireworks booth this coming 4th of Jul y to get out ahead of the coming school year. We have also had to evaluate where we can decrease expenses in order to survive and provide resources where needed.

How has the organization become more resilient in light of the pandemic? The A.M. WINN Community Guild is much more resilient in light of the pandemic, mostly out of necessity. It has truly taught us how to be smarter and more strategic with the resources that we have. It has also encouraged us to look for new ways of doing things, not just in fundraising, bu t in operational aspects as well.

What is the organization's total operating budget?
Our total operating budget for the 2022‐2023 school year is $62,000. Our budget encompasses everything from supplies and overhead costs to staff compensation(Handwork & Spanish) we are currently supplementing. This Recovery Grant will go a long way to helping us provide what is needed to our students, teachers, and community.

Kris Adams
Required Document Uploads
Proof of IRS Federal Tax‐Exempt Status (also called a Letter of Determination) 501c3ExemptionDeterminationLetterFromIRS_AMWinn.pdf
Secretary of State Entity Status Letter
Certificate of Status Sec of State 2023.pdf
Thank you,
City of Rancho Cordova
This is an automated message generated by Granicus. Please do not reply directly to this email.

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: A.M. WINN PUBLIC WALDORF EK-8 COMMUNITY GUILD Entity No.: 3880729
Registration Date: 02/29/2016
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 31, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 078145424
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1 Randi Kay Stephens
From: City of Rancho Cordova <[email protected]> Sent: Tuesday, January 31, 2023 4:49 PM
To: Randi Kay Stephens; Stacy Delaney
Subject: *NEW SUBMISSION* 2023 Nonprofit Recovery Grant Application 2023 Nonprofit Recovery Grant Application
Submission #:   2219047
IP Address:   73.41.103.73
Submission Date: 01/31/2023 4:48
Survey Time:   28 minutes, 6 seconds

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Contact Details
Legal Name of Organization
WE Mitchell Parent Teacher Student Organization
Mailing Address
2100 Zinfandel Drive
c/o Mitchell PTSO
Rancho Cordova, CA 95670
Organization Phone Number
9162949050
Website
https://www.fcusd.org/domain/1553
EIN
87‐3434193
Primary Contact Name
Mrs. Lilia Neal
Primary Contact Title
PTSO President
Primary Contact Phone
6303630330
Primary Contact Email
[email protected]
Organization Information
Year Founded
2021
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2 Mission Statement
The Mitchell Middle School (MTMS) PTSO is organized for the purpose of supporting the education of students at W.E. Mitchell Middle School by fostering relationships among the school, parents, and teachers. The purpose of MTMS PTSO is consistent with the mission and vision of Folsom Cordova Unified School District (FCUSD) and W. E. Mitchell Middle School.

Geographic Area(s) Served
Rancho Cordova families whose students attend WE Mitchell Middle School Number of residents of Rancho Cordova served annually?
An average of 3400 (~850 families)
Number of residents outside of Rancho Cordova served annually? Unknown
Tax Exemption Status
501(c)(3)
Is the organization registered and in good standing ("active" status) with the California Secretary of State? (https://bizfileonline.sos.ca.gov/search/business)
Yes
Are any of the organization's staff or Board members immediate family members of one or more elected/appointed officials of the City of Rancho Cordova? If yes, please explain.

No
Describe the services the organization provides to Rancho Cordova residents.

Provide support and service to our students, families, staff and local community; Raise and expend funds to enhance and improve the educational quality of W.E. Mitchell Middle School; Promote academics, a spirit of caring, good citizenship and respect for others; Improve the environment at W.E. Mitchell Middle School by promoting parent/guardian inv olvement through communication, parent volunteering and dialog with school staff; Encourage a positive, supportive atmosphere to enhance students’ educational and extracurricular experiences; Strive to achieve a closer positive working relationship between teachers, parents/guardians and the community so we may have great success in the education of our students.

Describe the organization’s target beneficiaries (e.g., seniors, youth, families, veterans, etc.) Mitchell's PTSO exists to benefits the 6‐8th grade students and families of Mitchell Middle School, to serve the community through engagement and connection (including partnerships with local small businesses), as well as the teachers and staff of the school.

Describe the impact the COVID‐19 public health emergency has had on the organization’s finances (e.g., increased or new expenses, reduced/cancelled fundraising, loss of earnings, decline in revenue, etc.) Due to the lack of ability to host and promote fundraising, including membership drives and local dinner nights, the PTA/PTSO was unable to fund staff and teacher needs, host an annual staff appreciation event, and was unable to participate in school events. The decline in family and student engagement resulted in a los s of earnings that would have normally been used to support school functions and student needs.

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Rancho Cordova City CouncilJune 19, 2023

Rancho Cordova City Council
June 19, 2023