Agenda packet — Rancho Cordova City Council, April 7, 2025 (part 7 of 10)

Optional File Upload:

Provide any
additional records to
supplement your
program/project
application. Note:

Combine multiple
files in one pdf
before uploading.
2 - Funding & Costs
Funding Request -
Complete this
section with total
dollar amounts for
your
project/program's
costs
Funds are generally not intended to be used for deferred maintenance and ongoing operational needs. The funds are intended for enhancing and investing in the City of Rancho Cordova. If your project/program is awarded, the costs identified below would be reviewed and potentially open to modification during a contracting phase (if a grant is awarded by the City Council). If awarded, grant funds are not available until a contract is executed during Fiscal Year 2025-2026.

Total project/program
cost*
28000
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
25000
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
00 What is the total cost
of supplies for your
project/program?
1800
What is the total cost
of transportation for
your
project/program?
00 What is the total cost
of equipment for your
project/program?
4500
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What will be the total
cost of any
miscellaneous
expenses for your
project/program?
18700
Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

Western_Swing_Festival_Budget_2025.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

Describe any funding
secured or being
sought for this
project/program?
In addition to the CEIF grant request, we are actively seeking donations and sponsorships from local businesses to help support the festival. These funds will contribute to covering venue rental and event services such as setup crew, bartenders, and dance instructors.

Additional Funding Sources ($3,000):

Local Business Sponsorships – We are reaching out to Rancho Cordova ( and surrounding area) businesses for financial contributions and in-kind support.

Community Donations – Supporters of Western Swing Artists and live music are encouraged to contribute through direct donations and fundraising efforts.

By securing additional funding, we aim to maximize community engagement and create a high-quality, immersive festival experience while keeping ticket prices affordable for attendees.

Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

This funding request is focused on event-specific costs for the Western Swing Hall of Fame Festival and does not include any ongoing operational or maintenance costs beyond the event itself. The festival is an annual event, and any future events will be budgeted and planned separately, with future funding requests based on each year’s needs. No long-term operational costs are anticipated as part of this grant request.

Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

No
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Is this a single year
request or a request
for funding for
multiple years?
Multiple Years
If requesting CEIF
grant funding for
multiple years,
please share how
many years?
2 For requests
spanning multiple
years, share the
dollar amount
requested per year.

We are an established festival looking to scale in conjunction with Rancho Cordova. We are requesting funding for two years to support the growth and expansion of the Western Swing Hall of Fame Festival. Securing this funding for 2025-2026 and 2026-2027 will allow us to further develop our community engagement, enhance the event experience, and establish longterm sustainability for this cultural celebration.

FY 2025-2026, $25,000
FY 2026-2027, $25,000
For
projects/programs
that span multiple
years, please
describe your
sustainability plan
and whether it is
viable as a single
year request.

Our goal is to make the Western Swing Hall of Fame Festival an ongoing cultural celebration that brings musical arts and storytelling to the heart of Rancho Cordova. We plan to sustain this event by diversifying our funding through sponsorships, ticket sales, and local donations. We also aim to build strong partnerships with the city and local businesses, ensuring the festival contributes to both the community and local economy.

Additionally, we’ll engage local volunteers to help reduce costs while fostering a sense of community involvement. As we grow, our aim is to attract visitors from across California and beyond, making the festival a long-term, beloved event for Rancho Cordova.

If funded for a single year, we will focus on building a strong foundation of support and growing attendance, setting the stage for future sustainability.

Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
Yes
How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?
1 ITEM 12.1. ATTACHMENT 3

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How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?:

Score
1 3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
7/1/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
6/25/2026
Please describe your
project/program
schedule
Western Swing Society Program Schedule:

Planning and Promotion (July 2025 - August 2025):

Finalize artist bookings and venue contracts.

Launch marketing campaigns and begin community outreach to generate awareness and attract sponsors.

Event Preparation (September 2025):

Confirm sponsors and volunteers.

Organize event logistics, including stage setup, sound and lighting production, and vendor coordination.

Festival Execution (October 2025 - 1st Weekend of October):

Execute the Western Swing Hall of Fame Festival during the first weekend of October.

Ensure performers, vendors, and volunteers are ready for smooth operations.

Post-Event Wrap-Up (October 2025 - December 2025):

Capture footage for promotional materials and assess festival impact.

Submit the final report for the grant with breakdowns of funds used and outcomes achieved.

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What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?

1. Securing Sponsorships and Funding:

While we are confident in our ability to raise funds, securing sufficient sponsorships and donations may take longer than anticipated, especially as we scale the festival.

Plan: We will begin outreach early in the planning phase, starting in July 2025, to build relationships with potential sponsors. We will also leverage community support, explore in-kind contributions, and sell tickets in advance to ensure the festival's financial needs are met.

1. Coordinating Multiple Vendors and Performers:

Organizing musicians, food vendors, and logistical support all within the same weekend can be challenging. Aligning schedules, especially for out-of-town performers, may lead to last-minute adjustments.

Plan: We will secure early commitments from performers and vendors and have a backup plan for any last-minute changes.

We’ll keep a detailed communication schedule to ensure everyone is on track.

1. Weather or Unforeseen Event Delays:

The festival's success is also dependent on good weather and no unforeseen issues like natural disasters or other emergencies.

Plan: We will ensure that the venue has adequate contingency plans in place, such as indoor options or a rain date if necessary.

We’ll also have a team ready to handle any unexpected issues quickly to minimize disruption.

1. Volunteer Coordination:

Managing a large team of volunteers can be difficult, especially if there are scheduling conflicts or lack of engagement.

Plan: We’ll recruit and train volunteers early and set up clear roles for everyone. In addition, we’ll create a volunteer incentive program to ensure continued commitment and enthusiasm. We’ll also maintain close communication with volunteers to keep them engaged.

By planning early, maintaining flexibility, and preparing for these challenges, we are confident that the Western Swing Hall of Fame Festival will be successful and impactful for the Rancho Cordova community. 4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html ITEM 12.1. ATTACHMENT 3

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School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Please note that projects or programs that are proposed on property owned or operated by outside agencies or a private party will require coordination with and potentially approvals from outside agencies, organizations, and/or the private party. Include whether you have received a letter of support for the project/program from the property owner. Upload any letters of support with your application. City staff will verify third-party permits have been discussed. In your planning discussions, be sure to discuss any necessary insurance or volunteer requirements that may increase budget costs. School Sites If your project/program is intended to operate at a public K-12 school site, your application is due by March 3rd at Noon. City staff will work with the school districts to confirm an endorsement for your project/program. It’s the applicant’s responsibility to communicate with school site and district representatives before applying so there is clarity during the endorsement process. Districts will only consider endorsement for applications submitted to the Community Enhancement & Investment Fund by the March 3rd Noon deadline. Each participating school superintendent reserves the right to withhold their endorsement of a project/program. Parks If your project/program is intended to operate at a park or community center site, your application is due by March 3rd at Noon. City staff will work with the Cordova Recreation & Park District to confirm an endorsement for your project/program. It’s the applicant’s responsibility to communicate with district representatives before applying so there is clarity during the endorsement process. A special use permit application is required for any program or event planned at a CRPD facility. The special use application can be found at the CRPD website: https://crpd.com/. CRPD will only consider endorsement for applications submitted to the Community Enhancement & Investment Fund by the March 3rd Noon deadline. The Cordova Recreation & Park District reserves the right to withhold their endorsement of a project/program.

Below is the list of staff to communicate with at school and park organizations: Folsom Cordova Unified School District:
[email protected] Cordova Recreation & Park District:
[email protected] Elk Grove Unified School District: [email protected] and [email protected] Sacramento City Unified School District: Tuan[email protected] for Winn and Carver and [email protected] for Lincoln.

Primary street
address of
project/program
(Machinest Hall)
List the city location
of the
project/program.

Rancho Cordova
Select State CA
Provide the zip code
for your
project/program's
primary location.
95742
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If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

NA
Third Party Letters of
Support (Note:

Combine multiple
files in one pdf
before uploading)
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Mary Meghan
Enriquez
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?
Western Swing Society
What is your title
and/or role at your
organization?
Vice President and Grants Manager of our 5013(c).

Provide contact
phone number:

Provide contact
email:

Are you the primary
point of contact on
this project/program?
Yes
ITEM 12.1. ATTACHMENT 3

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If your
project/program was
awarded the
requested funds, are
you authorized to
sign the contract for
your organization?
Yes, I would be the one to sign the contract
By checking here, I
confirm that I am
aware that my
application materials
will become public
record.
checked
Thank you for applying to the Community Enhancement & Investment Fund Fiscal Year 2025-2026 Grant Cycle. Applicants will receive an automated response through the grant portal. Community Enhancement & Investment Fund (CEIF) Staff will follow up with any questions regarding your Fiscal Year 2025-2026 application. For information about the next steps in the CEIF grant process, visit our website for more information. It is anticipated that applications will be reviewed by the City Council starting in April 2025 with adoption in June 2025. Should applicants be awarded by the City Council, funding would not be available to grantees until the start of Fiscal Year 2025-2026 and the completion of a contract. Please send an email to [email protected] with any questions or comments.

ITEM 12.1. ATTACHMENT 3

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Western Swing Hall of Fame Festival - Budget Breakdown
Total Project Cost: $28,000 USD
This includes the CEIF grant request and other funding sources.

CEIF Grant Request: $25,000 USD
- Supplies (Banners, Signage, T-Shirts): $1,800
- Equipment (Stage, Sound, Lighting): $4,500
- Western Swing Educational Performances (Musicians): $10,000 - Marketing & Outreach: $3,500
- Video Production & Documentation: $2,500
- Hotel Accommodations (Inductees): $800
- Contingency Fund: $1,900
Additional Funding Sources: $3,000 USD
- Venue Rental: $1,700 (Funded through sponsorships)
- Event Services (Setup Crew, Bartender, Instructor): $1,300 (Funded through ticket sales) Justification & CEIF Alignment
The requested CEIF funding aligns with the 'Arts, Culture, History & Entertainment' category. Musician performances are framed as educational experiences, providing historical and cultural insights into Western Swing. Marketing, equipment, and video documentation enhance public engagement and event impact.

Venue and event services are covered through other funding sources to maximize the grant's impact.

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#56
ITEM 12.1. ATTACHMENT 3

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Thank you for your interest in applying to the City of Rancho Cordova's Community Enhancement & Investment Fund. Applications are open from February 10, 2025, to March 14, 2025 (Noon). Before you being please read the notes about deadlines and certain types of grant applications/grants below. School/Park Application Deadline **Note that projects or programs involving a park or school district have a deadline of March 3 (Noon) to allow for the third-party endorsement process by the grant deadline.** A Note about Religious Schools and the Application/Grant Process **Note for grant applications from religious schools. The United States Supreme Court has recently ruled in part that: “denying a generally available benefit [from government] solely on account of religious identity imposes a penalty on the free exercise of religion that can be justified only by a state interest of the highest order.” The City is of the opinion that not all grants to religious schools are prohibited under this and other similar rulings. However, these United States Supreme Court decisions remain in conflict with a section of the California State Constitution that says:
“[n]either the Legislature, nor any county, city and county, township, school district, or other municipal corporation, shall ever make an appropriation, or pay from any public fund whatever, or grant anything to or in aid of any religious sect, church, creed, or sectarian purpose, or help to support or sustain any school, college, university, hospital, or other institution controlled by any religious creed, church, or sectarian denomination whatever; nor shall any grant or donation of personal property or real estate ever be made by the state, or any city, city and county, town, or other municipal corporation for any religious creed, church, or sectarian purpose whatever”. The City will accept applications for grants of these City public funds from religious schools, but will have language in the grant agreements to address the possibility and consequences of legal challenges and new court decisions on this and related topics. ** Future Grant Opportunities If you are interested in remaining up-to-date on available grants from the City of Rancho Cordova, click here to sign up for the Grants Interest List. A separate call for programming opportunities with the Rancho Cordova Youth Center is anticipated later in 2025. The list is also used to advertise separate art programs when funds are available.

Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

Is this your first time
applying for grant
funding from the City
of Rancho Cordova?
As a first-time
applicant, Community
Enhancement &
Investment Fund
(CEIF) staff will
contact you to
discuss your project
and grant application
process.

No: Not a First Time Applicant
ITEM 12.1. ATTACHMENT 3

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1 - Project/Program Information Note: You can add a collaborator to this form to assist you in completing this application! A collaborator can help you complete this form by filling in fields for you, although only you can submit this form. You can add a collaborator by navigating to the top of the form and clicking on the 'Manage Collaborators' button. Simply enter their email address and click 'invite' to invite them as a collaborator. If you need further assistance, you may consult this Help article for more information.

Project/Program
Name. Assign a
project name to your
project/program.

Green Valley Theatre - City of Rancho Cordova & GVTC: Engagement and Inspiration Through Theater
Provide a
Project/Program
Synopsis
Green Valley Theatre Company is a non-profit organization that produces 4 shows every season as part of a Mainstage Series. These include musicals, plays, and original works. They are intended to generate community involvement, as well as a focus on a positive collective impact for the community .

Provide a
Project/Program
Description
Green Valley Theatre is a community-based company committed to bringing out what is most fun about the theatrical experience with productions that inspire, engage, and tickle the funny bone. Whether you’ve attended one of our main stage productions, seen our touring puppet theatre, or joined us late in the night for our annual production of The Rocky Horror Show, Green Valley Theatre Company promises performances of the highest quality created by artists whose work reflects commitment and passion.

Green Valley Theatre Company was founded in 2006 with the intention of serving to uplift the voices of participating artists. It was founded with the purpose of celebrating the perspectives found in shows that are not produced by most theatre companies. We focus on benefitting our residents who love or are new to theater by giving them a creative outlet that is affordable, engaging and inclusive.

The board, staff, and volunteers at Green Valley Theatre believe in the transformative power of the arts to enrich lives and revitalize communities.

We also recognize the true value and the critical role that diversity serves in helping our theater and community thrive. By reflecting the diversity of the Sacramento area, we model diversity and inclusion for the entire arts industry of the nonprofit sector and better serve our patrons’ needs for art and culture. GVTC contribute to the region by providing diverse entertainment/arts programming that respects and values diverse life experiences and heritages. GVTC aligns with Rancho Cordova's vision of arts being inclusive to all, and we have a unique opportunity to be an affordable option for all community members to enjoy the theater experience. We are committed to sustaining a diverse, inclusive, and equitable space where everyone who walks through our doors - patrons, artists, volunteers, and collaborators - feels valued and respected regardless of gender, age, race, ethnicity, national origin, sexual orientation, gender identity, education, or ability.

Multiple times throughout each season GVTC plans a series of workshops free of charge that allows artists to expand their skills or explore new ITEM 12.1. ATTACHMENT 3

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performance aspects. From 2021 to present GVTC has provided workshops on puppetry, physical comedy, and in traditional Commedia Dell’Arte characterization.

GVTC has a multitude of projects and programs that are presented throughout the year. We are asking for funding for Mainstage shows only, but wanted to include all of the other programs we offer and how they will enhance the community.

MAIN-STAGE
Green Valley Theatre Company produces 4 shows as part of the Mainstage Series. These include musicals, plays, and original works. They usually run for 4 weeks and typically have 12 performances. Our annual production of The Rocky Horror Show is the final Mainstage show of each season and runs in October.

THE VERTEFEE CABARET
This variety show runs in between each Mainstage production. This unique variety show is reminiscent of 1920s vaudeville and includes song, dance, comedy, burlesque, circus arts, and a live band. This program is immensely popular and has become the heart and soul of the company.

The Cabaret runs for one weekend and occurs 4-5 times per year

GVTC PUPPETS
Puppetry has always been a large part of Green Valley Theatre’s work. At least one Mainstage show per season incorporates some type of puppet performance. In addition, various smaller shows are developed each season and have been featured at events and festivals such as The Pacific Rim Festival, The Wakamatsu Farm Festival, The Crocker Art Museum ArtMix, and the San Francisco Edwardian Ball. Our puppets have appeared in collaboration with numerous local performance groups including Hawkins School of Performing Arts, B Street Theatre, and annually with The Sacramento Choral Society and Orchestra.

GVTC STUDIO
For the past few years Green Valley Theatre Company has begun working in film either as part the art department, talent, or as production company.

Past collaborations include working with Franklin Pictures, NK Media, David Garibaldi, and The California Department of Water Resources. In the Summer of 2021 GVTC was the production company for The Chevalier Project, a narrative documentary about Joseph Bolonge, a contemporary of Mozart and preeminent composer of the African Diaspora.

BETWEEN THE SHEETS
Approximately once per quarter GVTC hosts table readings of new plays as part of its ongoing effort to explore new work and promote diverse voices within the theatrical community. These informal events feature local actors and include talk-back and discussion of each work. They are free to the public.

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Tell us about your
Project/Program
Team
GVTC is a volunteer based company. However, it does provide stipends for some positions during Mainstage productions:

Technical Staff, Orchestra Musician, Musical Director, Choreographer If we had the funds to provide part time paid positions those would include:

Technical Director, Staff Pianist, Stage Manager, Production Manager, and Development Director. We also seek to provide stipends for shows not in the Mainstage season.

Artistic Director & President: Christopher Cook
Publicity Manager & Treasurer: Meredith Nixon
Ticketing Manager & Secretary: Stephanie Hodson
Development Director: Leah Fraizer
Community Accountability Officer: Jake Romero
Technical Director: Chris Gill
House Manager & Lead Seamstress: Iris Dimond
Provide your
Project/Program
Goals
Green Valley Theatre Company is constantly seeking out work that is not produced anywhere else in the region. GVTC strives to present shows that are unique and that reflect more diverse perspectives than the classic Broadway musicals that are popular with larger companies. We often must negotiate with publishers in other countries in order to obtain performance rights to shows for which there is no North American representation.

Our 2024-2025 seasons featured 2 such shows. Based on the hit 1996 film,The Spitfire Grillis a heartwarming and inspirational musical tale of redemption, perseverance and family. Set in a small Wisconsin town, the show features a gorgeous, soulful score and several strong roles for women. Percy, a troubled young parolee yearning for a fresh start follows her dreams to Wisconsin, based on a page from an old travel book, only to find a small town with a gritty heart aching with longing and regret.

Unexpectedly discovering the healing power of community while working at the Spitfire Grill, Percy reawakens the entire town’s capacity for rebirth, forgiveness and hope. Set to a melodic folk-inspired score. While this movie was popular, the musical version had not yet been performed in the Northern US, and our 2025 run was the North American premier.

GVTC is also extremely excited and humbled to be able to present our upcoming show, Hetty Feather, with the help of our first CEIF grant through City of Rancho Cordova. From bestselling author Jacqueline Wilson, the tale of plucky Hetty Feather is brought thrillingly to life on stage by awardwinning script writer Emma Reeves. Hetty Feather hates her cruel life at the Foundling Hospital and longs to find her birth mother. Her courage and imagination give the determined little redhead the strength to keep her ITEM 12.1. ATTACHMENT 3

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hopes alive, but when she encounters the glamorous, flame-haired circus performer, Madame Adeline, her dreams become dangerously entangled with the perils that lurk in the real world. This imaginative stage version of the beloved British tale will surprise and delight both fans and newcomers to the story.

For our 2025-2026 season, GVTC would like to produce 2 similarly beautiful and meaningful shows:

From the celebrated and award-winning composer Dave Malloy comes Natasha, Pierre & The Great Comet of 1812, an electropop opera based on a scandalous slice of Leo Tolstoy’sWar and Peace. Young and impulsive, Natasha Rostova arrives in Moscow to await the return of her fiancé from the front lines. When she falls under the spell of the roguish Anatole, it is up to Pierre, a family friend in the middle of an existential crisis, to pick up the pieces of her shattered reputation. This beautiful and emotoinal award-winning musical expands the possibilities for the genre with its daring score and bold storytelling.

The Grinning Man is a fairy-tale love story streaked with pitch-black humor, lashings of Gothic horror and swashbuckling adventure. It opened at Bristol Old Vic in 2016 to great acclaim and in 2017 transferred to the West End’s Trafalgar Studios, where it achieved cult status and rave reviews.

GVTC's goal is to bring the community and it citizens an organization that gives voices to stories never or not often told, and expand learning opportunities through workshops and gatherings. We also want to promote community and expansion by providing the opportunity for involvement through volunteering, performance and patronage.

Optional File Upload: Provide any additional records to supplement your program/project application. Note: Combine multiple files in one pdf before uploading.

GVTC_501c3_.pdf
2 - Funding & Costs
Funding Request -
Complete this
section with total
dollar amounts for
your
project/program's
costs
Funds are generally not intended to be used for deferred maintenance and ongoing operational needs. The funds are intended for enhancing and investing in the City of Rancho Cordova. If your project/program is awarded, the costs identified below would be reviewed and potentially open to modification during a contracting phase (if a grant is awarded by the City Council). If awarded, grant funds are not available until a contract is executed during Fiscal Year 2025-2026.

Total project/program
cost*
25000
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
25000
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Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
3000
What is the total cost
of supplies for your
project/program?
4000
What is the total cost
of transportation for
your
project/program?
00 What is the total cost
of equipment for your
project/program?
5000
What will be the total
cost of any
miscellaneous
expenses for your
project/program?
13000
Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

GVTC_Budget.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
No, not seeking any other funding support.

Please explain why
you are not seeking
any other funding
support for your
project/program?
No funding has currently been secured for this project, but GVTC will be looking for and applying to any other applicable grants.

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Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

Current and ongoing operational costs include monthly rent of theater space as well as a space for costumes, props, set pieces etcetera.

Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

No
Is this a single year
request or a request
for funding for
multiple years?
Single Year
Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
Yes
How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?
1 How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?:

Page 1273 of 1939 ends

Anticipated End Date
(typically
projects/programs
end by June 30)
6/30/2026
Please describe your
project/program
schedule
Green Valley Theater Company will be focusing on 2 of the four Mainstage shows for funding. Natasha, Pierre & The Great Comet of 1812 is an intense dissection of what it means to age and how our immediate surroundings can blind us to the world outside of ourselves through the eyes of Russian aristocracy during The War. The second show will be The Grinning Man and is a story that is centered on a young nobleman who is disfigured as a child and is forced to live with a mutilated face that is stuck in a grin.

Natasha, Pierre & The Great Comet of 1812, is a sung-through musical adaptation of a 70-page segment from Leo Tolstoy's 1869 novel War and Peace. The show was written by composer, lyricist, playwright, orchestrator Dave Malloy and originally directed by Rachel Chavkin.

Natasha, Pierre & The Great Comet of 1812 will be a Northern West Coast premier, and The Grinning Man will be an American premier.

Natasha, Pierre & The Great Comet of 1812
Auditions: December 8th-9th, 2025 (with possible call back) Rehearsal: December 29th, 2025 - February 5th, 2026 (six weeks) Shows: February 6th, 2026 - March 1st, 2026 (4 weekends) The Grinning Man
Auditions: April 5th & 6th, 2026 (with possible call back) Rehearsal: April 20th, 2026 - May 28th, 2026 (six weeks) Shows: May 29th, 2026 - June 21st, 2026 (4 weekends)
What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
As a peripatetic theater company GVTC constantly adapts to changes of space and the needs of the community we serve. During the pandemic GVTC performances included non traditional spaces and adaptive staging of non traditional shows.
4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html ITEM 12.1. ATTACHMENT 3

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School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Primary street
address of
project/program
Cal Cap Studios Black Box Theatre -
List the city location
of the
project/program.

Rancho Cordova
Select State CA
Provide the zip code
for your
project/program's
primary location.
95827
ITEM 12.1. ATTACHMENT 3

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If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

N/A
Third Party Letters of Support (Note: Combine multiple files in one pdf before uploading) Recomendation_2025-2026.pdf
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Leah
Fraizer
Is this
project/program on
behalf of an
organization?
No
Provide contact
phone number:

Provide contact
email:

Page 1276 of 1939 ends

By checking here, I
confirm that I am
aware that my
application materials
will become public
record.
checked
Thank you for applying to the Community Enhancement & Investment Fund Fiscal Year 2025-2026 Grant Cycle. Applicants will receive an automated response through the grant portal. Community Enhancement & Investment Fund (CEIF) Staff will follow up with any questions regarding your Fiscal Year 2025-2026 application. For information about the next steps in the CEIF grant process, visit our website for more information. It is anticipated that applications will be reviewed by the City Council starting in April 2025 with adoption in June 2025. Should applicants be awarded by the City Council, funding would not be available to grantees until the start of Fiscal Year 2025-2026 and the completion of a contract. Please send an email to [email protected] with any questions or comments.

ITEM 12.1. ATTACHMENT 3

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Performing Arts Program Budget
Income :

Program Revenue: $28,000
*This is the estimated total for 2 MainStage shows
Expenses/Production:

Personnel/Stipend: $3,000
(musical director, choreographer, technical staff)
Supplies: $5,000
(Show rights, music purchased, costumes, advertising &
marketing, promotion)
Equipment: $4,000
(set building, lighting equipment, sound engineering equipment) Miscellaneous: $13,000 (facility rentals)
*This is the estimated total for two MainStage shows
ITEM 12.1. ATTACHMENT 3

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ITEM 12.1. ATTACHMENT 3

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ITEM 12.1. ATTACHMENT 3

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ITEM 12.1. ATTACHMENT 3

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#57
ITEM 12.1. ATTACHMENT 3

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Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

No: Not a First Time Applicant
ITEM 12.1. ATTACHMENT 3

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Project/Program
Name. Assign a
project name to your
project/program.

Rancho Cordova Food Locker: Pilot Farmers Market Food Access Program
Provide a
Project/Program
Synopsis
The Pilot Food Access Program connects food-insecure residents of Rancho Cordova to fresh, local produce providing free transportation through Paratransit.org’s People to Produce program to the Rancho Cordova Certified Farmers Market. This initiative includes community outreach, education, and support for CalFresh enrollment and Market Match benefits to enhance food security.

Provide a
Project/Program
Description
The Rancho Cordova Food Locker is proud to launch the Pilot Farmers Market Food Access Program, an innovative initiative designed to connect food-insecure residents with fresh, local food while supporting our region’s small farmers and local economy. In partnership with Paratransit.org’s People to Produce program, this pilot will provide free, regular transportation for residents from designated neighborhoods in Rancho Cordova to the Rancho Cordova Certified Farmers Market.

This program represents a significant step in transforming food access from a model of emergency response to one of sustainability and empowerment.

A New Approach to Fighting Hunger
For over 35 years, the Rancho Cordova Food Locker has been a trusted resource for families facing food insecurity. While traditional food distribution remains essential, we recognize that true food security goes beyond providing emergency food—it means ensuring that all residents have consistent access to fresh, nutritious food in a dignified and sustainable way. The Pilot Food Access Program aligns with this vision by reducing transportation barriers, increasing awareness of available food assistance programs, and strengthening the connection between local food producers and the community.

The Transportation Barrier & Our Solution
One of the biggest obstacles for food-insecure individuals is access to fresh food markets. Many of our neighbors rely on public transportation and/or have limited mobility, making it difficult to shop at farmers markets where they can purchase fresh, locally grown fruits and vegetables.

By partnering with Paratransit.org’s People to Produce program, we are directly addressing this gap. Paratransit.org is an established leader in providing accessible, community-based transportation solutions, and their commitment to serving vulnerable populations makes them the ideal ITEM 12.1. ATTACHMENT 3

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partner for this effort. Through this collaboration, residents in designated neighborhoods will be able to board free shuttles on two Saturdays per month, bringing them directly to the Rancho Cordova Certified Farmers Market and back home again.

Community Outreach & Education
Providing transportation is just one part of the equation. We are also launching a comprehensive community outreach and education campaign to ensure residents are aware of this opportunity and feel encouraged to participate. Outreach efforts will include:

Community engagement through local organizations, churches, and neighborhood groups
Informational flyers and digital outreach in multiple languages to reach diverse populations
Collaboration with senior centers and disability advocates to ensure accessibility for all
Educational materials to highlight nutrition, meal planning, and how to maximize benefits like CalFresh
Enhancing the Farmers Market & Supporting Local Agriculture Beyond benefiting food-insecure individuals, this program is also a win for the Rancho Cordova Certified Farmers Market. Farmers markets thrive when they have a strong, diverse customer base. By increasing the number of shoppers, the program directly supports small farmers and local vendors, creating a more vibrant, financially stable market. More sales mean more farmers can continue to operate successfully, strengthening our region’s local food system.

In addition, Market Match, a statewide program that doubles CalFresh (SNAP/EBT) dollars when spent on fresh produce, will be promoted as part of this initiative. This means that individuals using CalFresh can receive twice the value of their benefits, making fresh produce even more affordable. The Pilot Food Access Program will also assist residents in enrolling in CalFresh, ensuring more families have access to this essential resource.

Expected Impact
This program will bring tangible, immediate benefits to both residents and the farmers market, including:

Increased access to fresh, nutritious food for food-insecure residents
Improved health outcomes through better nutrition choices Stronger local economy by boosting revenue for small farmers and vendors
Greater awareness and use of CalFresh and Market Match
benefits
Reduced social isolation by encouraging community connection at the market
By addressing transportation barriers and providing critical education, this ITEM 12.1. ATTACHMENT 3

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initiative empowers individuals with choices and access to food that supports their well-being, rather than just responding to immediate hunger.

The Pilot Food Access Program is just the beginning. If successful, we hope to expand this model to serve more neighborhoods. Our long-term goal is to create a self-sustaining system that fosters food security, health, and economic resilience for all members of our community.

Tell us about your
Project/Program
Team
The Program is a collaborative initiative led by the Rancho Cordova Food Locker (RCFL) in partnership with Paratransit Inc.. RCFL’s leadership team includes Executive Director Carrie Johnson, Vice President of Development and Expansion Debbie Holden, and Program and Outreach Manager Inez Shedd, who will oversee program implementation, marketing, outreach, and community engagement.

Paratransit Inc., a leader in accessible transportation, will provide expertise and operational support, with CEO Tiffani Scott and Director of Strategic Initiatives and Mobility Alicia Garcia guiding transportation logistics. Together, this team will ensure a seamless, impactful program that expands food access and strengthens the local food system.

Provide your
Project/Program
Goals
Pilot Food Access Program: Goals & Metrics for Success
The Pilot Food Access Program is designed to address food insecurity by eliminating transportation barriers to fresh, local food while promoting sustainable food access solutions in Rancho Cordova. Through our partnership with Paratransit.org’s People to Produce program, we aim to provide free, reliable transportation from food-insecure neighborhoods to the Rancho Cordova Certified Farmers Market, while also enhancing awareness and enrollment in CalFresh and Market Match benefits.

Program Goals & Metrics for Success

1. Increase Food Access for Food-Insecure Residents
Goal: Provide a reliable transportation option for residents facing food insecurity, ensuring they can regularly access fresh, nutritious food at the Rancho Cordova Certified Farmers Market.

Metrics for Success:

Number of trips provided: Track the number of scheduled and completed rides to the farmers market.

Number of participants served: Measure how many unique
individuals utilize the service.

Survey data on food security: Collect pre- and post-program feedback to assess whether participants feel they have improved access to fresh food.

2. Improve Utilization of CalFresh and Market Match Benefits Goal: Maximize the use of CalFresh and Market Match to make fresh produce more affordable for low-income residents.

Metrics for Success:

ITEM 12.1. ATTACHMENT 3

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CalFresh enrollment numbers: Track how many individuals enroll in CalFresh through our outreach efforts.

Market Match participation growth: Measure the percentage increase in Market Match dollars redeemed at the farmers market.

3. Support the Rancho Cordova Certified Farmers Market & Local Farmers
Goal: Strengthen the local food economy by increasing foot traffic and revenue for small farmers and vendors.

Metrics for Success:

Increase in market visitors: Compare market attendance numbers before and during the program.

Growth in vendor sales: Gather feedback from farmers/vendors to track whether they see increased revenue.

4. Foster Community Engagement & Reduce Social Isolation Goal: Encourage social interaction and inclusivity by providing a welcoming, community-oriented environment at the farmers market.

Metrics for Success:

Number of community partners involved: Count organizations helping with outreach and program support.

Participant testimonials: Collect qualitative data from attendees on how the program impacts their sense of belonging and community.

Volunteer engagement: Track the number of volunteers assisting with outreach and on-site education.

Keeping the Project Team Focused
To ensure continued progress, the project team will:

Hold bi-weekly check-ins to review transportation data, outreach impact, and market attendance.

Collect ongoing participant feedback through surveys and one-on-one interviews.

Engage with stakeholders—including community organizations, farmers market leadership, and city officials—to align goals and adjust strategies as needed.

Report on key metrics quarterly to assess whether adjustments need to be made for greater impact and efficiency.

Optional File Upload:

Provide any
additional records to
supplement your
program/project
application. Note:

Combine multiple
files in one pdf
before uploading.

ITEM 12.1. ATTACHMENT 3

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2 - Funding & Costs
Funding Request -
Complete this
section with total
dollar amounts for
your
project/program's
costs
Funds are generally not intended to be used for deferred maintenance and ongoing operational needs. The funds are intended for enhancing and investing in the City of Rancho Cordova. If your project/program is awarded, the costs identified below would be reviewed and potentially open to modification during a contracting phase (if a grant is awarded by the City Council). If awarded, grant funds are not available until a contract is executed during Fiscal Year 2025-2026.

Total project/program
cost*
45186
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
48186
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
10866
What is the total cost
of supplies for your
project/program?
15420
What is the total cost
of transportation for
your
project/program?
19080
What is the total cost
of equipment for your
project/program?
00 What will be the total
cost of any
miscellaneous
expenses for your
project/program?
00 ITEM 12.1. ATTACHMENT 3

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Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

Pilot_Food_Access_Budget.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
No, not seeking any other funding support.

Please explain why
you are not seeking
any other funding
support for your
project/program?
We are not seeking additional funding for the Pilot Food Access Program because the Community Enhancement & Investment Fund (CEIF) grant aligns perfectly with our program’s goals and funding needs. This initiative is designed to enhance food access within Rancho Cordova, making it an ideal candidate for City-supported investment.

Additionally:
• City-Driven Impact: This program directly benefits Rancho Cordova residents, strengthening local food security and community resilience— core priorities for CEIF funding.
• Comprehensive Budget Coverage: The funding request to CEIF is structured to cover all necessary program costs, including transportation, outreach, education, and participant engagement, ensuring the program can operate effectively without the need for multiple funding streams. • Efficiency & Accountability: Managing a single funding source allows for greater transparency and efficiency, ensuring that every dollar goes directly toward serving residents, without the complexities of matching funds or piecing together smaller grants.
• Pilot Phase Focus: As an initial pilot program, our goal is to demonstrate success with CEIF funding. If successful, we will explore sustainable funding sources for future expansion.

By focusing on CEIF as the sole funding source, we ensure that this innovative program launches successfully, benefiting food-insecure residents and strengthening the local farmers market without financial or administrative barriers
Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

N/A
ITEM 12.1. ATTACHMENT 3

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Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

Yes
Please share the
total dollar amount
for volunteer/in-kind
support using $33.49
as the national rate
for a volunteer hour.

Source: Value of
Volunteer Time
17414.8
Please provide a
worksheet explaining
your volunteer/in-kind
contribution. You
may upload a file in
the following formats:

CSV, DOC, DOCX,
or PDF.

Is this a single year
request or a request
for funding for
multiple years?
Single Year
Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
No
3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
7/5/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
6/27/2026
ITEM 12.1. ATTACHMENT 3

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Please describe your
project/program
schedule
Project Timeline
Planning & Partnership Coordination
- Finalize partnership details with Paratransit Inc.
- Confirm designated pick-up locations in food-insecure neighborhoods - Develop program materials (flyers, digital outreach, CalFresh enrollment guides)
June – July 2025
Community Outreach & Participant Engagement
- Conduct outreach to community organizations, senior centers, and neighborhood groups
- Launch marketing campaign (social media, printed materials, direct outreach)
July– August 2025
Pilot Program Launch
- First official transportation day to Rancho Cordova Certified Farmers Market
- Collect initial participant feedback through surveys
- Monitor program logistics and adjust as needed
August 2025
Ongoing Program Operation & Monitoring
- Begin community workshops on CalFresh enrollment & Market Match benefits
- Track participant numbers, vendor sales impact, and CalFresh enrollments
- Continue community engagement and outreach efforts
September 2025 – June 2026
What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
There are two challenges that we can anticipate. Many people may not be aware of the availability of the farmers market or the possibility of reaching it via a free public transport program. Even if they are aware, the perceived inconvenience of a bus ride, especially with groceries, can be a deterrent.We will need to ensure our outreach and marketing campaign can help dispel many if these perceptions.

The second challenge will be breaking down the barriers to SNAP participation.There is a lack of information and awareness about SNAP, along with a difficult application process.
4 - Project/Program Location
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Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Primary street
address of
project/program
List the city location
of the
project/program.

Rancho Cordova
Select State CA
ITEM 12.1. ATTACHMENT 3

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Provide the zip code
for your
project/program's
primary location.
95670
If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

Sunrise Farmers Market .

Rancho Cordova, CA 95742
Third Party Letters of
Support (Note:

Combine multiple
files in one pdf
before uploading)
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Carrie
Johnson
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?
Rancho Cordova Food Locker
What is your title
and/or role at your
organization?
Executive Director
Provide contact
phone number:

Provide contact
email:

ITEM 12.1. ATTACHMENT 3

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Are you the primary
point of contact on
this project/program?
Yes
If your
project/program was
awarded the
requested funds, are
you authorized to
sign the contract for
your organization?
Yes, I would be the one to sign the contract
By checking here, I
confirm that I am
aware that my
application materials
will become public
record.
checked
Thank you for applying to the Community Enhancement & Investment Fund Fiscal Year 2025-2026 Grant Cycle. Applicants will receive an automated response through the grant portal. Community Enhancement & Investment Fund (CEIF) Staff will follow up with any questions regarding your Fiscal Year 2025-2026 application. For information about the next steps in the CEIF grant process, visit our website for more information. It is anticipated that applications will be reviewed by the City Council starting in April 2025 with adoption in June 2025. Should applicants be awarded by the City Council, funding would not be available to grantees until the start of Fiscal Year 2025-2026 and the completion of a contract. Please send an email to [email protected] with any questions or comments.

ITEM 12.1. ATTACHMENT 3

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Pilot Food Access Program
RCFL Program Outreach and Development
Category Description Cost Total
Personnel Staff time for program management, outreach, and education
Executive Director Oversight, partner collaboration, reporting $3,744 $3,744 Vice President of Development Markting Design and Management $3,250 $3,250 Program & Outreach Manager Participant engagement, community outreach ,volunteer coordination $3,692 $3,692
Supplies Marketing, outreach, and educational materials Eduction & Marketing materials Flyers, brochures, posters, website updates, and digital ads $5,500 $5,500
CalFresh outreach materials Enrollment assistance packets, printed resources $4,000 $4,000 TOTAL RCFL COSTS $20,186 $20,186
Paratransit Shuttle Services
Farmers' Market: 2nd Saturday of the Month
Month Hours Weekend Rate Total
Jul-25 6 150 900
Aug-25 6 150 900
Sep-25 6 150 900
Oct-25 6 150 900
Nov-25 6 150 900
Dec-25 6 150 900
Jan-26 6 150 900
Feb-26 6 150 900
Mar-26 6 150 900
Apr-26 6 150 900
May-26 6 150 900
Jun-26 6 150 900
Total 72 10,800
RCFL Distribution: Once a month; Mon or Fri
Month Hours Weekday Rate Total
Jul-25 6 115 690
Aug-25 6 115 690
Sep-25 6 115 690
Oct-25 6 115 690
Nov-25 6 115 690
Dec-25 6 115 690
Jan-26 6 115 690
Feb-26 6 115 690
Mar-26 6 115 690
Apr-26 6 115 690
May-26 6 115 690
Jun-26 6 115 690
Total 72 8,280
Shuttle Total 19,080
Transportation Admin/Supplies/Other 5,920
Paratransit Total 25,000
Budget Total $45,186.00
ITEM 12.1. ATTACHMENT 3

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#58
ITEM 12.1. ATTACHMENT 3

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Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

No: Not a First Time Applicant
ITEM 12.1. ATTACHMENT 3

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Project/Program
Name. Assign a
project name to your
project/program.

Studio T Arts & Entertainment - Side Hustle Academy
Provide a
Project/Program
Synopsis
Side Hustle Academy is a workforce development program that provides skills assessment, professional industry training, and navigation services to youth and adults through career pathways in technology and the arts.

The long-term impact is to drive community business growth, and economic justice in high-poverty communities through access and belonging.

Provide a
Project/Program
Description
Our program is designed to break the pattern of poverty within Rancho Cordova’s low-income communities by providing underserved youth career opportunities that promote long-term economic growth, while also supporting local small businesses in the transition and growth in the digital world.

By leveraging a model successfully developed under a grant from the City of Rancho Cordova, we will match 8-12 youth with up to 16 local small businesses in order to create positive outcomes for both groups. Studio T will provide youth participants 120+ hours of digital marketing curriculum and training in product branding and content creation, then pair them with small businesses still struggling to establish a digital presence. Our participants will utilize digital expertise and innate talents to build online branding and marketing campaigns for small businesses in the City of Rancho Cordova. By providing workforce development opportunities for youth and economic development in the form of increased revenue to small businesses, we will enhance Rancho Cordova’s community with a leveraged investment that benefits city residents for years to come.

Our youth are already experts in the world of digital content. Studies from Pew Research and Common Sense Media show teens spend over 7 hours per day consuming content on screens. Low-income youth spend, on average, two hours more than peers from high-income households. Youth keenly discern the difference between quality content and design that will work and content that will not. This makes them a gold mine for content creators and focus groups for shaping what works online. With the heavy impact of COVID-19 on our youth workforce and our small business community, we seek to enhance youth employment opportunities while helping small businesses reboot, rebrand, and relaunch in the digital community.

We created Side Hustle Academy in late 2020 as a response to the pandemic. Through a six-figure grant from the city of Sacramento, we were able to build all necessary infrastructure for the program and test and refine ITEM 12.1. ATTACHMENT 3

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our process across 75 youth in multiple cohorts. A grant from the City of Rancho Cordova would be leveraged by those resources, with funds directed entirely towards supporting youth rather than the creation of any program infrastructure.

In addition to our training curriculum and youth-business partnership curation, we provide participants with up to three months of ongoing support to help them complete projects and monetize their new skills.

Through years of program experience with youth, we have learned that these youth already have deeply entrepreneurial tendencies. By focusing those instincts through the lens of professional experience and training that meets them where they are, we unleash their talents and provide them with the skills to enter high-demand career paths with incomes that allow them to escape generational cycles of poverty.

To identify youth participants, we spread the word through local community organizations, school site staff, churches, and more, allowing community members to nominate young people who would benefit most from the program. Between this nomination process and the paid stipend for participants, we historically have had more demand for the program than available spaces.

To identify and select small businesses, we work with an existing list of Rancho Cordova businesses developed through our previous community cohort as well as through word of mouth within the community. Then we will vet all business candidates before matching them with youth for creative content building.

Tell us about your
Project/Program
Team
Tamaira Sandifer - STAE Founder and CEO and Gold Stevie Award for Female Executive of the Year, 2024 LA Times Inspirational Women Leadership Award, she is on a Forbes List as a Forbes 50 Culture Champion and the CA Legislative Caucus-Woman of the Year.

Cameron Rodriguez - Has a Bachelors from Sacramento State in Video and Film Production, vetted content creator for the White House.

Hannah Feuerwerker - Has a Bachelors from Sacramento State.

Additionally, she owns her own DJ company and is the Program Director for Studio T Arts & Entertainment.

Provide your
Project/Program
Goals
Goals
8-12 Youth complete 12 weeks of digital media and marketing training 8-12 Youth paired with small business clients
Up to 16 small business clients recruited
Up to 16 small business client projects completed
88% or more youth participants rate experience as positive in post evaluations
Optional File Upload: Provide any additional records to supplement your program/project application. Note: Combine multiple files in one pdf before uploading.

STAE-Partner_Deck_25Years_ts.pdf
ITEM 12.1. ATTACHMENT 3

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Total project/program
cost*
112669
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
90614
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
32800
What is the total cost
of supplies for your
project/program?
7284
What is the total cost
of transportation for
your
project/program?
8160
What is the total cost
of equipment for your
project/program?
3600
What will be the total
cost of any
miscellaneous
expenses for your
project/program?
36960
ITEM 12.1. ATTACHMENT 3

Page 1300 of 1939 ends

STAE-SHA_Comm-Enhancement_Budget_2025.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

Describe any funding
secured or being
sought for this
project/program?
We have diversified our contributed and earned revenue streams to keep our budget nourishing and national program growing. Other funding and inkind needs, especially staffing and facilities costs, are paid for through contracts with our existing school district contracts, memberships for classes, and paid partnerships with Community Based Organization partners.

Through service contracts in the arts and youth education with the top school districts in California and city and state grants, help fund and seed the nonprofit’s overhead, facility developments, and general operations.

We have diversified our contributed and earned revenue streams to keep our budget nourishing and national program growing. Other funding and inkind needs, especially staffing and facilities costs, are paid for through contracts with our School District and Community Based Organization partners.

Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

Studio T Arts will continue to expand its capacity through its new 44,000 sq ft facility, which hosts specialized spaces for workforce development in creative fields such as arts, media, music, and entrepreneurship. This flagship facility serves as a hub for youth development, offering dance, photography, videography, music production, podcasting, and entrepreneurial training spaces. The facility was designed in collaboration with renowned architect Kevin Sherrod, Design Faculty at USC School of Architecture and Practice Area Leader for Arts and Culture at Gensler LA.

This expansion will prepare young people for meaningful careers and support families in transforming their financial futures. By integrating mentorship, digital literacy, leadership workshops, and job readiness programs, we project that our community impact will increase, offering even more opportunities for students to transition into sustainable careers or entrepreneurial ventures.

ITEM 12.1. ATTACHMENT 3

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Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

No
Is this a single year
request or a request
for funding for
multiple years?
Single Year
Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
Yes
How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?
2 How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?:

Score
2 3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
8/4/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
6/30/2026
ITEM 12.1. ATTACHMENT 3

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Please describe your
project/program
schedule
Our project schedule occurs in four phases:

Phase 1 - Planning & Recruitment (30-90 days post-award notice) Phase 2 - Youth Training & Development (90-120 days)
Phase 3 - Business Campaign Execution & Evaluations (120 days) Phase 4 - Job or contract work secured & Ongoing
technical/educations support
Our project schedule occurs in three phases:

Phase 1 - Planning & Recruitment (30-60 days post-award notice) Phase 2 - Youth Training & Development (90-120 days)
Phase 3 - Business Campaign Execution & Evaluations (120 days) What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
We have already tested Side Hustle as a solution on a smaller scale and found that what's impacted us most is lack of funding and extreme demand.

To offset this, we've built a fee for service components into the project so that in 2-3 years, it can sustain itself. Also, because entrepreneurship is one of our key components, our youth and their families will move from needing the program to becoming qualified supporters and community partners in the program.

Another risk we discover is because we are working in highly trauma informed communities, many of the teaching artists can get burnt out. To prevent burn out we've built in a teaching rotation where staff get paid and necessary respite. Often, they do their creative work as a side hustle so they over work to make ends meet. We added financial literacy training to stimulate their healthy focus on training our youth rather than personal financial survival mode.

Additional challenges are that the demand for media and branding support for small minority owned businesses continues to to be great and often outweighs our capacity to support. We maintain list of small businesses who requested help and activate our interns to assist with small business support.
4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html ITEM 12.1. ATTACHMENT 3

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School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Primary street
address of
project/program
(For Training and Content Production only)
List the city location
of the
project/program.

SACRAMENTO
Select State CA
Provide the zip code
for your
project/program's
primary location.
95815
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To Whom it May Concern:

There are so many organizations and individuals who are working diligently to help our youth navigate this world we live in. Sometimes one organization stands out above the rest. For Sacramento, that organization is Studio T Arts & Entertainment established by Tamaira Sandifer. Serving more than 5,000 youth in school districts throughout Northern California, Studio T works to instill real life skills, hope and a sense of belonging to her students.

Ms. Tee, as many know her, is a literal powerhouse who has recognized the benefit of dance in the everyday lives of youth who need a creative outlet – and for many – a reason to stay off the streets, out of jail, and to stay alive. She works as a tireless champion in the development of every child to build confidence, character and a conquering spirit that believes anything is possible. What sets Ms. Tee and this organization apart is that through their work, not only have they saved lives, they have created, nurtured, and established the arts leaders of tomorrow Some of her students have moved from her studio to the national stage as some of Hollywood’s most sought after dancers. Many, not destined to be professional dancers, have found dance to be an outlet for their emotions. Dance has allowed them the opportunity to process their emotions through movement – and move forward in their lives. “One of the best forms of therapy that we have found is dance. It gives them a way to express themselves. Sometimes they don’t know how to say I’m scared. Sometimes they don’t know how to say I’m stressed out. Our objective is, if we can get them relieving their anger and stress and pressure this way, you won’t find them doing some other unsavory things that are more detrimental than helpful,” – Tee Sandifer
Through this organization Ms. Tee and her team set out to change the course of their lives. Her mission is clear – to impact as many youths as she could, through the arts and dance.

Sincerely,
Jody Ulich
City of Sacramento
Director, Convention & Cultural Services
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Vanessa Stahley
Athletic Director
Hoover HIgh School
May 23, 2024
Studio T Arts and Entertainment
Dear San Diego Unified Board of Education,
I am writing to wholeheartedly recommend Studio T Arts and Entertainment for its exceptional dedication and proficiency in working with Hoover high school students. As a Physical Education Teacher at Hoover High School, I have had the pleasure of witnessing firsthand the impact Studio T Arts and Entertainment has had on our students, and I cannot commend them enough for their outstanding commitment to nurturing young talent.

Studio T Arts and Entertainment has consistently demonstrated an unparalleled level of professionalism, creativity, and inclusivity in their approach to teaching dance to high school students. Their instructors possess a rare combination of expertise in various dance forms and a genuine passion for empowering young dancers to reach their full potential. They understand the unique needs and challenges of teenagers, creating a supportive and inspiring environment where students feel encouraged to explore their creativity and express themselves through movement.

One of the most remarkable aspects of Studio T Arts and Entertainment is their ability to foster not only technical proficiency but also personal growth and confidence in their students. Through their thoughtful curriculum and individualized attention, they cultivate a strong sense of discipline, resilience, and teamwork among their dancers, which are invaluable skills that extend far beyond the dance studio.

Moreover, Studio T Arts and Entertainment goes above and beyond in providing opportunities for high school students to showcase their talents and connect with the broader dance community. Whether through performances, competitions, or workshops, ITEM 12.1. ATTACHMENT 3

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Vanessa Stahley
Athletic Director
Hoover HIgh School
they consistently seek to broaden students' horizons and expose them to new experiences that enrich their learning journey.

In summary, I have the utmost confidence in recommending Studio T Arts and Entertainment to any high school seeking a partner in fostering the artistic and personal development of their students. Their unwavering dedication, expertise, and passion make them an invaluable asset to any educational institution, and I am grateful for the positive impact they have had on our students.

Please do not hesitate to contact me if you require any further information or assistance regarding my recommendation.

Sincerely,
Vanessa Stahley
Physical Education Teacher/Athletic Director
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September 3, 2019
To Whom it May Concern,
It is with unmitigated enthusiasm that I write this letter of recommendation for Tamaira “Miss Tee” Sandifer in her effort to seek grant funding to offer free dance instruction to students at schools in our community.

Last school year, Miss Tee sought me out to offer her unique services. Within minutes of our meeting, I realized she was a special person committed to empowering young people to meet their potential through dance. Miss Tee is deeply rooted in our community, having built relationships with students and families in some of Sacramento’s most impoverished areas. While her official role is the Founder and CEO of Studio T Arts and Entertainment / Urban Dance Academy, her role at California Middle School was different - she sought to offer her services to students attending Cal - for free. About 25 Cal students were treated to world class dance instruction every Thursday after school for the entire school year. She took students with varied experience and molded them into a family - a family who could perform like trained skilled dancers.

What Miss Tee brought to Cal was not just dance lessons, she brought community to some of the poorest and most at- risk students in the city. She monitored their academic, social-emotional, and behavioral achievements and struggles. Miss Tee forged relationships with our administrative team, and several teachers on campus to better support the students in her dance class.

Tamaira Sandifer’s resume is impressive - she knows her trade, and is committed to using dance as a vehicle to keep students engaged in school and making positive lifestyle choices. I wholeheartedly support her mission, and hope she can receive the funding needed to continue her services here at Cal Middle, and other local schools.

Sincerely,
Andrea Egan
Principal, California Middle School
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October 14, 2020
To Whom it May Concern:

I am writing today to endorse the work of Tamaira Sandifer – Miss Tee – and recommend her for this funding opportunity.

Miss Tee has always been a true community leader and advocate. She developed and implemented the National Day of Dance in Sacramento, at a time when no one thought that a dance event at a major municipal venue was a plausible idea. She has proved the naysayers wrong and carried it out brilliantly, shedding a light on the diverse dance in our community as well as bringing dance to forefront of our cultural landscape.

Last year, Miss Tee was a featured presenter and performer at the first Sacramento Creativity Summit for high school students, a full day of creative workshops, performances and presentations for 300 students from 10 school, held at the newly opened Sofia Theatre in Sacramento. Her presentation was mesmerizing, as she captured the essence of creativity for theater full of youth, inspiring them not to give up on their dreams, lose confidence in their innate creativity, or believe that their circumstances or environments limit who they are. And, of course, her teaching and performance were evidence of the message.

And, I am honored to say that I have had the pleasure of working with Miss Tee during the past six months, while COVID-19 has severely hit our community and made difficult and inequitable systems for youth more visible for all to see. We’ve sat on committees together and discussed and planned the work that needs to be done. And she is in the forefront of this work. She and the amazing artists and youth she works with have jumped in with resources, positive messaging, support for those in need and teaching – both in person where students gather for much needed supplies and services and virtually, with a variety of online classes and resources demonstrating her powerful teaching and dance skills. Her work stands up without her activism – yet her activism magnifies the reach of her work.

Tee is always the first to say, “what can I do?” when art and messaging is needed. And it has never been needed more than now.

I am happy to help her work in any way I can and to recommend her for support.

Sincerely,
Melissa Cirone
Programs Manager, Arts & Community Programs
Sacramento Office of Arts & Culture
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October 18, 2020
To Whom It May Concern:

In over a decade of working as an education, arts, and policy leader I have yet to come across an artist, educator, and youth advocate as passionate and impactful as Tee Sandifer. I had the honor to meet Tee through Americans for the Arts National Arts Education council where she serves as Vice-Chair. Tee brings to our council the fervor and urgency needed to impact real change in the field of education through the arts, which she is doing every day through Studio T Arts & Entertainment.

Through Studio T Arts & Entertainment Tee has built an empire led by youth who have forged a pathway for themselves under Tee’s mentorship. In addition to serving over 5000 youth in Sacramento area schools Tee has expanded her footprint by creating PassToClass, an online dance and social-emotional learning platform that has reached youth around the world, including my students in Minneapolis, MN, and Chicago, IL. Tee is acutely aware of the challenges youth face, in particular, youth of color in under-resourced communities, and she is equally cognizant of their assets and how to help them leverage their greatest strengths.

I am personally and professionally moved by the mission behind Tee’s work but most importantly I am in awe of the tangible impact her work and her programming as made in communities around the globe, which I have seen first hand in her home city of Sacramento, as well as the communities I serve, and those of our colleagues.

There is no greater investment in youth than to help them find the strength within themselves through the arts.

Sincerely,
Ahava Silkey-Jones
Executive Director, DaVinci Academy of Arts and Science Board Chair, Professional Theatre and Dance Youth Academy Arts Education Council Member, Americans for the Arts
Commissioner, Minneapolis Arts Commission
ITEM 12.1. ATTACHMENT 3

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To Whom it May Concern:

This letter is in support of Miss Tee, Tamaira Sandifer, and the work she has done with the community through her organization, Studio T Arts.

Over the past year, I have known Miss Tee and her work as a member of the Arts Education Council at Americans for the Arts. Miss Tee graciously hosted our council in Sacramento and brought fabulous community members to chat with us about the amazing work that is going on in Sacramento.

I am proud to endorse Miss Tee and Studio T Arts as an established quality arts education organization in Sacramento. I can attest to the organization’s tremendous impact and support not only to Sacramento’s administrators, students, families, and community members, but also to other educational and arts organizations, school districts and communities it serves at large.

For most, Miss Tee and Studio T Arts provides the first introduction to the arts through their unique curriculum and rich approach to entrepreneurship so that students understand that they have options to turn their talents into future careers. The programming is impactful, culturally relevant and fills a need by enhancing students’ ability to recognize and invest in themselves and the world around them. Miss Tee and Studio T Arts programs go beyond arts education; it creates avenues for youth to build higher self-esteem, self-worth, develop leadership skills and reinforces academic development.

We owe it to our future leaders to continue to provide them with equitable access to the arts, entrepreneurship, and positive resources that will prepare them for success. I’m extremely grateful for the work of Miss Tee and her passion, dedication and commitment to the youth and families of Sacramento and beyond. I encourage and employ you to utilize them as a partner to help continue to transform young people’s lives through the arts.

Sincerely,
Quanice G. Floyd
Executive Director
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#59
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Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

No: Not a First Time Applicant
ITEM 12.1. ATTACHMENT 3

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Project/Program
Name. Assign a
project name to your
project/program.

Volunteers of America: Support Services to Families and Veterans Impacted by Homelessness in Rancho Cordova
Provide a
Project/Program
Synopsis
The focus of this project is to enhance the living conditions of families and veterans impacted by homelessness through providing improved safety & security measures, and social services.

The requested budget for this project is $55,000 and it’s planned to target up to 30 families, 100 children and 280 veterans.

Provide a
Project/Program
Description
This project proposal comprises two components for Volunteers of America’s (VOA) two programs located in Mather Campus. Both programs are being operated by VOA Admin Office.

Over the past 36 years, the Transitional Housing Program for Families has been keeping families together during the substance-abuse recovery process. The Program for women and children has been providing homeless families a safe environment for their children and themselves to live while they seek permanent housing and employment. This 18-month program has a capacity of 27 family units in Mather City/Rancho Cordova, and is designed for couples with children, as well as single parents. During their residency, parents in recovery are provided with social services and permanent-housing support. Services include individual and group counseling by dedicated case managers, life-skills and parenting classes, and referrals for permanent housing. Moreover, children residing in The Program attend schools in Rancho Cordova with high educational attainment. However, The Transitional Housing Program lacks a surveillance system which is extremely important nowadays to enhance security, deter crime, and ensure the safety and well-being of clients, those who already are vulnerable or have experienced homelessness and abuse.

On the other side of Mather Camus, there is VOA’s Veteran Service Center where veterans can benefit from an abundance of services: a computer lab, employment workshops & training, resume/application assistance, job fairs & job placement assistance, assistance with benefits & claims, or video chat with friends/family. Resources and referrals are also available from the Center staff as well as information on other VOA programs.

However, the Center is not working at its full capacity as it should be. The computers are either broken or outdated and the printer is out of order.

Besides, the internet connection needs to be improved, and the operating system needs to be upgraded as the current one can’t run any software past Microsoft 7. Thus, the devices in the Center are in dire need to be replaced and upgraded so that the Center would be able to resume its ITEM 12.1. ATTACHMENT 3

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functionality. A renovated Center, especially in such programs setting, is vital for providing efficient support services, offering learning and employment opportunities, as well as making technology more accessible to clients with limited budget.

Therefore, VOA’s Management Team has been proactive in assessing the challenges that have been facing our Programs as well as considering targeted solutions to ensure that families, children and veterans experiencing homelessness can stay safe, secure and provided with best services during their stay at Mather Campus. In addition to the implications of cutting funds, VOA Team has prioritized the needs for VOA’s Programs in Mather Campus as follows:
1) Installing a Security Camera System at The Transitional Housing Program:

Installing a Security Camera System at The Transitional Housing Program’s exterior buildings and entry points is a top priority for VOA. Installing a Surveillance System in place is crucial for enhancing safety and security, offering real-time monitoring, deterring crime, and providing quick emergency response, ultimately contributing to a safer environment for VOA’s underprivileged clients and support staff as well. Security Cameras can help deter violence, especially against women and children as many of whom may have left a situation involving domestic violence and abuse. The presence of the Security Camera System can serve several purposes:
- Safety and Security: Cameras help deter crime and enhance the safety of both clients and staff by monitoring the premises.
- Monitoring: Cameras allow staff to monitor activities within The Program, ensuring that rules are followed and that clients are safe. - Incident Documentation: In case of disputes or incidents, recorded footage can provide valuable evidence.
- Emergency Response: Cameras can assist in quickly identifying emergencies and coordinating responses.

Specific policies regarding the use of Security Cameras can be adjusted according to RCPD requirements as well as influenced by VOA’s management practices in other programs at Mather Campus.

Please see the attachment for requirements and specifications of the Security Camera System.
2) IT Works for the Veteran Service Center:

The existing old computers have limitations that can't be fully overcome with software fixes, and therefore, hardware replacements are necessary to significantly improve performance. Replacing computers can significantly improve speed, responsiveness, and overall efficiency, allowing about 280 veteran users to handle more demanding tasks. Therefore, the following items are needed:
- Replace 12 obsolete computers with new desktop ones.

ITEM 12.1. ATTACHMENT 3

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- Replace the broken printer with a new one.
- Upgrade the operating system.
- Upgrade internet connection.

Please see the attachment for requirements and specifications of IT Works needed.

Tell us about your
Project/Program
Team
Founded in 1911, VOA is one of the largest providers of social services in the region, operating more than 40 programs including housing, employment, and recovery services to families, individuals, veterans, and seniors. VOA is a non-profit organization funded through local, state and federal contracts to manage effective and compassionate programs. VOA provides shelter/ housing to over 3,500 men, women and children every night. What makes VOA unique is that we take a decentralized approach to helping those in need. Our front-line staff design programs that meet the needs of those in their communities.

Learn more about VOA at www.voa-ncnn.org
Provide your
Project/Program
Goals
Goal:

Reduce homelessness and enhance the living conditions of families, children and veterans impacted by homelessness through improved safety & security, social support services at Volunteers of America’s Programs located in Mather Campus.

Outcome 1:

Cultivated resilience in 100% of children and parents experiencing family homelessness by providing a safe and secure living environment at the Transitional Housing Program in Mather Campus in 12 months.

Outputs:

1.1) Install a Security Camera System.

1.2) Deter potential threats and provide video evidence for the situation in question.

1.3) 30 families get assurance that their living environment is monitored for their safety and sense of security.

1.4) 100 children can play in a secure environment.

1.5) Staff members can monitor activities within The Program, ensuring that clients are safe and getting the help needed in case of emergency.

Activity:

Installation of a Security Camera System at The Transitional Housing Program’s exterior buildings and entry points.

Outcome 2:

ITEM 12.1. ATTACHMENT 3

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Reduced barriers to access social services in 75% of veterans impacted by homelessness by providing improved IT services at the Veteran Service Center in Mather Campus in 12 months.

Outputs:

2.1) 12 new computers installed.

2.2) 1 All-In-One Printer installed.

2.3) Operation System upgraded.

2.4) Internet Connection upgraded.

2.5) 300 veterans have better access to social services, as well as a better quality of life.

2.6) 300 veterans have access to free internet services and charging points.

2.7) 200 veterans receive assistance with benefits & claims.

2.8) 200 veterans get resources and referrals, as well as information on other VOA programs.

2.9) 150 veterans receive employment workshops/training, job fairs & job placement assistance, resume/application assistance & follow-up services.

2.10) 200 veterans could video chat with peers/friends/ family.

Activities:
- Purchase and replace 12 obsolete computers with new desktop ones. - Purchase and replace the broken printer with a new one. - Upgrade the operating system.
- Upgrade the internet connection.

Volunteers of America/Admin Office is responsible for all administrative, programmatic, financial and reporting activities. Outcomes of this project will be tracked and evaluated by Volunteers of America’s Program Directors and Managers who serve at the Transitional Family Shelter and the Supportive Services for Veterans and their Families (SSVF). VOA staff welcome any other data that The City of Rancho Cordova would like to see as a result of their generous funding. Information could be used to inform other potential funders to show the sustainability and success of this project.

Optional File Upload: Provide any additional records to supplement your program/project application. Note: Combine multiple files in one pdf before uploading.

Volunteers_of_America_Requirements_Tech_Specs_Project_Timeline.pdf 2 - Funding & Costs
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Funding Request -
Complete this
section with total
dollar amounts for
your
project/program's
costs
Funds are generally not intended to be used for deferred maintenance and ongoing operational needs. The funds are intended for enhancing and investing in the City of Rancho Cordova. If your project/program is awarded, the costs identified below would be reviewed and potentially open to modification during a contracting phase (if a grant is awarded by the City Council). If awarded, grant funds are not available until a contract is executed during Fiscal Year 2025-2026.

Total project/program
cost*
1398000
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
55000
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
00 What is the total cost
of supplies for your
project/program?
2000
What is the total cost
of transportation for
your
project/program?
00 What is the total cost
of equipment for your
project/program?
48000
What will be the total
cost of any
miscellaneous
expenses for your
project/program?
00 Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

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Volunteers_of_America_Budget.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

Describe any funding
secured or being
sought for this
project/program?
No funding has been secured to cover the cost of the following project activities:
- Installation of a Security Camera System at the Transitional Family Program
- Upgrade the Veteran Service Center at the Supportive Services for Veterans and their Families (SSVF).

VOA is a non-profit organization funded primarily through local, state and federal contracts to manage effective and compassionate human service programs. The budgets for the above-mentioned programs do not typically cover all the outlined activities. Therefore, VOA relies on generous donors and grant-makers to fill in the gaps so we can deliver a high level of service and wraparound care. A generous grant from The City of Rancho Cordova would enhance the quality of hundreds of families, children, and veterans' lives who have been seriously impacted by homelessness.

Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

N/A
Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

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How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?
3 How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?:

Score
3 3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
7/1/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
6/30/2026
Please describe your
project/program
schedule
Please see the attached Project Timeline
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What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
The biggest challenges are the shortage of funding and deficit in budget occurred due to the major housing challenge for VOA’s clients/individuals and families facing homelessness in finding affordable and stable housing.

Moreover, factors like limited income, mental health issues, and a lack of accessible support services, often leading to homelessness, making it difficult to maintain stable housing for VOA’s clients even when they find it.

Alongside the main housing issue, persistent challenges remain the same if not exacerbated year after year in the sky rocketing cost of living here in Sacramento, CA. The increase of housing rental costs, utility rates, the rising prices of food and gas, the closing of retail stores, laying-off positions, changing work culture, and the general inflation rates are all causing hardship for clients facing homelessness on a single income causing them to get behind in dues or paying for living expenses.

Moreover, VOA serves a large population of people experiencing homelessness who have seen a significant increase in the preventative services needed. Thus, VOA's general services have been severely impacted by the aforementioned factors. Although VOA has a worthy budget, not all the needed activities nor any emerging expenses were covered by the original budget.

However, and by recognizing the collective reasons for budget deficit, VOA Executive Team has come up with a few plans to lower expenses, figured out how to come up with additional funds to cover the shortages, and presented them to the Board of Directors. They might have to make tough decisions to ensure the future of VOA.

VOA realizes that ending homelessness is not a single event in time; rather, it is a deliberate effort made to achieve the goal, and continued follow-up efforts to make sure that progress toward achieving the goal is maintained. Without proper community and foundation support, many individuals and families impacted by homelessness struggle to maintain stable housing.
4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html ITEM 12.1. ATTACHMENT 3

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School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Primary street
address of
project/program
List the city location
of the
project/program.

Mather
Select State CA
Provide the zip code
for your
project/program's
primary location.
95655
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If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

Third Party Letters of Support (Note: Combine multiple files in one pdf before uploading) Volunteers_of_America_Letters_of_Support.pdf
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Reem
Al Amin
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?

VOLUNTEERS OF AMERICA
What is your title
and/or role at your
organization?
Funds Grant Manager
Provide contact
phone number:

Provide contact
email:

Are you the primary
point of contact on
this project/program?
Yes
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If your
project/program was
awarded the
requested funds, are
you authorized to
sign the contract for
your organization?
No, someone else would sign the contract
If selected by the
City Council to
receive an award,
what is the name of
the person at your
organization who
would sign the
contract?
Christie
Holderegger
What is the title of
this individual?
President/CEO
What is the best
phone number where
we could contact the
signatory?
What is the best
email address to
contact the
signatory?
By checking here, I
confirm that I am
aware that my
application materials
will become public
record.
checked
Thank you for applying to the Community Enhancement & Investment Fund Fiscal Year 2025-2026 Grant Cycle. Applicants will receive an automated response through the grant portal. Community Enhancement & Investment Fund (CEIF) Staff will follow up with any questions regarding your Fiscal Year 2025-2026 application. For information about the next steps in the CEIF grant process, visit our website for more information. It is anticipated that applications will be reviewed by the City Council starting in April 2025 with adoption in June 2025. Should applicants be awarded by the City Council, funding would not be available to grantees until the start of Fiscal Year 2025-2026 and the completion of a contract. Please send an email to [email protected] with any questions or comments.

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Foundation Fund All Non-Foundation
CEIF Funds Total
Contributed Income
Individual contributions $ -
Corporate contributions $ -
Foundation grants $ -
City of Rancho Cordova support 55,000 $ 55,000
Primary government funding 1,323,000 $ 1,323,000
Local government support $ -
Fundraising 75,000 $ 75,000
Special events $ -
In-kind contributions $ -
Other (specify below): $ -
$ -
Total Revenues $ 55,000 $ 1,398,000 $ 1,453,000
The City of RC All Non-Foundation
Funds Funds Total
Personnel Costs
Salaries 743,895 $ 743,895
Benefits, taxes, & W/C 208,291
Staff Training 500 $ 500
Program Costs
Program Professional Services 4,435
Program Supplies 9,030
Client Support 8,000
Food & Beverage Supplies -
Cleaning, Linen and Laundry Supplies 6,684
Equipment Expenses & Furnishings 5,246
Equipment Expenses:

Intallation of a Security Camera System 35,000
12 Desktop Computers 12,000
1 All-In-One Printer 1,000
Milage, Vehicles & Other Travel 3,386
Misc/In-Kind Expense -
Occupancy Costs
Rent Expense 4,164
Utilities 139,000
Facility (Taxes, Repairs & Maintenance) 12,000
Other Business Expenses
Upgrade the Microsoft Operating System 1,000
Upgrade of Internet Connection. 1,000
General Office Supplies Expense 4,000
Telephone & Cell Phones 22,634
Insurance (Liability & Auto) 38,000
Equipment Maintenance & Rental 8,000
Outside Painting -
Travel (Meetings & Conf.) 1,000
Other Professional Services and Fees -
Marketing and Promotion -
Interest Expense -
National Dues 30,057
Total Direct Expenses 1,248,322
Admin Fees (10.97%) 136,987 $ 136,987
Admin Fees (10%) of Grant Request 5,000
Total Program Expenses
Project Total 55,000 1,385,309 $ 1,440,309
Project Expenses Only
Project Revenues
Support Services to Families and Veterans Impacted by Homelessness in Mather Campus
Project Budget

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Some people can’t imagine doing what we do.

We can’t imagine not doing it.

Volunteers of America Northern California & Northern Nevada Volunteers of America: Support Services to Families and Veterans Impacted by Homelessness in Rancho Cordova
Technical Specification of equipment and installation estimates for Outcomes 1 & 2 Outcome 1:

Please see below a preliminary list of equipment and installation estimate for a Video Surveillance System at VOA’s Transition Housing Program for Families at Mather Campus. This estimate is based on the most recent installation of a similar system at another VOA’s Program. It is not an exact quote or final list of equipment; however, it is well within the range for the cost of the work we are seeking. [ Estimated Cost: $35K ]
Alarm System Equipment list
1) Installation of wiring to support the system
2) 32 zone alarm panel for employee office
3) 1 power supply for the Main Panel
4) 1 Battery back-up for the alarm panel
5) 1 Interior Siren
6) ! DSC Key Pad (with built in wireless receiver
7) 1 wireless motion detector
8) 1 Wireless panic button
9) 1 Wireless pedestrian door contact
10) 1 GSM Cellular connector
11) Installation, configuration and training.

Video Surveillance list
• Master Controller for camera system (64 channel NVR)
• 1 Hard drive storage for the cameras
• 2 indoor 4mp Ip Dome cameras w/ built in audio
• I indoor 4MP IP Dome camera
• 30-34 Outdoor 4MP IP Turret Cameras for Hallway, Stairwell and Rotunda Coverage of 3 wings of the building
• 18 HD Camera Splitters
• 6 8Port Managed POE Camera power switches
• Conduit allowance
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Some people can’t imagine doing what we do.

We can’t imagine not doing it.

Volunteers of America Northern California & Northern Nevada Outcome 2:

Reduced barriers to access social services in 75% of veterans impacted by homelessness by providing improved IT services at the Veteran Service Center in Mather Campus in 12 months.

Please see below a preliminary Technical Specification for the IT Works at VOA’s the Veteran Service Center at Mather Campus. This estimate is based on the most recent installation and upgrade of a similar system at another VOA’s Program. It is not an exact quote or final list of devices; however, it is well within the range for the cost of the work we are seeking. 1) DELL Inspiron 27 All-in-One [Estimated Cost: $1000 per unit ] • Processor
Intel® Core™ 7-150U (10 cores, up to 5.4 GHz Turbo)
• Operating System
Windows 11 Home, English, Spanish
• Graphics Card
NVIDIA® GeForce® MX570A with 2GB GDDR6 graphics memory
• Monitor
27", Touch, FHD 1920x1080, WVA, IPS, InfinityEdge, Narrow Border • Memory *
16 GB: 2 x 8 GB, DDR4, 3200 MT/s
• Storage
512GB M.2 PCIe NVMe Solid State Drive
• Case: White
• Microsoft Office: Activate Your Microsoft 365 For A 30 Day Trial • Home and Small Business Security Solutions
McAfee+ Premium 30-day trial
• Protect your purchase - 1Y Basic Onsite Service after remote diagnosis with Hardware-Only Support • Accidental Damage Service: None
• Keyboard: Dell Pro Wireless Keyboard and Mouse - KM5221W White - US English • Mouse: Included
• Ports
1 USB 3.2 Type-C Gen 2 port
3 USB 3.2 Gen 1 ports with Power on/Wake-up support
1 HDMI-out 1.4b
1 HDMI-in 1.4b
1 power-adapter port
1 RJ45 Ethernet port
1 USB 3.2 Gen 2 port with PowerShare
1 Global Headset Jack
• Slots: 1 M.2 2230/2280 slot for PCIe solid-state drive 1 M.2 2230 slot for WiFi and Bluetooth combo card 1 SD-card slot
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Some people can’t imagine doing what we do.

We can’t imagine not doing it.

Volunteers of America Northern California & Northern Nevada • Dimensions & Weight
Without stand:

Depth: 1.64 in.

Width: 24.20 in.

Rear Height: 15.73 in.

Front Height: 15.54 in.

Starting Weight (Touchscreen): 15.27 lb
Maximum Weight (Touchscreen): 15.60 lb
Starting Weight (Non-Touchscreen): 14.63 lb
Maximum Weight (Non-Touchscreen): 14.96 lb
With Isosceles stand:

Depth: 7.90 in. (200.70 mm)
Width: 23.76 in. (603.70 mm)
Rear height: 17.93 in. (455.50 mm)
Front height: 17.93 in. (455.50 mm)
Starting Weight (Touchscreen): 15.99 lb (7.26 kg)
Maximum Weight (Touchscreen): 16.33 lb (7.41 kg)
Starting Weight (Non-Touchscreen): 15.40 lb (6.99 kg)
Maximum Weight (Non-Touchscreen): 15.73 lb (7.14 kg)
Open Pop-Up Camera height: 0.98 in.
• Chassis: Exterior Chassis Materials Rear Cover / Mid Frame - Plastic Resin Exterior Chassis Materials (upsell)
Rear Cover / Mid Frame - Plastic Resin with 35% PCR
Stand
Y-stand exterior - Plastic Resin
Isosceles stand exterior - Aluminum or Zinc
• Wireless Intel® Wi-Fi 6E AX211, 2x2, 802.11ax, Bluetooth® wireless card • Power : 90W AC adapter, 4.5 mm barrel 130W AC adapter, 4.5 mm barrel 2) All-In-One Printer/Scanner/Copier [Estimated Cost: $1000] Epson EcoTank Pro ET-5800 Wireless Color All-in-One Supertank Printer with Scanner, Copier, Fax and Ethernet.
3) Upgrade the existing Operation System to Microsoft 11 [Estimated Cost: $1000]. 4) Upgrade the existing Internet Connection & Subscription [Estimated Cost: $1000].

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#60
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Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

No: Not a First Time Applicant
ITEM 12.1. ATTACHMENT 3

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Project/Program
Name. Assign a
project name to your
project/program.

Architects of Hope, Inc Fellowship Program
Provide a
Project/Program
Synopsis
The AOH Athletics Leadership Program combines sports training and mentorship to develop leadership, communication, and athletic skills.

Through football clinics, interactive discussions, and culturally relevant coaching, youth gain confidence, discipline, and personal growth. Sessions run Tuesdays and Thursdays, fostering a safe, inclusive environment for grades 5-12.

Provide a
Project/Program
Description
Architects of Hope, Inc. (AOH) Athletics Leadership Program Proposal
Program Overview
Architects of Hope, Inc. (AOH) is committed to empowering youth through athletics and leadership development. Our Athletics Leadership Program will take place at selected school sites or sports fields, with sessions held on Tuesdays and Thursdays after school from 5:00 PM to 7:00 PM.

AOH is already contracted and cleared to run programs on the selected campuses, supported by Head Track Coach Anthoney Davis and Cordova High School Athletics Director JP Doliver. All AOH staff have undergone fingerprint clearance, background checks, and all required training to facilitate programs on any school campus. Additionally, staff members participate in regular monthly mentorship training sessions held by the Sacramento County Office of Education and Mentor CA.

Program Structure and Curriculum
AOH’s Athletics Leadership Program integrates sports training with structured mentorship, fostering youth development both on and off the field. The program features:

1. Leadership & Mentorship Development
Over half of AOH staff hold Love Notes training certificates, equipping them with expertise in the Love Notes curriculum and program model.

Program discussions are participant-driven, encouraging student-led conversations that promote healthy expectations for future relationships, critical thinking, and deep communication.

Small-group discussions are facilitated through brainstorming prompts, ITEM 12.1. ATTACHMENT 3

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allowing students to share experiences in a supportive peer environment.

Group discussions are aligned with a rubric to evaluate peer responses, feedback, and engagement levels.

2. Football Clinics
Designed to support athletes at any skill level, our football clinics focus on:

Speed, agility, and conditioning
Position-specific drill work
Mastery of fundamental techniques progressing to complex athletic movements
Clinics are available for grades 5-12, ensuring students experience significant improvement in their overall game.

Times, locations, and pricing will vary.

3. Interactive Learning Approach
To maintain engagement and reinforce learning, AOH utilizes:

PowerPoint presentations
Workbooks and guided discussions
Lesson 3: "My Expectations, My Future" – A specialized module covering:

1. Defining personal values

2. Setting goals for healthy relationships

3. Developing communication skills that support long-term well-being Cultural Relevance & Expertise
AOH ensures cultural relevance by providing experienced mentors and facilitators who have worked with diverse youth populations for over a decade. Our team excels in:

Maintaining youth engagement
Fostering inclusive discussions
Modeling healthy relationship expectations through real-world examples and lived experience
Conclusion
The AOH Athletics Leadership Program is designed to enhance youth development through a balanced approach of athletic training and leadership mentorship. With a strong foundation in cultural awareness, participant-driven learning, and expert facilitation, AOH aims to provide a transformative experience for all participants.

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Tell us about your
Project/Program
Team
Architects of Hope, Inc. (AOH) takes pride in having a team that reflects the communities we serve. Our executives were born and raised in the greater Sacramento area, making them deeply connected to the needs and experiences of local youth. As a result, AOH has built strong, communitybased programs that provide meaningful support and mentorship.

Provide your
Project/Program
Goals
Program Goals

1. Enhance Leadership Skills – Equip youth with essential leadership qualities through mentorship and structured athletic programs.

2. Promote Healthy Relationships – Foster discussions that encourage critical thinking and deep communication about personal values and relationship goals.

3. Improve Athletic Performance – Provide training that enhances speed, agility, conditioning, and position-specific skills for athletes of all levels.

4. Encourage Personal Development – Utilize interactive tools to help youth set personal goals, develop communication skills, and build selfconfidence.

5. Ensure Cultural Relevance – Offer mentorship from experienced facilitators who understand and relate to diverse youth populations.

6. Create a Safe and Inclusive Environment – Maintain a structured, supportive atmosphere where all participants feel valued and heard.

Optional File Upload: Provide any additional records to supplement your program/project application. Note: Combine multiple files in one pdf before uploading.

Yes_Project_Finale_propsoal_25_1_3.pdf
2 - Funding & Costs
Funding Request -
Complete this
section with total
dollar amounts for
your
project/program's
costs
Funds are generally not intended to be used for deferred maintenance and ongoing operational needs. The funds are intended for enhancing and investing in the City of Rancho Cordova. If your project/program is awarded, the costs identified below would be reviewed and potentially open to modification during a contracting phase (if a grant is awarded by the City Council). If awarded, grant funds are not available until a contract is executed during Fiscal Year 2025-2026.

Total project/program
cost*
60000
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
29580
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Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
21000
What is the total cost
of supplies for your
project/program?
3500
What is the total cost
of transportation for
your
project/program?
2500
What is the total cost
of equipment for your
project/program?
2500
What will be the total
cost of any
miscellaneous
expenses for your
project/program?
00 Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

AOH_Budget_Proposal_2025-2026.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

Describe any funding
secured or being
sought for this
project/program?
Architects of Hope, inc is currently contracted with SCOE which provides secure funding for this project.

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Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

N/A
Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

No
Is this a single year
request or a request
for funding for
multiple years?
Single Year
Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
No
3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
5/6/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
5/5/2026
Please describe your
project/program
schedule
Architects of Hope, Inc. Athletics leadership Programs will be held at chosen school sites or Sports fields with sessions taking place on Tuesdays and Thursdays after school from 5:00 PM to 7:00 PM.

Starting April 2025- April 2026
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What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
N/A
4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

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Primary street
address of
project/program
List the city location
of the
project/program.

Lincoln Village Community Park
Select State CA
Provide the zip code
for your
project/program's
primary location.
95827
If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

Third Party Letters of Support (Note: Combine multiple files in one pdf before uploading) Letter_of_Support_AoH.pdf
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Jairon
Jackson
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?
Architects of hope, Inc
What is your title
and/or role at your
organization?
CEO / Co-Founder
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Provide contact
phone number:

Provide contact
email:

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SCOE
Sacramento County Office of
Education EDUCATION EMPOWERS
David
W. Gordon
Superintendent
July 30, 2021
Board of Education
Karina Talamantes
President
Paul A.

Keefer, Ed.D., MBA Vice
President
Joanne Ahola
O. Alfred Brown, Sr.

Heather Davis
Harold Fong,
MSW
Bina Lefkovitz

RE: Architects of Hope
The Sacramento County Office of Education (SCOE) is one of 58 county offices of education in California. Approximately 650 regular and more than 950 temporary and substitute SCOE staff work year-round providing services which complement and supplement those offered by public school districts in Sacramento County. SCOE provides technical assistance, curriculum and instructional support, staff development, legal and financial advice, and oversight to Sacramento County school districts.

SCOE partnered with Architects of Hope (AoH) on two innovative programs as a result of needs that developed during COVID Sacramento Healthy HeARTS and Minds Collaborative and SCOE's Summer Innovation Centers. This year long partnership resulted in much needed mentoring services for over 300 ITEM 12.1. ATTACHMENT 3

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students in five sites throughout Sacramento County. Mentoring and peer mentoring is a key strategy SCOE and other school districts are employing to impact Student Achievement and Mental Wellness during this turbulent an uneasy time.

We commit to participating in and supporting Architects of Hope in their efforts to address the underserved and underprivileged students in the greater Sacramento area through SMUD SHINE AWARD.

Mentoring is and will remain a key strategy that SCOE uses to support all of the school programs that it directly serves including Elinor Lincoln Hickey Jr./Sr.

High School, Nathaniel S. Colley, Sr., High School, North Area Community School, and El Centro Jr./Sr. High School. Further, mentoring is a key component of regional mental wellness plans, and other initiatives that SCOE leads. SCOE will continue to work collaboratively with Architects of Hope in the Sacramento region to ensure alignment of goals around group and peer-to-peer mentoring.

Sincerely,
Jactive
White
Jackie White
Director II, College and Career Initiatives
MAILING ADDRESS:

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Jairon Jackson
CEO, Architects of Hope, Inc.
3/6/25
Question 1.

Architects of Hope, Inc. (AOH) is a grassroots nonprofit organization founded in 2015, dedicated to inspiring youth to become civically engaged leaders in their schools and communities. Our mission is to address social justice issues, such as poverty, health, environment, and prejudice, that disproportionately affect at-risk students.

For nearly a decade, AOH has served the Sacramento community, specifically targeting innercity youth in elementary, middle, and high schools. Our programs primarily focus on African American and Latino students, ages 5-18, who come from low-income households and face various socio-economic challenges. Many of these students lack access to essential educational resources and support systems, making our work critical in empowering them to achieve academic success.

AOH runs several initiatives, including the Fellowship Program and the Healthy Hearts & Minds Program, which provide mentorship, social-emotional learning, and community engagement opportunities. We collaborate closely with local schools, such as the Sacramento City Unified School District, and community organizations to promote pathways to post-secondary education and improve overall educational outcomes.

Our history of supporting collaborative efforts reflects a common agenda to uplift underrepresented youth. By engaging local leaders and professionals as mentors, we foster connections that help students develop essential life skills and build a supportive network.

Through these partnerships, AOH creates an inclusive educational ecosystem that empowers boys and men of color, ultimately leading to improved academic and life trajectories.

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Question #2
Architects of Hope, Inc. – Youth Impact Overview
Overview:

Architects of Hope, Inc. (AOH) serves at-risk African-American, Latino, Asian, and white Male and female youth between the ages of 12-18 who face significant challenges, including poverty, mental illness, abuse, and community violence. In the south Sacramento, Oak Park, North Highlands, and Fruitridge area. Many of the marginalized youth that we support come from broken homes and lack positive role models, which can hinder their ability to reach their full college and career readiness preparation and potential. Specific school sites where Architects of Hope will serve youth at Hiram Johnson, Will C Wood, Albert Einstein Middle School, Ethel Philips, John Still Middle School, Foothill High School, Foothill Ranch Middle School, Sequoia Elementary, Valley High School, Mitchel Middle, and Kathrine Johnson Middle.

Strengths:

Architects of Hope, Inc. serves at-risk youth who often face challenges such as poverty, unstable home environments, exposure to violence, and a lack of positive role models. Despite these hardships, our youth demonstrate resilience and a strong willingness to grow when provided with structured and strategic support. Through mentorship, we create a safe and nurturing space where youth can form healthy relationships with trusted adults and peers. Our mentors serve as positive role models, teaching youth how to navigate difficult situations, build emotional intelligence, and develop self-confidence.

Our Love Notes curriculum plays a vital role in transforming youths' perspectives on relationships. By addressing topics such as healthy communication, emotional regulation, and self-worth, the program helps break cycles of toxic relationships and negative influences.

Participants gain the tools to foster positive connections, make informed decisions, and build a strong foundation for their future.

With consistent mentorship and structured support, our youth develop essential life skills that empower them to overcome adversity, maintain healthy relationships, and contribute positively to their communities.

Challenges:

Many of our youth face difficult family dynamics, such as single-parent households, exposure to domestic violence, academic deficiencies, negative justice system interaction, and peer pressure, which leads them to experiment with drugs and alcohol. Additionally, the traumatic conditions within their marginalized communities contribute to struggles beyond their control. In 2024, one in five teens experienced a depressive episode, and 13% reported having thoughts of self-harm.

Without consistent mentorship and examples of healthy relationships, youth can become distracted by challenges at school, in their neighborhoods, and at home. This unsettling trend among youth ultimately affects the development of negative relationships. Programs like Love Notes provide a critical safe space where youth can learn, grow, and develop essential life skills.

Without such support, many are vulnerable to negative influences that hinder their personal and academic success.

Question 3
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Program Approach & Engagement: For Lesson 3 My Expectations - My Future Architects of Hope, Inc. Love Notes Programs will be held at chosen school sites, with sessions taking place on Tuesdays and Thursdays after school from 3:00 PM to 5:00 PM. Architects of Hope, Inc. is already contracted and cleared to run programs on the selected campuses. All AOH staff have completed fingerprint clearance and background checks, along with all necessary training to run programs on any school campus. In addition, staff members attend regular monthly mentorship training sessions held by the Sacramento County Office of Education and Mentor CA. Over half of Architects of Hope staff have Love Notes training certificates, making them highly versed in the Love Notes curriculum and program model.

Our program ensures that lessons are relevant and impactful by using student-led (participantdriven) discussions. Through guided conversations, youth will explore healthy expectations for future relationships, encouraging deep communication and critical thinking. Brainstorming questions will serve as prompts for meaningful small-group discussions, allowing participants to share their thoughts and experiences in a supportive peer environment. The group discussion prompts will be aligned to a rubric to evaluate peer responses, feedback, and engagement/participation levels.

To maintain engagement and reinforce learning, we will utilize interactive tools such as PowerPoint presentations and workbooks. Lesson 3, "My Expectations, My Future," will specifically focus on the following youth learning objectives: Students Will Be Able To 1. help youth define their personal values 2. Set goals for healthy relationships, and 3. Develop communication skills that support long-term well-being.

Additionally, Architects of Hope, Inc. (AOH) ensures cultural relevance by providing mentors and presenters with over 10 years of experience working with diverse groups of youth. Our facilitators are skilled in maintaining youth engagement, fostering inclusive discussions, and modeling healthy relationship expectations through real-world examples and lived experience.

AOH Scope and Sequence by Unit
Lesson 3: My Expectation - My Future
Grade Level: 7th - 12th Grade
Subject Area: Health Relationships
Unit Duration: 2 days, 120 instructional minutes per day Unit Overview: In this unit, students will explore Healthy expectations for future relationships Unit Objectives:

By the end of this unit, students will be able to:

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Create and set healthy expectations for prioritizing building positive relationships that focus on life skills like problem-solving and communication. This unit will also integrate social and emotional learning components that will help with goal setting to address challenges that they may face while connecting learning through personal experience and future aspirations.

Essential Questions:

How have the relationships around you affected your expectations of what you expect in your healthy relationship in the future?
Question #4
To support the development and completion of a Youth Voice Project that aligns with the Love Notes curriculum, Architects of Hope, Inc. (AOH) will implement engaging strategies that encourage youth participation and creativity.

AOH will facilitate youth-driven brainstorming sessions using discussion questions from Love Notes Lesson 3: "My Expectations, My Future." These discussions will prompt participants to reflect on their personal values, relationship expectations, and long-term goals, allowing them to explore healthy relationships in a meaningful way.

As part of this process, youth will create vision boards that illustrate their aspirations for healthy relationships and personal growth. This hands-on project serves as a creative tool to help youth visually express their goals, define the qualities of positive relationships, and set clear expectations for their future. The vision boards will also serve as a life tool, resource, and constant reminder of their personal and relationship aspirations, helping them stay motivated, focused, and prepared with the appropriate growth mindset.

This activity offers key benefits such as boosting motivation, fostering a positive growth mindset, enhancing creativity, and improving self-awareness. By visually mapping out their future, youth are encouraged to think critically about the relationships they want to build and the steps needed to achieve them.

Through these strategies, AOH ensures that youth actively engage with the Love Notes curriculum in a way that is both creative and impactful, empowering them to build strong, healthy relationships while fostering personal growth.

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Architects of Hope, Inc. (AOH) takes pride in having a team that reflects the communities we serve. Our executives were born and raised in the greater Sacramento area, making them deeply connected to the needs and experiences of local youth. As a result, AOH has built strong, community-based programs that provide meaningful support and mentorship.

Over the past four years, AOH has served Pro Youth and Families through various initiatives.

One of our flagship programs, Mind One Six, has impacted 120 youth across seven campuses by teaching the importance of mental health and well-being. Additionally, we have implemented our Healthy Relationships curriculum twice, reaching 50 students and equipping them with essential skills for building positive connections.

By serving as positive role models, fostering healthy relationships, and creating safe spaces, AOH empowers youth to thrive and achieve their goals. Currently, we support 250 youth weekly through a variety of programs across 20 campuses and five school districts, including the Sacramento County Office of Education (SCOE), Sacramento City Unified School District (SCUSD), and Twin Rivers Unified School District (TRUSD).

In addition to our mental health and relationship-based programs, AOH has successfully run a workforce development initiative in partnership with SMUD and Golden 1. Through this program, youth receive training in career readiness, resume building, cover letter writing, and interview preparation, equipping them with the skills needed for long-term success in the workforce.

Through these efforts, AOH continues to be a pillar of support for youth in the Sacramento region, providing them with the resources, mentorship, and opportunities they need to build a brighter future.

Architects of Hope (AOH) plans to encourage community members and caregivers to contribute to the vision board project by bringing in magazines and printed copies of their favorite quotes.

These materials will help youth creatively express their aspirations and reinforce the lessons learned throughout the program.

Additionally, we will encourage youth to showcase and discuss the healthy relationship strategies they have explored during the program. This will provide an opportunity for participants to reflect on key takeaways and share insights with their peers.

To foster a deeper sense of community engagement, AOH will also invite parents and community members to sit in on discussions throughout the lessons. Their presence will help create a supportive environment, strengthen intergenerational dialogue, and reinforce the importance of building and maintaining healthy relationships.

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Question #5
Architects of Hope Inc. thrives on building community resources in inner-city neighborhoods by establishing strong partnerships with local organizations and trusted community leaders. We create culturally relevant and accessible resource guides, utilize digital platforms, and organize community events to reach a broader audience we also host events in schools, Parks, and Community events. Gathering feedback and tracking success rates have been key in improving the system and addressing any gaps. Our transparent, community-driven approach fosters trust and ensures that resources are accessible and effective. Additionally, we collaborate with schools and school districts to work closely with administrators, helping build relationships and ensuring youth receive the proper resources they need.

Question #6 Bonus A
Architects of Hope, Inc. exists to inspire youth to become (Architects of Hope), which are civically engaged leaders for their schools and communities. Our organization has strategies to provide high-quality and meaningful opportunities for young people to grow into civically engaged leaders, business owners, employees, and neighbors through initiatives that engage youth in mentorship, 21st-century life skills, social-emotional skills, advocacy, and civic engagement.

Our approach to social change is through providing programming and mentorship services to underserved youth. We also provide several health and wellness workshops teaching a sound mind and body. Youth also have the opportunity to visit several local colleges and businesses throughout the school year and work together to address major issues in their communities and schools. Such issues are students not having mentors and/or positive role models to identify with in their communities and advocating for more resources for jobs in their communities. We also encourage allowing youth to lead the direction of projects while keeping their voices heard. Our non-profit exposes youth to new ideas and places. Architects of Hope has partnered with Pro Youth and Families to bring mental wellness programs to school campuses, Sacramento City Unified School District AOH helped create the Men; 's and Women’s Leadership Academy est 2014, a mentorship program across 25 school sites within the district over the past 7 years. We also are partnering with Sacramento County of Education (SCOE) to provide mentorship and educational programs across the country. Moving forward, one of our main focuses is college and career readiness. Our new office space allows us to assist students with creating resumes, job applications, mock interviews, establishing professionalism, and many more services. We provide tech workshops for our youth through our SMUD Shine project. We focus on Microsoft applications (Word, Excel, and email), email, and Teams/ZOOM etiquette.

We will know change is happening with our data collection of students by increasing civic engagement in their communities, job placement for youth, and strategies on how to deal with stress, anxiety, depression, conflict within households and peer groups, how to use daily ITEM 12.1. ATTACHMENT 3

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affirmations to promote positivity and redirect frustration into a positive mindset. Also, increase in graduation rates and a decrease in truancy and negative behavior. Architects of Hope, Inc. are uniquely positioned to create change because of our partnership with Sacramento City Unified School District, Twin Rivers Unified School District, Folsom Cordova Unified School District, and relationships with our local youth. With these well-established relationships over the past eight years, we can recruit youth on multiple campuses and school districts. The focus is to create and build a safe learning environment through a framework of a social justice youth development model. Also, it focuses on identity development and the development of critical consciences. It is centered on a Social Justice Youth Development Model, which encourages students to study problems and struggles that affect them and their communities through an empowerment lens.

Question #6 Bonus B

PAST PROGRAM
B. Architects of Hope, Inc. – YES Project (2023-2024) Infographic Total Youth Served: 40
Locations: South Sacramento, Oak Park, Rancho Cordova
Program Outcomes: Love Notes Impact
“Learning with love notes as a student gave me many life lessons that weren’t taught at home or school.

The self-respect and wisdom gained from love notes gave me the comfort to teach others what I was taught”
- Keith Coles AOH Love notes class 2023” Current Sacramento State University student Youth Connection Improvements
● Connection to Parents or Primary Caregivers:
o 60.5% felt connected
o 21.1% felt very connected
● Connection to Friends/Peers:
o 68.4% felt connected
o 21.1% felt very connected
● Connection to Other Trusted Adults (Coaches, Pastors, Family Friends, Neighbors, Teachers, Youth Program Leaders):
o 52.6% felt connected
o 28.9% felt neither connected nor disconnected
o 7.9% felt very connected
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Demographics
● Race/Ethnicity:
o Black/African American: 72.1%
o Hispanic/Latino/Spanish: 14.0%
● Age Distribution:
o 46.5% – 14 years old
o 14.0% – 16 years old
o 9.3% – 17 years old
Leadership Growth After Love Notes Program
● 73.0% felt they were a leader in at least one area of their life ● 21.6% believe they have the potential to be a leader
This data highlights the impact of the YES Project in fostering youth connections, leadership, and support networks. Architects of Hope, Inc. continues to empower young individuals, strengthening their relationships and leadership potential for a brighter future.

CURRENT PROGRAM
Program Report: Architects of Hope,
Inc.

Program Overview
The Architects of Hope, Inc. program, held at Foothill Ranch Middle School, ran from 9/23/2024 to 12/30/2024 and included 20 students from diverse backgrounds. Over the course of the program, participants engaged in activities designed to promote mental wellness, leadership, and career readiness. The program focused on building resilience, fostering personal growth, and providing tools for students to thrive academically, socially, and professionally. Students explored mindfulness practices, developed morning routines, and learned essential skills like resume creation and interview preparation, while also emphasizing the importance of leadership and peer support.

Key Positives from the Data
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1. Improved Mental Wellness:
● A significant number of participants reported adopting mindfulness practices, such as breathing exercises, meditation, and relaxation techniques, after participating in the program.
● Students frequently mentioned that the program improved their ability to manage stress and anxiety, with several indicating better sleep and reduced use of social media as part of their routines.

2. Establishment of Morning Routines:
● Many students developed or improved morning routines, incorporating self-care activities like brushing their teeth, washing their face, affirmations, and mindful breathing.

2. Leadership Development:
● The majority of students identified themselves as leaders, citing a stronger sense of responsibility and the ability to guide and support their peers. ● Weekly use of leadership lessons was frequently reported, indicating sustained application of the program's teachings.

2. Career Readiness:
● Many students felt prepared to apply for jobs, create resumes, and engage in interviews, demonstrating growth in career-oriented skills.

2. Increased Awareness of Coping Tools:
● Students identified various tools for managing stress, such as squishy balls, coloring, walking away, and sharing concerns with trusted individuals.

Key Negatives from the Data

1. Uneven Engagement in Meditation:
● While some participants adopted meditation, others did not see its relevance or did not practice it consistently, indicating an area for improved emphasis or alternative approaches.

2. Gaps in Mentor Support:
● A notable number of students lacked access to mentors for college or career readiness, and while some expressed interest in having a mentor, not all needs were met during the program.

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2. Neutral Responses in Career Readiness:
● Some participants expressed uncertainty about their readiness to apply for jobs or create resumes, suggesting the need for further hands-on career preparation.

2. Lack of Clarity in Leadership Definitions:
● While most students identified themselves as leaders, definitions of leadership varied widely, with some responses indicating a need for more in-depth exploration of leadership traits.

Conclusion
The Architects of Hope, Inc. (AOH) program successfully provided students with tools and strategies to enhance their mental wellness, develop leadership skills, and prepare for future academic and career opportunities. Participants demonstrated significant growth in areas such as mindfulness, stress management, and the establishment of healthy routines. Many students reported increased confidence in their leadership abilities and readiness for job-related tasks, such as resume creation and interviews.

While the program achieved substantial positive outcomes, areas for improvement include increasing engagement in meditation practices, providing more robust mentor support, and offering further clarity on leadership concepts. By addressing these areas, the AOH program can continue to make a meaningful impact on student's lives, equipping them with the skills and mindset needed to thrive in both their personal and professional journeys.

The program’s ability to foster a sense of community, empower students to embrace their strengths, and promote lifelong skills underscores its value in supporting student success and well-being.

In addition, Architects of Hope, Inc. is proud of its vast partnerships and sponsors who support our mission and help us expand our reach within the community. Throughout the Sacramento region.

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#61
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Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

Other: It is not my first time applying; However I would like a CEIF Staff member to contact me about my project.

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Project/Program
Name. Assign a
project name to your
project/program.

United Way California Capital Region: Literacy Tutoring Expansion to Rancho Cordova
Provide a
Project/Program
Synopsis
United Way California Capital Region (UWCCR) seeks to expand its literacy tutoring program to Rancho Cordova, providing free, high-impact tutoring for early learners. This initiative strengthens reading skills, boosts academic success, and supports educational equity by partnering with local schools and volunteers to ensure every child reads at grade level.

Provide a
Project/Program
Description
UWCCR has successfully implemented its high-impact literacy tutoring program in the Robla School District, improving early literacy outcomes for K-3 students. This program has provided students with evidence-based, structured tutoring, helping those reading below grade level develop critical literacy skills necessary for long-term academic success.

Building on this proven model, UWCCR seeks to expand its literacy tutoring program to Rancho Cordova through support from the Community Enhancement & Investment Fund (CEIF). This expansion will ensure more students receive individualized reading support, helping to close achievement gaps and promote lifelong learning.

The ability to read proficiently by third grade is a key predictor of future academic success. Many students, particularly in low-income and historically underserved communities, do not have access to the additional support to develop strong literacy skills. This initiative will bridge the gap by providing free, structured tutoring sessions that empower young learners to achieve reading proficiency.

The City of Rancho Cordova’s CEIF program supports initiatives that enhance educational opportunities, foster youth development, improve community engagement, and demonstrate measurable impact. UWCCR’s literacy tutoring expansion is aligned with these priorities by improving student literacy, increasing equitable access to learning resources, mobilizing community volunteers, and demonstrating data-driven impact.

The program focuses on K-3 students below grade level in reading. Trained tutors provide individualized and small-group literacy instruction using the Science of Reading framework, an evidence-based approach that builds phonics, fluency, and comprehension skills. Students receive structured, research-backed intervention tailored to their needs, improving reading comprehension, vocabulary, and confidence. The program is designed to help students reach and exceed grade-level reading proficiency.

UWCCR prioritizes equity in education by focusing on students from lowITEM 12.1. ATTACHMENT 3

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income households and historically marginalized communities, those who speak multiple languages at home and those with limited access to highquality literacy tutoring. By partnering with Folsom Cordova Unified School District, local libraries, and community organizations, the program will remove barriers to participation and ensure all students have access to the tools they need to succeed.

A core component of this initiative is community engagement. UWCCR will recruit and train volunteers from Rancho Cordova, including high school students, retirees, parents and local business professionals. These trained volunteers will provide consistent, high-quality literacy tutoring, fostering civic engagement and ensuring that Rancho Cordova residents play an active role in supporting youth education.

UWCCR employs a data-driven approach to measure program effectiveness. Pre- and post-assessments will track student progress in phonics, fluency, and comprehension. Regular feedback from school staff, parents, and students will help refine and improve the tutoring experience.

Outcome reports will be shared with Rancho Cordova stakeholders, demonstrating the program’s impact and paving the way for long-term sustainability. By ensuring transparent evaluation, UWCCR will continue to refine and enhance its approach, ensuring students receive the most effective literacy support possible.

Having demonstrated measurable success in Robla, UWCCR is confident this effective model can be replicated in Rancho Cordova to benefit even more students. The expansion is a critical step in creating citywide literacy interventions that improve student outcomes and support educational equity.

Through CEIF funding, UWCCR will establish literacy tutoring sites in Rancho Cordova schools, libraries, and community centers, recruit and train a diverse group of volunteers to strengthen local investment in student success, expand outreach efforts to ensure the program reaches students most in need, and lay the foundation for a sustainable, long-term literacy support system, seeking additional funding to scale and sustain services.

Rancho Cordova is an ideal location for this expansion because of its diverse and growing student population, many of whom need additional literacy support. The city has a strong community infrastructure, including schools, libraries, and youth programs, that can serve as tutoring hubs.

Investing in early literacy now will strengthen the future workforce, ensuring long-term economic and social benefits for Rancho Cordova.

UWCCR’s Literacy Tutoring Expansion to Rancho Cordova represents a strategic, community-driven investment in educational success, equity, and engagement. By leveraging this proven model from Robla, UWCCR is poised to make a meaningful impact on Rancho Cordova’s students, families, and volunteers.

This grant funding will serve as a critical catalyst, allowing UWCCR to launch and establish the literacy tutoring program in Rancho Cordova, provide measurable outcomes to ensure students gain vital reading skills, and expand and sustain the program in the coming years, ensuring longITEM 12.1. ATTACHMENT 3

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term benefits for students and the community.

With support from Rancho Cordova’s Community Enhancement & Investment Fund, this initiative will set students on a path to academic and lifelong success while strengthening Rancho Cordova’s commitment to educational excellence.

Tell us about your
Project/Program
Team
Zelene Molina, Director of Community Impact, Yenifer Guzman, Education Manager, Izabelle Lewis, Education Administrator, and Chris Ringer, Sr.

Director of Program Analytics and Evaluation, lead UWCCR’s literacy tutoring programs. They oversee tutor recruitment, training, and partnerships with schools, libraries, and community groups. Their work ensures students receive quality tutoring while measuring program impact to drive literacy gains. Through their leadership, they expand access, strengthen literacy outcomes, and foster a community-wide commitment to early childhood education. Their dedication is transforming regional literacy efforts, empowering young learners, and shaping a brighter future for children across the community.

Provide your
Project/Program
Goals
United Way California Capital Region (UWCCR) seeks to expand its successful literacy tutoring program to Rancho Cordova, ensuring that more students achieve grade-level reading proficiency and gain essential literacy skills. The program’s goals, metrics for success, and strategies for maintaining focus are outlined below.
1) Improve Early Literacy Proficiency for K-3 Students:

The project aims to improve early literacy proficiency for K-3 students by providing individualized and small-group tutoring for those reading below grade level. The goal is to help students develop strong phonics, fluency, and comprehension skills. At least 75% of participating students will demonstrate measurable improvement in reading fluency and comprehension by the end of the tutoring cycle. Pre- and postassessments will track student progress in phonics, sight word recognition, and comprehension, while school staff and parent feedback surveys will confirm increased student confidence and reading engagement. 2) Increase Equitable Access to Literacy Support:

Increasing equitable access to literacy support is a key priority, ensuring that students from low-income, multilingual, and historically underserved backgrounds receive high-quality literacy intervention. The program aims to serve at least 40 K-3 students in Rancho Cordova in its first year, with partnerships established at a school, library, or community center to provide accessible tutoring locations. Outreach efforts will focus on communities with a high percentage of students at risk of reading difficulties.
3) Foster Community Engagement and Volunteerism:

Community engagement and volunteerism are essential components of the initiative. The project will mobilize Rancho Cordova residents, high school students, retirees, and business professionals to serve as trained literacy tutors. The program aims to recruit and train at least 8 volunteer tutors in ITEM 12.1. ATTACHMENT 3

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the first year, conduct monthly tutor training sessions to ensure instructional quality, and achieve an 85% volunteer retention rate throughout the program cycle.
4) Ensure Program Effectiveness and Continuous Improvement:

Ensuring program effectiveness and continuous improvement is another core objective. A data-driven approach will be maintained, with pre- and post-assessment data analyzed to adjust instruction methods based on student needs. Quarterly program evaluation reports will be compiled and shared with key stakeholders. Regular meetings with educators, parents, and community partners will provide ongoing feedback to enhance program delivery and impact.
5) Establish a Sustainable Literacy Support System:

Establishing a sustainable literacy support system is critical for the longterm success of the program. The project aims to identify and apply for at least three additional funding sources within the first year. Based on assessment outcomes, the program will expand to additional sites in Rancho Cordova. A sustainability plan will be developed, incorporating long-term partnerships with schools, community organizations, and local businesses to ensure program longevity.

To keep efforts aligned with project goals, UWCCR will implement:
1) Dedicated Project Leadership and Coordination: A Project Manager will oversee daily operations, ensuring that goals are met within set timelines.

Tutors and volunteers will receive regular training and coaching to maintain high instructional standards.
2) Regular Data Collection and Progress Tracking: Student performance metrics will be reviewed every eight weeks to adjust lesson plans accordingly. Stakeholder meetings will be held quarterly to assess program effectiveness and make improvements.
3) Clear Communication and Stakeholder Engagement: Parents will receive monthly updates on student progress to encourage continued literacy support at home. Community engagement events will be organized to strengthen volunteer retention and program awareness.
4) Sustainability Planning and Future Expansion: UWCCR will focus on building multi-year partnerships to maintain long-term literacy support in Rancho Cordova. The program model will be refined based on data-driven insights to ensure scalability and impact.

By setting clear, measurable goals and implementing structured evaluation methods, UWCCR will ensure that its literacy tutoring expansion delivers meaningful and lasting benefits to Rancho Cordova students, families, and the broader community.

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Optional File Upload:

Provide any
additional records to
supplement your
program/project
application. Note:

Total project/program
cost*
193450
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
193450
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
134250
What is the total cost
of supplies for your
project/program?
6500
What is the total cost
of transportation for
your
project/program?
4900
What is the total cost
of equipment for your
project/program?
39200
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What will be the total
cost of any
miscellaneous
expenses for your
project/program?
8600
Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

City_of_Rancho_Cordova_-
_Literacy_Tutoring_Expantion_Budget_and_Budget_Narrative.pdf Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

Describe any funding
secured or being
sought for this
project/program?
Yes, our organization has secured $343,000 in funding to support this project/program; however, several of these funding sources are set to expire soon, and we are actively seeking alternative funding to sustain and expand the program. The following funding sources have been secured:
$20,000 from the Sacramento Literacy Foundation (Summer 2024) – Onetime funding $1,250 from Walmart – One-time funding
$36,000 from School Districts (2024-2025) – Annual funding, not guaranteed for renewal
$35,750 from 100th Anniversary Funds (2023-2024) – One-time funding, will not be renewed
$250,000 from Sacramento County (2023-2025) – Will expire at the end of 2025
As these funding sources phase out, we are actively pursuing new funding opportunities to ensure the continuity of our services. We are seeking support from public and private grants, corporate sponsorships, and philanthropic contributions to replace expiring funds and sustain program impact. This funding request is a critical step in ensuring program stability and the ability to continue serving our community effectively.

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Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

Beyond Fiscal Year 2025/2026, the program will require continued funding to sustain key operations, staffing, and essential services. The following ongoing costs are expected:

Personnel Costs: Continued funding for program staff, including the Education Manager, Education Administrator, and Site Program Leaders, to ensure program oversight, tutor coordination, and student support.

Program Supplies & Materials: Recurring costs for student learning materials, literacy kits, arts and craft supplies, and family engagement resources.

Technology & Equipment Maintenance: Replacement and upkeep of laptops, mobile hotspots, and electronic curriculum licenses to ensure seamless program delivery.

Transportation & Travel Costs: Mileage reimbursement and travel expenses for staff to visit school sites, conduct outreach, and attend professional development opportunities.

Marketing & Community Engagement: Ongoing outreach efforts to recruit volunteers, expand partnerships, and increase program awareness.

Training & Professional Development: Continued investment in tutor and staff training to enhance program effectiveness and maintain quality service delivery.

To sustain these operations, we are actively seeking long-term funding commitments, including grants, corporate sponsorships, and partnerships with school districts and local government agencies. Our goal is to establish a diverse funding portfolio that ensures financial stability and continued impact for the communities we serve.

Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

Yes
Please share the
total dollar amount
for volunteer/in-kind
support using $33.49
as the national rate
for a volunteer hour.

Source: Value of
Volunteer Time
228046.81
Please provide a worksheet explaining your volunteer/in-kind contribution. You may upload a file in the following formats: CSV, DOC, DOCX, or PDF.

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UWCCR_Literacy_Tutroing_Volunteer_Worksheet.csv
Is this a single year
request or a request
for funding for
multiple years?
Multiple Years
If requesting CEIF
grant funding for
multiple years,
please share how
many years?
Three
For requests
spanning multiple
years, share the
dollar amount
requested per year.

FY2025-2026: $193,450.00
FY2026-2027: $203,122.50
FY2027-2028: $213,278,63
The Budget and Budget Narrative demonstrates the breakdown of the three requested years.

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For
projects/programs
that span multiple
years, please
describe your
sustainability plan
and whether it is
viable as a single
year request.

The Literacy Tutoring Expansion program is designed to enhance literacy outcomes for students by providing high-quality tutoring services, fostering community engagement, and building sustainable partnerships. The program’s long-term sustainability plan focuses on securing diversified funding, leveraging in-kind resources, and strengthening operational efficiency to ensure its impact extends beyond the initial funding period.

Sustainability Plan:

Diversified Funding Streams: The organization is actively seeking multiyear grants, corporate sponsorships, and private philanthropy to maintain and expand the Literacy Tutoring program. Partnerships with school districts and local government agencies are being strengthened to secure funding for sustained program delivery.

Leveraging Existing Resources: Volunteer support, valued at $211,154.45 over three years, significantly reduces staffing costs and enhances program sustainability. In-kind contributions, including donated technology, learning materials, and venue partnerships, help sustain operations while reducing financial burdens.

Scaling for Efficiency: The program is structured to be scalable, allowing for modifications based on available funding while maintaining core services. A data-driven evaluation process is in place to optimize resource allocation and maximize literacy outcomes per dollar spent.

Community & Stakeholder Engagement: UWCCR is expanding engagement with parents, local businesses, and nonprofit partners to create a strong support network for literacy initiatives. Match funding opportunities are being explored to leverage initial grant investments and secure long-term financial sustainability.

While the Literacy Tutoring Expansion program is structured for long-term impact, it is viable as a single-year request with targeted modifications:

A one-year implementation plan would prioritize direct tutoring services, evaluation of program effectiveness, and capacity-building efforts to establish a strong foundation for future sustainability.

If awarded single-year funding, the organization will focus on staffing, curriculum development, and student engagement resources, ensuring immediate impact while continuing to pursue additional funding sources.

This approach ensures that the Literacy Tutoring Expansion program can effectively operate within a one-year grant period while maintaining a strategic outlook for long-term sustainability.

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Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
No
3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
7/1/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
6/30/2028
Please describe your
project/program
schedule
The Literacy Tutoring Expansion program follows a structured timeline to ensure effective implementation, assessment, and sustainability. The program will be conducted in three key phases: Planning & Preparation (July – September 2025), Program Implementation (October 2025 – May 2026), and Program Evaluation & Wrap-Up (June 2026).

Phase 1: Planning & Preparation (July – September 2025) This phase focuses on laying the groundwork for successful program implementation, including funding, staffing, site selection, and volunteer recruitment.

July 2025:

Secure funding and finalize budget allocation.

Identify and confirm program sites (schools, libraries, community centers).

Begin MOU/contract process with program partners.

Develop marketing materials for volunteer recruitment.

Initiate hiring process for Site Program Leaders and plan onboarding/training.

August 2025:

Launch volunteer recruitment and selection process.

Organize literacy curriculum and assessment tools.

Plan and schedule volunteer training sessions.

Hire and train Site Program Leaders.

September 2025:

Finalize MOUs/contracts with partners.

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Conduct tutor training sessions to prepare volunteers.

Set up technology, materials, and supplies for tutoring sessions.

Launch student enrollment and parent outreach.

Finalize program schedules.

Conduct site visits and meet-and-greet sessions with site staff.

Phase 2: Program Implementation (October 2025 – May 2026) This phase involves direct service delivery, ongoing program monitoring, and adjustments to optimize impact.

October 2025 – Program Launch:

After-school tutoring sessions begin (2 days per week at each site).

Baseline literacy assessments are conducted for all enrolled students.

November – December 2025:

Regular tutoring sessions continue.

Ongoing coaching and support sessions for Site Program Leaders and tutors.

Continuous volunteer recruitment to maintain program capacity.

January – March 2026:

Host a family engagement event to strengthen community involvement.

Conduct midyear data collection on student progress and program effectiveness.

Gather feedback from students, tutors, and parents to assess impact.

Adjust tutoring strategies based on feedback and BookNook data insights.

April – May 2026:

Conduct end-of-year literacy assessments to measure student progress.

Hold recognition events for students, tutors, and volunteers.

Administer end-of-year evaluations to collect feedback from students, parents, and tutors.

Begin discussions with site partners regarding the continuation of the program for the 2026-2027 school year.

Phase 3: Program Evaluation & Wrap-Up (June 2026)
The final phase focuses on impact assessment, program reflection, and future planning.

Finalize the program impact report with assessment results.

Evaluate strengths, challenges, and areas for improvement.

Develop a sustainability plan and secure funding for the next program cycle.

This timeline ensures a strategic and structured approach to program implementation, maximizing student literacy outcomes while ensuring longterm sustainability.

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What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
Every project comes with challenges, and UWCCR has identified several potential roadblocks in the implementation of its literacy tutoring expansion to Rancho Cordova, along with proactive solutions to ensure success. One key challenge is the recruitment and retention of volunteer tutors. Securing a sufficient number of trained volunteers may be difficult due to time constraints and competing commitments. To address this, UWCCR will implement targeted outreach efforts, forming partnerships with local high schools, colleges, businesses, and retiree groups to establish a strong and diverse volunteer base. Monthly recognition efforts, ongoing training, and flexible scheduling options will be used to improve volunteer retention and long-term commitment.

Another challenge is maintaining student engagement and attendance, as some students may face scheduling conflicts, transportation barriers, or lack of parental involvement. To mitigate these issues, UWCCR will work closely with schools, community centers, and libraries to ensure tutoring sessions are held in accessible locations. Additionally, parent engagement strategies, including regular progress updates, incentive programs, and culturally relevant outreach, will be implemented to encourage family participation and ensure consistent student attendance.

Securing adequate space and resources at school and community sites for tutoring sessions is another potential obstacle. To overcome this, UWCCR will establish formal partnerships with Folsom Cordova Unified School District, local libraries, and community organizations to secure dedicated tutoring spaces. In cases where physical space is limited, alternative models such as virtual tutoring sessions or mobile tutoring options will be explored to ensure students continue receiving high-quality support.

Given Rancho Cordova’s diverse student population, language and learning barriers may also present a challenge. Many students come from multilingual households or have additional learning needs that require specialized instruction. To ensure inclusivity, UWCCR will prioritize bilingual tutor recruitment, provide culturally responsive training, and integrate language-accessible learning materials. Collaboration with educators and specialists will further help tailor tutoring strategies to accommodate diverse learning needs.

Long-term sustainability and funding beyond the initial grant period are critical to the program’s success. While the Community Enhancement & Investment Fund (CEIF) will support the initial expansion, securing ongoing funding will be necessary to maintain and scale the program. To address this, UWCCR will actively seek additional funding sources, including corporate sponsorships, private grants, and school district partnerships.

Demonstrating measurable impact through data-driven reports will help attract future funding and ensure program continuity.

Finally, ensuring measurable impact and continuous improvement is essential for the program’s effectiveness. Tracking and evaluating student progress requires a strong data collection system and regular assessment.

UWCCR will utilize pre- and post-assessments, collect feedback from school staff parents, and students, and conduct quarterly evaluations to refine tutoring strategies. Regular stakeholder meetings will provide ITEM 12.1. ATTACHMENT 3

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ongoing insights to adapt and improve the program based on real-time data and participant needs.

By proactively identifying these potential challenges and implementing strategic solutions, UWCCR is confident in its ability to successfully expand and sustain the literacy tutoring program in Rancho Cordova, ultimately improving student literacy outcomes and fostering long-term academic success.
4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

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Primary street
address of
project/program
List the city location
of the
project/program.

Sacramento
Select State CA
Provide the zip code
for your
project/program's
primary location.
95827
If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

White Rock Elementary School
10487 White Rock Rd, Rancho Cordova, CA 95670
Williamson Elementary School
2275 Benita Dr, Rancho Cordova, CA 95670
Third Party Letters of Support (Note: Combine multiple files in one pdf before uploading) Letter_of_Support_-_Robla_-_City_of_Rancho_Cordova_-_Literacy_Tutoring_1.pdf Does your
project/program
involve one of
Rancho Cordova's
school districts?
Yes
Is the
project/program
requesting facility
use only or is this a
request to partner
with the school
district?
Partner with school on project/program
Please select all the
school districts which
your project/program
intends to involve:

Folsom Cordova USD
Please select one or
more of the Folsom
Cordova Unified
School District
school facilities
which your
project/program will
involve:

White Rock Elementary School
Williamson Elementary School
ITEM 12.1. ATTACHMENT 3

Page 1406 of 1939 ends

Have you reached
out to a contact at
the school(s) you
indicated above?
Yes
Please provide the
names of your
contacts at the
school(s) or
district(s) who are
familiar with your
project/program.

Marie Pawlek, Coordinator - Expanded Learning Opportunities Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Anthony
Salgado
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?
United Way California Capital Region
What is your title
and/or role at your
organization?
Senior Grants Manager
Provide contact
phone number:

Provide contact
email:

Page 1407 of 1939 ends

If selected by the
City Council to
receive an award,
what is the name of
the person at your
organization who
would sign the
contract?
Dawnté
Early
What is the title of
this individual?
President and Chief Executive Officer
What is the best
phone number where
we could contact the
signatory?
What is the best
email address to
contact the
signatory?
By checking here, I
confirm that I am
aware that my
application materials
will become public
record.
checked
Thank you for applying to the Community Enhancement & Investment Fund Fiscal Year 2025-2026 Grant Cycle. Applicants will receive an automated response through the grant portal. Community Enhancement & Investment Fund (CEIF) Staff will follow up with any questions regarding your Fiscal Year 2025-2026 application. For information about the next steps in the CEIF grant process, visit our website for more information. It is anticipated that applications will be reviewed by the City Council starting in April 2025 with adoption in June 2025. Should applicants be awarded by the City Council, funding would not be available to grantees until the start of Fiscal Year 2025-2026 and the completion of a contract. Please send an email to [email protected] with any questions or comments.

ITEM 12.1. ATTACHMENT 3

Page 1408 of 1939 ends

City of Rancho Cordova – Fiscal Year 2025-2026 Community Enhancement & Investment Grant Application United Way California Capital Region – Literacy Tutoring Expansion to Rancho Cordova BUDGET and BUDGET NARRATIVE
Year 1 Project
Budget
Request
Year 2 Project
Budget
Request
Year 3 Project
Budget
Request
Total Program
Budget
Narrative
Personnel $134,250.00 $140,962.50 $148,010.63 $423,223.13 Funds will cover a portion of program staff salaries, including the Education Manager, who earns $75,000 annually at 0.6 FTE, totaling $45,000 in Year 1, with adjustments for inflation in Years 2 and 3. The Education Administrator earns $68,000 annually at 0.6 FTE, totaling $40,800 in Year 1, with adjustments for inflation in Year 2. Fringe benefits are estimated at 25% of salaries for both positions, calculated at $85,800 x 0.25 = $21,450. Additionally, funding will support Site Program Leaders, calculated at $20/hour x 15 hours/week x 45 weeks x 2 leaders = $27,000. Not included in this request is a matching contribution will support the Director of Community Impact, who will oversee UWCCR project staff and review all compliance reporting before submission. This position is funded at

0.35 FTE, calculated at $96,000 x 0.35 = $33,600.

Program Supplies $6,500.00 $6,825.00 $7,166.25 $20,491.25 Funds will support the purchase of necessary program supplies to enhance student learning and engagement, with a 5% annual increase in Years 2 and 3 to account for inflation. Office supplies will be covered at $100 per month for 9 months, totaling $900 in Year 1, increasing to $945 in Year 2 and $992 in Year 3. Arts and craft supplies will be provided at $20 per child for 40 children, totaling $800 in Year 1, increasing to $840 in Year 2 and $882 in Year 3. Incentives and recognition certificates will be allocated at $15 per child for 40 children, totaling $600 in Year 1, increasing to $630 in Year 2 and $662 in Year 3.

Essential program supplies, including journals, paper, pencils, crayons, markers, manipulatives, and teambuilding materials, will be funded at $25 per child for 40 children, totaling $1,000 in Year 1, increasing to $1,050 in Year 2 and $1,103 in Year 3. Additionally, family literacy kits will be distributed at $30 per kit for 40 children, totaling $1,200 in Year ITEM 12.1. ATTACHMENT 3

Page 1409 of 1939 ends

City of Rancho Cordova – Fiscal Year 2025-2026 Community Enhancement & Investment Grant Application United Way California Capital Region – Literacy Tutoring Expansion to Rancho Cordova BUDGET and BUDGET NARRATIVE
1, increasing to $1,260 in Year 2 and $1,323 in Year 3. Finally, four family engagement events will be supported at $500 per event, totaling $2,000 in Year 1, increasing to $2,100 in Year 2 and $2,205 in Year 3.

These cost adjustments ensure that program supplies remain adequately funded despite rising costs, maintaining the program's quality and effectiveness over time.

Transportation $4,900.00 $5,145.00 $5,402.25 $15,447.25 Funds will cover travel expenses for staff to visit school sites, attend meetings, and participate in local conferences, ensuring effective program implementation and collaboration. Mileage is reimbursed at $0.70 per mile, calculated at 1,000 miles per staff member for 7 staff members, totaling $4,900 in Year 1 (1,000 miles × 7 staff × $0.70). To account for rising fuel costs and standard mileage rate adjustments, a 5% annual increase will be applied, bringing the total to $5,145 in Year 2 and $5,402 in Year 3. This adjustment ensures sufficient coverage for transportation expenses as costs fluctuate over time.

Equipment $39,200.00 $41,160.00 $43,218.00 $123,578.00
Funds will support the purchase of essential technology to facilitate program operations, ensure seamless virtual learning, and maintain program efficiency. This includes computers for program staff and tutors, mobile hotspots for internet access, electronic curriculum, and technology maintenance. The program will purchase 22 laptops for staff and volunteers at an estimated cost of $400 per device, totaling $8,800 in Year 1. A 5% annual increase will be applied to account for rising hardware costs, bringing the total to $9,240 in Year 2 and $9,702 in Year 3. Additionally, mobile hotspots will be funded at $40 per month for 10 months, totaling $400 in Year 1, increasing to $420 in Year 2 and $441 in Year 3. The electronic curriculum will be funded at $15,000 in Year 1, increasing by 5% annually, bringing the total to $15,750 in Year 2 and $16,538 in Year 3. Funds will also support technology maintenance, ensuring that devices remain functional and secure, at $15,000 in Year 1, increasing to $15,750 in Year 2 and ITEM 12.1. ATTACHMENT 3

Page 1410 of 1939 ends

City of Rancho Cordova – Fiscal Year 2025-2026 Community Enhancement & Investment Grant Application United Way California Capital Region – Literacy Tutoring Expansion to Rancho Cordova BUDGET and BUDGET NARRATIVE
$16,538 in Year 3. These cost adjustments ensure that technology remains up-to-date, accessible, and effectively supports program implementation as operational needs evolve.

Miscellaneous $8,600.00 $9,030.00 $9,481.50 $27,111.50
Funds will cover miscellaneous costs essential to program implementation, including background checks, volunteer training, professional development for staff, and program marketing and outreach. Background checks will be conducted for 25 program staff and volunteers, at a cost of $100 per person, totaling $2,500 in Year

1. With a 5% annual increase, costs will rise to $2,625 in Year 2 and $2,756 in Year 3. Volunteer training will be provided at $150 per session for four sessions, totaling $600 in Year 1. Adjusting for inflation, the cost will increase to $630 in Year 2 and $662 in Year 3.

Professional development for program staff will be funded at $500 per staff member for six staff members, totaling $3,000 in Year 1.

With a 5% annual increase, the cost will rise to $3,150 in Year 2 and $3,308 in Year 3. Additionally, program marketing and outreach will be funded at $2,500 in Year 1, increasing to $2,625 in Year 2 and $2,756 in Year 3 to account for rising advertising and promotional costs. These cost adjustments ensure the program remains compliant, well-supported, and effectively promoted to maximize impact and community engagement.

Total Costs $193,450.00 $203,122.50 $213,278.63 $609,851.13 The total program budget of $609,851.13 over three years will support program personnel, supplies, transportation, equipment, and miscellaneous expenses necessary for the successful implementation of the initiative. Personnel costs ($423,223.13) will fund key staff members responsible for program oversight, direct services, and tutor support, ensuring smooth operations and measurable student impact. Program supplies ($20,491.25) will provide essential learning materials, student incentives, and family engagement activities to enhance program participation and literacy outcomes. Transportation ITEM 12.1. ATTACHMENT 3

Page 1411 of 1939 ends

City of Rancho Cordova – Fiscal Year 2025-2026 Community Enhancement & Investment Grant Application United Way California Capital Region – Literacy Tutoring Expansion to Rancho Cordova BUDGET and BUDGET NARRATIVE
costs ($15,447.25) will allow staff to visit school sites, attend meetings, and participate in relevant professional learning opportunities, ensuring effective program execution. Equipment costs ($123,578.00) will cover technology needs, including laptops for staff and volunteers, mobile hotspots for connectivity, electronic curriculum, and ongoing technology maintenance. Miscellaneous costs ($27,111.50) will support background checks, training, professional development, and program marketing to ensure sustainability, compliance, and community engagement. Each expense category includes a 5% annual inflation adjustment to account for rising costs over time. This budget reflects a strategic and cost-effective approach to delivering high-quality programming while ensuring financial sustainability over three years.

ITEM 12.1. ATTACHMENT 3

Page 1412 of 1939 ends

ITEM 12.1. ATTACHMENT 3

Page 1413 of 1939 ends

ITEM 12.1. ATTACHMENT 3

Page 1414 of 1939 ends

Year Number of VHours per V Total Hours Volunteer H TotalIn-Kind Contribution ($) Year 1 20 108 2160 33.49 ########
Year 2 20 108 2160 33.49 ########
Year 3 20 108 2160 33.49 ########
Total (3 Yea 60 324 6480 ########
ITEM 12.1. ATTACHMENT 3

Page 1415 of 1939 ends

#62
ITEM 12.1. ATTACHMENT 3

Page 1416 of 1939 ends

Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

No: Not a First Time Applicant
ITEM 12.1. ATTACHMENT 3

Page 1417 of 1939 ends

Project/Program
Name. Assign a
project name to your
project/program.

Sacfit: Parkway Half Marathon
Provide a
Project/Program
Synopsis
Provide a positive race experience for participants to inspire healthy, active lifestyle, and regular fitness engagement for all ages and leverage those attributes to both brand the race as a City of Rancho Cordova event, and elevate the City of Rancho Cordova as a California destination for travel.

Provide a
Project/Program
Description
First, to maintain the start and finish line configuration from the previous year’s grant, which considers the start line in William Pond Park (to facilitate larger volume parking accommodations) and all finish lines and the entire Kids Otter Dash within the Rancho Cordova City limits, similar to the Eppie’s Great Race configuration (and what is now the Great American Triathlon). The section along the American River Parkway, from River Bend to Sunrise, is the main route for the Parkway Half Marathon, and travels through the most pristine, remote, and expansive portions of the Parkway.

Additionally, to continue the Parkway Half Marathon route and finish line within the Rancho Cordova city limits aligns the city with a major running event, as well as a meets the goal of having a community health a fitness event. The Parkway Half also raises awareness for, as well as greatly contributes and promotes, Rancho Cordova as an active lifestyle community in concert with other local jurisdictions health resources and environments. The alignment of the Parkway Half Marathon with Rancho Cordova elevates the City as a primary regional supporter of the Parkway, as proceeds from the race are donated to fund projects and improvements along the Parkway. Having the race route and finish line within the City and connected to other existing events is beneficial to all local residents.

Further, to maintain support for the Kid’s 1k “Otter Dash.” This is known as the Otter Run. The goal is to align this event to the morning of Kids’ Day in the Park. As Kids’ Day is no cost to participants, the object is to continue with keeping the Otter run at no charge to all Rancho Cordova children as well. The participants in the event have all the safety, supervision and environmental needs of a race event. Plus they are provided with a shirt and medal.

Finally, to provide an opportunity for local youth organizations to volunteer in a safe environment while supporting a major running event. It, also, expands the awareness of the sport of running and hiking. Youth groups would primarily be identified as those associated with the Rancho Cordova Alethic Association.

ITEM 12.1. ATTACHMENT 3

Page 1418 of 1939 ends

Tell us about your
Project/Program
Team
Parkway Half Marathon is produced by Sacfit, a charitable non-profit 501(c)(3) organization. Tax identification number 11-3782144. The race committee is primarily volunteer experts working with industry specialists in producing race events, including Rich Hanna’s Capital Road Race Management (CRRM).

This race is the third largest in the region and is unique, in that; it has a separate half marathon runners and walkers course. There is, also, a 5k run/walker and 1k kids Otter Dash. Nearly 40,000 participants from over 130 cities across California and the nation have enjoyed the race over the past 16 years.

Provide your
Project/Program
Goals
The primary goal of the race is to provide a positive race experience for the participants to inspire healthy, active lifestyle, and regular fitness engagement and, as such, leveraging those attributes (which annually attracts participants from over 130 California cities) to both brand the race as a City of Rancho Cordova event, and elevate the City of Rancho Cordova as a California destination for travel.

Secondary goals include:

1. Upgrading and improving the American River Parkway experience of its users (5 million annually), of which a substantial portion runs through the City of Rancho Cordova, thereby making it a primary recreational location for numerous residents of the City of Rancho Cordova.:

2. Provide the best affordable half marathon race to the community. Drive out-of-town participants to use Rancho Cordova’s hospitality services.

3.. Maintaining sponsorship of the 1k Kids race to provide a free event for the children of City of Rancho Cordova with all the excitement of a race event in concert with the existing Kids Day event in the afternoon.

The combined metrics of these goals include:

Raising nearly $400,000 over the past 16 years, with 100% of those proceeds used to benefit the Parkway by various projects. The most recent project is a collaborative effort with the City of Rancho Cordova, the Cordova Recreation and Park District, the Rotary Club of Rancho Cordova and the Parkway Half Marathon, which has led, so far, to the completion of installing of three drinking fountains, and two more installations scheduled for April 2025. These fountains are ADA accessible, dog friendly, bike safe and runner/walker useable, all within the boundaries of the City of Rancho Cordova along the Parkway.

Aligning and branding the race event with the City of Rancho Cordovan through website and other media broadcasts, including having Rancho Cordova local government officers serving as grand marshal at the race start to deliver a message to the community, and a post-race video message to all participants from the mayor of Rancho Cordova.

ITEM 12.1. ATTACHMENT 3

Page 1419 of 1939 ends

Optional File Upload:

Provide any
additional records to
supplement your
program/project
application. Note:

Total project/program
cost*
80000
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
20000
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
00 What is the total cost
of supplies for your
project/program?
15000
What is the total cost
of transportation for
your
project/program?
00 What is the total cost
of equipment for your
project/program?
3000
ITEM 12.1. ATTACHMENT 3

Page 1420 of 1939 ends

What will be the total
cost of any
miscellaneous
expenses for your
project/program?
2000
Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading. 17th_Annual_American_River_Parkway_Half_Marathon_Estimated_Budget.pdf Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

Describe any funding
secured or being
sought for this
project/program?
Sponsorships of in-kind or financial donations to help offset project costs or enhance event experience.

Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

N/A
Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

Yes
Please share the
total dollar amount
for volunteer/in-kind
support using $33.49
as the national rate
for a volunteer hour.

Source: Value of
Volunteer Time
4018.8
Please provide a worksheet explaining your volunteer/in-kind contribution. You may upload a file in the following formats: CSV, DOC, DOCX, or PDF.

ITEM 12.1. ATTACHMENT 3

Page 1421 of 1939 ends

American_River_Parkway_Half_Marathon_Volunteer_worksheet.pdf Is this a single year
request or a request
for funding for
multiple years?
Single Year
Has your
project/program
received funding from
the Community
Enhancement &
Investment Fund
previously?
Yes
How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?
2 How many years has
your project/program
received funding from
the Community
Enhancement &
Investment Fund?:

Score
2 3 - Project/Program Details Grant applications are typically approved to occur between July 2025 through June 2026. What is your plan to complete this project/program within this time frame?
Anticipated Start
Date (July 1 is the
soonest available
start date)
9/1/2025
Anticipated End Date
(typically
projects/programs
end by June 30)
4/25/2026
ITEM 12.1. ATTACHMENT 3

Page 1422 of 1939 ends

Please describe your
project/program
schedule
Permitting with County Parks – September 2025
Website update and registration opening – October 2025
Recruitment of volunteers, Timing and Race management – October 2025
Securing sponsors – October 2025 thru March 2026
First email broadcast – October 2025
Second email broadcast – December 2025
Medal and shirt design – January 2026
Securing vendors, additional permits – Jan thru March 2026 Third email broadcast – March 2026
Medal cast and Shirt printing - April 2026
Race event – April 25, 2026
What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
We have been producing this race for 16 years and have leveraged the region's best industry professionals to ensure any challenges that arise can be anticipated and mitigated to eliminate any impact to the event. To date, all events have been executed in full capacity with no diminishment or reduction of service or experience. In fact, the only challenge that has impacted the event to the extent that it could not be operated, was the pandemic. In those extreme cases, our mitigation plan is to cancel the event, advise all participants and vendors of a new proposed date, offer reimbursement or rollover of registration fees to participants, and hold over any already-purchases resources for the next available date. 4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html ITEM 12.1. ATTACHMENT 3

Page 1423 of 1939 ends

School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Primary street
address of
project/program
List the city location
of the
project/program.

Riverbend Park and Parkway Bike trail system
Select State CA
Provide the zip code
for your
project/program's
primary location.
95827
ITEM 12.1. ATTACHMENT 3

Page 1424 of 1939 ends

If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

Parkway trail system - upstream to Sunrise recreational area,; downstream to Guy West Bridge
Third Party Letters of
Support (Note:

Combine multiple
files in one pdf
before uploading)
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name Kenneth
Press
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?
Sacfit and the Parkway Half Marathon
What is your title
and/or role at your
organization?
Race Director
Provide contact
phone number:

Provide contact
email:

Are you the primary
point of contact on
this project/program?
Yes
ITEM 12.1. ATTACHMENT 3

Page 1425 of 1939 ends

ITEM 12.1. ATTACHMENT 3

Page 1426 of 1939 ends

17 th Annual American River Parkway Half Marathon Estimated Budget Breakdown of project budget:
• Race Timing and Event Management - $30,000
• Aid Stations - $2,000
• Shirts and Printing - $10,000
• Fencing and Portables - $4,500
• Medals - $10,000
• Food - $4,000
• Permits - $10,500
• Insurance - $1,000
• Marketing - $5,000
• Equipment Rental - $3,000
Matching funds (including any in-kind contributions):
• 3500 bottles of water
• food samples for participants
• goodie bag items.

ITEM 12.1. ATTACHMENT 3

Page 1427 of 1939 ends

American River Parkway Half Marathon
Volunteer/In-Kind Donation Contributions Worksheet
There are several elements to the volunteer contributions: Pre-race, which includes tasks leading up to the race, and Race-Days tasks, which are those needed for the operation of the event.

Pre-Race
• Medal Assemble
• Packet PickUp
• Set up in Park
Race Day
Aid Stations
-Runners Course
▪ Half -Hagan Park
▪ Rossmoor
▪ Lower Sunrise Aid Station
-Walker Course
▪ Harrington
▪ Estates Ave
▪ Watt
▪ Howe Parking Lot Entrance
Finish Line
▪ Parking
▪ Bike Check
▪ Bibs Reg
▪ Shirts
▪ Gear Check
▪ Food
▪ Water Distro/Replenishment
▪ Beer Garden -
▪ Wine
▪ Awards/ Shirts Exchange
▪ Finish Line Medals
▪ Clean up
▪ EMT
In-Kind Donations
▪ Water and Gatorade (in bottles)
▪ Food Samples
▪ Physical Therapy Massage Stations
ITEM 12.1. ATTACHMENT 3

Page 1428 of 1939 ends

#63
ITEM 12.1. ATTACHMENT 3

Page 1429 of 1939 ends

Ongoing Grant Opportunity The City of Rancho Cordova offers a microgrant opportunity. Learn more about those grants online.

Yes: First Time Applicant
ITEM 12.1. ATTACHMENT 3

Page 1430 of 1939 ends

Project/Program
Name. Assign a
project name to your
project/program.

SACRAMENTO VALLEY KOREAN AMERICAN COMMUNITY: SAC KNEWS MONTHLY NEWSLETTER Provide a
Project/Program
Synopsis
SAC Korean News Monthly Newsletter keeps Sacramento's Korean community informed and connected with news updates, cultural events, community stories, and educational articles. It promotes cultural understanding, supports community engagement, and celebrates Korean heritage, serving as a valuable resource for residents and newcomers alike.

Provide a
Project/Program
Description
The SAC Korean News Monthly Newsletter is a comprehensive publication dedicated to serving the Korean community in Sacramento. It aims to keep residents informed about local news, cultural events, and community activities, while also providing educational resources and spotlighting notable individuals and organizations.

Key Sections:

1. Community News:
· Local Events: Coverage of upcoming and recent events, such as festivals, community meetings, and cultural celebrations. · Initiatives and Achievements: Updates on community projects, volunteer efforts, and notable achievements by community members.

2. Cultural Highlights:
· Traditions and Holidays: Articles exploring Korean traditions, holidays, and cultural practices, offering insights into their significance and how they are celebrated locally.
· Cultural Education: Features on Korean history, art, and cuisine, helping readers deepen their understanding and appreciation of their heritage.

3. Educational Content:
· Language Classes: Information on Korean language classes available in the area, including schedules, locations, and registration details. · Workshops and Programs: Details on educational workshops and programs, such as cooking classes, cultural workshops, and seminars on various topics.

4. Spotlight Stories:

ITEM 12.1. ATTACHMENT 3

Page 1431 of 1939 ends

· Community Profiles: In-depth profiles of community members, highlighting their contributions, stories, and experiences. · Business and Organization Features: Articles showcasing local Korean businesses and organizations, their services, and their impact on the community.

5. Health and Wellness:
· Health Tips: Articles on health and wellness, including traditional Korean remedies and modern health advice.
· Community Health Initiatives: Information on health programs and services available to the community, such as health fairs and screenings.

6. Youth and Family:
· Youth Programs: Information on programs and activities for Korean youth, including educational opportunities, sports, and cultural clubs. · Family Resources: Resources and tips for families, including parenting advice, family-friendly events, and educational activities.

The SAC Korean News Monthly Newsletter is committed to promoting cultural understanding, supporting community engagement, and celebrating the rich heritage of Korea within Sacramento. It serves as a vital link for the Korean community, providing valuable information and fostering a sense of connection and belonging.

ITEM 12.1. ATTACHMENT 3

Page 1432 of 1939 ends

Tell us about your
Project/Program
Team
The SAC Korean News Monthly Newsletter is brought to life by a dedicated and passionate team committed to serving the Korean community in Sacramento. Here's a brief overview of our team:

Editorial Team
Editor-in-Chief:

Section Editors:

Writers and Contributors
Staff Writers:

Guest Contributors:

Design and Production
Graphic Designers:

Photographers:

Outreach and Engagement
Community Liaisons:

Social Media Managers:

Administrative Support
Project Coordinators:

Volunteers:

Our team is dedicated to promoting cultural understanding, supporting community engagement, and celebrating the rich heritage of Korea within Sacramento. We strive to provide valuable information and foster a sense of connection and belonging among our readers.

ITEM 12.1. ATTACHMENT 3

Page 1433 of 1939 ends

Provide your
Project/Program
Goals
Project/Program Goals

1. Inform and Educate:

Local News and Events: Keep the community informed about local news, upcoming events, and recent activities.

Cultural Education: Provide insights into Korean traditions, holidays, history, art, and cuisine to deepen cultural understanding.

1. Promote Community Engagement:

Community Initiatives: Highlight community projects, volunteer efforts, and achievements to encourage active participation.

Spotlight Stories: Feature profiles of community members and local businesses to foster a sense of connection and pride.

1. Support Educational Opportunities:

Language and Workshops: Offer information on Korean
language classes, educational workshops, and cultural programs to support lifelong learning.

Youth and Family Programs: Provide resources and information on programs for youth and families to promote educational and recreational activities.

1. Enhance Health and Wellness:

Health Tips and Initiatives: Share articles on health and wellness, including traditional remedies and modern advice, and inform about community health programs and services.

1. Celebrate Cultural Heritage:

Cultural Highlights: Explore and celebrate Korean traditions and holidays, helping the community maintain a strong connection to their heritage.

These goals are designed to promote cultural understanding, support community engagement, and celebrate the rich heritage of Korea within Sacramento. By achieving these goals, the newsletter aims to be a vital resource and a unifying force for the Korean community.

Optional File Upload: Provide any additional records to supplement your program/project application. Note: Combine multiple files in one pdf before uploading. 8_3월호_신문.pdf
2 - Funding & Costs
Funding Request -
Complete this
section with total
dollar amounts for
your
project/program's
costs
Funds are generally not intended to be used for deferred maintenance and ongoing operational needs. The funds are intended for enhancing and investing in the City of Rancho Cordova. If your project/program is awarded, the costs identified below would be reviewed and potentially open to modification during a contracting phase (if a grant is awarded by the City Council). If awarded, grant funds are not available until a contract is executed during Fiscal Year 2025-2026.

ITEM 12.1. ATTACHMENT 3

Page 1434 of 1939 ends

Total project/program
cost*
52000
What is the amount
of Community
Enhancement &
Investment Fund
grant monies
requested?
20000
Does your
project/program
involve construction
of any facilities or
improvements upon
any property?
No
What is the total cost
of personnel for your
project/program?
10000
What is the total cost
of supplies for your
project/program?
25000
What is the total cost
of transportation for
your
project/program?
10000
What is the total cost
of equipment for your
project/program?
00 What will be the total
cost of any
miscellaneous
expenses for your
project/program?
2500
Upload your project/program's budget as a .pdf file. Include the categories and their dollar amounts along with information about any other funding sources to demonstrate your project/program's total budget. Note, the sum of all categories must match the total project or program cost, or the amount requested of CEIF if there is no other funding source. Please clearly illustrate any matching funds or funding from other sources in your project/program budget, including in-kind sources. Note: Combine multiple files in one pdf before uploading.

NEWSPAPER_Total_Project_COST.pdf
Has your
organization sought
or will seek other
funding for this
project/program?
Yes, actively seeking funding support or have secured additional funding support for this project/program.

ITEM 12.1. ATTACHMENT 3

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Describe any funding
secured or being
sought for this
project/program?
Funding Sources for SAC Korean News Monthly Newsletter
Community Contributions:

Donations: Financial support from community members and local businesses.

Fundraising Events: Proceeds from events organized to raise funds for the newsletter.

Grants and Sponsorships:

Government Grants: Funding from local and state government programs aimed at supporting community initiatives.

Corporate Sponsorships: Partnerships with businesses that provide financial support in exchange for advertising and promotional opportunities.

Advertising Revenue:

Local Businesses: Revenue generated from advertisements placed by local businesses in the newsletter.

Event Promotions: Fees from promoting local events and activities within the community.

Subscription Fees:

Paid Subscriptions: Fees collected from readers who subscribe to the print or digital version of the newsletter.

In-Kind Contributions:

Volunteer Services: Contributions of time and expertise from volunteers who assist with various aspects of the newsletter.

Donated Materials: Supplies and services donated by local businesses and community members.

These funding sources help ensure the sustainability and growth of the SAC Korean News Monthly Newsletter, allowing it to continue serving the Korean community in Sacramento effectively.

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Please describe any
ongoing operations
and maintenance
costs beyond Fiscal
Year 2025/2026, if
applicable.

Ongoing Operations and Maintenance Costs Beyond Fiscal Year 2025/2026
Editorial and Content Creation:

Staff Salaries: Continued compensation for editorial staff, writers, and contributors to maintain high-quality content.

Guest Contributors: Ongoing payments for guest articles and expert contributions.

Production and Distribution:

Printing Costs: Regular expenses for printing physical copies of the newsletter.

Digital Platform Maintenance: Costs associated with maintaining and updating the digital platform, including website hosting and software updates.

Distribution Costs: Continued expenses for distributing the newsletter to the community, both physically and digitally.

Community Engagement and Outreach:

Event Coverage: Ongoing costs for covering community events and activities.

Community Liaison Activities: Expenses related to maintaining relationships with local organizations and businesses.

Social Media Promotion: Continued investment in promoting the newsletter through social media channels.

Educational Programs and Workshops:

Language Classes: Ongoing costs for offering Korean language classes, including instructor fees and materials.

Cultural Workshops: Expenses for organizing and conducting cultural workshops and seminars.

Youth Programs: Continued funding for youth programs and activities.

Health and Wellness Initiatives:

Health Articles and Tips: Regular creation and publication of health-related content.

Community Health Programs: Ongoing support for health programs and services available to the community.

These ongoing costs are essential to ensure the sustainability and continued impact of the SAC Korean News Monthly Newsletter. They help maintain the quality of content, support community engagement, and provide valuable resources to the Korean community in Sacramento.

Do you have
volunteer or in-kind
support for your
project? This could
include volunteers for
an activity/event that
is ongoing or a onetime experience.

Yes
ITEM 12.1. ATTACHMENT 3

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Please share the
total dollar amount
for volunteer/in-kind
support using $33.49
as the national rate
for a volunteer hour.

Source: Value of
Volunteer Time
33000
Please provide a worksheet explaining your volunteer/in-kind contribution. You may upload a file in the following formats: CSV, DOC, DOCX, or PDF.

NEWSPAPER_volunteer_inkind_contribution.pdf
Is this a single year
request or a request
for funding for
multiple years?
Multiple Years
If requesting CEIF
grant funding for
multiple years,
please share how
many years?

EVERY YEAR
For requests
spanning multiple
years, share the
dollar amount
requested per year.

FY 2025-2026, $20,000
FY 2026-2027, $20,000
FY 2027-2028, $20,000
FY 2028-2029, $20,000
For
projects/programs
that span multiple
years, please
describe your
sustainability plan
and whether it is
viable as a single
year request.

Sustainability Plan for SAC Korean News Monthly Newsletter Multi-Year Sustainability Plan
Diversified Funding Sources:

Grants and Sponsorships: Continuously seek grants from government programs and corporate sponsorships to ensure steady funding.

Community Contributions: Organize annual fundraising events and encourage regular donations from community members and local businesses.

Advertising Revenue: Maintain and expand partnerships with local businesses for advertising opportunities in the newsletter.

Volunteer and In-Kind Support:

Volunteer Engagement: Recruit and retain volunteers to support various aspects of the newsletter, reducing operational costs.

In-Kind Contributions: Continue to seek in-kind donations of materials, services, and event spaces from local businesses and community members.

Cost Management:

Efficient Operations: Implement cost-saving measures, such as digital distribution to reduce printing costs and leveraging free or low-cost software for production.

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Regular Review: Conduct periodic reviews of expenses and adjust the budget to ensure financial sustainability.

Community Engagement:

Feedback and Improvement: Regularly gather feedback from readers to improve content and ensure the newsletter meets community needs.

Partnerships: Strengthen partnerships with local organizations and businesses to enhance community support and collaboration.

Educational and Cultural Programs:

Program Expansion: Expand educational and cultural programs to attract more participants and potential funding sources.

Collaborations: Collaborate with educational institutions and cultural organizations to offer joint programs and share resources.

Single Year Viability
While the SAC Korean News Monthly Newsletter is designed to be a longterm project, it is also viable as a single-year request. Here’s how:

Initial Funding: A single-year grant can cover the initial setup and operational costs, ensuring the newsletter's launch and first year of publication.

Foundation Building: The first year can be used to establish a strong foundation, including building a subscriber base, securing initial advertising partners, and forming key community partnerships.

Pilot Programs: Implement pilot educational and cultural programs to demonstrate impact and attract future funding.

Evaluation and Adjustment: Use the first year to evaluate the newsletter's effectiveness, gather feedback, and make necessary adjustments for future sustainability.

By securing initial funding and building a solid foundation in the first year, the SAC Korean News Monthly Newsletter can position itself for long-term success and sustainability.

Page 1439 of 1939 ends

Anticipated End Date
(typically
projects/programs
end by June 30)
12/31/2029
Please describe your
project/program
schedule
Project/Program Schedule for SAC Korean News Monthly
Newsletter
Year 1: Fiscal Year 2025-2026

1. Q1: Planning and Preparation
January - March 2025:

Team Formation: Recruit and onboard editorial staff, writers, designers, and volunteers.

Content Planning: Develop a content calendar and outline key topics for each section.

Community Outreach: Establish partnerships with local
organizations and businesses.

1. Q2: Launch and Initial Publication
April - June 2025:

First Issue Release: Publish the inaugural issue of the newsletter.

Marketing and Promotion: Launch promotional campaigns to raise awareness and attract subscribers.

Feedback Collection: Gather feedback from readers to refine content and improve future issues.

1. Q3: Expansion and Engagement
July - September 2025:

Educational Programs: Start offering Korean language classes and cultural workshops.

Community Events: Cover local events and activities, enhancing community engagement.

Spotlight Stories: Feature profiles of notable community members and businesses.

1. Q4: Evaluation and Adjustment
October - December 2025:

Impact Assessment: Evaluate the newsletter's impact and gather comprehensive feedback.

Budget Review: Review financial performance and adjust the budget as needed.

Planning for Year 2: Develop plans for the next fiscal year, incorporating lessons learned.

Year 2: Fiscal Year 2026-2027

1. Q1: Continued Growth
January - March 2026:

Content Expansion: Introduce new sections and topics based on reader interests.

Volunteer Recruitment: Expand volunteer base to support ITEM 12.1. ATTACHMENT 3

Page 1440 of 1939 ends

growing operations.

Community Health Initiatives: Launch health programs and services.

1. Q2: Enhanced Programs
April - June 2026:

Youth Programs: Expand programs and activities for Korean youth.

Family Resources: Provide more resources and tips for families.

Cultural Celebrations: Organize events to celebrate Korean traditions and holidays.

1. Q3: Strengthening Partnerships
July - September 2026:

Collaborations: Strengthen partnerships with educational institutions and cultural organizations.

Advertising Revenue: Increase advertising partnerships to boost revenue.

Community Profiles: Continue featuring in-depth profiles of community members.

1. Q4: Long-Term Planning
October - December 2026:

Sustainability Review: Assess long-term sustainability and make necessary adjustments.

Future Goals: Set goals and objectives for the next fiscal year.

Annual Report: Publish an annual report summarizing
achievements and impact.

This schedule outlines the key milestones and activities for the SAC Korean News Monthly Newsletter over the first two fiscal years, ensuring a structured approach to achieving our goals and serving the Korean community in Sacramento.

What challenges do
you anticipate in your
project/program's
implementation?
What is your plan to
complete your
project/program
should those or other
challenges arise?
Anticipated Challenges and Mitigation Plan for SAC
Korean News Monthly Newsletter
Anticipated Challenges

1. Funding Shortfalls:

Challenge: Securing consistent funding to cover operational and program costs.

Mitigation Plan: Diversify funding sources by applying for multiple grants, seeking corporate sponsorships, and organizing community fundraising events. Establish a reserve fund to manage
unexpected shortfalls.

1. Volunteer Retention:

Challenge: Maintaining a steady and committed volunteer base.

Mitigation Plan: Implement a volunteer recognition program to appreciate and motivate volunteers. Provide training and development opportunities to enhance their skills and engagement.

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1. Content Quality and Relevance:

Challenge: Ensuring the content remains high-quality and relevant to the community's interests.

Mitigation Plan: Regularly gather feedback from readers and adjust content based on their preferences. Engage guest contributors and experts to provide diverse perspectives and insights.

1. Distribution Challenges:

Challenge: Efficiently distributing the newsletter to reach the entire community.

Mitigation Plan: Utilize both digital and physical distribution channels. Partner with local businesses and community centers for wider reach. Explore cost-effective mailing options for physical copies.

1. Technological Issues:

Challenge: Managing and maintaining the digital platform for the newsletter.

Mitigation Plan: Invest in reliable website hosting and software.

Have a dedicated technical support team or volunteer to address issues promptly. Regularly update and back up the digital platform.

1. Community Engagement:

Challenge: Keeping the community actively engaged and
involved.

Mitigation Plan: Organize interactive events, such as Q&A sessions, workshops, and cultural celebrations. Use social media and other communication channels to maintain regular interaction with the community.

Plan to Complete the Project/Program

1. Regular Monitoring and Evaluation:

Conduct periodic reviews of the project's progress and impact.

Adjust strategies and plans based on feedback and evaluation results.

1. Strong Leadership and Team Collaboration:

Ensure clear communication and collaboration among team members.

Provide leadership training and support to team leaders.

1. Flexible and Adaptive Planning:

Be prepared to adapt plans and strategies in response to unforeseen challenges.

Maintain a flexible approach to problem-solving and decisionmaking.

1. Community Involvement:

Involve community members in planning and decision-making processes.

Encourage community feedback and participation to ensure the ITEM 12.1. ATTACHMENT 3

Page 1442 of 1939 ends

project meets their needs.

By anticipating these challenges and implementing a robust mitigation plan, the SAC Korean News Monthly Newsletter aims to successfully achieve its goals and serve the Korean community in Sacramento effectively. 4 - Project/Program Location
Address Verification If you need to check if your project is in Rancho Cordova, type in your program/project's location in the Assessor Parcel Viewer:
https://assessorparcelviewer.saccounty.gov/jsviewer/assessor.html School and park
related applications
are due before Noon
on March 3, 2025, to
allow for the
endorsement
process.

Primary street
address of
project/program
ITEM 12.1. ATTACHMENT 3

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List the city location
of the
project/program.

SACRAMENTO
Select State CA
Provide the zip code
for your
project/program's
primary location.
95826
If your
project/program
takes place at
multiple locations,
please list other or
secondary locations.

Third Party Letters of
Support (Note:

Combine multiple
files in one pdf
before uploading)
Does your
project/program
involve one of
Rancho Cordova's
school districts?
No
Does your
project/program
involve the Cordova
Recreation & Park
District?
No
5 - Applicant Information
Name MONA
LEE
Is this
project/program on
behalf of an
organization?
Yes
What is the name of
your organization?

SACRAMENTO VALLEY KOREAN AMERICAN COMMUNITY
What is your title
and/or role at your
organization?

PRESIDENT
ITEM 12.1. ATTACHMENT 3

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Provide contact
phone number:

Provide contact
email:

ITEM 12.1. ATTACHMENT 3

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Total Project/Program Costs

1. Editorial and Content Creation:
• Staff Salaries: $5000
• Photography and Graphic Design: $5000

2. Production and Distribution:
• Printing Costs: $20,000
• Digital Platform Maintenance: $5,000
• Distribution Costs: $10,000

3. Community Engagement and Outreach:
• Event Coverage: $1000
• Community Liaison Activities: $1000
• Social Media Promotion: $5,000
Total Estimated Cost: $52,000
These funds will be used to enhance and invest in the City of Rancho Cordova by supporting the SAC Korean News Monthly Newsletter's efforts to inform, educate, and engage the Korean community. If awarded, the costs identified above will be reviewed and potentially modified during the contracting phase.

ITEM 12.1. ATTACHMENT 3

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Volunteer/In-Kind Contribution Worksheet for the Korean Culture Festival in Sacramento

1. Volunteer Contributions
Roles and Responsibilities
 Event Setup and Breakdown: Volunteers will assist with setting up booths, stages, and equipment before the festival begins and help with dismantling and cleanup after the event.
 Information Booths: Volunteers will staff information booths to provide attendees with schedules, maps, and answer any questions.
 Performance Assistance: Volunteers will support performers by managing backstage areas, coordinating schedules, and ensuring smooth transitions between acts.  Workshop Facilitation: Volunteers will assist workshop leaders by preparing materials, managing participant registration, and helping with hands-on activities.  Food and Beverage Stations: Volunteers will help manage food stalls, ensuring cleanliness, assisting vendors, and providing customer service.  Crowd Management: Volunteers will help with crowd control, guiding attendees, and ensuring safety protocols are followed.
 Marketing and Promotion: Volunteers will assist with distributing promotional materials, engaging with attendees on social media, and capturing event highlights.

Volunteer Incentives
 Free Admission: Volunteers will receive free admission to the festival and access to all activities and performances.
 Meals and Refreshments: Volunteers will be provided with meals and refreshments during their shifts.
 Festival Merchandise: Volunteers will receive festival-branded merchandise as a token of appreciation.
 Certificates of Participation: Volunteers will be awarded certificates recognizing their contributions to the festival.

Training and Support
 Orientation Sessions: Volunteers will attend orientation sessions to familiarize themselves with their roles and responsibilities.
 On-Site Training: Volunteers will receive on-site training and support from experienced staff members.
 Volunteer Coordination Team: A dedicated team will be available to assist volunteers and address any issues that arise during the festival.

2. In-Kind Contributions
Types of In-Kind Contributions
ITEM 12.1. ATTACHMENT 3

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 Goods: Donations of materials such as art supplies, food, beverages, and festival merchandise.
 Services: Professional services such as marketing, graphic design, photography, and technical support.
 Facilities: Use of venues, tents, tables, chairs, and other equipment necessary for the festival.

Valuation and Documentation
 Fair Market Value: All in-kind contributions will be valued at their fair market value, as per Generally Accepted Accounting Principles (GAAP).
 Documentation: Detailed records of in-kind contributions will be maintained, including donor correspondence, valuation methods, and acknowledgment letters.

Acknowledgment and Recognition
 Public Recognition: Donors will be publicly recognized through festival materials, social media, and announcements during the event.
 Certificates of Appreciation: Donors will receive certificates acknowledging their contributions to the festival.
 Promotional Opportunities: Donors will have the opportunity to promote their businesses or services through festival marketing channels.

3. Contribution Tracking and Reporting
Tracking System
 Volunteer Management Software: A software solution will be used to manage volunteer recruitment, scheduling, and communication.
 In-Kind Contribution Log: A log will be maintained to track all in-kind contributions, including details of the donor, type of contribution, and valuation.

Reporting
 Post-Festival Report: A comprehensive report will be compiled after the festival, detailing volunteer contributions, in-kind donations, and their impact on the event.  Financial Statements: Financial statements will include the valuation of in-kind contributions, ensuring transparency and accountability.

This worksheet outlines the essential elements of volunteer and in-kind contributions for the Korean Culture Festival in Sacramento, ensuring effective management and recognition of all contributions.

Yes, the organization has sought and will continue to seek additional funding for the Korean Culture Festival in Sacramento. Here are some of the funding sources and strategies:

ITEM 12.1. ATTACHMENT 3

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ITEM 12.1. ATTACHMENT 3

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ITEM 12.1. ATTACHMENT 3

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ITEM 12.1. ATTACHMENT 3

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새크라멘토 한국학교 개강 새크라멘토 한인들의 파
수대로써 그 역할을 다하고 있는 한인회에 무궁한 발전과 희망의 공동체
가 되시길 소망하며 감사와 축하의 인사를 올립니다. 저희 새크라멘토 한
국학교에서는 지난 2월8일에 2025년도 봄학기를 개강하였으며, 설날행사
와 자원봉사단 발족, 3.1절 행사 등을 가졌습니다. 현재 30여 명의 학생들
과 교사들이 한글교육과 한국문화 전파에 정진하고 있습니다. 이민 땅에
서 한국인으로서의 자긍심과 성실함을 미국사회에 심어주고 있는 우리 한
인들의 모습에 크나 큰 용기와 자부심을 얻고 있습니다. 봄날의 생명과
아름다운 꽃이 터오르듯이 한인회를 통하여 한인사회에 사랑과 희망이 활
짝 만개하기를 기원합니다. 새크라멘토 한국학교장 천정구
축하합니다. !!!!
2월17일, 월요일, 에 식품 관련에 종사
하시는 분들을 위해 식품 위생 교육을
실시 했다. 이 날 위 승희 새크라멘토
스테이트 식품 영양학과 교수님께서
교육을 통해 바뀐 법과 규칙을 6시간 동안 자세히 설명하고 시험을 끝으
로 교육을 마쳤다. 이날 참석하신 비즈니스 사장님들 수고 하셨습니다.
스마일 마켓
세종 테리야끼

I LOVE TERIYAKI

TERIYAKI DOMO

OCEAN FISH AND CHIPS

MIYAKO TERIYAKI

SHABU GEN

NAMS ORIGINAL FOODS & GIFT
ITEM 12.1. ATTACHMENT 3

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Rancho Cordova City CouncilApril 7, 2025

Rancho Cordova City Council
April 7, 2025