c. Waivers. Notwithstanding anything to the contrary contained within this section, a development standard applicable to the zone district in which the proposed residential units are located shall be waived if application of the standard would physically preclude either of the two residential units from being at least 800 square feet in floor area.
4. Site Limitations or Restrictions. To qualify for a second residential unit, a parcel shall meet the following criteria:
a. The parcel shall satisfy the requirements specified in Government Code Section 65913.4(a)(6)(B) to (K), as may be amended from time to time, including, but not limited to, not being within a special flood hazard area, a regulatory floodway, and/or a habitat for protected species. b. Government Code Section 7060 et seq., as may be amended from time to time, to withdraw accommodations from rent or lease within 15 years before the date that the development proponent submits an application. c. The parcel shall not be located within a historic district or property included on the State Historic Resources Inventory, as defined in Public Resources Code Section 5020.1, as may be amended from time to time, or listed as a City or county landmark or historic property or district pursuant to a City ordinance.
5. Reasons for Denial of Permit. A building permit for a second residential unit or two new residential units, pursuant to this section, shall be denied by written findings of the building official where, based on a preponderance of the evidence, the building official has determined the housing development would have a specific, adverse impact as defined and determined in Government Code Section 65589.5(d)(2), as may be amended from time to time, upon public health and safety or the physical environment and for which there is no feasible method to satisfactorily mitigate or avoid the specific, adverse impact.
ATTACHMENT “B”
CHAPTER 19.60
ACCESSORY DWELLING UNITS
§ 19.60.010. Purpose.
This chapter provides criteria for the approval of accessory dwelling units and junior accessory dwelling units. This chapter is adopted pursuant to the authority of Government Code Sections 66310, 66311, and 66312, as they now exist or may hereafter be amended.
§ 19.60.020. Findings.
The City Council finds that accessory dwelling units and junior accessory dwelling units are considered residential uses that are consistent with existing General Plan objectives and the zoning designation for the lots upon which accessory dwelling units or junior accessory dwelling units are located. The City Council further finds that accessory dwelling units and junior accessory dwelling units that comply with the requirements set forth in this chapter shall be deemed to be accessory uses or accessory buildings or structures and shall not be considered to exceed the allowable density for lots upon which accessory dwelling units or junior accessory dwelling units are located.
§ 19.60.030. Definitions.
For the purposes of this chapter, the following words and phrases shall have the meanings respectively ascribed to them by this section. Words and phrases not defined in this section, shall have the meanings respectively ascribed to them in Chapter 19.95 (Definitions of Terms and Phrases). "Accessory dwelling unit" shall be as defined by Government Code Section 66313, as it now exists or may hereafter be amended, and means an attached or a detached residential dwelling unit that provides complete independent living facilities for one or more persons. The unit shall include permanent provisions or infrastructure to support living, sleeping, eating, cooking, and sanitation on the same parcel as where a single-family, two-family or multi-family dwelling (including detached garages) is situated or proposed to be situated. Accessory dwelling units may also be efficiency units, as defined in Section 17958.1 of the Health and Safety Code, manufactured homes, as defined in Section 18007 of the Health and Safety Code, second dwelling units, granny flats, in-law quarters, casitas, carriage units, and tiny houses as long as such units otherwise meet this definition. "Accessory structure" means a structure that is accessory and incidental to a single- family, two-family or multi-family dwelling located on the same lot.
"Car share vehicle" means a vehicle that can be rented for short periods of time and is available 24 hours a day, seven days a week at unattended self-service locations. "Existing structure," for the purposes of defining an allowable space that can be converted to an accessory dwelling unit, means the following:
1. The proposed accessory dwelling unit is located within the walls and roofline of a fully enclosed, existing structure (i.e., the existing footprint); and
2. The existing structure can be made safely habitable under local building codes at the determination of the building official, regardless of any nonconforming zoning conditions.
“Interior livable space” or “livable space” means the space in a building intended for human habitation, including living, sleeping, eating, cooking, or sanitation. Livable space excludes closets, halls, storage, utility spaces, garages which are for the use of the junior accessory dwelling unit or accessory dwelling unit, or similar spaces. "Junior accessory dwelling unit" shall be as defined by Government Code Section 66313, as it now exists or may hereafter be amended, and means a unit that is no more than 500 square feet in interior livable space and contained entirely within the walls of an existing or proposed single-family dwelling. A junior accessory dwelling unit may include separate sanitation facilities or may share sanitation facilities with the existing structure. "Living area" means the interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any accessory structure. "Nonconforming zoning condition" means a physical improvement on a property that does not conform with current zoning standards.
"Passageway" means a pathway that is unobstructed clear to the sky and extends from a street to one entrance of the accessory dwelling unit.
"Permanent provisions or infrastructure," in the context of the definition of an "accessory dwelling unit," means a permanent kitchen as defined in Section 19.08.080, as it now exists or may hereafter be amended, consisting of a sink, a counter for food preparation, a food storage area, and either a minimum 220V receptacle or a dedicated gas line for a cooking appliance (a 110V receptacle for a microwave, toaster, hotplate, etc., is not a permanent provision); a toilet connected to plumbing; a bathroom sink connected to plumbing; a bathing facility connected to plumbing, such as a shower or bathtub; a permanent foundation or a permanent chassis if a manufactured home; and an independent exterior access (if located within a single-family dwelling unit).
"Primary dwelling unit" means a proposed or existing single-family, two-family or multi- family dwelling unit located on the lot where the accessory dwelling unit is proposed to be developed, and includes attached, enclosed accessory structures, such as a garage. "Proposed dwelling" means a dwelling that is the subject of a permit application and that meets the requirements for permitting.
"Public transit" means a location, including, but not limited to, a bus stop or train station, where the public may access buses, trains, subways, and other forms of transportation that charge set fares, run on fixed routes, and are available to the public. “Separate entrance” may either have the same meaning as “separate exterior entrance” or may also mean a separate entrance door to a junior accessory dwelling unit located on the interior of the primary dwelling unit where the direct path of travel between the entry for the primary dwelling unit and the door to the junior accessory dwelling unit does not include any livable space.”
“Separate exterior entrance” means an exterior door providing direct access to the interior of the accessory dwelling unit.
"Tandem parking" means that two or more automobiles are parked on a driveway or in any other location on a lot, lined up behind one another.
"Within the existing space" includes areas within an existing primary dwelling unit or within an existing attached or detached accessory structure such as a garage, storage area, a carriage house, a pool house, studio, and similar enclosed structures. The addition of square footage, including, but not limited to, the addition of another floor, is not considered to be "within the existing space," unless the expansion is for the purposes of ingress and egress and does not exceed 150 square feet. Additions of square footage which are not "within the existing space" are considered new construction.
§ 19.60.040. Permit requirements.
A building permit shall be required prior to construction or creation of an accessory dwelling unit or junior accessory dwelling unit, which shall be processed in accordance with the requirements of Government Code 66314 et seq, as it now exists or may hereafter be amended.
§ 19.60.050. Designated areas.
A. Mixed Use and Residential Zones. Accessory dwelling units are principally permitted in the commercial mixed use (CMU), single-family residential (R1), small lot residential (RS), two- family residential (R2), multi-family housing (R3), and residential mixed use (RMU) zoning districts, provided the lot contains an existing or proposed single-family, two-family or multi- family dwelling unit as defined in Section 19.08.080(F) (Residential Use Types) and the accessory dwelling unit complies with the standards identified in this chapter.
B. Commercial Zones. Accessory dwelling units are also principally permitted in the neighborhood commercial (NC), community commercial (CC), general commercial (GC), and highway commercial (HC) zoning districts, provided the lot contains an existing or proposed single-family, two-family or multi-family dwelling unit which has an approved conditional use permit as defined in Section 19.08.080(F) (Residential use types) and the accessory dwelling unit complies with the standards identified in this chapter. If a commercially zoned lot contains an existing single-family, two-family or multi-family dwelling unit which does not have an approved conditional use permit, then the accessory dwelling unit shall be required to obtain an Administrative Permit pursuant to Chapter 19.74 (Permit and Variance Requirements).
Accessory dwelling units are not permitted in industrial zone districts. Accessory dwelling units are not permitted in industrial zone districts (MP, M1, M2, or MMU) or other zone districts where residential is not a permitted use.
§ 19.60.060. Development standards for accessory dwelling units proposed within existing structures or existing living areas.
Accessory dwelling units are permitted to be developed within the existing space of existing structures or within the existing space of an existing primary dwelling unit. Accessory dwelling units developed consistent with this section shall be allowed only in compliance with the following standards:
A. Setbacks. No setback shall be required for an accessory dwelling unit, including porches, decks, balconies, stairs, and patios which are attached to and for the use of the accessory dwelling unit, built within the footprint and dimensions of an existing living area or existing structure. Garages are subject to the setbacks of Section
19.22.030 (Accessory structures).
B. Floor Area. Expansion of the floor area beyond the physical dimensions of the existing primary dwelling unit or accessory structure shall be limited to accommodating ingress and egress and shall not exceed 150 square feet beyond the same physical dimensions as the existing primary dwelling unit or accessory structure. The total floor area of an accessory dwelling unit developed within an existing primary dwelling unit shall not exceed 50% of the floor area of the existing primary dwelling nor exceed the standards of subsection C (Unit Sizes). Expansions beyond 150 square feet must comply with the standards set forth in Section
19.60.070 (Development standards for accessory dwelling units proposed as new construction).
C. Unit Sizes.
1 . An accessory dwelling unit shall not be less than the minimum size for an efficiency unit, as defined in Section 17958.1 of the Health and Safety Code, as it now exists or may hereafter be amended.
2 . An accessory dwelling unit shall not be more than 850 square feet of livable space for a studio or one-bedroom or more than 1,000 square feet of livable space for an accessory dwelling unit that provides more than one bedroom, except as otherwise provided in Government Code Section 66323.
D. Minimum Facilities. Accessory dwelling units developed within existing structures or living areas shall include permanent provisions for independent living, sleeping, eating, cooking, and sanitation within the unit and must include a separate exterior entrance from the primary dwelling unit if the primary dwelling is a single-family dwelling.
E. Appearance. The accessory dwelling unit shall be designed and constructed with the same architectural style, exterior materials and colors as the primary dwelling. Manufactured homes shall meet the architectural standards set forth in Section 19.10.030(E) (Residential zone general development standards).
F. Parking Requirements. Accessory dwelling units developed within existing structures or living areas shall not be required to provide parking. A garage, carport, or covered parking structure shall be subject to the development regulations of Section 19.22.030 (Accessory structures), if the owner chooses to provide parking as part of the accessory dwelling unit.
In addition, when a garage, carport, covered parking structure, or uncovered parking space is converted to an accessory dwelling unit, the required off street parking spaces for the primary dwelling unit, if eliminated, do not need to be replaced. If the property owner chooses to replace the parking spaces, the replacement spaces may be located in any configuration on the same lot as the accessory dwelling unit, including within the front yard or street side setback, and may be covered spaces subject to conformance with the applicable requirements set forth in Section 19.22.030(C)(2) (Permitted accessory structures to dwelling use type (single-family and two-family)) or Section 19.22.030(D)(3) (Permitted accessory structures to dwelling use type (multi-family)), uncovered spaces or tandem spaces. All replacement parking shall comply with the requirements set forth in Section 11.20.110 (Parking on private property prohibited), Section 19.10.030(F) (Residential zone general development standards), and Section 19.26.040(A) (Design and improvement of parking).
G. Passageways. No passageways shall be required in conjunction with accessory dwelling units
developed within existing structures or living areas.
H. Building and Fire Codes. Except as otherwise provided in this chapter, accessory dwelling units developed within existing structures or living areas shall comply with all local building and fire codes. A demolition permit for a detached garage that is to be replaced with an accessory dwelling unit must be reviewed with the application of the accessory dwelling unit and issued at the same time.
I. Fire Sprinklers. Accessory dwelling units developed within existing structures or living areas shall not be required to provide fire sprinklers if fire sprinklers were not required for the primary dwelling unit. The construction of an accessory dwelling unit shall not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling.
J. Utilities. Accessory dwelling units developed within existing structures or living areas shall not be required to install a new or separate utility connection directly between the accessory dwelling unit and the public utility infrastructure, unless the accessory dwelling unit was constructed with a new single-family dwelling unit. However, if necessary utility infrastructure does not exist with capacity available to serve both the primary dwelling unit and the accessory dwelling unit, the property owner shall be responsible for all costs related to installation of necessary infrastructure or upsizing existing infrastructure. Property owners may install a new or separate utility connection directly between the accessory dwelling unit and the public utility infrastructure at the property owner's option and expense.
K. Public Improvements. No public physical improvements shall be required for the creation or conversion of an accessory dwelling unit, including, but not limited to, sidewalk, street, or access improvements. The addition of an accessory dwelling unit shall not require the correction of nonconforming zoning conditions, per Government Code Sections 66314 through 66315, as may be amended from time to time.
L. Height. An accessory dwelling unit shall not exceed the height limits prescribed in Section
19.10.030 (Residential zone general development standards) for the zone in which the accessory dwelling unit will be located, or if not within a residential zone, the height shall not exceed the standards established in Section 19.10.030 for the single-family residential (R1) zone.
M. Number Permitted.
1 . One accessory dwelling unit either attached to or located within the existing primary dwelling subject to the development standards of Section 19.60.060(A – L)(see Section N, Waivers) or a detached, new construction accessory dwelling unit pursuant to Section
19.60.070(O)(1).
2 . One accessory dwelling unit and one junior accessory dwelling unit is permitted per lot with a proposed or existing single-family dwelling, which may be combined with a detached accessory dwelling unit pursuant to Section 19.60.070(O)(2), if all of the following apply:
a . The accessory dwelling unit or junior accessory dwelling unit is within the proposed space of a single-family dwelling unit or existing space of a single-family dwelling unit or accessory structure and may include an expansion of not more than 150 square feet beyond the same physical dimensions as the existing accessory structure. An
expansion beyond the physical dimensions of the existing accessory structure shall be limited to accommodating ingress and egress.
b . The space has exterior access from the proposed or existing single-family dwelling unit.
c . The side and rear setbacks are sufficient for fire and safety. d . The junior accessory dwelling unit complies with the requirements of Government Code Section 66313, as it now exists or may hereafter be amended.
3 . Within the portions of existing multifamily buildings (inclusive of detached structures) that are not used as livable space (including, but not limited to, storage rooms, boiler rooms, passageways, attics, basements, or garages), at least one accessory dwelling unit is permitted or up to 25% of the existing multi-family dwelling units may be converted to accessory dwelling units, whichever is greater, provided each unit complies with state building standards for dwellings. An existing multifamily dwelling having a rear or side setback of less than four (4) feet shall not require modification as a condition of approving the accessory dwelling unit(s).
N. Waivers. Notwithstanding anything to the contrary contained in this Title, limits on size based upon a percentage of the proposed or existing primary dwelling, lot coverage, floor area ratio, open space, front setbacks, and minimum lot size are hereby waived if they do not permit one accessory dwelling unit of at least 800 square feet of interior livable space which provides four- foot rear and side setbacks and meets the following height standards:
1 . A height of 16 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit.
2 . A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit that is within one-half mile of a major transit stop or a high-quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code, as may be amended from time to time. An additional two feet in height is also permitted when the height is to accommodate a roof pitch on the accessory dwelling unit that is aligned with the roof pitch of the primary dwelling unit. 3 . A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed multi-family, multi-story dwelling.
4 . A height of 25 feet or the height limitation in this Code that applies to the primary dwelling, whichever is lower, for an accessory dwelling unit that is attached to a primary dwelling.
This clause shall not require City to allow an accessory dwelling unit to exceed two stories.
§ 19.60.070. Development standards for accessory dwelling units proposed as new construction.
Newly constructed accessory dwelling units are permitted to be attached to a proposed or existing primary dwelling unit or detached from a proposed or existing primary dwelling unit as long as the newly constructed accessory dwelling unit is located on the same lot as a proposed or existing primary dwelling unit. Newly constructed accessory dwelling units shall be allowed only in compliance with
the following standards:
A. Minimum Lot Area. There is no minimum lot area.
B. Maximum Lot Coverage. There is no maximum lot coverage.
C. Setbacks. No setback shall be required for an accessory dwelling unit constructed in the same location (i.e., footprint) and to the same dimensions as an existing accessory structure. A setback of four feet from the side and rear lot lines shall be required for an accessory dwelling unit that is otherwise newly constructed, including porches, decks, balconies, stairs, and patios which are attached to and for the use of the accessory dwelling unit.
D. Floor Area. For an attached accessory dwelling unit, the total floor area shall not be less than 150 square feet, shall not exceed 50% of the floor area of the existing primary dwelling to which it is attached, and shall not exceed the standards of subsection E (Unit Sizes). For a detached accessory dwelling unit, the total floor area shall not be less than 150 square feet nor exceed the standards of subsection E (Unit Sizes).
E. Unit Sizes.
1 . An accessory dwelling unit shall not be less than the minimum size for an efficiency unit, as defined in Section 17958.1 of the Health and Safety Code, as may be amended from time to time.
2 . An accessory dwelling unit shall not be more than 850 square feet of livable space for a studio or one-bedroom or more than 1,000 square feet of livable space for an accessory dwelling unit that provides more than one bedroom, except as otherwise provided in Government Code Section 66323.
F. Minimum Facilities. The accessory dwelling unit shall include permanent provisions for independent living, sleeping, eating, cooking, and sanitation within the unit and must include a separate exterior entrance from the primary dwelling unit if the primary dwelling is a single-family dwelling.
G. Appearance. The accessory dwelling unit shall be designed and constructed with the same architectural style, exterior materials and colors as the primary dwelling. Manufactured homes shall meet the architectural standards set forth in Section 19.10.030(E) (Residential zone general development standards).
H. Parking Requirements. Except as otherwise provided by this chapter, the parking required by this section is in addition to that required for the primary dwelling unit located on the lot by Chapter 19.26 (Off-Street Parking and Loading). Garages, carports, and covered parking structures attached to the accessory dwelling unit and built to satisfy the required parking standards for the accessory dwelling unit are subject to the same setbacks and other development regulations as the accessory dwelling unit. 1 . Accessory dwelling units with one or more bedrooms shall provide at least one off- street parking space. Studios shall not be required to provide any parking spaces. The parking requirement for accessory dwelling units with bedrooms can be met by providing the required parking space within the front yard setback and may be located
in tandem with other on-site parking as long as it complies with the requirements set forth in Section 11.20.110 (Parking on private property prohibited), Section
19.10.030(F) (Residential zone general development standards), and Section
19.26.040(A) (Design and improvement of parking).
2 . When a garage, carport, covered parking structure, or uncovered parking space is demolished in conjunction with the construction of an accessory dwelling unit, the required off-street parking spaces for the primary dwelling unit, if eliminated, do not need to be replaced. If the property owner chooses to replace these parking spaces, the replacement spaces may be located in any configuration on the same lot as the accessory dwelling unit, including within the front yard or street side setback, and may be covered spaces subject to conformance with the applicable requirements set forth in Section 19.22.030(C)(2) (Permitted accessory structures to dwelling use type (single- family and two-family)) or Section 19.22.030(D)(3) (Permitted accessory structures to dwelling use type (multi-family)), uncovered spaces or tandem spaces. All replacement parking shall comply with the requirements set forth in Section 11.20.110 (Parking on private property prohibited), Section 19.10.030(F) (Residential zone general development standards), and Section 19.26.040(A) (Design and improvement of parking).
3 . Notwithstanding the above, accessory dwelling units shall not be required to provide parking in any of the following circumstances:
a. When the accessory dwelling unit is located within one-half mile walking distance of public transit.
b. When the accessory dwelling unit is located within the Old Town Historic District (DT- 4) or the Central Business District (DT-6).
c. When the accessory dwelling unit is part of an existing or proposed primary dwelling unit or an existing accessory structure.
d. When on-street parking permits are required but not offered to the occupant of the accessory dwelling unit.
e. When there is a car share vehicle located within one block of the accessory dwelling unit.
f. When a permit application for an accessory dwelling unit is submitted with a permit application to create a new single-family or multi-family dwelling.
I. Passageways. No passageways shall be required in conjunction with the construction of an accessory dwelling unit.
J. Building and Fire Codes. Except as otherwise provided in this chapter, newly constructed accessory dwelling units shall comply with all local building and fire codes.
K. Fire Sprinklers. Accessory dwelling units shall not be required to provide fire sprinklers if fire sprinklers were not required for the primary dwelling unit. The construction of an accessory dwelling unit shall not trigger a requirement for fire sprinklers to be installed in the existing
primary dwelling.
L. Utilities. New or separate utility connections directly between the accessory dwelling unit and the public utility infrastructure shall only be required if directed by the environmental utilities department or the electric department. In such cases, if necessary utility infrastructure does not exist with capacity available to serve both the primary dwelling unit and the accessory dwelling unit, the property owner shall be responsible for all costs related to installation of necessary infrastructure or upsizing existing infrastructure.
M. Public Improvements. No public physical improvements shall be required for the creation or conversion of an accessory dwelling unit, including, but not limited to, sidewalk, street, or access improvements. The addition of an accessory dwelling unit shall not require the correction of nonconforming zoning conditions, per Government Code Sections 66314 through 66315, as it now exists or may hereafter be amended.
N. Height. An accessory dwelling unit shall not exceed the height limits prescribed in Section
19.10.030 (Residential zone general development standards) for the zone in which the accessory dwelling unit will be located, or if not within a residential zone, the height shall not exceed the standards established in Section 19.10.030 for the single-family residential (R1) zone.
O. Number Permitted.
1. One newly constructed attached or detached accessory dwelling unit is permitted per lot subject to the development standards of Section 19.60.070(A – N)(see Section P, Waivers) or one accessory dwelling unit pursuant to Section 19.60.060(M)(1).
2. One newly constructed detached accessory dwelling unit that does not exceed four- foot rear and side setbacks, which may be combined with accessory dwelling units or junior accessory dwelling units proposed within existing structures pursuant to Section 19.60.060(M)(1), is permitted per lot if all of the following apply:
a. The total floor area for the newly constructed detached accessory dwelling unit shall not exceed 800 square feet.
b. The newly constructed detached accessory dwelling unit shall not exceed the following height standards:
i. A height of 16 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit. ii. A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit that is within one-half mile of a major transit stop or a high- quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code, as may be amended from time to time. An additional two feet in height is also permitted when the height is to accommodate a roof pitch on the accessory dwelling unit that is aligned with the roof pitch of the primary dwelling unit.
iii. A height of 18 feet for a detached accessory dwelling unit on a lot with an
existing or proposed multi-family, multi-story dwelling. iv. A height of 25 feet or the height limitation in this Code that applies to the primary dwelling, whichever is lower, for an accessory dwelling unit that is attached to a primary dwelling. This clause shall not require City to allow an accessory dwelling unit to exceed two stories.
3. On a lot with an existing multifamily dwelling unit, multiple constructed detached accessory dwelling units are permitted. The number of accessory dwelling units shall not exceed the number of existing units on the lot and not more than eight detached accessory dwelling units are permitted. This may be combined with accessory dwelling units proposed within existing non-livable spaces of existing multifamily structures pursuant to Section 19.60.060(M)(2). The accessory dwelling units are subject to the following development standards:
a. A four-foot rear and side setback.
b. A height of 16 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit.
c. A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit that is within one-half mile of a major transit stop or a high-quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code, as may be amended from time to time.
An additional two feet in height is also permitted when the height is to accommodate a roof pitch on the accessory dwelling unit that is aligned with the roof pitch of the primary dwelling unit.
d. A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed multi-family, multi-story dwelling.
e. A height of 25 feet or the height limitation in this Code that applies to the primary dwelling, whichever is lower, for an accessory dwelling unit that is attached to a primary dwelling. This clause shall not require City to allow an accessory dwelling unit to exceed two stories.
4. On a lot with a proposed multifamily dwelling, not more than two detached accessory dwelling units are permitted.
P. Waivers. Notwithstanding anything to the contrary contained in this title, limits on size based upon a percentage of the proposed or existing primary dwelling, lot coverage, floor area ratio, open space, front setbacks, and minimum lot size are hereby waived if they do not permit an accessory dwelling unit of at least 800 square feet of interior livable space which provides four-foot rear and side setbacks and meets the following height standards:
1. A height of 16 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit.
2. A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed single-family or multi-family dwelling unit that is within one-half mile of a
major transit stop or a high-quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code, as may be amended from time to time. An additional two feet in height is also permitted when the height is to accommodate a roof pitch on the accessory dwelling unit that is aligned with the roof pitch of the primary dwelling unit.
3. A height of 18 feet for a detached accessory dwelling unit on a lot with an existing or proposed multi-family, multi-story dwelling.
4. A height of 25 feet or the height limitation in this Code that applies to the primary dwelling, whichever is lower, for an accessory dwelling unit that is attached to a primary dwelling. This clause shall not require City to allow an accessory dwelling unit to exceed two stories.
§ 19.60.080. Use restrictions.
A. Sales Prohibited, Exceptions. Accessory dwelling units shall not be sold independently of the primary dwelling unit on the lot unless all of the criteria of Government Code Section 66341, as may be amended from time to time, are met, including that the accessory dwelling unit or the primary dwelling unit was built or developed by a qualified nonprofit corporation and there are affordability restrictions on the sale and conveyance of the accessory dwelling unit or primary residence that ensure the accessory dwelling unit and primary dwelling will be preserved for low income housing for 45 years for owner- occupied housing units and will be sold or resold to a qualified buyer.
B. Rentals. Accessory dwelling units may be rented as long as the rental term exceeds 30 calendar days. Accordingly, short-term rental permits authorized pursuant to Chapter 4.25 (Short-Term Rentals) will not be issued for accessory dwelling units.
§ 19.60.090. Nonconforming zoning conditions.
An accessory dwelling unit or junior accessory dwelling unit in compliance with the standards set forth in this chapter is still permitted even when the primary dwelling unit has a nonconforming zoning condition, as defined in Section 19.60.030.
§ 19.60.100. Fees.
All fees and charges will be charged in accordance with the Accessory Dwelling Units Fee Policy adopted by the City Council on April 21, 2021 by Resolution No. 21-146, as amended from time to time.
§ 19.60.120. Junior accessory dwelling units.
A. Junior accessory dwelling units are principally permitted within areas zoned to allow single-family residential use and must be located on a lot that contains an existing or proposed single-family dwelling unit as defined in Section 19.08.080(F)(2) (Residential use types).
B. Junior accessory dwelling units are subject to the following conditions:
1. Only one junior accessory dwelling unit is permitted per residential lot zoned for single- family uses, with an existing or proposed single-family dwelling.
2. A junior accessory dwelling unit shall not exceed 500 square feet of livable space.
3. If the junior accessory dwelling unit has shared sanitation facilities with the existing structure ,the property owner shall occupy the single-family dwelling unit in which the junior accessory dwelling unit will be permitted. The property owner may reside in either the remaining portion of the single-family dwelling unit or the newly created junior accessory dwelling unit. Owner-occupancy shall not be required if the junior accessory dwelling unit has separate sanitation facilities or if the owner is a governmental agency, land trust, or housing organization.
4. Following final inspection approval of a building permit for a junior accessory dwelling unit, a deed restriction, in a form approved by the City Attorney, shall be recorded with the Placer County Recorder’s office, which shall include the applicable restrictions and limitations of a junior accessory dwelling unit identified in this chapter. Said deed restriction shall run with the land, and shall be binding upon any future owners, heirs, or assigns. A copy of the recorded deed restriction shall be filed with the City stating that:
a. The junior accessory dwelling unit shall not be sold separately from the single-family dwelling unit.
b. The junior accessory dwelling unit is restricted to the development standards, including maximum size, identified in this chapter.
c. If the junior accessory dwelling unit has shared sanitation facilities with the existing structure the junior accessory dwelling unit shall be considered legal only so long as either the single-family dwelling unit or the junior accessory dwelling unit is occupied by the owner of record of the property.
d. The restrictions shall be binding upon any successor in ownership of the property and lack of compliance with this provision may result in legal action against the property owner, including revocation of any right to maintain a junior accessory dwelling unit on the property.
5. The junior accessory dwelling unit shall be constructed within the walls of the proposed or existing single-family dwelling unit, including attached garages.
6. The junior accessory dwelling shall include a separate entrance from the main entrance to the proposed or existing single-family dwelling unit, and if the junior accessory dwelling unit does not include a separate bathroom, the junior accessory dwelling unit shall also include an interior entry into the main living area.
7. The permitted junior accessory dwelling unit must include an efficiency kitchen, as defined in Section 19.08.080, as it now exists or may hereafter be amended.
8. Junior accessory dwelling units shall comply with all local building and fire codes applicable to the existing single-family dwelling unit except that fire sprinklers shall
not be required if fire sprinklers were not required for the single-family dwelling unit.
The construction of a junior accessory dwelling unit shall not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling.
9. Junior accessory dwelling units may be rented as long as the rental term exceeds 30 calendar days. Accordingly, short-term rental permits authorized pursuant to Chapter
4.25 (Short-Term Rentals) will not be issued for junior accessory dwelling units.
10. Junior accessory dwelling units shall not be required to provide parking nor be required to provide replacement parking if constructed within an attached garage.
11. Junior accessory dwelling units shall comply with all other applicable requirements set forth in this chapter.
City Council
Communication
Meeting Date: 5/20/2026
Item #: VII.27
File #: 0102-06
Item ID: 2026-332
Title: Proclamation - National Public Works Week
Contact: Arleta Wagenhals 916-774-5200 [email protected]
SUMMARY
Proclaim May 17-23, 2026 as National Public Works Week and urge all residents to recognize public works professionals, engineers, managers, and employees and the substantial contributions they make to protecting health and safety, and advancing the quality of life for all.
RECOMMENDATION
Proclaim May 17-23, 2026 as National Public Works Week and urge all residents to recognize public works professionals, engineers, managers, and employees and the substantial contributions they make to protecting health and safety, and advancing the quality of life for all.
BACKGROUND
Not applicable.
FISCAL IMPACT
Not applicable.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. Council approval of a proclamation meets the above criteria and is not subject to CEQA. No additional environmental review is required.
CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
6. Deliver exceptional City services
Respectfully Submitted,
Arleta Wagenhals, City Clerk Technician
Carmen Avalos, City Clerk
ATTACHMENTS:
1. National Public Works Week
REVIEWERS:
Arleta Wagenhals, City Clerk Department Created/Initiated - 4/21/2026 Dennis Kauffman, City Manager Department - Assistant City Manager Approved - 5/6/2026 Michelle Sheidenberger, City Attorney Department Final Approval - 5/6/2026
City Council
Communication
Meeting Date: 5/20/2026
Item #: VII.28
File #: 0102-03
Item ID: 2026-413
Title: Minutes of Prior Meetings
Contact: Christine Mesaros 916-774-5287 [email protected]
SUMMARY
Staff recommends approval of the minutes of the May 6, 2026 City Council / Housing Authority Meeting.
RECOMMENDATION
Staff recommends approval of the minutes of the May 6, 2026 City Council / Housing Authority Meeting.
BACKGROUND
Not applicable.
FISCAL IMPACT
There is no fiscal impact associated with this request.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The City Council minutes are not subject to CEQA. No additional environmental review is required.
CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
6. Deliver exceptional City services
Respectfully Submitted,
Christine Mesaros, City Clerk Technician
Carmen Avalos, City Clerk
ATTACHMENTS:
1. May 6, 2026 City Council Meeting_Minutes
REVIEWERS:
Christine Mesaros, City Clerk Department Created/Initiated - 5/11/2026 Katrina Six, City Clerk Department Final Approval - 5/12/2026
Krista Bernasconi, Mayor
Karen Alvord, Vice Mayor
Bruce Houdesheldt, Councilmember
Tracy Mendonsa, Councilmember
Pauline Roccucci, Councilmember
Dominick Casey, City Manager
Michelle Sheidenberger, City Attorney
Carmen Avalos, City Clerk
MINUTES
City Council /Housing Authority Meeting
May 6, 2026
6:00 PM
Roseville Electric Building,
116 S. Grant Street, 1st Floor
I. CALL TO ORDER
Mayor Bernasconi called the meeting to order at 6:01 PM.
II. ROLL CALL
Present: Councilmember Houdesheldt, Councilmember Mendonsa, Councilmember Roccucci, Mayor Bernasconi.
Absent: Vice Mayor Alvord.
III. PLEDGE OF ALLEGIANCE
Police Chief Jeff Beigh led the Pledge of Allegiance.
IV. MEETING PROCEDURES
City Clerk Carmen Avalos announced the procedures for addressing the City Council.
V. PUBLIC COMMENTS
This is the first opportunity to make a public comment on non-agenda items.
Ketan Phanse spoke on upcoming Hindu Swayamsevak Sangh (HSS) USA, Inc. event.
VI. CONSENT CALENDAR
Motion by Councilmember Mendonsa, seconded by Councilmember Houdesheldt, to approve the Consent Calendar as recommended. The motion passed.
Ayes: Councilmember Houdesheldt, Councilmember Mendonsa, Coucilmember Roccucci, Mayor Bernasconi.
Absent: Vice Mayor Alvord.
1. Environmental Utilities Backflow Prevention Inspection Program - Professional Services Agreements (ENVIRONMENTAL UTILITIES DEPARTMENT - STRATEGIC AFFAIRS DIVISION )
Summary: Staff recommends approval of two individual professional services agreements with All Pro Backflow, Inc. and Lawson SSP Group, LLC in the amount of $500,000 each to provide backflow device inspection services for the Environmental Utilities Department. Funding is included in the Water Utility Division budget in the Water Operations Fund and the costs will be recovered through backflow inspection fees.
CONTACT: Matt Ocko 916-774-5738 [email protected]
The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-099 approving a professional services agreement, by and between the City of Roseville and All Pro Backflow, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville; and
b. Adopt Resolution No. 26-100 approving a professional services agreement, by and between the City of Roseville and Lawson SSP Group, LLC, and authorizing the City Manager to execute it on behalf of the City of Roseville.
2. Chemical Tank Replacements - Sole Source Purchase Order (ENVIRONMENTAL UTILITIES
DEPARTMENT - WASTEWATER)
Summary: Staff recommends approval of a sole source purchase order with Goble Sampson, for the purchase of two replacement chemical tanks used in the process of disinfecting water at the Barton Road Water Treatment Plant. The reason for the sole source is the high-density cross- linked polyethylene integrally molded flanged outlet tanks for chemical storage offer several unique benefits which are proprietary to Poly Processing’s manufacturing capabilities. Goble Sampson is the manufacturer's representative for Poly Processing specifically in Northern California. The cost of this purchase is $123,348.54 with a ten percent contingency of $12,334.85, bringing the recommended contract authority to $135,683.39. This purchase will be funded from the Environmental Utilities Department’s operations budget for the Water Treatment Plant in the Water Operations Fund.
CONTACT: Stephen Peterson 916-746-1996 [email protected] The City Council will consider the recommendation to:
a. Approve a sole source purchase order with Goble Sampson, for the purchase of two replacement chemical tanks used in the process of disinfecting water at the Barton Road Water Treatment Plant.
3. Construction Management Services for Dry Creek Wastewater Treatment Plant Collections Building Expansion Project (RFP #08-173) – Professional Services Agreement (ENVIRONMENTAL
UTILITIES DEPARTMENT - TECHNICAL SERVICES)
Summary: Staff recommends approval of a professional services agreement for construction management services with Inferrera Construction Management Group, Inc. (Inferrera) in the amount of $552,730 for the Dry Creek Wastewater Treatment Plant Collections Building
Expansion Project. This agreement will be paid from the project budget in the Wastewater Construction Fund.
CONTACT: Inderpreet Chaggar 916-774-5553 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-118 approving a professional services agreement, by and between the City of Roseville and Inferrera Construction Management Group, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville.
4. Dry Creek Wastewater Treatment Plant Collections Building Expansion Project (RFP #08-167) – Design-Build Construction Agreement (ENVIRONMENTAL UTILITIES DEPARTMENT - TECHNICAL
SERVICES)
Summary: Staff recommends approval of a design-build agreement to D.G. Granade Inc. for the Dry Creek Wastewater Treatment Plant Collections Building Expansion Project in the amount of $4,052,856, and authorization for the Environmental Utilities Director or his designee to approve and pay for contract change orders for the agreement that could increase the contract amount by no more than 10 percent ($405,286). This agreement will be paid from the Wastewater Collections Building Expansion Project in the Wastewater Construction Fund.
CONTACT: Inderpreet Chaggar 916-774-5553 [email protected] The City Council will consider the recommendation to:
a. Approve Resolution No. 26-119 approving a design-build construction agreement, by and between the City of Roseville and D.G. Granade, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville.
5. Electric Residential Customer Program – Amendment (ELECTRIC DEPARTMENT - CUSTOMER &
GOVERNMENT RELATIONS)
Summary: Staff recommends approval of an amendment to the professional services agreement with EnergyHub Incorporated, eliminating enrollment processing support language and reducing costs of $20,000 annually. The updated total cost of the five-year agreement is not to exceed $1,750,000, based on customer participation, and the City is currently in year two of the agreement. The cost for services in FY2026-27 is estimated at $275,000 and funding is included in the proposed FY2026-27 Electric Department budget in the Electric Fund. Future year funding will be included in the respective Electric Department budgets and is contingent on City Council approval.
CONTACT: Andrea Blomquist 916-774-5317 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-121 approving a first amendment to the Statement of Work, by and between the City of Roseville and Energy Hub, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville.
6. Metering Services for Energy Imbalance Market – Professional Services Agreement Amendment (ELECTRIC DEPARTMENT - RESOURCE PLANNING & GENERATION) Summary: Staff recommends approval of an amendment to the professional service agreement with Trimark Associates, Inc. for an additional one year for continued metering services for the Energy Imbalance Market. The cost of the one-year amendment is $69,835, bringing the total not-to-exceed amount of the agreement to $236,525. Funding is included in the Electric Department's FY2025-26 budget in the Electric Fund. Funding for future years will be contingent on approval of the respective year's budget.
CONTACT: Joe Pasco 916-746-1663 [email protected]
The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-113 approving a first amendment to professional services agreement, by and between the City of Roseville and Trimark Associates, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville.
7. Downtown Library Vision Plan - Professional Design Services Agreement (PARKS, RECREATION,
AND LIBRARIES DEPARTMENT - PARK DEVELOPMENT)
Summary: Staff recommends approval of a professional design services agreement with Group 4 Architecture Research + Planning, Inc. in the amount of $124,329 to provide architectural services to develop a Downtown Library Vision Plan. Funding is included in the Facilities Rehabilitation Fund approved in the FY2024-25 Capital Improvement Program budget and amended in FY2025-26.
CONTACT: Tara Gee 916-774-5253 [email protected]
The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-103 approving a professional design services agreement, by and between the City of Roseville and Group 4 Architecture Research + Planning, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville.
8. Maidu Park Outfield Renovation - Contract Purchase Agreement (PARKS, RECREATION, AND
LIBRARIES DEPARTMENT - PARK MAINTENANCE)
Summary: Staff recommends approval of a contract purchase agreement with Zuckerman Heritage Inc. dba Delta Bluegrass Company, in the amount of $167,790 for the renovation of Maidu Ballfield #4 outfield turf. Funding will come from the Parks, Recreation & Libraries FY2025-26 operating budget in the General Fund.
CONTACT: Brian Castelluccio 916-746-1755 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-109 approving a contract purchase agreement, by and between the
City of Roseville and Zuckerman Heritage Inc. dba Delta Bluegrass Company, and authorizing the City Manager to execute it on behalf of the City of Roseville.
9. Woodbridge Pickleball and Tennis Court Renovation Project - Award of Contract (PARKS,
RECREATION, AND LIBRARIES DEPARTMENT - PARK DEVELOPMENT) Summary: Staff recommends approval of an agreement with Saenz Landscape Construction Company in the amount of $286,615 for renovation of the tennis courts at Woodbridge Park, and requests that Council authorize staff to approve change orders in an amount not-to-exceed 10% of the contract amount. Funding is approved in the FY2024-25 Parks Recreation & Library Capital Projects Fund.
CONTACT: Josh Cervantes 916-746-1233 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-110 approving an agreement, by and between the City of Roseville and Saenz Landscape Construction Company, and authorizing the City Manager to execute it on behalf of the City of Roseville.
10. JM-51 Park Project - Award of Contract and Budget Adjustment (PARKS, RECREATION, AND
LIBRARIES DEPARTMENT - PARK DEVELOPMENT)
Summary: Staff recommends approval of an agreement with Brightview Landscape Development, Inc. in the amount of $1,060,700 for the JM-51 Park Project and a budget adjustment in the amount of $278,373 to increase the budget for the JM-51 Park Project.
Funding will be reallocated from savings on the Weber Park Renovation Project and the KT-52 School Park Project, as costs for those projects were lower than anticipated. Funding for construction of this park was included in the FY2025-26 capital improvement project (CIP) budget in the Neighborhood Park - Sierra Vista Fund.
CONTACT: Joel De Jong 916-774-5924 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-111 approving an agreement for the JM-51 Park Project, by and between the City of Roseville and Brightview Landscape Development, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville; and
b. Adopt Ordinance No. 7066 authorizing certain amendments to the fiscal year 2025-26 budget and declaring this ordinance to be immediately effective as an appropriation measure.
11. JM-52 Park - Award of Contract and Budget Adjustment (PARKS, RECREATION, AND LIBRARIES
DEPARTMENT - PARK DEVELOPMENT)
Summary: Staff recommends approval of an agreement with PBM Landscape Construction, Inc., in the amount of $741,147 for the JM-52 Neighborhood Park Project. Staff also recommends approval of a budget adjustment in the amount of $264,262 to increase the budget for the JM- 52 Neighborhood Park Project. Funding will be reallocated from savings on the Weber Park
Renovation Project as costs for that project were lower than anticipated. Funding for construction of this park was included in the FY2025-26 capital improvement project budget in the Neighborhood Park - Sierra Vista Fund.
CONTACT: Josh Cervantes 916-746-1233 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-112 approving an agreement for the JM-52 Park Project, by and between the City of Roseville and PBM Construction, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville; and
b. Adopt Ordinance No. 7067 authorizing certain amendments to the fiscal year 2025-26 budget and declaring this ordinance to be immediately effective as an appropriation measure.
12. Second Reading - Roseville Municipal Code Amendments - Purchasing System (FINANCE
DEPARTMENT)
Summary: Staff recommends approval of an ordinance for second reading amending Sections
4.12.090, 4.12.095, 4.12.105, and 4.12.110 of Title 4 of the Roseville Municipal Code related to purchasing procedures, cooperative purchasing, and the disposition of real property. The proposed updates are administrative in nature and make minor modifications to align the Municipal Code with City Charter publication requirements, ensure consistency with the Surplus Land Act, clarify that cooperative purchasing agreements may be used for terms of up to five years (including amendments), and provide additional examples of available cooperative purchasing agreements.
CONTACT: Shannon Wiest 916-746-1112 [email protected] The City Council will consider the recommendation to:
a. Adopt Ordinance No. 7068 amending sections 4.12.090, 4.12.095, 4.12.105 and 4.12.110 of Chapter 4.12 of Title 4 of the Roseville Municipal Code regarding purchasing system.
13. Compressed Natural Gas Fleet Repair Bay (RFQ 10-3432) – Contract Purchase Agreement & Budget Adjustment (FINANCE DEPARTMENT - PURCHASING)
Summary: Staff recommends approval of a contract purchase agreement with TriVel Construction Inc. as the lowest responsive and responsible bidder for Request for Quotations No. 10-3432 Compressed Natural Gas Fleet Repair Bay. The cost of the Agreement is $276,192.
Additionally, adopt a resolution authorizing the City Manager to sign the contract purchase agreement and authorizing the Public Works Director or designee to approve change order requests for this project up to 10% ($27,619) as a construction contingency, for a grand total of $303,811. Staff also recommends approval of a budget adjustment of $230,000 in the Fleet Services Fund and Waste Services Rehabilitation Fund to fully fund the project. This adjustment will increase the total project budget to $480,000. Funding for the project will come from the Waste Services Rehabilitation Fund and the Fleet Services Fund, and this action has no direct impact on the General Fund.
CONTACT: Tiffany Valdez 916-746-1109 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-146 approving a contract purchase agreement, by and between the City of Roseville and Trivel Construction Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville; and
b. Adopt Ordinance No. 7069 authorizing certain amendments to the fiscal year 2025-26 budget and declaring this ordinance to be immediately effective as an appropriation measure.
14. Fire Department Incident Reporting, Electronic Record and Patient Care Management System - Contract Purchase Agreement Amendment (FIRE DEPARTMENT) Summary: Staff recommends approval of an amendment to extend for one year the existing contract purchase agreement with ImageTrend, LLC for the fire department incident reporting, electronic record and patient care management system. The current system is compliant with the National Emergency Response Information System and the National Fire Incident Reporting System, and can integrate with over 50 computer-aided dispatch system vendors, including the one currently used by the City. The total estimated cost of the amended agreement is $221,226.85, with an estimated cost of $97,943.85 for the period of January 15, 2026, to January 14, 2027.
CONTACT: Jamie Pepin 916-774-5400 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-108 approving amendment #1 to contract purchase agreement, by and between the City of Roseville and ImageTrend, LLC, and authorizing the City Manager to execute it on behalf of the City of Roseville.
15. Personal Protective Equipment - Purchase Order (FIRE DEPARTMENT) Summary: Staff recommends approval of a purchase order with AllStar Fire Equipment Co., a Lion Corporation authorized reseller, for the purchase of personal protective equipment based upon the Master Price Agreement for the remainder of the initial term of four years with an optional one-year renewal term as a qualified government member of National Purchasing Partners. The total estimated cost is $800,000 for the remainder of the 48-month term of the contract, from February 26, 2026 to February 25, 2030 and $200,000 for the extension year from February 26, 2030 to February 25, 2031. The current year's funding is included in the Fire Department's FY2025-26 General Fund budget and will be recommended for approval in future year budgets.
CONTACT: Jamie Pepin 916-774-5400 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-102 approving a purchase order for personal protective equipment.
16. Advanced Life Support and Basic Life Support Medical Supplies - Purchase Order (FIRE
DEPARTMENT)
Summary: Staff recommends approval of a purchase order with Life Assist, Incorporated for advanced life support (ALS) and basic life support medical equipment and supplies, as well as ALS drugs based upon the Master Price Agreement for the remainder of the initial term of four years with an optional one-year renewal term as a qualified government member of National Purchasing Partners. The total estimated cost is $537,500 for the remainder of the 48-month term of the contract, from November 18, 2025, to November 17, 2029, and $150,000 for the extension year from November 18, 2029, to November 17, 2030. The current year's funding is included in the Fire Department's FY2025-26 General Fund budget and will be recommended for approval in future year budgets.
CONTACT: Matthew Lauchner 916-774-5807 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-101 approving a purchase order for advanced and basic life support medical supplies and medications.
17. On-Call Geographic Information System Services – Professional Services Agreement (DEVELOPMENT SERVICES DEPARTMENT - BUSINESS SERVICES DIVISION) Summary: Staff recommends approval of a professional services agreement with Geographic Technologies Group, Inc., for on-call geographic information system (GIS) services with a not-to- exceed amount of $175,000 for the first term and $150,000 annually for future optional renewals. The funding source is the Development Services Department's Technology Replacement Fund, funded by development through permit fees for development-driven technology improvements. Funding for FY2025-26 is included in the Department's budget. Staff also recommends authorization for the City Manager to execute future amendments to extend the agreement for up to four (4) additional one-year renewal terms on behalf of the City.
CONTACT: Chris Fanucchi 916-746-1353 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-104 approving an on-call professional services agreement, by and between the City of Roseville and Geographic Technologies Group, Inc., and authorizing the City Manager to execute it on behalf of the City of Roseville.
18. Baseline Marketplace Upland Drive Segment 5 - Notice of Completion (DEVELOPMENT
SERVICES DEPARTMENT - ENGINEERING DIVISION)
Summary: Staff recommends approval of the Notice of Completion for the Baseline Marketplace Upland Drive Segment 5 as complete. The Engineering Division has made final inspection of the project and has found the roadway infrastructure work complete in accordance with the improvement plans and City specifications. This action has no impact to the City's General Fund.
Construction costs were paid by the developer.
CONTACT: Andrew Druck 916-774-5577 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-105 accepting the public work known as Baseline Marketplace Upland Drive Segment 5 project, approving the "Notice of Completion", and authorizing and directing the City Engineer to execute said notice on behalf of the City of Roseville, therefore, and accepting a portion of the dedications offered on the recorded map of the subdivision.
19. Baseline Marketplace San Fernando Drive - Notice of Completion (DEVELOPMENT SERVICES
DEPARTMENT - ENGINEERING DIVISION)
Summary: Staff recommends approval of the Notice of Completion for the Baseline Marketplace San Fernando Drive as complete. The Engineering Division has made final inspection of the project and has found the roadway infrastructure work complete in accordance with the improvement plans and City specifications. This action has no impact to the City's General Fund.
Construction costs were paid by the developer.
CONTACT: Andrew Druck 916-774-5577 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-114 accepting the public work known as Baseline Marketplace San Fernando Drive project, approving the "Notice of Completion", and authorizing and directing the City Engineer to execute said notice on behalf of the City of Roseville, therefore, and accepting a portion of the dedications offered on the recorded map of the subdivision.
20. Baseline Marketplace Pavilion Drive - Notice of Completion (DEVELOPMENT SERVICES
DEPARTMENT - ENGINEERING DIVISION)
Summary: Staff recommends approval of the Notice of Completion for the Baseline Marketplace Pavilion Drive as complete. The Engineering Division has made final inspection of the project and has found the roadway infrastructure work complete in accordance with the improvement plans and City specifications. This action has no impact to the City's General Fund. Construction costs were paid by the developer.
CONTACT: Andrew Druck 916-774-5577 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-106 accepting the public work known as Baseline Marketplace Pavilion Drive project, approving the "Notice of Completion", and authorizing and directing the City Engineer to execute said notice on behalf of the City of Roseville, therefore, and accepting a portion of the dedications offered on the recorded map of the subdivision.
21. Roseville Housing Authority — Administrative Plan Amendments (ECONOMIC DEVELOPMENT
DEPARTMENT - HOUSING)
Summary: Staff recommends approval of the amended Roseville Housing Authority Administrative Plan that incorporates discretionary policy changes, supports cost-saving measures and ensures continued compliance with U.S. Department of Housing and Urban Development regulations. The Administrative Plan has no impact on the City's General Fund.
CONTACT: Suzi Cook-Turner 916-774-5414 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-4 approving the updated Roseville Housing Authority Administrative Plan.
22. Cybersecurity Pentesting Services (RFP 12-038) – Contract Purchase Agreement (INFORMATION
TECHNOLOGY DEPARTMENT - INFRASTRUCTURE SOLUTIONS)
Summary: Staff recommends approval of a contract purchase agreement with BreakPoint Labs, LLC with an estimated annual cost not to exceed $282,600 per year for Cybersecurity Pentesting Services, with an additional 10% contingency per year to accommodate minor adjustments to the scope of services. The agreement covers a three-year term with one optional renewal year.
Funding for the first year is included in the Information Technology and Environmental Utilities FY2025-26 operations fund budgets.
CONTACT: Cesar Gamez 916-774-5408 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-120 approving a contract purchase agreement, by and between the City of Roseville and Breakpoint Labs, LLC, and authorizing the City Manager to execute it on behalf of the City of Roseville.
23. Low Carbon Transportation Operations Program Allocation – Grant Funding (PUBLIC WORKS
DEPARTMENT - TRANSPORTATION)
Summary: Staff requests that the City Council authorize the City Manager, the Public Works Director, and the Alternative Transportation Manager to apply for and to execute the related forms and agreements necessary to receive FY2025-26 Low Carbon Transit Operations Program (LCTOP) grant funds from the State of California Department of Transportation.
CONTACT: Ed Scofield 916-774-5449 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-116 authorizing City Manager or his designee to submit Low Carbon Transit Operations Program grant applications and to execute the related grant applications, forms and agreements.
24. Fiddyment Road Arterial Resurfacing Project - Grant Authorization (PUBLIC WORKS
DEPARTMENT - ENGINEERING - CITY PROJECTS)
Summary: Staff recommends that the City Council adopt a resolution authorizing the City Manager, or his designee, to submit a System Preservation grant application for the Sacramento Area Council of Governments 2026 Federal Funding Program and to execute all grant documents and timely project delivery requirements. The Fiddyment Rd Arterial Resurfacing Project will apply a microsurfacing preventative maintenance resurface treatment on Fiddyment Road from Baseline Road to Blue Oaks Boulevard. The project is estimated to cost $5.5 million and, if successful, will be funded by $3 million from the Surface Transportation Block Grant Program System Preservation grant, and local funds including potentially the General Fund.
CONTACT: Joseph Arino 916-774-5460 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-147 authorizing applications for grant funding from the Sacramento Area Council of Governments (SACOG) 2026 Federal Funding Programs; authorizing the City Manager or designee to submit the City of Roseville SACOG 2026 Federal Funding Program application priorities; and authorizing the City Manager or designee to execute all grant documents and timely project delivery requirements.
25. Proclamation - Public Service Recognition Week
Summary: Proclaim May 3-9, 2026, as Public Service Recognition Week and encourage all citizens to recognize the accomplishments and contributions of government employees at all levels.
CONTACT: Arleta Wagenhals 916-774-5200 [email protected]
26. Proclamation - Professional Municipal Clerks Week
Summary: Proclaim the week of May 3-9, 2026, as Professional Municipal Clerks Week, and further extend appreciation to our Professional Municipal City Clerk's Department, and to all Professional Municipal Clerks for the vital services they perform and their exemplary dedication to the communities they represent.
CONTACT: Arleta Wagenhals 916-774-5200 [email protected]
27. Proclamation - National Small Business Month
Summary: Proclaim May 2026 as National Small Business Month and encourage support of this national effort so America’s small businesses can do what they do best – grow their businesses, create jobs, and ensure that our communities remain as vibrant tomorrow as they are today.
CONTACT: Arleta Wagenhals 916-774-5200 [email protected]
28. Resolution - Troy Bergstrom
Summary: Commend Troy Bergstrom, who is retiring from the Roseville Police Department, for his 26 years of outstanding leadership, unwavering dedication, and extraordinary contributions to public safety and the Roseville community. We express sincere gratitude for his 31 years of
distinguished service and extend best wishes to Chief Bergstrom and his family for a well-earned and fulfilling retirement.
CONTACT: Arleta Wagenhals 916-774-5200 [email protected]
29. Resolution - Heather Blanco
Summary: Commend Heather Blanco, who is retiring from the City Managers Office, for her 20 years of outstanding service, dedication and contributions to the community. We extend sincere appreciation and best wishes to Heather for a fulfilling and well-deserved retirement, with gratitude for the lasting impact she has made on the organization and the many lives she has touched.
CONTACT: Arleta Wagenhals 916-774-5200 [email protected]
30. Resolution - Julie Manfredi
Summary: Commend Julie Manfredi, who is retiring from the Electric Department, for 19 years of outstanding service and dedication to the City of Roseville and extend wishes for a long, healthy, and enjoyable retirement.
CONTACT: Arleta Wagenhals 916-774-5200 [email protected]
31. Minutes of Prior Meetings (CITY CLERK DEPARTMENT)
Summary: Staff recommends approval of the minutes of the April 15, 2026, City Council Closed Session Meeting and April 15, 2026 City Council / Natural Gas Financing Authority Meeting.
CONTACT: Christine Mesaros 916-774-5287 [email protected] The City Council will consider the recommendation to:
a. Approve minutes of the April 15, 2026, City Council Closed Session Meeting and April 15, 2026 City Council / Natural Gas Financing Authority Meeting.
END OF CONSENT CALENDAR
VII. PRESENTATIONS/REPORTS
32. Council Discretionary Funds - Sober Grad Night (CITY MANAGER DEPARTMENT - ASSISTANT CITY
MANAGER)
Summary: Staff recommends City Council consider a sponsorship to four local high schools in the form of a discretionary fund donation for the Safe and Sober Grad Night events for this year’s graduating seniors. The City Council has funded prior years’ requests for Safe and Sober Grad Night activities at $500 per school. The balance remaining in the Council Discretionary Funds for FY2025-26 is $6,821. City Council received the following requests for discretionary funding and can at this time discuss and consider each request for approval by motion. • Roseville High School
• Woodcreek High School
• Oakmont High School
• West Park High School
CONTACT: Heather Blanco 916-746-1171 [email protected] The City Council will consider the recommendation to:
a. Approve Council Discretionary Fund for the Safe and Sober Grad Night events for Roseville, Woodcreek, Oakmont and West Park High Schools in the amount of $500 each.
City Clerk Carmen Avalos made the presentation to the City Council.
The following individuals spoke on the rising costs for seniors to participate in Sober Grad Night:
Amy Pettersen from Roseville High School
Kim Homma from Woodcreek High School,
Leah Prior, Oakmont High School Parents Club President
Kristen Sanger from West Park High School.
Motion by Councilmember Mendonsa, seconded by Councilmember Roccucci, to approving Council Discretionary Funds for the Safe and Sober Grad Night events for Roseville, Woodcreek, Oakmont and West Park High Schools in the amount of $700 to each school. The motion passed.
Ayes: Councilmember Houdesheldt, Councilmember Mendonsa, Coucilmember Roccucci, Mayor Bernasconi.
Absent: Vice Mayor Alvord.
33. Roseville Electric - FY2026-27 Proposed Budget Update (FINANCE DEPARTMENT) Summary: Staff recommends that the City Council receive an update on the proposed FY2026-27 budget from Roseville Electric.
CONTACT: Joanna Cucchi 916-746-1609 [email protected] The City Council will consider the recommendation to:
a. This is an informational item and requires no City Council action.
Electric Utility Director Dan Beans introduced Assistant Electric Utility Director Joanna Cucchi and Senior Electric Business Analyst Matt Nelson.
Assistant Electric Utility Director Joanna Cucchi continued the presentation.
Senior Electric Business Analyst Matt Nelson continued the presentation.
Assistant Electric Utility Director Joanna Cucchi made the presentation.
No public comment received.
Item for informational purpose only; No action required.
34. Environmental Utilities Department - FY2026-27 Proposed Budget Update (FINANCE
DEPARTMENT)
Summary: Staff recommends that the City Council receive an update on the proposed FY2026-27 budget for the Environmental Utilities Department.
CONTACT: Brian Craighead 916-774-5783 [email protected] The City Council will consider the recommendation to:
a. This is an informational item and requires no City Council action.
Environmental Utilities Director Sean Bigley made the presentation.
Environmental Utilities Business Services Manager Archana Wagley continued the presentation.
Environmental Utilities Director Sean Bigley continued the presentation.
No comments received.
Item for informational purpose only; No action required.
35. Capital Improvement Program Proposed Budget Preview for Fiscal Year 2026-27 (PUBLIC
WORKS DEPARTMENT - ADMINISTRATION DIVISION )
Summary: Staff will give a presentation on the Capital Improvement Program proposed budget preview for Fiscal Year 2026-27.
CONTACT: Lainie Anderson 916-774-5440 [email protected] The City Council will consider the recommendation to:
a. This is an informational item and requires no City Council action.
Assistant Public Works Director Stefanie Kemen made the presentation.
Parks, Recreation, & Libraries Director Jill Geller continued the presentation.
Environmental Utilities Director Sean Bigley continued the presentation.
Assistant Electric Utility Director Chris Porter continued the presentation.
Julia Sweeney spoke on maintenance of the City, sound walls, and transparency.
Ed Achey spoke about the joint cost of repairs to his sound wall caused by an accident.
Carol Weaver spoke in support of comments made by her neighbors regarding sound wall.
Item for informational purpose only; No action required.
36. 2026/2027 Landscaping and Lighting Districts Assessments - Initiate Proceedings, Intent to Levy, Approval of Engineer's Reports (FINANCE DEPARTMENT) Summary: Staff recommends approval of the engineer's annual levy reports for Fiscal Year 2026/2027 and ordering the levy and collection of assessments within the described Landscaping and Lighting Districts (individually "LLD" and collectively "LLDs"). The City currently has eight active LLDs. These districts were formed within the City to levy and collect assessments for maintenance of public improvements pursuant to the Landscaping and Lighting Act of 1972, Part 2 of Division 15 of the California Streets and Highways Code (Sections 22500, et seq.) and Article XIII D of the California Constitution. The districts are levied annually to fund landscape services in each LLD. There is no impact to the General Fund.
CONTACT: Jeannine Thrash 916-774-5473 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-122 initiating proceedings for the annual levy of assessments for the Historic District Landscaping and Lighting District, for fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
b. Adopt Resolution No. 26-123 declaring its intention to levy annual assessments for the Historic District Landscaping and Lighting District, fiscal year 2026/2027; and
c. Adopt Resolution No. 26-124 for preliminary approval of the Engineer’s Annual Levy Report for the Historic District Landscaping and Lighting District, fiscal year 2026/2027; and
d. Adopt Resolution No. 26-125 initiating proceedings for the annual levy of assessments for the Infill Area Landscaping and Lighting District, for fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
e. Adopt Resolution No. 26-126 declaring its intention to levy annual assessments for the Infill Area Landscaping and Lighting District, fiscal year 2026/2027; and
f. Adopt Resolution No. 26-127 for preliminary approval of the engineer’s annual levy report for the infill area landscaping and lighting district, fiscal year 2026/2027; and
g. Adopt Resolution No. 26-128 initiating proceedings for the levy of assessments for the Johnson Ranch Landscaping and Lighting District, fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
h. Adopt Resolution No. 26-129 declaring its intention to levy annual assessments for the Johnson Ranch Landscaping and Lighting District, fiscal year 2026/2027; and
i. Adopt Resolution No. 26-130 for preliminary approval of the engineer’s annual levy report for
the Johnson Ranch Landscaping and Lighting District, fiscal year 2026/2027; and
j. Adopt Resolution No. 26-131 initiating proceedings for the levy of assessments for the North Central Roseville Specific Plan Landscaping and Lighting District, fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
k. Adopt Resolution No. 26-132 declaring its intention to levy annual assessments for the North Central Roseville Specific Plan Landscaping and Lighting District, fiscal year 2026/2027; and
l. Adopt Resolution No. 26-133 for preliminary approval of the engineer’s annual levy report for the North Central Roseville Specific Plan Landscaping and Lighting District, fiscal year 2026/2027; and
m. Adopt Resolution No. 26-134 initiating proceedings for the annual levy of assessments for the Northwest Roseville Specific Plan Landscaping and Lighting District, fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
n. Adopt Resolution No. 26-135 declaring its intention to levy annual assessments for the Northwest Roseville Specific Plan Landscaping and Lighting District, fiscal year 2026/2027; and
o. Adopt Resolution No. 26-136 for preliminary approval of the engineer’s levy report for the Northwest Roseville Specific Plan Landscaping and Lighting District, fiscal year 2026/2027; and
p. Adopt Resolution No. 26-137 initiating proceedings for the annual levy of assessments for the Olympus Pointe Landscaping and Lighting District, fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
q. Adopt Resolution No. 26-138 declaring its intention to levy annual assessments for the Olympus Pointe Landscaping and Lighting District, fiscal year 2026/2027; and
r. Adopt Resolution No. 26-139 for preliminary approval of the engineer’s annual levy report for the Olympus Pointe Landscaping and Lighting District, fiscal year 2026/2027; and
s. Adopt Resolution No. 26-140 initiating proceedings for the annual levy of assessments for the Riverside Avenue Landscaping and Lighting District, for fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
t. Adopt Resolution No. 26-141 declaring its intention to levy annual assessments for the Riverside Avenue Landscaping and Lighting District, fiscal year 2026/2027; and
u. Adopt Resolution No. 26-142 for preliminary approval of the engineer’s annual levy report for the Riverside Avenue Landscaping and Lighting District, fiscal year 2026/2027; and
v. Adopt Resolution No. 26-143 initiating proceedings for the annual levy of assessments for the
Vernon Street Landscaping and Lighting District, for fiscal year 2026/2027, pursuant to the provisions of Part 2 of Division 15 of the California Streets and Highways Code; and
w. Adopt Resolution No. 26-144 declaring its intention to levy annual assessments for the Vernon Street Landscaping and Lighting District, fiscal year 2026/2027; and
x. Adopt Resolution No. 26-145 for preliminary approval of the engineer’s annual levy report for the Vernon Street Landscaping and Lighting District, fiscal year 2026/2027.
Finance Director Scott Pettingell made the presentation.
Julia Sweeney spoke on the lack of maintenance on sidewalks, sound walls, and trees in the Northwest area.
Motion by Councilmember Mendonsa, seconded by Councilmember Houdesheldt, to adopt resolutions 26-122 through 26-145 for Fiscal Year 2026–2027 Annual Levy of Assessments for the City’s Landscaping and Lighting Districts, for the following Districts/Areas/ Specific Plans:
Historic District, Infill Area, Johnson Ranch, North Central Roseville Specific Plan, Northwest Roseville Specific Plan, Olympus Pointe, Riverside Avenue, and Vernon Street District. This motion also includes initiating proceedings, declaring the City Council’s intention to levy assessments, and granting preliminary approval of the Engineer’s Annual Levy Reports for each district, as set forth in the applicable resolutions and agenda materials, which are incorporated by reference. The motion also sets June 3, 2026, at 6:00 p.m. as the date and time for the public hearing. The motion passed.
Ayes: Councilmember Houdesheldt, Councilmember Mendonsa, Coucilmember Roccucci, Mayor Bernasconi.
Absent: Vice Mayor Alvord.
VIII. PUBLIC HEARINGS
NOTICE TO THE PUBLIC: Public Hearing Process
City Council, when considering the matter, will take the following actions:
1. Open the Public Hearing
2. Presentation by staff
3. Presentation by applicant or appellant
4. Accept public testimony
5. Appellant or applicant rebuttal period
6. Close the Public Hearing
7. City Council comments and questions
8. City Council action
Any challenges in court about public hearing matters noticed on this agenda may be limited to only those issues, that were raised orally at the public hearing or in written form received by the City on or before the hearing.
Public Hearings listed for continuance will be continued and posting of this agenda will serve as notice of continuation.
37. Roseville Municipal Code Amendment - Accessory Dwelling Units (DEVELOPMENT SERVICES -
PLANNING)
Summary: Staff recommends amendment to Roseville Municipal Code Chapter 19.60 (Accessory Dwelling Unit Ordinance) and amendment to Roseville Municipal Code Section 19.10.030 to update and reorganize the City’s Accessory Dwelling Unit (ADU) Ordinance. Key changes include updating multiple sections to reflect legislation passed in 2025, including changing square footage limitations to be based on square footage of livable space, adding a definition for livable space, revising the number of ADUs permitted to reflect that any combination of permitted units is allowed, revising the Residential Zone General Development standards table of Roseville Municipal Code Section 19.10.030 to refer to Chapter 19.60 instead of stating the number of ADUs permitted, and limiting the owner occupancy requirement for a Junior ADU to cases where sanitation facilities (bathrooms) are shared. Additional changes include removal of the Administrative Permit process which currently allows deviation from standards for ADUs, adding references to the definition of “kitchens” found in Roseville Municipal Code Chapter 19.95, a new definition for "separate entrance" and "separate exterior entrance," and other changes to improve readability and clarity.
CONTACT: Lauren Hocker 916-774-5272 [email protected] The City Council will consider the recommendation to:
a. Adopt the two (2) findings of fact and introduce for first reading an ordinance amending section 19.10.030 of Chapter 19.10 of Title 19 of the Roseville Municipal Code regarding Residential Zone General Development Standards and amending Chapter 19.60 of Title 19 of the Roseville Municipal Code regarding Accessory Dwelling Units.
Mayor Bernasconi opened the public hearing at 7:34 P.M.
Assistant Development Services Director Greg Bitter introduced Planning Manager Lauren Hocker.
Planning Manager Lauren Hocker made the presentation.
No public comment received.
Mayor Bernasconi closed the public hearing at 7:46 P.M.
Motion by Councilmember Roccucci, seconded by Councilmember Mendonsa, to adopt the two (2) findings of fact and introduce for first reading an ordinance amending section 19.10.030 of Chapter 19.10 of Title 19 of the Roseville Municipal Code regarding Residential Zone General
Development Standards and amending Chapter 19.60 of Title 19 of the Roseville Municipal Code regarding Accessory Dwelling Units. The motion passed.
Ayes: Councilmember Houdesheldt, Councilmember Mendonsa, Coucilmember Roccucci, Mayor Bernasconi.
Absent: Vice Mayor Alvord.
38. General Vacation – Portion of Campo Street Right of Way (DEVELOPMENT SERVICES -
PLANNING)
Summary: Staff recommends consideration of the addendum to the Roseville High School Improvement Project Mitigated Negative Declaration, make a finding that the project is consistent with the General Plan, and adopt a resolution to abandon a portion of the Campo Street right of way in the City of Roseville. The proposed project includes a General Vacation to abandon a 23,272 square-foot (.53 acres) portion of the Campo Street right of way. The abandonment is part of the Roseville High School Improvement Project to update and construct a range of facilities. The project includes upgrades to a portion of the Campo Street right of way, including pavement texture and color connection.
CONTACT: Sean Morales 916-774-5282 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-115 ordering general vacation of right of way and all other interests therein, if any—except for the reserved and exempted public utility and emergency vehicle access easements—in a portion of the Campo Street right of way, west of 1 Tiger Way; authorizing the City Manager to execute a Quitclaim Deed and any other documents required to effectuate the transfer of the abandoned right of way to the adjoining school district site; finding this general vacation to be in the City's best interest and consistent with the City’s General Plan.
Mayor Bernasconi opened the public hearing at 7:46 P.M.
Assistant Development Services Director Greg Bitter introduced Associate Planner Sean Morales.
Associate Planner Sean Morales made the presentation.
Mr. Landon spoke in support of the project.
Roseville High School Principal Ashley Serin spoke in support of the project and invited everyone to their aquatics grand opening.
Susan Hoffman spoke in support of the project.
Mayor Bernasconi closed the public hearing at 7:59 P.M.
Motion by Councilmember Roccucci, seconded by Mayor Bernasconi, to consider the addendum to the Roseville High School Improvement Project Mitigated Negative Declaration; and adopt resolution No. 26-115 ordering general vacation of right of way and all other interests therein, if any except for the reserved and exempted public utility and emergency vehicle access easements in a portion of the Campo Street right of way, west of 1 Tiger Way; authorizing the City Manager to execute a Quitclaim Deed and any other documents required to effectuate the transfer of the abandoned right of way to the adjoining school district site; finding this general vacation to be in the City's best interest and consistent with the City’s General Plan. The motion passed.
Ayes: Councilmember Houdesheldt, Councilmember Mendonsa, Coucilmember Roccucci, Mayor Bernasconi.
Absent: Vice Mayor Alvord.
39. Community Development Block Grant – 2026 Annual Action Plan (ECONOMIC DEVELOPMENT
DEPARTMENT - HOUSING)
Summary: Staff recommends approval of the City's 2026 Annual Action Plan for the federal Community Development Block Grant Program and authorization for the City Manager to execute necessary documents and certifications on behalf of the City. This item does not result in any impact to the City's General Fund.
CONTACT: Danielle OConnell 916-774-5277 [email protected] The City Council will consider the recommendation to:
a. Adopt Resolution No. 26-117 approving the 2026 Annual Action Plan and authorizing the City Manager to execute necessary documents and certifications on behalf of the City of Roseville.
Mayor Bernasconi opened the public hearing at 8:01 P.M.
Housing Manager Trisha Isom introduced Housing Analyst Danielle O'Connell.
Housing Analyst Danielle O'Connell made the presentation.
No public comment received.
Mayor Bernasconi closed the public hearing at 8:05 P.M.
Motion by Councilmember Houdeshedt, seconded by Councilmember Roccucci, to Adopt Resolution No. 26-117 approving the 2026 Annual Action Plan and authorizing the City Manager to execute necessary documents and certifications on behalf of the City of Roseville.The motion passed.
Ayes: Councilmember Houdesheldt, Councilmember Mendonsa, Coucilmember Roccucci, Mayor
Bernasconi.
Absent: Vice Mayor Alvord.
IX. PUBLIC COMMENTS
This is the second opportunity to make a public comment on non-agenda items.
No public comment received.
X. STAFF/COUNCIL REPORTS
Cap-to-Cap - Councilmember Mendonsa reported on the public safety team in Washington D.C.
Cap-to-Cap - Councilmember Roccucci reported on the water resources team in Washington D.C.
Cap-to-Cap - Councilmember Houdesheldt reported on the transportation team in Washington D.C.
Councilmember Houdesheldt reported on various community events.
Mayor Bernasconi reported on various community events.
XI. ADJOURNMENT
Mayor Bernasconi adjourned the meeting at 8:18 P.M.
City Council
Communication
Meeting Date: 5/20/2026
Item #: VII.29
File #: 0102-10
Item ID: 2026-416
Title: Retirement - Stephanie Gillis
Contact: Arleta Wagenhals 916-774-5200 [email protected]
SUMMARY
Commend Stephanie Gillis, who is retiring from the Electric Department, for 19 years of outstanding service and dedication to the City of Roseville, and extend wishes for a long, healthy and enjoyable retirement.
RECOMMENDATION
Commend Stephanie Gillis, who is retiring from the Electric Department, for 19 years of outstanding service and dedication to the City of Roseville, and extend wishes for a long, healthy and enjoyable retirement.
BACKGROUND
Not Applicable.
FISCAL IMPACT
Not Applicable.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. Council approval of a resolution meets the above criteria and is not subject to CEQA. No additional environmental review is required.
CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
6. Deliver exceptional City services
Respectfully Submitted,
Arleta Wagenhals, City Clerk Technician
Carmen Avalos, City Clerk
ATTACHMENTS:
1. Retirement - Stephanie Gillis
REVIEWERS:
Arleta Wagenhals, City Clerk Department Created/Initiated - 5/12/2026 Dennis Kauffman, City Manager Department - Assistant City Manager Approved - 5/12/2026
Michelle Sheidenberger, City Attorney Department Final Approval - 5/12/2026
City Council
Communication
Meeting Date: 5/20/2026
Item #: VIII.30
File #: 0103-34-02
Item ID: 2026-237
Title: Grants Advisory Commission FY2026-27 Grant Funding Recommendations Contact: Tobi Thomas 916-746-1368 [email protected]
SUMMARY
Staff recommends approval of the Grants Advisory Commission’s FY2026-27 funding recommendations to award grants to 18 nonprofit organizations, totaling $279,940 from the Citizens’ Benefit Fund. Funding for these awards is included in the proposed FY2026-27 City budget.
RECOMMENDATION
Staff recommends that the City Council approve the Grants Advisory Commission’s FY2026-27 funding recommendations, awarding $279,940 from the Citizens’ Benefit Fund to 18 nonprofit organizations.
BACKGROUND
Since the Grants Advisory Commission was created in 1994, the Citizen’s Benefit Fund has provided over $19 million dollars to local nonprofits in Roseville that serve City residents and improve quality of life through a variety of programs and services. The Citizens’ Benefit Fund (CBF) was established in 1993 by the Roseville City Council with the funds received from the sale of the City‐owned Roseville Community Hospital. The City Council at that time voted to place the proceeds of the sale into an interest‐bearing account and give ninety percent (90%) of the interest available annually to nonprofits for the purpose of “improving the quality of life for the citizens of the City of Roseville.” The remaining ten percent (10%) is deposited back into the Citizens’ Benefit Fund to grow the principal.
For Fiscal Year 2026-27, the Grants Advisory Commission (GAC) has $279,940 available from the CBF fund to award to local nonprofits. All funds must support programs and services that directly benefit Roseville residents.
The application period opened on December 1, 2025, through the City's ZoomGrants application web portal. An applicant workshop was held on January 13, 2026, and applications were due by February 2, 2026. Each organization was permitted to submit one application, with no cap on the amount requested. A total of 40 applications were received, requesting $893,924. Two applications were incomplete, leaving 38 eligible applications for review and scoring by the Commission. The GAC held its annual funding meeting on April 14, 2026, to determine funding recommendations based on scoring, community needs, and established priorities. This is the sixth year the Commission has used Kone Consulting’s Community Needs Analysis and the updated Grant Funding Priorities, which include:
• Small Requests (up to $10,000) - For effective new programs or operations. • Strategic, One -Time Grants - For innovative programs or capital improvements. • Operational/Mission Support - For established, effective programs addressing community needs.
After reviewing all eligible applications, the GAC recommends funding 18 organizations, representing a balanced distribution across the City’s priority need areas: Food, Health & Wellness, Community & Social Context, Neighborhood & Physical Environment, and Education.
Recommended Total Funding Summary — $279,940
• Small Requests (4 awards): $29,471
• Strategic One-Time Grants (3 awards): $47,000
• Operational/Mission Support (11 awards): $203,469
Organization Project/Program Community
Need Area
Requested
Amount
Recommended
Amount
Priority Group: Small Requests $10,000 and under (4)
Placer Community
Foundation (PCF) 2026 Nonprofit Initiative Education $2,500.00 $2,500.00 Supporting the
Taylor House, Inc
The Taylor House
At-Risk Fund
Neighborhood
& Physical
Environment
$10,000.00 $10,000.00
United Cerebral
Palsy Association of
Greater Sacramento
Inc.
UCP's Recreation —
Accessible Programs for
All!
Health &
Wellness $6,971.00 $6,971.00
Campus Life
Connection Roseville Thriving Youth Health &
Wellness $10,000.00 $10,000.00
Small Requests $10,000 and Under Totals $29,471.00 $29,471.00
Organization Project/Program Community
Need Area
Requested
Amount
Recommended
Amount
Priority Group: Strategic One-Time (3)
Ready, Set, Grow!
School Garden
Network
Expanding Outdoor
Learning Opportunities
for Roseville Youth
Education $35,000.00 $35,000.00
Roseville Historical
Society
Archive Accessibility &
Oral History Projects
Community
& Social
Context
$9,500.00 $9,500.00
Valley Foothill
Watersheds
Collaborative
Dry Creek Watershed
Health & Safety
Workshop Series
Health &
Wellness $17,587.00 $2,500.00
Strategic One-Time Totals $62,087.00 $47,000.00
Organization Project/Program Community
Need Area
Requested
Amount
Recommended
Amount
Priority Group: Operational/Mission Support (11)
Gigi's Playhouse,
INC
Learning Without Limits
Programs Education $14,141.00 $14,141.00
Assistance League
of Greater Placer
(ALGP)
Roseville Kids Shop
Head to Toe
Health &
Wellness $30,000.00 $30,000.00
Seniors First Chronic Health
Transportation
Health &
Wellness $30,000.00 $9,000.00
Stand Up Placer, Inc Crisis Support &
Emergency Response
Health &
Wellness $40,000.00 $26,414.00
Tommy Apostolos
Fund
Tommy Apostolos
Shopping Day 2026
Health &
Wellness $17,500.00 $17,500.00
Compassion Planet Mentoring & Workforce
Development in Roseville Education $25,000.00 $18,914.00 Keaton's Child
Cancer Alliance
Specialty Family Support
Services for Roseville
Pediatric Cancer
Families
Health &
Wellness $40,000.00 $20,000.00
Wellness Within
Cancer Support
Services
Pathways to Community
Well-Being for Roseville
Residents Impacted by
Cancer
Health &
Wellness $15,000.00 $15,000.00
Feeding the Foothills Roseville Food Access
Initiative Food $60,000.00 $30,000.00
Child Advocates of
Placer County
CASA of Placer, Yuba &
Sutter
Health &
Wellness $30,000.00 $15,000.00
Wayfinder Family
Services
Wayfinders Kinship
Support Services
Program in Roseville
Health &
Wellness $15,000.00 $7,500.00
Operational/Mission Support Totals $316,641.00 $203,469.00 Totals Overall $408,199.00 $279,940.00
A detailed list of recommended organizations, project descriptions, and funding recommendations is provided in Attachment 1.
Twenty (20) organizations were not recommended for funding this cycle:
• Defending the Cause Regional Alliance, Inc.
• CYT Sacramento Inc
• KidsFirst Family Counseling & Resource Centers
• Placer Breast Cancer Foundation
• Lighthouse Counseling & Family Resource Center
• Placer County Law Enforcement Chaplaincy
• Roseville Police Activities League
• St. Vincent de Paul Society, Roseville Conference
• Hearts Landing Ranch
• A Touch of Understanding, Inc.
• Royal Stage Performing & Visual Arts
• WEIRA, INC
• Hearts and Hands Counseling
• Roseville City School District Foundation
• Sierra College Foundation
• The Gathering Inn
• Placer Justice Foundation
• Granite Wellness Centers
• Boys & Girls Club of Placer County
• Asian American Pacific Islander (AAPI) Association of Placer County
After Council approval, grant awards will be formally distributed at the August 11, 2026, Grants Advisory Commission meeting.
FISCAL IMPACT
Funding for the recommended awards is included in the proposed FY2026-27 City budget.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The funding recommendations meet the above criteria and are not subject to CEQA. No additional environmental review is required.
CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
1. Ensure a safe and healthy community
5. Support community engagement and advocacy
Respectfully Submitted,
Tobi Thomas, Management Analyst
Dennis Kauffman, Chief Financial Officer/Assistant City Manager
ATTACHMENTS:
1. Funding Recommendations - With Program Descriptions
2. Grant Applications
REVIEWERS:
Tobi Thomas, City Manager Department - Assistant City Manager Created/Initiated - 4/29/2026 Heather Blanco, City Manager Department - City Manager Approved - 4/29/2026 Dominick Casey, City Manager Department - City Manager Approved - 4/29/2026 Kelly Aye, City Attorney Department Approved - 4/30/2026 Katrina Six, City Clerk Department Approved - 4/30/2026 Ryan DeVore, City Manager Department - Assistant City Manager Approved - 5/5/2026 Dennis Kauffman, City Manager Department - Assistant City Manager Approved - 5/6/2026 Michelle Sheidenberger, City Attorney Department Approved - 5/6/2026 Dominick Casey, City Manager Department - City Manager Approved - 5/6/2026 Katrina Six, City Clerk Department Final Approval - 5/7/2026
2026/27 Grants Advisory Commission
Funding Recommendations to City Council
Organization Project/Program Description Community
Needs
Average
Rank
Requested
Amount
Recommened
Amount
Priority Group: Small Requests
Placer Community Foundation (PCF)
Support their Nonprofit Initiative (NPI), which, for 20 years, has provided essential, completely free infrastructure, governance, and sustainability training, and year-round guidance to Placer County nonprofit agencies which are located in or serving Roseville.
Education 1 2,500.00 $ 2,500.00 $
Supporting the Taylor House, Inc.
Support its At-Risk Fund, which ensures safe and stable housing for the young women they serve. This funding also helps cover essential costs related to education, transportation, and health and wellness when residents are unable to meet these needs independently, providing a foundation for long-term stability and self-sufficienc
y.
Neighborhood and
Physical
Environment
2 10,000.00$ 10,000.00 $
United Cerebral Palsy Association of Greater Sacramento Inc. To provide recreational activity access to children, adults, and their families with developmental disabilities within the greater Roseville community. Health & Wellness 2 6,971.00 $ 6,971.00 $ Campus Life Connection
Help Campus Life Connection purchase a used 8-passenger-vehicle to transport approximately 25 Roseville youth, who are participants of the Campus Life Barn, a youth center on the southern edge of Roseville, to Disneyland, the beach, regular group meetings and events, and summer camp.
Health & Wellness 3 10,000.00 $ 10,000.00 $
Small Requests $10,000 and Under Totals 29,471.00 $ 29,471.00 $ Priority Group: Strategic One-Time
Ready, Set, Grow! School Garden Network
Establish three new school gardens and enhance two existing gardens in Roseville- area elementary schools. Funds will support garden infrastructure, materials, and a trained garden docent program serving approximately 2,430 children in grades TK–6 through hands-on outdoor learning and nutrition education.
Education 1 35,000.00 $ 35,000.00 $
Roseville Historical Society
Secure updated technology for their institution that will eventually make their physical archive and oral histories accessible online. Funding allows them to interview citizens with unique community stories that might otherwise be lost, preserving Roseville’s history for future generations.
Community and
Social Context 1 9,500.00$ 9,500.00 $
Valley Foothill Watersheds Collaborative To expand its education program in Roseville by adding the Dry Creek Watershed Health and Safety Workshops. Health & Wellness 2 17,587.00 $ 2,500.00 $ Strategic One-Time Totals 62,087.00$ 47,000.00 $
2026/27 Grants Advisory Commission
Funding Recommendations to City Council
Priority Group: Operational/Mission Support
Organization Project/Program Description Community
Needs
Average
Rank
Requested
Amount
Recommened
Amount
GiGi's Playhouse, INC.
Support direct expenses associated with their highest-demand programs, including GiGi’s Kitchen for all ages, 1:1 literacy tutoring and 1:1 math tutoring. These programs improve the quality of life for individuals with Down syndrome and their families by providing free educational, social and therapeutic services.
Education 1 14,141.00 $ 14,141.00 $
Assistance League of Greater Placer (ALGP)
Support "Roseville Kids Shop Head to Toe," a school shopping program that will provide opportunities for 898 socioeconomically disadvantaged Roseville children in grades K-12 to shop for clothing and shoes.
Health & Wellness 2 30,000.00 $ 30,000.00 $
Seniors First
Support its Chronic Health Transportation program, facilitating no-cost, non- emergency medical transportation for low-income seniors and individuals with disabilities in Roseville who require frequent, life-sustaining treatments such as dialysis or chemotherapy.
Health & Wellness 3 30,000.00 $ 9,000.00 $
Stand Up Placer, Inc.
Support its Crisis Support and Emergency Response Project. Funds will be utilized to increase capacity and enhance services for Roseville victims of domestic violence, sexual assault, and human trafficking. Services include immediate 24/7 crisis intervention and accompaniment, safety planning and advocacy services for victims.
Health & Wellness 4 40,000.00 $ 26,414.00 $
Tommy Apostolos Fund
Support the cost of providing new clothing and shoes to 600 underserved Roseville elementary students. Through teacher nominations and nearly 800 volunteers, the program meets basic needs while building confidence, helping children feel valued, supported, and ready to succeed.
Health & Wellness 5 17,500.00 $ 17,500.00 $
Compassion Planet
Support at-risk Roseville youth through the Mentoring Program. The program provides job training, life skills classes, and mental health counseling to set youth up for long-term success.
Education 6 25,000.00 $ 18,914.00 $
Keaton's Child Cancer Alliance
Provide emotional support, basic needs assistance, and coordinated care for Roseville children diagnosed with cancer and their families. These services reduce crisis, strengthen family stability, and support treatment adherence—critical to improving children’s chances of survival.
Health & Wellness 7 40,000.00 $ 20,000.00 $
Wellness Within Cancer Support Services
This project will fund one year of no-cost wellness programming for Roseville residents impacted by cancer, including a one-day retreat and offerings such as support groups, yoga, expressive arts, and forest therapy. Programs support stress reduction, resilience, and community connection for those affected by cancer.
Health & Wellness 8 15,000.00 $ 15,000.00 $
Priority Group: Operational/Mission Support (continued)
2026/27 Grants Advisory Commission
Funding Recommendations to City Council
Organization Project/Program Description
Community
Needs
Average
Rank
Requested
Amount
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Feeding the Foothills
The Roseville Food Access Initiative will expand access to nutritious food for Roseville residents, particularly school-age youth, seniors, and LMI households, through: partner agencies & community distribution sites, senior site deliveries, school distributions, & pantry-to-Go drive-thru. Grant fund will support: direct food distribution, supplemental food procurement to meet growing demand, operational costs, including storage, transportation, and handling, and staff coordination. All activities exclusively serve City of Roseville residents, ensuring measurable municipal benefit.
Food 9 60,000.00 $ 30,000.00 $
Child Advocates of Placer County Support foster kids in Roseville with a CASA volunteer. CASA volunteers step into a child's world with empathy, patience and commitment. They form meaningful connections with children in foster care, becoming a trusted ally in their journey.
Health & Wellness 10 30,000.00 $ 15,000.00 $
Wayfinder Family Services
To provide emergency assistance, case management, and support services to 120 relatives or family friends raising 110 youth in Roseville through their Kinship Support Services Program. The program helps caregivers step in so children can avoid the trauma of foster care and remain connected to family.
Health & Wellness 11 15,000.00 $ 7,500.00 $
Operational/Mission Support Totals 316,641.00$ 203,469.00 $ Totals Overall $ 408,199.00 $ 279,940.00
Citizens' Benefit Fund Availablity for FY26/27 $ 279,940.00 Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Food - Increased access to healthier food options for lower income communities Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for all
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City of Roseville
FY2026-27 CBF Grant
A Touch of Understanding, Inc.A Touch of Understanding, Inc. In-School Disability-Awareness Workshop Requested Amount
USD$ 25,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 25,000.00Corporation/Foundation Funding USD$ 8,160.00Individual Contributions/Membership Dues USD$ 22,950.00Fee for Service USD$ 50,694.00Investment/Interest IncomeIn-Kind Support USD$ 107,554.00OtherTotal USD$ 214,358.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 70,267.00Payroll Taxes and Benefits USD$ 9,582.00Professional Fees (Consultants & Contractors) USD$ 7,004.00Other CompensationRent/Utilities/Maintenance USD$ 4,851.00Printing/Supplies/Postage USD$ 2,167.00EquipmentPromotion/Advertising USD$ 4,590.00Travel/Training USD$ 2,465.00Insurance USD$ 2,427.00Dues, Subscriptions, Service Charges, Licenses and PermitsUSD$ 3,392.00In Kind USD$ 107,554.00Total USD$ 214,299.00 Proposed Effort Budget NarrativeSalaries support our paid staff who provide the following services:
o Executive Director Meghan Adamski provides leadership and direction in advancing the objectives and mission of A Touch of Understanding. She is responsible for planning,organizing, staffing, directing, reporting and providing professional leadership. She reports to the Board of Directors, and participates in budgeting, strategic planning, programdevelopment and quality control processes. Meghan also facilitates in-school workshops, as necessary.o Workshop and Administrative Assistant Cheryl Sanchez brings her rich background as a teacher working with students and individuals with disabilities to our workshops,serving as an activity instructor. Cheryl also helps with administrative tasks in the office including managing the ATOU website, and designing the monthly newsletter, andcreating the annual report.o Volunteer coordinator Jeneane Stover is responsible for recruiting, training, placing and stewarding volunteers to ensure the sustainability of disability-awareness workshops,and serves as facilitator and activity instructor at workshops.o Program Coordinator Pam Evers schedules every workshop, working directly with schools, and communicates all logistical information between the school and ATOU. Pamalso serves as an activity instructor and workshop facilitator as needed.o Workshop Facilitator Jana Suthahar coordinates students and volunteers and serves as an activity instructor at workshops, as well as assisting with grant applications.o Workshop Associate Courtney Hughmanick plays a key leadership role in the delivery of ATOU’s in-school disability-awareness workshops and “Spirit of Inclusion” trainingactivities for professional and adult groups. She serves as an activity lead, supports volunteer speakers (many with disabilities), and collaborates closely with program leadersto ensure workshops are delivered smoothly and effectively.o Development and Marketing Associate Roxanne Snyder worked in Rehabilitation Services, primarily with individuals with developmental disabilities, for 30 years. Shepromotes ATOU in the community, solicits volunteer and financial support, and assists with fundraising.o Director of Philanthropy John Adams works in the community to identify potential donors and income sources, and engages with the community in speaking engagements,newsletters, social media, and charitable events.
Payroll Taxes and Benefits comprise approximately 12% of salaries and include FICA, Medicare, CA Disability, ETT, and CA UI.
Professional Fees provide for services necessary for the proper running of the ATOU agency and program integrity. These services include bookkeeping, tax preparation andpayroll; computer maintenance; grant writing and social media; and leadership for Spirit of Inclusion workshops.
Rent, Utilities, and Maintenance include the annual lease of two classrooms from Eureka School District for office space and telephone and internet expenses.
Printing, Supplies, and Postage cover the annual cost of preparing take-home materials (Adventure Books, Bookmarks, Buttons, and Braille Alphabet Cards), andparent/student questionnaires, as well as printing of newsletters, annual reports, return envelopes, and daily printing needs; office supplies; volunteer supplies (shirts,nametags, appreciation awards, and events); and postage and delivery.
Promotion and Advertising include mailings, postings, and fundraising expenses necessary to keep ATOU in the public eye and solicit donor support.
Travel and Training include: transportation costs needed to transport volunteers, staff, and equipment for disability-awareness presentations; mileage to and from seminars,meetings and functions; reimbursement to volunteers for agency-related transportation costs; and staff training for organization capacity building Insurance pays for Directors and Officers Insurance, Volunteer Accident Insurance, Liability Insurance, and Workers’ Comp.
Dues, Subscriptions, Service Charges, Licenses and Permits include software licenses, online applications used to maintain agency data, and the Sacramento BusinessJournal.
In-Kind income (and matching expense) is primarily the value of volunteer time, augmented by discounts in professional fees and rent, and supplies donated by staff andvolunteers, all of which help keep our expenses down.
Lead Agency is:
Non-Profit 501(c)(3)
Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.
A Touch of Understanding, Inc. (ATOU) requests $25,000 to support the ATOU In-School Disability-Awareness Workshop to approximately 1730 2nd through 12th grade students in 17 RosevilleSchools.
This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
8 Board Members2 Paid Staff (F/T)6 Paid Staff (P/T)70 Volunteers86.00 SUBTOTAL86.00 TOTALDate Founded:
A Touch of Understanding, Inc. (ATOU) was founded in 1992 by father-daughter team Edward Ennis and Leslie DeDora with the desire to relieve the discrimination and social isolationexperienced by children with disabilities. Believing in the power of education and the ultimate worth of all human beings, they designed an educational program to dispel the stigma andmisunderstanding surrounding people who are perceived by their peers to be "different", especially when that perception arises as the result of a disability. Their vision developed into a successfulpilot program and was incorporated as a nonprofit organization in 1996 with the mission of encouraging acceptance and respect for all individuals. Since then, they have taken the program’smessage to more than 156,000 students, in public and private schools, juvenile correctional facilities, teacher trainings, colleges and fraternal organizations throughout the Sacramento region andsurrounding counties.
Organization's Mission:
The mission of A Touch of Understanding is to encourage acceptance and respect for all individuals and to minimize the discrimination, bullying and misunderstanding experienced by children andadults who are perceived as different for any reason, but especially those with disabilities.
Our second through twelfth grade in-school programs teach the critical life skills of empathy, respect, and understanding. In our powerful three-hour character-building workshop we guidestudents through experiences in which they build life skills that enable them to understand and relate to people with disabilities. This results in a reduction of incidences of isolation and bullying forindividuals with disabilities, and those viewed as different for any reason. The ATOU team of volunteers travels throughout the Placer and Sacramento County regions and beyond bringing thisprogram to school children.The message of the program is introduced by a facilitator, followed by a video of people with disabilities involved in various sports and everyday activities. Students reflect on their own challengesand abilities, and are frequently surprised to discover the similarities between themselves and persons with disabilities. Then they spend an hour at activity stations where they learn to use awheelchair and white cane, write their names in Braille, handle braces and artificial limbs and experience the sensations of having a learning difference and autism. The students then get to meetpeople with disabilities (both youth and adults) who describe their lives, their challenges, and how they achieve their goals. Students have ninety minutes to interact with these volunteers, get toknow them personally, and ask questions, some of which might be inappropriate in other settings. There are no other programs in the area which provide this immersive, hands-on, in-personexperience to help students encounter disabilities and learn empathy and respect.
After the workshop, students are given enrichment materials to encourage further discussions at home. These resources include an activity book, a bookmark, a Braille alphabet card, and abutton to wear. Students also bring home a questionnaire which includes a portion for them to complete, and one for their parents. Teachers are asked to complete a survey which allows us toevaluate the impact of the workshop and ensure that we have accomplished our mission of encouraging acceptance and respect for all individuals.
What are the major goals of your organization?
The Goals for A Touch of Understanding are to:1. Facilitate understanding and respect for diversity in our schools and communities.2. Promote full inclusion of individuals with disabilities into community life.3. Improve the lives of individuals with disabilities and their loved ones.4. Foster an improved learning environment to allow all children to become self-sufficient and reach their full potential.5. Increase students’ social-emotional intelligence.6. Support students’ development of resilience.
The lessons of empathy, respect and inclusiveness learned by participants in the ATOU workshops result in an improvement in social-emotional intelligence, an essential ingredient in thedevelopment of a respectful, affirming, positive educational environment.Our program focuses on all children, and teachers report an increase in respectful interaction in classrooms after the ATOU workshop. Here’s what some teachers have to say:
“Students are more aware of different disabilities and what each entails. We predict they will be more understanding now that they've had the presentation. It gives teachers a reference point totalk about throughout the school year.” - 4th grade teacher, Diamond Creek Elem “I reference things we all learned or experiences we had with ATOU on a weekly basis! It really helps during our class meetings when we check in about how we are treating others, too. Thestudents have referenced the speakers a lot, and one student even went to the bookstore and bought A Fish in a Tree because it was recommended by Kira!” - Janis Pope, Cirby Elem teacher “Our follow up conversations as a class were deep and thoughtful. The students were affected by what they learned. In addition, one of my students shared with the class that he has autism. Mostof the students were surprised by this information. It gave us an opportunity to talk about how sometimes this student misses social cues or misinterprets a situation. It was a very significant "aha"moment for them. I see my students being more aware and accommodating of students with different challenges.” - Christina Isaac, Orchard Ranch Elem teacher “A Touch of Understanding sets the bar for respectful behavior in our classroom and on our school campus.” ATOU is helping to create respectful school cultures where the mistreatment of othersis not accepted or tolerated BY THE STUDENTS themselves.” - Christine Gardiner, sixth grade teacher Students demonstrate an improvement in attitudes and behavior towards people with a disability as a result of ATOU’s inschool workshops. The schools we work with report a reduction in bullyingand other antisocial behaviors. Students who have suffered isolation and exclusion from their classmates find themselves included and respected as never before. Most importantly, thesechanges are deep and long-lasting because they originate within the hearts of the students themselves through their own personal experience, rather than being handed down as instruction from
an adult. In addition, by becoming more accepting of differences in others, children become more self-accepting and comfortable with their own uniqueness.
During one workshop's opening facilitated discussion of strengths and challenges, I asked the students if anyone would like to share something that is hard for them. One little girl raised her handand said "What's hard for me is that my parents are getting a divorce." I thanked her for sharing, and then asked the group "does anyone else have a family affected by divorce?" As one wouldimagine, several hands went up. I looked at the little girl and said, "look at all of those hands. You're not alone." In that moment the little girl exhaled and said "Finally! I'm not alone." The sense of de-isolation felt in that moment, for that girl and her peers is just one example of the ways that students feel more accepted and included as a result of an ATOU workshop. If we canhelp even one child feel that they aren't alone in whatever struggle they face, then we can continue to make schools and communities safer and more inclusive for everyone, What were the major accomplishments of the organization last fiscal year? ATOU provided 251 three-hour school workshops and related materials to 9,914 students in 118 schools (11 of which participated for the first time this year) and trained the volunteers whoassisted at the workshops. Each student received follow-up enrichment materials designed to extend the ATOU experience to their homes and neighborhoods.During the 2024 - 2025 school year, ATOU provided the Dark Meal experience to18 participants from Hyatt Regency and 23 participants from Boys Team Charities. Dark Meals provide a hands-on, immersion experience for youth and adults in which they learn what it is like to eat a meal without the sense of sight, and are taught proper etiquette in the presence of people who have adisability.
In our follow-up survey we asked students the question, "Will it be easier now to make friends with someone with a disability?" The following are responses received from students at schoolswithin the City of Roseville:
Yes. Because once you know more about disabilities, it will be easier to find a path around the disability and to friendship.- Liam, 3rd grade Coyote Ridge Elem Yes. I know how they live life and I can help them with that or just be that person who will say hello.- Ridhima, 6th grade Ridgeview Elem Additional accomplishments:-ATOU hosted its eighth annual Evening of Insight fundraiser, which brought in more than $134,000 for in-school programs.-ATOU was awarded the Top Rated Award for 2025 from GreatNonprofits.-ATOU received the Style Magazine's Readers' Choice Award for 2025.
Will the organization utilize volunteers for this proposed effort? Volunteers are the heart and soul of our Disability Awareness programs, and of our agency. We have over 50 workshop volunteers, 35 of whom have a disability. In addition to volunteers, we area community partner with Sac State (CSUS) and provide internships for students in Child Development or Recreation, Parks, and Tourism majors. ATOU also relies on a base of approximately 20additional volunteers to assist with fundraising efforts and office tasks. Over the course of a year, volunteers supply more than 5,000 hours to ATOU. Volunteers may assist ATOU in many ways:
In-School Disability-Awareness Workshop:A typical workshop utilizes 6 to 9 volunteers. We provide an average of two workshops at each school, and are out at schools 3 to 4 days each week during the school year. At a workshop,volunteers do some of the following tasks:• Unload and set up equipment for all 6 activity stations• Facilitate and lead the activity stations• Provide extra support at activity stations• Be one of the speakers (volunteers with disabilities only)• Update materials for activity stations• Clean up activity stations• Load trailer Fundraisers:Volunteers work nearly year-round to ensure that the annual fundraiser is a success. For the annual fundraiser, Volunteers assist with the following tasks:• Envisioning and creating decorations• Set up decorations the night of the event• Reaching out to potential sponsors• Reaching out to businesses to procure live and silent auction items• Writing thank you notes to businesses who donate items• Procure high-end desserts• Check guests in and out on the night of the event• Follow up with, and thank guests for attending Office Help:• Data entry• copy and/or file documents• Organize and digitize student letters and artwork• Collate follow-up enrichment materials to be passed out at schools Describe the need for this proposed effort and evidence of community support.
Roseville children are served by 3 elementary school districts: Eureka, Roseville City, and Dry Creek. Statistics indicate that approximately 12.1% of these students are enrolled in SpecialEducation classes due to a disability. Of those, nineteen percent have an intellectual disability or autism and 31% have a learning disability. An additional 28% have a speech or languageimpairment. (KidsData.org 2020) Bullying, teasing and disrespect in the school environment are problems throughout our nation. These behaviors create barriers to learning and cause serious emotional trauma for children whoare singled out because of a disability, race, culture, or any reason. Ignorance and misunderstanding are the root of mistreatment and isolation experienced by people with disabilities and otherswho seem different.
Studies show that children with disabilities experience a disproportionate level of maltreatment:
“Children with autism spectrum disorder (ASD) are at increased risk of being bullied and left out by peers.” (Twyman et al., 2010). "Children with disabilities were two to three times more likely to be victims of bullying than their nondisabled peers. The bullying experienced by these children was more chronic in nature and wasmost often directly related to their disabilities." (Wheaton and Zuver, 2009) "Students with disabilities were more worried about school safety and being injured or harassed by peers, compared to students without a disability." (Saylor & Leach, 2009)Research shows that a positive school climate, where students feel emotionally and physically safe, is associated with higher attendance rates, fewer discipline violations, and better academicperformance. “School climate is the heart and soul of a school… It can foster resilience or become a risk factor" (Freiberg and Stein, 1999). "The climate should be characterized by warmth, tolerance, positive responses to diversity, sensitivity to others' views, cooperative actions among students, teachers, and school staff, and anenvironment that expects and reinforces appropriate behavior.” (Dupper and Meyer-Adams, 2002) The ATOU in-school disability-awareness workshop specifically addresses the challenges facing people with disabilities. By demonstrating the courage and resilience with which people withdisabilities face their challenges, and providing an opportunity for typically developing children to experience some of those challenges, ATOU dispels the ignorance and misunderstandingsurrounding disability, and encourages students to engage their classmates with disabilities with understanding and respect. After the workshop, students with disabilities find themselves includedand respected as never before.
The message of respect and inclusiveness that is taught goes far beyond disability to create a welcome space for people with all sorts of differences: economic, racial, physical, emotional,cultural, etc. ATOU's workshop alters the culture of the school campus to make it more respectful, welcoming and inclusive. This, in turn, enhances the educational opportunity for all students.
While children are young and open to learning, ATOU’s disability-awareness program teaches them to appreciate the person within and to look beyond the often baffling and sometimesfrightening differences. ATOU strives to go beyond tolerance and advocates acceptance and respect for all individuals.
For many students, the ATOU experience is the first time they have exercised their ability to empathize and “walk a mile in the shoes” of someone who seems different. Once they have gotten aglimpse into the life of someone else, they can use the skills gained to empathize with others who seem different for many reasons: race, culture, gender, family life, economic status, andeducational level. Barriers come down and friendships are built. As one boy said, “I get it now. I can be a buddy, not a bully.” Teachers confirm this effect: in the past school year 100% of teachersresponding to our post-workshop survey report improved peer interaction following the ATOU workshop.
ATOU complements the many efforts Roseville makes to be an inclusive city. As such, ATOU receives support from Roseville elected officials, service organizations, and local businesses. Many ofour volunteers, directors, individuals, and commercial donors are Roseville residents. The following are businesses in the Roseville area who have supported ATOU in the last two years:
Bender insurance SolutionsBridgeway Christian ChurchCAPTRUSTThe Cardno-Silvers TrustCenterpoint Community ChurchColumbia BankDMV Disability Advisory CommitteeKiwanis Club of RosevilleRose Park BistroSierra View Country ClubSierra View Women’s GolfersRotary Club of RosevilleWestern Health Advantage Describe the population, number to be served, and how the proposed effort differentiates from similar services in the community. Explain the processes used to ensure those being served areROSEVILLE RESIDENTS and follow the funding guidelines.
The demographic makeup of Roseville workshop participants follows the breakdown of students in Placer County. In school year 2021-2022, that breakdown was as follows (KidsData.org, 2021):
African American 2.1%American Indian or Alaska Native 0.6%Asian 6.8%Filipino 2.9%Hispanic or Latino 21.3%Pacific Islander 0.4%White 57.6%Multiracial 6.8%Not Reported 1.5% Statistics indicate that approximately 12.1% of these students are enrolled in Special Education classes due to a disability. Of those, nineteen percent have an intellectual disability or autism and31% have a learning disability. An additional 28% have a speech or language impairment. (KidsData.org 2020) Although ATOU serves schools in 10 counties in Northern California, the funds provided by CBF will be allocated to workshops delivered to 1500 students, at 18 schools in the City of Roseville.Each school is listed in an internal database, that includes the city in which the school is located, as well as additional pertinent information. This information will be used to track the schools andstudents in the City of Roseville.
Our research indicates that there is no other hands-on disability-awareness program operating in the Sacramento region. ATOU’s disability-awareness program provides social-emotional benefitsfor all students.
The ATOU Volunteer Team provides an essential platform for individuals with disabilities to serve the community. People who have felt marginalized by their disability shift into leadership roles thatplace them into the mainstream. At each school workshop, we have an average of 3 volunteer speakers and 3-6 volunteer activity instructors. Of our 50 workshop volunteers, more than 25% livein Roseville, and 35 have disabilities. Volunteers have stated that ATOU has been profoundly healing, and sometimes even a life-saving experience for them. Volunteers typically contribute about5,000 hours per year.
ATOU will serve approximately 10,000 students in 120 schools throughout Northern California in this fiscal year. Of those, approximately 1,700 students (15%) attend the 17 Roseville schoolsserved. Seventeen percent of our budget ($106,744) is required to support our programs in Roseville schools. The $25,000 requested from the City of Roseville represents less than 25% of theseexpenses. The remainder of our costs will be covered by program fees, individual and corporate contributions, and foundation grants.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Roseville schools have collaborated with ATOU for more than two decades. The schools work with ATOU to create the schedule and provide space for ATOU’s in-person, disability-awarenessworkshop. Schools work with the ATOU staff ahead of time to find the most appropriate space, often times reserving the school library, multi-purpose room, and/or classrooms. Schools alsoprovide tables and chairs, and some provide Audio/Visual equipment.
During the 2025/2026 School year the following Roseville schools have either participated or are scheduled to participate in the ATOU Workshop:
Diamond Creek ElemJunction ElemGeorge Cirby ElemCreekview Ranch ElemFiddyment Farm ElemStoneridge ElemSargeant ElemHeritage Oak ElemWestbrook ElemQuail Glen ElemThomas Jefferson ElemCrestmont ElemMaidu ElemExcelsior ElemOrchard Ranch ElemCatheryn Gates ElemCoyote Ridge Elem We anticipate these schools, in addition to others (not scheduled for 2025/2026) scheduling for the 2026/2027 school year.
Schools use the enrichment materials supplied by ATOU throughout the school year as part of their ongoing curriculum. ATOU fosters social-emotional intelligence in students thereby improvingthe quality of life in Roseville. School campuses are safer and more welcoming for all students making our community more inclusive for residents and guests.
ATOU also collaborates with Boys Team Charity (who compile workshop enrichment materials), and CSUS which provides student interns. Progressive Employment Concepts and InAlliance bothprovide opportunities for clients with disabilities, many of whom serve as ATOU volunteers. Interns through CSUS acquire hours supporting ATOU workshops, and then complete a project at theend of the internship to present to their class, continuing the message and impact. Several CSUS students have continued to volunteer with ATOU after graduation. At Fiddyment FarmElementary in Roseville this week, the school psychologist Moriah mentioned that she was at her current job because of her internship experience with ATOU when she was in college.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
ATOU aligns with the Vision and Goal of the City of Roseville to provide a safe and healthy community. In particular, our program seeks to create inclusiveness, equality, and justice for all in thecommunity by instilling understanding and reducing teasing and bullying. Our program changes the culture of our schools so that children with disabilities are better understood, accepted, andrespected by other students. But the effect goes much farther. The attitude of openness and respect extends quickly to other areas of diversity. Racial, economic, religious, and other differencefade as student learn to see and appreciate the person first. In addition, by appreciating difference in their peers, children begin to accept their own uniqueness and feel more comfortable andconfident themselves.
Our interactive, hands-on program encourages students to demonstrate empathy and show respect, a key aspect of your Value, "Treat People Well." Define anticipated outcomes for this proposed effort. How will success be measured? Every participating student, their parents and teachers receive a questionnaire following each in-school workshop. We know from the answers to these questionnaires that the program impact ispositive and long lasting. Actual statistics from the 2024-2025 school year are shown in square brackets [ ].
The three primary outcomes expected of the in-school workshop are:o At least 85% of responding students will indicate increased comfort interacting with individuals with disabilities. [89%]o At least 85% of responding teachers will report improved peer interactions following students' participation in the ATOU workshop. [98%]o At least 85% of participating schools will schedule workshops each subsequent year.[85%] The number of schools that continue the program year after year, and the rate at which our program is expanding provides evidence of the program's efficacy. During the COVID-19 pandemic, wewere unable to continue the program in many schools due to quarantine measures. That issue has resolved itself as schools have returned to normal programming.
One hundred percent of schools that had one grade level participate during the 2024-2025 school year participated again in 2025-2026.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2025/2026 - ATOU proposed providing our workshop to 1730 students at 17 schools within the City of Roseville. To date, we have served 1122 students at 10 schools. In addition there are 7 moreschools and approximately 605 students in the City of Roseville scheduled to participate in our program by the end of May 2026. 2024/2025 - $10,000 awarded - ATOU proposed providing our workshop to 1500 students at 18 schools within the City or Roseville. We were actually able to serve 1967 students in 17 schools,because some schools hosted the program for multiple grades. 2023/2024 - $25,000 awarded - ATOU proposed providing our workshop to 1500 students in the City of Roseville. Two schools we planned to serve were still unable to receive the workshop. Inthe end, we were able to serve 1333 students in 15 schools. 2021/2022 $9,917 awarded - ATOU proposed providing our character-building disability-awareness program to 1500 Roseville school-children. While recovering from the effects of the COVID-19pandemic, we were able to provide our program to more than 1200 students in Roseville. 2020/2021 $20,000 awarded. Despite the COVID-19 pandemic occurring after the writing of the proposal, ATOU was still able to pivot and reach students although not as many as we had hoped.ATOU provided 8 Virtual Speaker Panel workshops to 604 school children within the city of Roseville.
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered. 2025/2026 - $10,000 awarded - ATOU proposed providing our workshop to 1500 students in the City of Roseville. As of this submission, 1122 students at 10 schools in Roseville have alreadyexperienced the workshop this school year. Another 7 schools and 605 students are scheduled to participate in the program by the end of the school year.
If full funding is not available, how will the organization be able to accomplish the proposed effort? ATOU uses a broad array of activities to elicit and secure funding for its programs. In addition to ongoing efforts to attract funding from foundations, ATOU will:1) Utilize fundraisers such as "Evening of Insight, where guests have the opportunity to bid on silent and live auction items, as well as donate to the "Fund-A-Need"2) Continue to promote the cultivate new individual donors, and steward existing donors, with an emphasis on creating sustainability through monthly giving3) Continue to utilize the ATOU website and social media pages for fundraising and outreach activities4) Continue to collect school fees for workshop presentations5) Maintain office space at Olive Ranch Elementary School at a reduced cost6) Utilize in-kind donations (volunteer hours, supplies and equipment, reduced fees for services)7) Recruit and train interns from CA State University at Sacramento8) Utilize training seminars from Impact Foundry and Placer Community Foundation for our Board, staff, and volunteers to ensure we are using the best practices for nonprofit management.
Please list other funding received or requested for this proposed effort (include funds, amount received or requested, and status of request, if applicable). Also include any fundraisers ordonations as well as financial support requested or received from governmental entities.
Foundation Requests (17% of these may be allocated to Roseville schools, if awarded):Harold McAlister Charitable Foundation Grant $10,000.00 RequestedJames Joseph Ford Foundation $2,500.00 RequestedSidney Stern Memorial Trust Grant $3,000.00 RequestedJoan M Wismer Foundation Grant $10,000.00 RequestedJohn Jordan Foundation Grant $2,500.00 RequestedSholl-Freede Family Education Award and Grant $25,000.00 RequestedInnovating Worthy Projects Foundation Grant $5,000.00 RequestedJ.B. Hunt Transport Services: Company Giving Unspecified Amount RequestedBrutten Family Foundation Grant $5,000.00 Requested Other sources:Evening of Insight Fundraiser anticipated $150,000 17% ($25,500) of which may be allocated to Roseville schoolsProgram Fees $50,694 How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Now in its 30th year since incorporation, ATOU sustains itself through recruitment of volunteers and a broad base of funding. To achieve our annual budget of $628,000 we have a funddevelopment plan which includes solicitation of foundation grants, program fees, individual and corporate donations, and fundraising events.
We continue to seek new opportunities for funding to ensure continued financial support for our programs. We maintain a fulltime Director of Philanthropy to steward current donors, as well ascultivate new donors. In addition, our team works together to conceive, promote and execute fundraising ideas and activities.
Finally, ATOU could not survive without its broad base of volunteers and their dedicated service. In the past fiscal year we benefited from over 5,000 hours of volunteer labor, in the office, at the in-school workshops, and at community outreach events. According to Independent Sector's latest estimates on the value of volunteer time in California ($40.14/hr in 2024) this is a contributionworth $200,700.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
N/A
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
Asian American Pacific Islander (AAPI) Association of Placer CountyOperational Funding Requested Amount
USD$ 5,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government Funding USD$ 0.00CBF/REACH Grant Request USD$ 5,000.00Corporation/Foundation Funding USD$ 0.00Individual Contributions/Membership Dues USD$ 0.00Fee for Service USD$ 0.00Investment/Interest IncomeIn-Kind Support USD$ 0.00Other USD$ 0.00Total USD$ 5,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 0.00Payroll Taxes and Benefits USD$ 0.00Professional Fees (Consultants & Contractors) USD$ 0.00Other Compensation USD$ 0.00Rent/Utilities/Maintenance USD$ 0.00Printing - banners, flyers, business cards USD$ 600.00Google G Suite online subscription USD$ 72.00Square Space USD$ 468.00QuickBooks USD$ 80.00Annual Family Picnic venue rental USD$ 150.00Venue Rental for Quarterly Community Gatherings USD$ 400.00Membership with Roseville Chamber of Commerce USD$ 395.00Books Purchase (donations to local libraries) USD$ 1,000.00Printing educational materials (AAPI Heritage Month, Lunar New Year) USD$ 500.00Office supplies USD$ 400.00Community events registration fees USD$ 310.00Prep materials for monthly board meetings USD$ 200.00DOJ bi-annual fee USD$ 25.00Table/tents USD$ 400.00Total USD$ 5,000.00 Proposed Effort Budget NarrativeAAPI Placer County seeks $5,000 in operational support to strengthen the infrastructure and community rooted activities that allow us to serve Asian American and PacificIslander residents in Roseville and across Placer County. Operational funding is critical to maintaining consistent, visible, and inclusive programming that addresses culturalrepresentation gaps, reduces social isolation, and builds long term community connection for AAPI families. Each line item in this budget directly supports meaningfulengagement, access to resources, and culturally affirming spaces for our community.
Strengthening Community Access Through Reliable Infrastructure: Investments in technology and administrative systems allow AAPI Placer County to remain accessible,responsive, and accountable to the community we serve. Google G Suite ($72) ensures secure communication and document sharing among board members and volunteers,enabling prompt coordination of community activities. Website hosting through Squarespace ($468) supports a public facing platform where residents can easily accessinformation about events, educational offerings, and partnerships. QuickBooks ($80) enables accurate financial tracking, ensuring fiscal transparency and responsiblestewardship of funds that directly support community programs. Administrative support further strengthens our ability to collaborate and advocate locally. Membership with theRoseville Chamber of Commerce ($395) expands opportunities to build partnerships with local businesses and organizations that directly benefit AAPI residents. Monthly boardpreparation materials ($200) support effective governance and long term planning, while the California Department of Justice bi annual fee ($25) ensures the organizationremains compliant and able to continue serving the community without interruption.
Creating Inclusive Spaces for Connection and Belonging: Community gatherings are a cornerstone of AAPI Placer County’s mission to foster belonging, visibility, andintergenerational connection. Budgeted funds support venue rental for the annual family picnic ($150) and quarterly community gatherings ($400), which bring together AAPIfamilies, elders, youth, and allies in culturally safe spaces. These gatherings are designed to reduce social isolation and provide opportunities for learning, healing, andleadership development through offerings such as book clubs, writing workshops, healing circles, local business highlights, and leadership conferences. Operational funds alsosupport tables and tents ($400), office supplies for outreach and tabling ($400), and community event registration fees ($310). These resources allow AAPI Placer County tomaintain a consistent presence at local events, ensuring that underserved AAPI residents can easily connect with culturally relevant resources and services.
Expanding Cultural Visibility and Educational Outreach: AAPI Placer County prioritizes cultural awareness and education as tools for community empowerment. Printing costsfor banners, flyers, and business cards ($600) increase visibility at community events and ensure that families are aware of available programs and resources. The budget alsoincludes book purchases ($1,000) for donation to local school libraries and distribution at community events, expanding access to culturally representative literature for childrenand families. In addition, printing and distribution of educational materials for AAPI Heritage Month ($250) and Lunar New Year ($250) will reach local elementary, junior high,and high schools, supporting inclusive education and fostering greater understanding of AAPI histories and traditions among students and educators.
Summary of Community Impact: This $5,000 operational budget directly supports AAPI Placer County’s ability to provide visible, accessible, and culturally responsiveprogramming throughout Placer County. Grant funding for these operational costs will strengthen community connection, expand cultural education, and ensure that AAPIresidents—particularly families and youth—have consistent opportunities to gather, learn, and build collective belonging. By investing in organizational infrastructure, this grantfunding enables sustained, measurable impact at the community level.
Lead Agency is:
Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.
We are requesting funding to strengthen and support essential operations of our non-profit: education, community outreach, cultural events and programs that will create safe, supportive spaces,book purchases for local school libraries, and other mission critical activities. Resources will serve AAPI residents, families, small business owners, and youth by expanding access to community-building opportunities across the region.
This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
6 Board Members0 Paid Staff (F/T)0 Paid Staff (P/T)5 Volunteers11.00 SUBTOTAL11.00 TOTALDate Founded:
AAPI Placer County was founded on January 26, 2023.
Organization's Mission:
AAPI Placer County supports our local AAPI community in creating spaces to be seen, heard, and understood by means of advocacy and celebration of AAPI cultures and contributions.
What are the major goals of your organization?
Our major goal, especially heading into 2026, is VISIBILITY of the AAPI community and to continue to inform and educate community members that we as a nonprofit organization are here as anessential resource and provide support.
Our organization will prioritize creating spaces and events - both in-person and virtual - that elevate AAPI voices, perspectives and lived experiences. We will lead and organize cultural events,storytelling initiatives, educational programs and civic engagement that honor the diversity, history and achievements of AAPI communities. A key goal of ours is to deepen collaboration with localnonprofits, schools, civic groups and small businesses to expand access to culturally responsive resources. We will also cultivate leadership and learning opportunities for AAPI youth and adults,empowering community members to participate, lead and shape the region's future.
What were the major accomplishments of the organization last fiscal year? We began the 2025 year in solidarity, joining community members in honoring Dr. Martin Luther King Jr. at the Placer County MLK Day March & Celebration on January 20th. We saw over 100community members visit our booth, where we offered the mooncake making craft, gave away free books to help families diversify their personal libraries and shared information about theupcoming lunar new year celebration. Dr. King’s vision of justice and unity continues to inspire our work, reminding us that the pursuit of equity is a responsibility we carry together.
Just days later on January 25th, the Asian Youth Leadership Association (AYLA) Leadership Conference took place where AAPI student clubs from 4 high schools in the region came together foran engaging morning of career and leadership exploration. We served as advisors to student event coordinators and co-sponsored the event. It was incredible to witness the energy of youngleaders, whose courage and creativity are paving the way for tomorrow’s change.
Our AAPI Walking Moms & Friends Group have met monthly since January 2025 to build connection, foster wellness, and provide a supportive space for dialogue and friendship among AAPImothers and allies. We started with a small group and have seen the gatherings grow to a dozen or so community members These walks have become more than just a way to stay active—theyare a meaningful ritual of community building and resilience.
In April of 2025, we co-hosted a powerful film screening of KINTSUKUROI on the Sierra College campus, bringing together over 200 community members for an afternoon of storytelling andhealing. Kintsukuroi is a poignant film that explores the internment of Japanese Americans during World War II, following the lives of two families as they navigate injustice and maintain theirdignity amidst adversity. The event offered a unique opportunity to explore themes of identity, trauma, and the beauty of repair—both personal and cultural.
Later that month, we joined voices with over 100 organizations from across the state during AANHPI Advocacy Day on April 28, taking place at the California State Capitol. With passion andpurpose, we stood alongside fellow advocates and met with legislators and staff to amplify the needs, rights, and stories of AAPI communities in policy spaces where representation matters most.
The month of May was a vibrant celebration of heritage and unity. We hosted our first AAPI Family Picnic on May 10th, which brought together over 30 community members and their families for ajoyful day of food, games, and intergenerational connection which highlighted the strength of community bonds.
In a meaningful demonstration of solidarity and shared history, the AAPI Placer County team also participated in the Placer County Juneteenth Celebration on June 21st, honoring Black liberationand affirming the importance of cross-cultural allyship in the pursuit of equity and justice.
In October, we were invited by the Filipino Student Association at Sierra College to table at their FilipinX Fest, an afternoon where we saw over 50 students visit our table. Our team sharedinformation and resources, along with giving away free books by AAPI authors.
We are proud of our commitment to inclusion, storytelling, and advocacy, and deeply believe that our collective work will have a lasting impact.
Will the organization utilize volunteers for this proposed effort? We have and continue to use volunteers in operating the non-profit. All board members and committee members are volunteers. We also have relationships and contacts with local high schoolAsian youth leadership groups and have asked them to volunteer at our events.
Describe the need for this proposed effort and evidence of community support.
Cultural stigmas represent one of the most significant barriers preventing AAPI community members from accessing needed services. Within many AAPI cultures, the concept of 'saving face" -maintaining social standing and family reputation - creates powerful disincentives for seeking help, particularly for mental health concerns. Mental illness is often misunderstood as personalweakness or character flaw rather than a medical condition, leading individuals to suffer in silence rather than risk bringing shame to their families. We have been working with Placer CountyHealth and Human Services (HHS) for the past 2 years to address the need for mental health support for the AAPI community. From conducting surveys to assess needs to participating onvarious HHS internal committees, we have worked to deepen the understanding and help strengthen the services and programs that are currently provided.
Many AAPI community members in Roseville are immigrants or children of immigrants facing unique stressors, such as: acculturative stress from adapting to American culture while maintainingcultural identity, immigration-related trauma (family separation, documentation concerns, resettlement challenges), inter-generational conflicts as younger, more acculturated generations navigatedifferent cultural values than their parents, historical trauma related to war, colonization, racism, and forced migration, and recent trauma from the dramatic increase in anti-Asian hate incidentsduring and following the COVID-19 pandemic. All these factors impact mental health across generations.
Despite representing 12.9% of Roseville's population, AAPI community members significantly underutilize available services due to the barriers described above. National research demonstratesthat AAPIs persistently underutilize various health and social services compared to white populations, even when controlling for socioeconomic status and insurance coverage.
Culturally specific organizations serving AAPI communities face unique operational challenges that require dedicated funding support, such as AAPI Placer County's goals of community outreachthat goes beyond traditional marketing to build trust within stigma-conscious communities. And limited access to mainstream funding sources that do not recognize dis-aggregated AAPI needs.
This evidence demonstrates not only the critical need for culturally and linguistically competent AAPI-serving organizations in Roseville, but also the strong community support and engagementthat positions our organization to effectively address these needs with sustainable operational support.
The AAPI community in Roseville faces documented, significant barriers to accessing essential services due to cultural stigma, language barriers, immigration-related stress, and lack of culturallycompetent providers. These barriers result in dangerous underutilization of services despite urgent need. Operational support for dedicated AAPI-serving organizations is not merely beneficial – itis essential to ensuring equitable access and building a service delivery infrastructure that recognizes and responds to the rich diversity within our community. The strong community supportdemonstrates readiness and commitment to partner in this critical work.
With sustainable operational funding, our organization can continue and expand our role as a vital bridge between the AAPI community and the services they need and deserve, ultimatelycontributing to a more equitable and inclusive Roseville for all residents.
Describe the population, number to be served, and how the proposed effort differentiates from similar services in the community. Explain the processes used to ensure those being served areROSEVILLE RESIDENTS and follow the funding guidelines.
The Asian American and Pacific Islander (AAPI) community in Roseville, California represents a significant and rapidly growing population facing critical barriers to accessing culturally andlinguistically appropriate services. Despite comprising 12.9% of Roseville’s population (approximately 21,000 residents), AAPI community members experience substantial disparities in serviceaccess, with unique challenges that demand dedicated organizational infrastructure and sustainable operational support.
The Sacramento-Roseville-Folsom metropolitan area has experienced remarkable AAPI population growth, reflecting broader statewide trends. Roseville specifically has seen a 2.6% annualpopulation growth rate, with the AAPI community growing even more rapidly as one of the fastest-growing demographic groups in California.
This diversity is not merely statistical - it represents over 43 distinct ethnic groups speaking more than 100 different languages, each with unique cultural values, immigration histories, and serviceneeds. In Roseville and surrounding Placer County, approximately 6% of residents speak an Asian language at home, with additional populations speaking Indo-European languages. Thislinguistic diversity creates substantial barriers when culturally competent, language-accessible services are unavailable.
One of our goals in 2026 is to become a member of the Roseville Chamber of Commerce and by doing so, increase the visibility and work of our organization to the greater Roseville community.This was discussed and unanimously agreed upon at our end of year strategic planning session in November of 2025 that Roseville would be the focus of our work.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Although not required, AAPI Placer County recognizes the need to collaborate with other organizations in order to serve Roseville's AAPI diverse communities. The following are organizations thatwill be collaborative partners:-Business owners (monthly spotlights on website and social media)-Community and school libraries (for AAPI books donations)-Asian Youth Leadership Association (AYLAs) and other AAPI leadership groups at all the high schools in the region (advisors to student leaders)-nonprofit seeMYChild (we attend and table events that this nonprofit organizes like MLK Day and Juneteenth)-becoming a member of the Roseville Chamber of Commerce-AMI Housing (recognized partner to provide housing, employment assistance and support to individuals who are at risk of losing housing or are currently experiencing homelessness)-ABC Equity Consultants (co-facilitators of diversity workshops) Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
AAPI Placer County advances Roseville’s vision of a safe, healthy, and welcoming community by providing culturally responsive programs that help AAPI residents feel secure, connected, andsupported. Through trusted outreach, education, and community building, the organization reduces barriers to services, encourages early help seeking, and strengthens networks that preventproblems before they escalate. By partnering with the City of Roseville and local organizations to share critical information and identify emerging needs, we help protect vulnerable residents whilefostering belonging and reducing isolation. The organization embodies Roseville’s core competencies by centering people, building trust, ensuring accountability, adapting to evolving needs, andcommunicating across language and cultural differences. Through inclusive collaboration and culturally relevant engagement – including uplifting AAPI arts, culture, and small businesses – AAPIPlacer County enhances Roseville’s sense of place and contributes to a more vibrant, connected, and economically thriving community.
Define anticipated outcomes for this proposed effort. How will success be measured? Operational support for our AAPI - serving nonprofit will enable sustainable, culturally competent service delivery that addresses critical community needs in Roseville, CA. Success will bemeasured through organizational capacity and reach, showing community impact and cultural responsiveness. Our outcomes framework aligns organizational stability with community benefit,recognizing that strong operations are the foundation for effective service delivery.
Under operational capacity and stability, we will measure increase in operational funding secured, volunteer engagement tracked by number of active volunteers and volunteer hours contributed,infrastructure improvements like revised website, online tools and processes to implement support service delivery.
Operational support enables proactive outreach and barrier reduction, making services more accessible to community members who have historically been under served. We will track the numberof outreach events attended, number of community members engaged through outreach, tabling and presentations, reduction in access barriers measured by availability of translated materials orculturally specific programming, and number of culturally tailored programs and resources developed and delivered.
Consistent, reliable operations build community trust over time, encouraging more individuals to seek help and reducing stigma-related barriers. By increasing partnerships with business/culturalassociations and increasing the number of community members to engage in advisory roles, feedback sessions, or volunteer activities. Ultimately, operational stability enables consistent servicedelivery that improves wellbeing for AAPI community members.
The outcomes anticipated through operational support are designed for sustainability; building organizational capacity creates long-term infrastructure, not short-term programs. Also,strengthening community trust establishes lasting relationships that continue beyond funding cycles. Moreover, engaging community in evaluations and sharing the percentage of programadjustments based on community input ensure accountability and responsiveness.
We will use outcome data to demonstrate impact to current and prospective funders, build diverse funding streams, and ensure our organization can continue serving the AAPI communityeffectively for years to come.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.
N/A
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
N/A
If full funding is not available, how will the organization be able to accomplish the proposed effort? If full funding is not available, we will first focus on essential activities - culturally responsive outreach, resource navigation, and partnership development - while adjusting the pace, scope, orfrequency of programs offered.
AAPI Placer County will prioritize core activities and scale the proposed effort to match available resources while maintaining quality and community impact. Additional support will be leveragedthrough volunteers, in-kind contributions, and collaboration with local partners to sustain key services. This approach ensures that the effort can still move forward responsibly, with reduced goalsthat remain achievable and aligned with community needs.
Please list other funding received or requested for this proposed effort (include funds, amount received or requested, and status of request, if applicable). Also include any fundraisers ordonations as well as financial support requested or received from governmental entities.
We have not received any other funding to support the operational costs and community outreach work that our team has engaged in. We have not received any funding from government entities.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? AAPI Placer County will sustain this effort beyond the grant period by reducing costs through strategic partnerships, shared resources, and expanded volunteer capacity, while also diversifyingrevenue to support long term operations. We will streamline outreach and program delivery operations to lower ongoing expenses without compromising cultural responsiveness.
At the same time, we will pursue additional funding through multi-year grants, individual donor cultivation, and sponsorships with local AAPI owned businesses and community partners. Asevaluation data demonstrates impact, AAPI Placer County will leverage those outcomes to attract new funders and deepen support from existing ones. These combined strategies ensure that theinfrastructure and services established through this grant remain stable and sustainable over time.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
N/A
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
Assistance League of Greater Placer (ALGP)Roseville Kids Shop Head to Toe Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government Funding USD$ 0.00CBF/REACH Grant Request USD$ 30,000.00Corporation/Foundation FundingIndividual Contributions/Membership Dues USD$ 15,000.00Fee for Service USD$ 0.00Investment/Interest IncomeNon-cash - Value of Member Volunteer Hours (Non-cash) USD$ 54,655.00Proceeds from Member Volunteer Run Thrift Shop USD$ 40,000.00Total USD$ 139,655.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 0.00Payroll Taxes and Benefits USD$ 0.00Professional Fees (Consultants & Contractors) USD$ 0.00Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsurancePurchase of Clothing and Shoes for 898 Roseville children ChildrenUSD$ 85,000.00In-kind (non-cash) value of Member Volunteer hours USD$ 54,655.00Total USD$ 139,655.00 Proposed Effort Budget Narrative"Roseville Kids Shop Head to Toe" is a project designed to meet ALGP's number one goal: Provide clothing and shoes to low-income children to promote good physical healthand self-confidence leading to school readiness and improved school outcomes. The project will provide school clothing to 548 students and shoes to 350 students - for a totalof 898 students from thirty-three elementary, middle and high schools in four Roseville area school districts.
Our out-of-pocket costs to support this project are $85,000 to purchase clothing and shoes. No overhead expenses are charged to the project.
The in-kind (non-cash) cost of this project is the value of the hours spent by our unpaid volunteers both behind the scenes and on the shopping days. 1571 volunteer hourswere spent this past fall with an estimated value of $54,655 (@34.79/hour based on The Independent Sector value of volunteer time for derived from annual Bureau of LaborStatistics (BLS) average hourly earnings estimates.) "Roseville Kids Head to Toe" is part of a larger county-wide program, Operation School Bell. In this grant application we are requesting $30,000 to support this project. Theremaining costs will be supported from other chapter funding sources. Several grants have been requested to support our broader Operation School Bell program, of which theRoseville project is a significant part. Those grant funds (as well as other ALGP chapter funds from donations and Thrift Shop sales) will be available to fund this project.
Lead Agency is:
Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.
Assistance League of Greater Placer requests $30,000 to support “Roseville Kids Shop Head to Toe,” a school shopping program that will provide opportunities for 898 socioeconomicallydisadvantaged Roseville children in grades K-12 to shop for clothing and shoes.
This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness
Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
9 Board Members0 Paid Staff (F/T)0 Paid Staff (P/T)200 Volunteers209.00 SUBTOTAL209.00 TOTALDate Founded:
Founded in 1987 as Assistance Guild® of Auburn Foothills, in 2005 the organization became a chartered chapter of National Assistance League under the name Assistance League® of GreaterPlacer.
Organization's Mission:
Assistance League® of Greater Placer (ALGP) is a nonprofit organization dedicated to transforming lives and strengthening community.
We care. We act. We foster positive community change. We work tirelessly in partnership with more than fifty public, private and philanthropic organizations to help alleviate significant needs thathave been identified among Placer County’s most socioeconomically disadvantaged residents.
What are the major goals of your organization?
1) Provide clothing and shoes to low-income children to promote good physical health andself-confidence that leads to school readiness and improved school outcomes.2) Provide renewable scholarships and ongoing mentoring to graduates of alternative highschools to open the doors to higher education and an independent future.3) Provide emergency support to individuals and families facing an immediate andsignificant need that they are unable to meet without assistance.4) Assist the unhoused population by providing food, backpacks and other items that willkeep them warm, dry and fed.5) Increase opportunities for economically depressed job-seekers who are entering theworkforce without the ability to purchase clothing for job interviews or new positions.6) Provide direct classroom assistance in Title 1 schools to increase literacy and/or facilitywith English as a second language.8) Educate young children about bullying, school safety, learning disabilities and culturaldifferences.9) Bring joy, a sense of belonging and enhanced nutrition options to isolated, low-incomeseniors lacking family and social relationships.
What were the major accomplishments of the organization last fiscal year? During the last fiscal year, Assistance League® of Greater Placer delivered measurable, life-changing support to children, families, seniors, and individuals facing crisis throughout Placer County.Key outcomes include:
CLOTHING AND BASIC NEEDS1) Provided new clothing to more than 1,673 children, with additional clothing donated to school clothing closets with a budget exceeding $200,000.2) Distributed 968 new pairs of shoes and over 305 coats to children and adults in need.3) Supplied 316 schoolchildren with backpacks and school supplies to support academic readiness.4) Assisted 68 adults with clothing and/or work boots to help them re-enter the workforce.
SUPPORT FOR VULNERABLE POPULATIONS5) Helped 245 individuals and families meet unforeseen emergency needs.6) Assisted nearly 600 unhoused or displaced Placer County residents with backpacks, meals, coats, and essential clothing.7) Provided emergency clothing and kits to survivors of assault and human trafficking.8) Brightened the lives of 55 senior care residents through friendship, cards, and live music.
EDUCATION AND YOUTH DEVELOPMENT9) Awarded over $55,000 in scholarships to graduates of alternative high schools.10) Delivered anti-bullying and school-safety puppet programs to more than 1,973 children to foster empathy, inclusion, and awareness of cultural and learning differences11) Provided literacy enrichment activities and books to 375 children in grades 1–3 COMMUNITY PARTNERSHIP AND STEWARDSHIP12) Distributed over 868 bags of unsold goods and clothing to community organizations Will the organization utilize volunteers for this proposed effort? Assistance League® of Greater Placer is an all-volunteer organization, working year-round with no paid staff. Our 200+ members bring a wealth of professional talents, skills, and lived experienceto our work. In partnership with more than fifty public, private, and philanthropic organizations, our volunteers work tirelessly to alleviate unmet needs across Placer County. Volunteers are theheart and soul of our organization.
In fiscal year 2024–25, ALGP members donated more than 39,000 service hours and positively impacted the lives of over 6,800 individuals in our community. The volunteers of Roseville KidsShop Head to Toe coordinate closely with Roseville schools to provide new clothing and shoes to children in need, helping them attend school with confidence, comfort and dignity.
Volunteers are essential to every aspect of the program and serve in a wide range of roles, including program committee members who begin planning in February for events that take place inOctober. School liaisons work directly with teachers and counselors to identify eligible students. Event management volunteers send invitations to school contacts with instructions on how to enrollstudents for participation. Event-day volunteers assist children and families during shopping events to ensure a welcoming, supportive experience. Logistics and inventory volunteers provideinformation related to the expected number of shoppers to facilitate stocking inventory and scheduling at our Target partner stores. Data tracking and reporting volunteers document participationand outcomes. The tracking of expenditures is achieved with administrative and follow-up support that provides communication with partners and post-event evaluation data.
This extensive volunteer involvement allows ALGP to maximize the impact of grant funding, direct the vast majority of resources toward program delivery, and sustain high-quality services forRoseville children and families.
Describe the need for this proposed effort and evidence of community support.
According to the most recent data from the U.S. Census Bureau, 5.9 percent of Roseville residents live in poverty. As clothing prices continue to climb in 2026, pushed upward by inflation, importtariffs, and shifting global textile markets, families who live in poverty feel the pinch. The total cost of living in Placer County - for housing, food, utilities, childcare, taxes and other necessities - hassoared more than 39 percent above the national average. According to the Sacramento Bee as reported in January 2026, the cost of living in California is 40 percent above the national average.
Low-income parents struggle with the simple act of clothing their growing children. Although some basic needs are provided by social or school services geared to Title 1 students, clothing is not,
despite being vital for children’s physical and mental health. Socioeconomically fragile families are our neighbors. Their children attend school alongside our own, play on our youth sports teams,attend our churches and make up ourcommunity. They are not invisible. The Roseville Kids Shop Head to Toe program addresses the inequities faced by these children, improving the likelihood of their academic success and eventheir health as they face cold winter temperatures.
The longevity of ALGP’s Clothing and Shoes program, established in 1992, is a testament to the long-standing support of our community partners, including participating Target stores and theelementary, middle and high schools located in the city of Roseville. Target employees clamor to work the events. Every year our volunteers are approached by employees who like to relate theirown childhood experiences participating in our clothing program. Likewise, ALGP volunteers love working with the children and families and return year after year to help. Volunteer workersdonated more than 1500 hours this past fall.
Together, we can wrap these children not only in the clothing and shoes they desperately need, but also in confidence. We can work together to send them into the school year excited, prepared,and ready to embrace learning.
Describe the population, number to be served, and how the proposed effort differentiates from similar services in the community. Explain the processes used to ensure those being served areROSEVILLE RESIDENTS and follow the funding guidelines.
The Roseville component of our county-wide program will assist a total of 898 socioeconomically vulnerable children from thirty-three elementary, middle and high schools in four Roseville areaschool districts. School officials, rather than ALGP volunteers, identify, vet and refer those children most in need of emergency shoe and clothing help.
Our program operates over a ten-month period, not just three weeks in the fall or a single day at holiday time. Although our major shopping events facilitated by a large cadre of volunteers occurin October, one-on-one shopping trips support emergency needs identified throughout the year. This critical element is what differentiates our Roseville Kids Shop Head to Toe program fromothers. We know that growth spurts don’t just happen in the fall. We can replace worn-out shoes or a jacket that has grown too small when they’re needed. We also serve families in need thatmove to a new school mid-year.
Not only do we respond to year-round needs, we also acknowledge and address the obstacles to family participation. To compensate for lack of transportation, challenging work schedules, orlanguages other than English, we provide flexible scheduling, generous make-up days, and interpreters who make families feel welcome and safe.
Roseville Kids Shop Head to Toe incorporates an individualized shoe purchase program, which is another component that differentiates our program from others. Our volunteers meet withchildren referred by their school to measure their feet and share a specialized shoe catalog. The child and parent then have an opportunity to order a pair of good quality shoes through a highlydiscounted purchase program that reduces our shoe cost from as much as $65/pair to approximately $18/pair. The shoe component alone is expected to serve 350 Roseville children, whoseemergency shoe needs will be accommodated throughout the school year.
ALGP school liaisons assigned to all Roseville schools provide coordination between school personnel, families and our volunteers to allow for emergency clothing and shoe shopping throughoutthe year. Referring schools identify the city of residence in the referral and online registration process, which allows us to confirm that participants at our Target events are Roseville residents.Once children and their parents arrive at a Targetshopping site, volunteers register them, cross checking names and schools before shopping begins. Each child is then given a temporary bracelet identifying his/her grade and the correspondingamount of funds allocated for shopping based on the child’s grade level. This past fall, our volunteers logged thousands of hours from program planningthrough implementation.
With our school shopping program established in 1992, ALGP volunteers are uniquely experienced and qualified o serve a community we know well. New volunteers are trained every year. Wehave long experience working with our Target partners. Our Online Event Manager System facilitates online registration by each school. School personnel find the event manager system easy touse. Our long-standing relationships with school personnel have engendered trust in the program and the process.
School counselors and teachers are grateful that our program not only helps individual children but also strengthens school-family bonds. One teacher commented, “Thank you so much for yoursupport. I strongly believe that referrals and support from Assistance League have helped improve the relationships between families and the school.” Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Our Assistance League volunteers rely on the collective efforts of our collaborative partners, including Roseville City and High School District personnel, the Latino Leadership Council and, ofcourse, our Target partner stores and their employees.
The Latino Leadership Council provides Spanish-speaking interpreters at each event, but more importantly the assurance of safety and anonymity to wary Hispanic families. We know that withoutthe reassurance of the Latino Leadership Council, the number of participating families last fall would have been reduced.
Our primary partners in this effort are the four school districts and thirty-three individual schools serving Roseville children. We have agreements with Roseville City School District, Roseville JointUnion High School District, Dry Creek Joint Elementary School District and Eureka Union School District. Their role is to identify and refer socioeconomically vulnerable students in need of ourhelp.
Teachers and counselors from many schools often show up at an event on their school’s designated shopping day, checking to see that their students are taking advantage of the opportunity. If adesignated child is not present on his/her scheduled shopping day, a teacher or counselor may contact the family and make arrangements to get the child to an alternate make-up shopping event.If that proves to be impossible, teachers will sometimesdesignate other needy children to replace the no-shows. Our designated make-up days accommodate families that experience health, work or transportation issues on their scheduled shoppingday.
Target, of course, is a critical partner. Target management gives us significant latitude to schedule, organize and conduct our tax-free shopping events in their stores. We follow Target guidelinesto ensure that our shopping events are smooth and well-managed. Target helps us meet additional clothing needs by accommodating individual/small group shopping trips as needed.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
As the lead statement in the Strategic Plan, the Roseville City Council’s mission is “To provide exceptional services in a fiscally responsible manner that enhance the quality of life today and intothe future”. Its vision of “Preserving our high quality of life as we prosper into the future,” includes ensuring “a safe and healthy community” and “working together to prevent problems and toprotect those in need.” The Strategic Plan also includes the goals “Build trust” and “Collaborate inclusively to build effective working partnerships, alliances and teams.” The mission of Assistance League® of Greater Placer, “Transforming lives and strengthening community” is well aligned with Roseville’s mission. We feel it is incumbent upon our citizens who areflourishing to lend a supporting hand to those in need, to ensure equity and equal opportunity as children progress through school.
Children who live below the poverty level do not start school on a level playing field. They may come from families suffering from job insecurity, food insecurity, or lack of stable housing. Accordingto the Annie E. Casey Foundation, following the repeal of pandemic-era federal policies the child poverty rate nearly tripled in California. Roseville City Counsel's vision to "preserve our highquality of life," "ensure a safe ad healthy community" and "work together to prevent problems and to protect those in need" would seem to come into play here as we protect and support childrenin poverty.
It is the children from struggling families that benefit from Roseville Kids Shop Head to Toe, a program that provides the boost they need to feel confident, stay healthy, and compete on equalfooting. It is a program that addresses inequity. While ALGP has earned a reputation for consistent high-quality philanthropic programs, we strive to create a diverse, equitable and inclusiveculture that ensures every person belongs, is respected and valued. Our investment in children and families demonstrates that they are important, that we care about them, and that their well-being matters.
Among the City of Roseville’s core competencies are “focus on people” by delivering “service-oriented solutions that meet or exceed expectations” and “honor each interaction and relationshipwith respect and consideration, even under difficult circumstances.” This is certainly a shared core competency of the member volunteers of Assistance League of Greater Placer of which we arevery proud. We meet people in difficult circumstancesand offer solutions with kindness, honesty and integrity. Over our many years of service to those in need, we have built trust and gained the confidence and support of our partners and clients.
Supporting Roseville Kids Shop Head to Toe is also a sound fiscal decision for the City of Roseville. ALGP’s anticipated investment of $85,000 in the health and emotional well-being of localchildren would leverage the City’s requested $30,000 contribution into services valued at more than $85,000—delivering over $55,000 in added value and nearly a 65% return on investment. Thetrue beneficiaries of this partnership are the Roseville families and children who rely on us.
Define anticipated outcomes for this proposed effort. How will success be measured? Our primary anticipated program outcome is that 898 Roseville children will have appropriate seasonal clothing and shoes, thereby improving children’s physical and mental health, self-confidence and readiness for school. A secondary anticipated outcome is that all participants, from parents to children to volunteers to school personnel, rate the experience positive and theprocess simple. The evaluation process is multi-pronged. 1) Through an online Event Management System, we comprehensively track expenditures and the number of children and schools served to ensure that our anticipated outcomes are met.Careful online registration and onsite check-in procedures keep the records of Roseville children separate from those of children in other geographic areas we serve through this county-wideprogram. 2) At the conclusion of the fall shopping event, Roseville attendees were surveyed with three questions that provided feedback on their experience. 99% reported that their family enjoyed theshopping experience. 99% indicated that receiving new clothing increased their child’s excitement about the upcoming school year. 99% shared that volunteers made the shopping process easierand more supportive.
Families expressed deep gratitude and described the event as wonderful, memorable, and meaningful. Many comments emphasized how valued and cared for their children felt, underscoring theprogram’s positive impact on both children and families. In Roseville, 48% of participants were families, defined as households with more than one child. Parent comments reflected the program’sstrong impact on both children and families. “Awesome experience, I’m very grateful.”“This was a memorable experience and my kids felt so special tonight. Thank you.”“An awesome experience. Thank you.”“It was wonderful.”“I appreciate it especially when money is tight.”“This year was organized very well. Thank you for all you do.”“Volunteers Rock!!!” 3) Annual school surveys provide subjective feedback on the impact of participation through such indicators as attendance and discipline, plus overall satisfaction with the process. Ninety percentof school respondents reported that new clothing makes a difference in students’ eagerness to learn and participate in activities. Nearly 85 percent of teacher comments reflected a positivechange in students’ level of confidence and attitude. “I noticed a big change in self-confidence in all of our kiddos that participated. They were eager to come to school in their new apparel.”“This event is always such a huge opportunity for our teens and really impacts their self- confidence.”“Thank you so much for your support. I strongly believe that referrals and support from Assistance League have helped improve the relationships between families and the school.”“One student’s attendance has increased by 30% since the shopping event.”“Thank you for everything that you do for our students and our community. Every year, my students greatly benefit from this opportunity and they are so incredibly excited about their new clothesfollowing the event.”“The kids' eyes light up when they find out they will get to shop for new clothes!!! Many of our students wear the same clothes often, so new clothes are a definite need and a blessing. Thankyou.”“You guys are amazing for giving the community a much needed positive experience. Kids showed up really happy and excited when they have new clothes and shoes.”“Thank you for the very timely delivery! We are assembling our baskets today for our families who need a little help and the addition of the shoes is amazing.”“This is a little miracle and you are Santa.” 4) We track satisfaction with the Online Event Management System, which was overwhelmingly positive last fall. 88 percent reported that online registration went very well, while 12 percent ratedit as good. 100 percent found the initial email with instructions for each step in the process to be very helpful. “I find the system very user friendly and it allows us to have a place to reference for more information.”“Love it.”“Very easy to navigate.”“Organization was great.”“Everything was comprehensive and well put together.”“It is good as usual.” 5) We also track our performance through written survey results from our volunteers, reflecting their satisfaction with each shopping event. “Positive feedback from shoppers, happy children and parents!”“The color-coded REUSABLE bracelets made it easy for all. Win-win.”“The meeting and info session before we started each session is always so helpful.”“The checkers were positive and cooperative.”“The camaraderie of member volunteers and committee members was great.”“The committee was prepared and organized-BEYOND BELIEF!!!”“The pivot from the "threat" we all felt to a totally successful event!!!”"AWESOME- YOU ALL ROCK!!!!!“I couldn't be more impressed with a committee!!!”“Having someone from Latino Leadership Council that spoke Spanish was a great asset and made the families feel more comfortable.” List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2025-26: $25,000 Roseville school shopping (school clothing & shoes for kids K-12)2024-25: $25,000 Roseville school shopping (school clothing & shoes for kids K-12)2023-24: $25,000 Roseville school shopping (school clothing & shoes for kids K-12)2022-23: No funds awarded2021-22: No funds awarded If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
Roseville Kids Shop Head to Toe received a FY 2025-26 grant award for $25,000. All funds have been spent on shoes and clothing for 894 children in grades K-12. This past year we faced anumber of challenges related to the potential of ICE interference and the impact of higher prices due to tariffs.
Our school clothing committee adapted to new immigration and tariff policies, as well as to corporate changes related to Target’s in-store shopping procedures. Last August, we fielded a requestfrom the national board of Assistance League to prepare for potential local ICE incidents. Consequently, our committee developed a new, streamlined shopping experience designed to prioritizethe safety of our families.
Key improvements included:
1) Eliminating outdoor waiting lines2) Moving registration away from entrance doors for faster processing3) Implementing ongoing check-in times4) Coordinating with Target to provide more cashiers for faster checkout Another challenge was the impact of tariffs on clothing prices. We increased the allotments for each grade level for our families. (Grades K- 2: $110, 3-5: $130, 6-8: $145, and 9-12: $170). Theincreased allotments will remain in effect for 2026-27. Prices were fluctuating and TARGET created new procedures of their own: no pricing was labeled on much of their clothing items, soclothing had to be scanned, which increased the assistance requiredfrom our ALGP volunteers to support our shoppers with scanning and staying within their shopping allotments. TARGET stores also changed their check-out procedures the week before ourevents began, which created extra planning and coordination on our part.
As a result of having successfully met the challenges of 2025-26, we are confident in our ability to handle most anything that might arise in 2026-27. It is always our goal to make the shoppingexperience safe, efficient and enjoyable for our families.
If full funding is not available, how will the organization be able to accomplish the proposed effort?
Our goal is to clothe as many children as possible, contingent upon available funding from donations, grants, sponsorships, online sales, annual fundraisers such as BINGO, Annual Appeal, BigDay of Giving, and the Assistance League Thrift Shop, which provides the bulk of the revenue required to operate our philanthropic programs.
If full funding requested in this application is not provided, we have several options:1) Compensate for reduced revenue by adopting lower clothing allowances for students ateach grade level.2) Limit each school to a maximum number of referrals, which would lower the number ofchildren we can serve. Unfortunately, it is Roseville children and families who would feelthat impact directly.3) Juggle budgets for all other Assistance League philanthropic programs. If this grantrequest is not funded at all, we would be compelled to reduce the program byby approximately thirty percent, which is the percentage of program cost dedicatedto Roseville children alone.
That being said, we consider our school shopping program to be the cornerstone of Assistance League of Greater Placer. We are confident the program will carry on just as it has since 1992.Placer County families and local partners depend on us. With our current economy, the need to provide assistance to families who are simply trying to meet their children’s basic needs continuesto grow.
Please list other funding received or requested for this proposed effort (include funds, amount received or requested, and status of request, if applicable). Also include any fundraisers ordonations as well as financial support requested or received from governmental entities. 1) $5,000 has been awarded from the Save Mart CARES Foundation.2) We will submit a request to the Bauer Family Foundation for $20,000.3) We will submit a request to the Teichert Foundation for $7,500.4) Proceeds of approximately $35,000 from our BINGO fundraising event will be disbursedamong all philanthropic programs.5) Big Day of Giving approximately $15,000 to be disbursed6) Proceeds from our Assistance League Thrift Shop will be allocated as needed How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? As an all-volunteer organization with no staffing costs, our primary means of cost reduction is to reduce philanthropic program expenditures or the number of programs themselves. If necessary, inFY 2026-27 the ALGP Finance Committee would consider decreasing all philanthropic program budgets.
Related specifically to Roseville Kids Shop Head to Toe, if necessary, we will lower the clothing allowances for each grade level to accommodate a possible reduction in program revenue. Wemight also place an upper limit on the number of children who can be referred for assistance throughout the school year.
Our school shopping program is the primary recipient of all non-restricted revenue. The Grants Committee will continue to research and apply for new funding opportunities as we also seek newsponsors to help support our programs.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
Not applicable.
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
Boys & Girls Club of Placer CountyBoys & Girls Club of Placer County Summer Camp Requested Amount
USD$ 20,000.00
Proposed Effort Budget
Proposed Effort IncomeProposed EffortAmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant RequestUSD$ 20,000.00Corporation/Foundation FundingIndividual Contributions/MembershipDuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 20,000.00 Proposed Effort ExpensesProposed EffortAmountSalaries USD$ 15,000.00Payroll Taxes and BenefitsUSD$ 2,500.00Professional Fees (Consultants &Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceProgram SuppliesUSD$ 2,500.00OtherTotal USD$ 20,000.00 Lead Agency is:
Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.
The Boys & Girls Club of Placer County requests $20,000 to support its Summer Camp Program in Roseville, providing safe, engaging, and enriching experiences for low-income youth. Fundswill help cover program supplies, healthy snacks, field trips, and scholarships, ensuring all children can participate and create lasting memories.
This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
15 Board Members10 Paid Staff (F/T)26 Paid Staff (P/T)
25 Volunteers76.00 SUBTOTAL76.00 TOTALDate Founded:
1994
Organization's Mission:
To inspire and empower all young people who pass through our doors to realize their full potential as productive, responsible and caring citizens.
What are the major goals of your organization?
For over 30 years, the Boys & Girls Club of Placer County has provided a safe, welcoming space for children and teens ages 6–18. Our major goals are to help youth build confidence, developlife skills, make positive choices, and prepare for the future. We focus on nurturing a sense of belonging, competence, and the ability to contribute to the community.Every day after school, during school breaks, and over the summer, hundreds of children come to our four Club locations. Members receive healthy snacks, homework support, and access to avariety of activities that promote learning, creativity, and healthy living. From STEM projects and arts programs to sports and fitness activities, our programs are designed to engage youth inmeaningful, age-appropriate experiences that foster academic success, personal growth, and strong relationships.Through scholarships, field trips, and targeted support, we ensure that all children, regardless of family income, can participate and benefit from our programs. By providing this foundation, theBoys & Girls Club of Placer County helps young people develop the skills, confidence, and habits they need to thrive in school, in their communities, and in life.
What were the major accomplishments of the organization last fiscal year? The Boys & Girls Club of Placer County is committed to empowering youth to achieve great futures. Over the past fiscal year, our dedicated staff, volunteers, and community partners haveworked tirelessly to provide opportunities for children and teens to thrive in a safe and supportive environment. Below, we detail our key achievements across programming, partnerships, andoutreach efforts.Programmatic Achievements1. Expanding Access to Core Programs• Triple Play Program Impact: Continued success in promoting healthy lifestyles through physical activity, nutrition education, and mental wellness initiatives. Over 85% of participants reportedimproved physical fitness and stress management.• Power Hour: Making Minutes Count: With grant support from the Taco Bell Foundation and, this academic success program served over 400 students, resulting in a 90% homework completionrate.• Project Learn/Academic Success: Backed by Panda Cares, this initiative saw 75% of youth participants improve their reading and math scores.2. New and Enhanced Offerings• Launched a new STEAM Innovation Lab providing hands-on learning experiences in science, technology, engineering, arts, and math.Community Impact1. Serving More Youth• Increased membership by 20%2. Strengthening Families• The Boys & Girls Club of Placer County strengthens families by providing a safe, supportive environment where youth can thrive while offering resources and opportunities for parents andcaregivers.Partnerships and Collaboration1. Corporate Support and Grants• Secured significant funding from Sutter Health, Taco Bell and Panda Cares for youth wellness and academic success programs.2. Local Business Sponsorships• Launched a new Business Sponsorship Campaign to raise funds, supporting operational costs and program growth.Facility Enhancements• Partnered with DPR Construction to complete renovations to create more inviting, safe and functional spaces.• Working with several private foundations we were able to launch our IT Master Infrastructure Development Project which will overhaul and modernize our internet infrastructure includingequipment, managed data center, Wi-Fi and workstations across all Boys & Girls Club sites in Placer County. This project was launched to continue meeting the demands of our expandingorganization and the growing needs of our youth.Recognition and Milestones• Celebrated the 30th anniversary of serving Placer County youth The past fiscal year was a testament to the power of collaboration, resilience, and the unwavering commitment of our supporters. Together, we made a tangible difference in the lives of hundredsof young people, equipping them with the tools they need to succeed in school, careers, and life. We look forward to building on these successes in the coming year.
Will the organization utilize volunteers for this proposed effort? Volunteers have several impactful opportunities to engage with The Boys & Girls Club of Placer County youth during our summer programs such as:Program Support: Volunteers can assist by helping lead physical challenges, facilitating healthy habits workshops, STEM activities, arts and craft projects or participating in social recreationactivities, creating meaningful connections with our youth.These opportunities provide meaningful ways for volunteers to make a direct, positive impact on the lives of the children and families we serve while building a strong partnership with our Club.
Describe the need for this proposed effort and evidence of community support.
The Boys & Girls Club of Placer County Summer Camp programs meet a critical need by providing a safe, engaging, and educational environment for youth during the summer months. Theseprograms address several key challenges families face:Identified Need1. Access to Affordable Childcare: Many working families struggle to find affordable childcare during summer breaks. The Boys & Girls Club offers a cost-effective solution, reducing the financialburden on parents.2. Prevention of Summer Learning Loss: Without structured learning opportunities, youth often experience a "summer slide," losing academic gains made during the school year. The Clubcombats this through programs that integrate fun with educational enrichment.3. Safe and Positive Spaces: For many children, summer can be a time of unsupervised downtime, increasing their exposure to risky behaviors. The Club provides a safe space where youth canbuild friendships, participate in constructive activities, and receive mentorship.4. Nutrition Support: Many children rely on free or reduced-cost school meals during the academic year. The Club’s summer programs often include healthy snacks and meals, ensuring thatchildren receive adequate nutrition.Evidence of Community Support1. Participation Numbers: Enrollment in summer programs consistently meets or exceeds capacity, reflecting strong demand and trust in the Club’s services.2. Parent Testimonials: Families express gratitude for the program’s affordability, quality, and positive impact on their children. Parents often highlight the peace of mind the Club provides.3. Volunteer and Partner Engagement: Local businesses, nonprofits, and individual community members frequently contribute time, funding, and resources to the summer programs. Recentsupport from organizations like Panda Cares and partnerships with the Teichert Foundation underscore the community’s investment in the Club’s success.4. Community Feedback: Surveys and feedback collected from families and stakeholders indicate strong approval of the program's effectiveness in fostering academic, social, and emotionaldevelopment.The Boys & Girls Club of Placer County Summer Camp programs are essential for ensuring children in the community have a safe, enriching, and supportive environment during the criticalsummer months. The enthusiastic support from families, partners, and the broader community highlights the program’s value and the need to sustain it.
Describe the population, number to be served, and how the proposed effort differentiates from similar services in the community. Explain the processes used to ensure those being served areROSEVILLE RESIDENTS and follow the funding guidelines.
The Boys & Girls Club of Placer County’s Roseville site serves a diverse and vibrant population of youth, reflecting the community's demographics and needs. The Club is committed to inclusivity,providing programs designed to support children and teens from various socio-economic backgrounds, including those most in need.Population Description• Age Range: The site primarily serves youth aged 6 to 18, focusing on critical development stages from early childhood to young adulthood.• Economic Background: A significant portion of participants come from low- to moderate-income families. Many qualify for free or reduced-cost school meals, highlighting the need for affordableprograms.• Diversity: The Roseville site reflects the cultural diversity of the area, welcoming youth from various racial, ethnic, and linguistic backgrounds in the Roseville area.
• At-Risk Youth: The site targets youth who may face challenges such as food insecurity, limited access to academic resources, or lack of safe after-school options.Number to Be Served• Daily Attendance: The Roseville site aims to serve an average of 65 youth per day, depending on seasonal enrollment and program offerings.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Smash Burger came and brought hamburgers, fries and shakes to the kids. Carter’s volunteers came out and did some deep cleaning and worked on our healthy habits garden. In the past wehave had the school district provide lunches during our summer program.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The Boys & Girls Club of Placer County’s summer program aligns well with the Roseville City Council’s current Strategic Plan by supporting several of the plan’s key goals and initiatives. Inparticular, the program directly contributes to areas such as youth engagement, community health and well-being, education, and safety, which are central themes of the Roseville City Council’svision for the city.Below, is an overview of how the Boys & Girls Club of Placer County’s summer program integrates with these broader goals outlined in the Roseville City Council’s Strategic Plan:1. Youth Development and Education:The Roseville City Council’s Strategic Plan emphasizes the importance of promoting youth development and creating educational opportunities to help young residents succeed. The Boys & GirlsClub’s summer program supports these goals by providing a safe, structured environment where children and teens can access high-quality educational activities during the summer months.These activities focus on helping participants develop important life skills, improve academic performance, and explore new interests.The program offers a combination of academic enrichment and recreational activities, helping children and teens avoid the “summer slide,” which refers to the loss of academic skills over thesummer break. Through reading programs, STEM (science, technology, engineering, and mathematics) workshops, and arts activities, the Boys & Girls Club complements the educational goalsof the Roseville City Council by providing opportunities for continuous learning outside of the traditional school year. Additionally, the program offers mentorship and guidance, helping youth buildconfidence and self-esteem, key elements in the city’s focus on youth development.2. Community Health & Well-being:The Roseville City Council places a high priority on the physical and mental well-being of its residents, and the Boys & Girls Club’s summer program plays a crucial role in this area. The programincorporates physical fitness and wellness activities, such as sports, swimming, and outdoor games, which contribute to children’s physical health. Exercise and active play not only help childrenmaintain healthy lifestyles, but they also provide important social interaction and teamwork opportunities, enhancing overall community well-being.The Boys & Girls Club also promotes mental health by providing a supportive and safe environment where youth can express themselves and engage in positive socialization. Staff are trained torecognize and address signs of emotional distress, ensuring that participants have access to the emotional support they may need. Additionally, the program offers character-building activities thatfoster a sense of belonging, self-worth, and confidence—aligning with the City Council’s goal of improving community well-being.3. Public Safety and Youth Engagement:Another important element of the Roseville City Council’s Strategic Plan is the commitment to enhancing public safety and reducing juvenile crime. The Boys & Girls Club’s summer programaligns with this goal by providing a safe and supervised environment for youth during the summer months. By offering structured activities, the program keeps young people engaged, reducing thelikelihood that they will engage in risky or delinquent behaviors.The Club’s emphasis on positive youth development and creating opportunities for young people to learn new skills, make new friends, and build leadership abilities also helps address issuesrelated to youth safety. Furthermore, the Club’s proactive outreach and engagement with at-risk youth serve as a preventive measure, helping to steer children and teens toward positiveoutcomes that contribute to a safer community for all Roseville residents.4. Access and Inclusion:The City of Roseville’s Strategic Plan stresses the importance of providing equitable access to services for all residents, regardless of background or circumstance. The Boys & Girls Club ofPlacer County’s summer program is designed to be inclusive, offering access to high-quality programming for children and families from diverse socio-economic backgrounds. The program offersscholarships and sliding scale fees to ensure that no child is excluded based on financial need, aligning with the City’s goal of promoting equity and inclusion.Additionally, the program is inclusive of children with disabilities and provides accommodations to ensure that all youth can participate in activities. This aligns with the City’s vision of creating acommunity that is accessible and welcoming to all.5. Community Partnerships and Collaboration:The Roseville City Council’s Strategic Plan emphasizes collaboration and the importance of partnerships between local organizations, businesses, and government entities to improve the qualityof life for residents. The Boys & Girls Club of Placer County’s summer program exemplifies this spirit of collaboration by partnering with local schools, community organizations, and volunteers toprovide a comprehensive, well-rounded experience for youth.These partnerships may include working with local businesses to provide resources or sponsorships, as well as collaborating with other youth-serving organizations to expand the program’s reachand impact. Through these collaborations, the Boys & Girls Club enhances its ability to serve the community and helps the City of Roseville leverage its collective resources to meet the needs ofyoung residents.6. Economic Development and Workforce Readiness:The Roseville City Council’s Strategic Plan recognizes the importance of preparing youth for future workforce success. The Boys & Girls Club of Placer County’s summer program plays animportant role in this aspect of the plan by offering job readiness programs, internships, and volunteer opportunities for older teens. Through these experiences, youth gain valuable work skills,such as teamwork, time management, and communication, which prepare them for success in the job market.Moreover, the program may provide exposure to various careers and industries, helping teens explore potential career paths and make informed decisions about their futures. This aligns with theCity’s goal of fostering economic development by ensuring that young people are well-prepared to contribute to the workforce in the future.7. Family Engagement:The Roseville City Council’s Strategic Plan emphasizes supporting families and providing opportunities for them to engage with the city’s services. The Boys & Girls Club’s summer programfosters family engagement by offering opportunities for parents to participate in events and activities alongside their children. Parent involvement in the program is encouraged, and families areoften invited to community events, celebrations, or workshops that strengthen family bonds and create a sense of belonging within the community.In addition, by providing a reliable, affordable childcare option during the summer months, the Boys & Girls Club allows parents to work or pursue other activities, while knowing that their childrenare in a safe and enriching environment. This support for working families aligns with the City Council’s goal of strengthening the overall well-being of Roseville’s residents.8. Environmental Sustainability:While not explicitly a part of all summer programs, the Boys & Girls Club of Placer County often incorporates environmental education and sustainability initiatives into its programming. These caninclude activities such as nature hikes, gardening projects, and environmental awareness workshops. These initiatives promote environmental stewardship and contribute to the City’s broadersustainability goals as outlined in the Roseville City Council’s Strategic Plan. Through these programs, youth gain an appreciation for the environment, which can inspire them to becomeenvironmentally conscious citizens in the future.The Boys & Girls Club of Placer County’s summer program plays a significant role in advancing the goals of the Roseville City Council’s current Strategic Plan. By focusing on youth development,education, community health and well-being, public safety, access and inclusion, and family engagement, the program directly supports many of the key initiatives outlined in the City Council’svision. Through partnerships with local organizations and businesses, the Boys & Girls Club strengthens the community and contributes to Roseville’s long-term success, making it an invaluableasset to the city’s broader goals.
Define anticipated outcomes for this proposed effort. How will success be measured? Defining the anticipated outcomes for the Boys & Girls Club of Placer County’s proposed summer program, as well as how success will be measured, is essential for ensuring the program’seffectiveness and its alignment with the goals of the Roseville City Council’s Strategic Plan. Below are key anticipated outcomes and corresponding measurement methods for success.1. Youth Development & Academic AchievementAnticipated Outcomes:• Improved Academic Performance: The summer program will help prevent summer learning loss through activities focused on reading, STEM education, and other academic enrichmentopportunities. Children and teens will maintain or improve their academic skills during the summer months.• Enhanced Social and Emotional Skills: Participants will develop critical life skills such as leadership, teamwork, and problem-solving. These skills will foster positive behavior and interpersonalrelationships.• Increased Engagement in Learning: Youth will be more engaged in learning activities, gaining curiosity about new subjects and interests..2. Community Health and Well-beingAnticipated Outcomes:• Increased Physical Activity: Youth will participate in physical activities that promote a healthy lifestyle, such as sports, fitness routines, and outdoor games.• Improved Mental Health and Well-being: Youth will experience improved mental health and emotional resilience through supportive environments and activities that foster self-expression andconfidence.• Reduced Risk Behaviors: Participants will be less likely to engage in risky behaviors, such as substance use or delinquency, due to the structured, supervised nature of the program.3. Public Safety and Youth EngagementAnticipated Outcomes:• Decreased Juvenile Delinquency: By keeping youth engaged in structured, positive activities, the program aims to reduce the likelihood of participants becoming involved in delinquent behaviorsduring the summer.• Stronger Sense of Community and Belonging: Youth will feel more connected to their community and peers, which can decrease the likelihood of social isolation or engagement in harmfulactivities.4. Access and InclusionAnticipated Outcomes:• Equitable Access to Programming: The program will be accessible to youth from diverse socio-economic backgrounds, ensuring that every child, regardless of financial means, has anopportunity to participate.• Increased Participation of Underrepresented Groups: There will be a concerted effort to ensure children from underserved communities, including those with disabilities, have access to theprogram.6. Family EngagementAnticipated Outcomes:• Increased Family Involvement: Families will have opportunities to engage in the program through family nights, volunteer opportunities, or community events, strengthening family bonds and
support.• Improved Family Satisfaction with Childcare: Families will report satisfaction with the program’s structure, staff, and overall impact on their children’s development.7. Program Quality and SatisfactionAnticipated Outcomes:• High-Quality Program Delivery: The Boys & Girls Club’s summer program will be delivered with consistency, meeting high standards for staff training, curriculum, and overall program quality.• High Levels of Participant and Parent Satisfaction: Both participants and their families will express high levels of satisfaction with the quality of the program, including staff, activities, and theoverall experience.Success will be measured by Participant Feedback:• Surveys and Observations: Staff will assess social-emotional development through surveys and observational checklists that track behaviors such as self-confidence, collaboration, andcommunication.• Participant Feedback: Participants will complete surveys to assess their level of engagement and interest in the program’s educational activities.The success of the Boys & Girls Club of Placer County’s summer program will be measured through a combination of quantitative and qualitative data, including academic assessments, surveys,behavioral tracking, demographic information, and program participation rates. These metrics will allow the program to assess its impact on youth development, community engagement, familysatisfaction, and overall effectiveness. By closely monitoring these outcomes, the program can make data-driven adjustments to ensure its continued alignment with the goals of the Roseville CityCouncil’s Strategic Plan and its long-term success in serving the community.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.
We received $12,478. For the 2022-2023 Citizen’s Benefit Fund/REACH. Funding was used for salaries, payroll taxes and program supplies.
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
N/A
If full funding is not available, how will the organization be able to accomplish the proposed effort? Our organization is committed to ensuring that our summer camp in Roseville remains an engaging and enriching experience, providing a safe and inclusive environment where kids and teenscan build confidence, explore their interests, and develop valuable skills. To achieve this, we are actively exploring alternative strategies, including securing additional funding through grants,fundraising campaigns, community donations, and government resources.If necessary, we may adjust the program's scope by reducing the number of participants or shortening the camp duration, while still ensuring a high-quality experience for all attendees. We arealso fortunate to receive generous in-kind donations and volunteer support, which help offset costs and enable us to continue offering meaningful programming to the youth in our community.
Please list other funding received or requested for this proposed effort (include funds, amount received or requested, and status of request, if applicable). Also include any fundraisers ordonations as well as financial support requested or received from governmental entities.
Our organization is committed to the long-term sustainability of our after-school programs and summer camp, which are ongoing initiatives that serve the community year-round. To ensure we donot run out of funding, we have developed a comprehensive strategy that combines cost-reduction efforts with diverse revenue-generation initiatives. We will continue to leverage in-kinddonations, partner with local businesses for sponsorships and discounts, and rely on volunteer support to keep operational costs low.Additionally, our established programs, which are highly valued by the community, provide consistent revenue through participant fees and continued community support. We will also pursuefurther funding opportunities through grants, fundraising campaigns, and partnerships with local organizations. With our programs being an integral part of the community and with a clear plan inplace for ongoing revenue, we are confident in our ability to maintain financial stability and ensure the continued success of these impactful efforts.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Our organization is committed to the long-term sustainability of our after-school programs and summer camp, which are ongoing initiatives that serve the community year-round. To ensure we donot run out of funding, we have developed a comprehensive strategy that combines cost-reduction efforts with diverse revenue-generation initiatives. We will continue to leverage in-kinddonations, partner with local businesses for sponsorships and discounts, and rely on volunteer support to keep operational costs low.Additionally, our established programs, which are highly valued by the community, provide consistent revenue through participant fees and continued community support. We will also pursuefurther funding opportunities through grants, fundraising campaigns, and partnerships with local organizations. With our programs being an integral part of the community and with a clear plan inplace for ongoing revenue, we are confident in our ability to maintain financial stability and ensure the continued success of these impactful efforts.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
N/A
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
Campus Life ConnectionRoseville Thriving Youth
Requested Amount
USD$ 10,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 10,000.00Corporation/Foundation FundingIndividual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 10,000.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceUsed 8-passenger Vehicle (e.g., Suburban, etc.) USD$ 10,000.00OtherTotal USD$ 10,000.00 Proposed Effort Budget NarrativeGrant funding of $10,000 will enable the Roseville Thriving Youth to purchase a used Suburban (or similar vehicle) to safely transport up to 8 youth to our events. Many of theyouth who use the Campus Life Barn and attend activities there need rides. We intend to purchase a Suburban with approximately $10,000 of our own funding and $10,000provided through the Roseville CBF grant for 2026.
Campus Life Connection (CLC) owns and operates several vehicles in order to transport kids to clubs, evening activities, weekend day trips and retreats, ski excursions, beachtrips, and camping trips. In December of 2025 alone, vehicles were needed for a trip to Six Flags, Lake Tahoe, Collings Cares Christmas in West Sacramento, and Boreal SkiResort. In the spring and summer of 2026, we will be taking kids to Disneyland, the beach, and summer camp in the Sierra foothills.
Our staff are trained and insured drivers with good driving records. Middle-school- and high-school kids often need rides to activities and events because: 1) They can't drivethemselves, 2) It is less safe to drive with other young drivers, and/or 3) Parents are unable to provide rides. Therefore, we supplement all of our activities with a limitednumber of seats for kids to fill. One of the places we most often take kids is to the Campus Life Barn, which is on the southern edge of Roseville. This is a place where manyRoseville students have attended events, and will continue to do so, especially with the benefit of more seats for rides.
Recently we retired a well-used Chevy Suburban from the ranks of our vehicle fleet. These vehicles get a lot of use, and we want to keep them in great working order. So it isnow time to purchase another Chevy Suburban (or similar), and we are looking in the $20,000 range so as to get one that has relatively low miles and is in relatively goodcondition.
We are thrilled to share that we have received a challenge match pledge of $10,000 that was given to our organization at a recent fundraising event. So that pledge was givento cover half the cost of our next Suburban, and to inspire a donor or foundation to give the other half. Our request therefore is for $10,000 toward the purchase of a ChevySuburban (or similar) for shuttling Roseville kids to and from schools and activities offered by our organization.
Total request: $10,000
Lead Agency is:
Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.
Roseville Thriving Youth requests $10,000 to help Campus Life Connection purchase a used 8-passenger-vehicle to transport approximately 25 Roseville youth, who are participants of theCampus Life Barn, a youth center on the southern edge of Roseville, to Disneyland, the beach, regular group meetings and events, and summer camp.
This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives
Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
11 Board Members11 Paid Staff (F/T)9 Paid Staff (P/T)61 Volunteers92.00 SUBTOTAL92.00 TOTALDate Founded:
Campus Life Connection (CLC) was founded in 1992.
Organization's Mission:
Since 1992, Campus Life Connection (CLC)*, a 501(c)(3) nonprofit, has served area teenagers in Placer, El Dorado, Sacramento, Nevada, and Yolo Counties to fulfill its mission of mentoringyouth through healthy relationships, offering programs that transform lives, provide hope, and create positive change for individuals and neighborhoods that traditionally suffer from health andeducation disparities. Through educational, social, and physical programs, CLC develops character, confidence, and responsibility in youth, supporting more than 3,000 youth each year.
Types of programs CLC operates are:
• Campus Life Clubs, which are weekly, on-campus clubs that provide community, mentoring, and support to middle- and high-school students. • Campus Life Barn, an after-school center on the southern edge of Roseville, that provides students with social, recreational, and educational opportunities. • Point Break (www.Pointbreakonline.com), a nationally-recognized, evidence-based, anti-bullying/pro-empathy workshop, reduces educational/social barriers existing between middle-school/high-school students. Through high-energy activities, interaction with caring adults, and relevant discussion (regarding bullying, painful life experiences, and emotional expression), PointBreak draws students together, focusing on empathy/respect. Students respond to the day's challenges with self-reflection and acknowledging personal responsibility, enabling them to beginpursuing behavioral change. • Summer Camps, where over 500 middle- and high-school students are able to attend each year and experience visiting the mountains or ocean—most, for the first time. *CLC is a faith-based organization at its core, but youth are never required to participate in any faith-based activities to receive mentoring and the program's full benefits.
What are the major goals of your organization?
Since 1992, 501(c)(3) nonprofit Campus Life Connection (CLC) has provided recreational, social, and educational opportunities to thousands of students throughout the greater Sacramentoregion.
Serving more than 3,000 youth each year, CLC’s goal is to transform lives, provide hope, and create positive change for individuals and neighborhoods.
Our goals through the Campus Life Clubs, the Campus Life Barn, and Summer Camps are to develop mentoring relationships with at-risk/high-risk students and support them through the middle-and high-school years, and to develop them into thriving, healthy adults who can contribute to society.
Our goals through the day-long Point Break workshop are to promote resiliency among students and break down the educational and social barriers that exist between students. Resilientstudents display social competence, problem-solving skills, personal responsibility, and a sense of purpose and hope for the future. Students learn to choose conflict resolution over conflict andrespect for others over disrespect.
Through this seven-hour workshop, educational and social barriers that exist between students begin to evaporate. High-energy activities, interaction with caring adults, and relevant discussion(regarding bullying, painful life experiences, and emotional expression) allow Point Break to draw students together, focusing on empathy and respect. Students respond to the day’s challengeswith self-reflection and the acknowledgement of personal responsibility. The end result is students who begin to pursue immediate behavioral change.
Students not only discuss compassion, they participate in it; they not only talk about respect, they experience it. Reconciliation takes place right before their eyes as students share their own painand come to grips with how it has affected them as well as those around them.
Our long-term goal is to raise up leaders from within the community to create positive change, resulting in transformed lives and a transformed community.
What were the major accomplishments of the organization last fiscal year? Campus Life Connection (CLC)'s major accomplishments during last fiscal year were:
• CAMPUS LIFE CLUBS: Over 1,000 middle- and high-school students participated weekly in our Campus Life Clubs on school campuses in the Roseville area, and in activities off campusthroughout the greater Sacramento region. Relevant schools include Oakmont High School, Eich Middle School, and Cooley Middle School in Roseville; Whitney High School, Rocklin HighSchool, and Granite Oaks Middle Schools in Rocklin; Granite Bay High School in Granite Bay, where a number of Roseville youth attend high school; and Mesa Verde High School in CitrusHeights. • CAMPUS LIFE BARN: Offered 50 Roseville youth mentoring, life-skills classes, sports, meals, outings, and day trips, etc. During the last fiscal year, Roseville Thriving Youth staff held weeklyevents at the Campus Life Barn, enabling more than 25 Roseville teens to socialize in a healthy environment, learn new skills, enjoy meals together, and experience sports and recreationopportunities. More than 25 Roseville students played games; took sewing, painting, and arts & crafts classes; participated in cheer and basketball teams, snow boarded and attended the skatepark with Campus Life staff.
Roseville Thriving Youth staff took 15 Roseville students snowboarding and boating. Roseville students were also able to visit Santa Cruz for spring break, visit Six Flags, and participate in manyother day trips.
Additionally, through their participation at the Campus Life Barn, Roseville students were able to visit Bishop’s Pumpkin Farm and attend an “after party” at the Campus Life Barn after ahomecoming dance. Students enjoyed Halloween costume parties and Christmas parties, which allowed for more connection among students and Roseville Thriving Youth staff and gave studentsa positive, healthy environment in which to have fun with their friends. Roseville girls had the opportunity to pick out a free homecoming or prom dress from our donated bin! Additional events at the Campus Life Barn included a Volunteer Appreciation Lunch in June, three different “Friendsgiving” Dinners for students, and a Christmas party in December.
Over 80 middle- and high-school students attended the Campus Life Barn at each of the two large Campus Life “XL” events held in August and October 2025. At the August Campus Life XLevent, over 80 students participated in a “reunion” with others who had attended summer camp, and they enjoyed pizza, games, a basketball tournament, 9-square, an inflatable jousting ring, anda mechanical bull.
At the October Campus Life XL event at the Campus Life Barn, over 80 middle- and high-school students enjoyed a catered Chick-fil-A dinner, inflatable bounce houses, Zorb balls, 9-square, arefereed basketball tournament with medals, and a pumpkin-decorating contest. The Campus Life Barn provides experiences many Roseville would not have otherwise, and the attendancecontinues to grow. • POINT BREAK WORKSHOPS: We held 18 Point Break workshops in Placer, El Dorado, Sacramento, Nevada, and Yolo Counties in 2025.
• SUMMER CAMPS: Over 150 middle- and high-school students attended summer camp in Santa Cruz, where most experienced visiting the mountains or ocean for the first time. Of these 150students, more than 25 were students from Eich Middle School and Oakmont High School.
Students were able to visit the Santa Cruz Beach Boardwalk and ride the rides, have basketball tournaments, play archery tag, and challenge themselves on a rock-climbing wall. These areexperiences most of our students would not have if not participating with Campus Life. Many of our participating students have never been outside the greater Sacramento region.
One 12-year-old boy who recently attended summer camp excitedly relayed to a staff member, “I have been waiting my whole life to see the ocean and tomorrow we will be going.” In a previous year at camp, a student told a staff member he had planned to commit suicide after camp. Camp was all he had to look forward to, so he set a day right after camp to end the pain.However, because of his experience at summer camp and the mentoring relationships he was able to build with the staff, he was able to receive the help he needed. This student came to campthe following summer as a leader of middle-school students so he could encourage others the way he had been supported by Campus Life.
Students’ participation surveys indicate the accomplishment of our goals through the Campus Life Barn of developing mentoring relationships with at-risk/high-risk students, supporting themthrough the middle- and high-school years, and developing these youth into thriving, healthy adults who can contribute to society. Students have attested the following through their completedsurveys when asked how their participation at the Campus Life Barn has helped them:
“[Roseville Thriving Youth] gave me purpose and friends.”“I feel like I belong!”“It’s [Roseville Thriving Youth] fun to be a part [of] and I make friends.”“My life is changed.”“My life has been changed through this program.”“I have so much meaning in my life now.” In answering the questions below, students indicated their thoughts prior to participating in activities at the Campus Life Barn and their thoughts after participating:
“I have goals for my future.”Before participation: 50% yes, 50% noAfter participation: 83% yes, 17% no “I believe I can succeed in new goals I set for myself.”Before participation: 17% yes, 83% noAfter participation: 100% yes, 0% no “I have a strong sense of who I am.”Before participation: 33% yes, 67% noAfter participation: 83% yes, 17% no “Going to college is important to me.”Before participation: 17% yes, 83% noAfter participation: 100% yes, 0% no “I believe I will have a good future 10 years from now.”Before participation: 33% yes, 67% noAfter participation: 100% yes, 0% no “I have a caring relationship with one or more adults.”Before participation: 50% yes, 50% noAfter participation: 100% yes, 0% no “If I have a problem, I know there is a responsible adult who will help me.”Before participation: 33% yes, 67% noAfter participation: 100% yes, 0% no “I attend school regularly.”Before participation: 50% yes, 50% noAfter participation: 83% yes, 17% no “I get into trouble at school.”Before participation: 33% yes, 67% noAfter participation: 0% yes, 100 % no “I feel safe after school.”Before participation: 50% yes, 50% noAfter participation: 100% yes, 0% no “I suffer from anxiety/depression/self-harm/suicidal thoughts.”Before participation: 67% yes, 2% noAfter participation: 0% yes, 100% no “I have friends who are a positive influence on me.”Before participation: 33% yes, 67% noAfter participation: 100% yes, 0% no “I feel part of a community/group that cares about me.”Before participation: 0% yes, 100% noAfter participation: 100% yes, 0% no “I am part of a Campus Life club at school.”Before participation: 17% yes, 83% noAfter participation: 100% yes, 0% no “This program helped me to believe in a better future for myself.”After participation: 100% yes, 0% no “I would tell a friend or another person to come to this program.”After participation: 100% yes, 0% no Will the organization utilize volunteers for this proposed effort? CLC uses volunteers in a variety of ways to serve youth. Our 61 volunteers fulfill many roles—tutor, mentor, adviser, food preparer, taxi driver, coach, and friend.
Volunteers provide mentoring; tutoring; recreational activities; and healthy, after-school meals five days a week to vulnerable youth at two of our after-school centers.
Our Roseville Thriving Youth volunteers have:
• Coached our Campus Life cheer team;• Coached our Campus Life basketball team;• Guided youth and their families to resources;• Led Campus Life Clubs at local middle- and high schools;• Volunteered as summer camp leaders;• Encouraged youth to graduate from high school and to attend college to help them achieve their potential.
Roseville Thriving Youth volunteers serve at the Campus Life Barn by providing mentorship and by giving students rides from Roseville schools to the Campus Life Barn and then to their homes,confirming our participants are Roseville residents.
Additionally, our volunteers donate countless hours to the Campus Life Barn, teaching classes and playing games with students; helping with event planning; cooking meals and BBQ for ourmany events; performing electrical work; and maintaining the building, lawn, and 27-sprinker system.
Describe the need for this proposed effort and evidence of community support.
Tragically, the overall suicide rate in California is 10.5, and Placer County exceeds California’s average for suicide, ranking at 12.5, according to the California Department of Public Health(https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/SACB/Pages/Data-on-Suicide-and-Self-Harm.aspx#:~:text=Suicide%20Rates%20by%20County&text=The%20overall%20suici%E2%80%8Bde,in%20Imperial%20County%20(5.8)).
Through the Campus Life Barn, we give Roseville teens spaces to share their struggles and the opportunity to be in community instead of in isolation and help to prevent teen suicide.
Additionally, there is an epidemic of Roseville teenagers abusing “a variety of drugs, both legal and illegal. Legally available drugs include alcohol, prescribed medications, inhalants (fumes fromglues, aerosols, and solvents) and over-the-counter cough, cold, sleep, and diet medications. The most commonly used illegal drugs are marijuana (pot), stimulants (cocaine, crack, and speed),LSD, PCP, opiates, heroin, and designer drugs (Ecstasy). The use of illegal drugs is increasing, especially among younger teens (younger than 13). The average age of first marijuana use inRoseville, CA is age 12, and alcohol use can start before age 12. “12- to 17-year-olds in California are 11.49% more likely to use alcohol than the average American in their age group” and “18- to 25-year-olds in California are 11.47% more likely to use drugsthan the average American in the same age group” (https://drugabusestatistics.org/teen-drug-use/).
The Campus Life Barn provides Roseville youth with a safe, drug-and-alcohol free environment that is led by healthy adults and helps to keep Roseville youth away from the negative influences ofdrug and alcohol use.
Through our mentoring relationships formed with youth at the Campus Life Barn and Campus Life clubs, we hear teens’ heart-breaking stories, learning many are homeless and/or selling drugs tohelp pay rent. The City of Roseville police are seeing an increase of fentanyl use in Roseville (https://www.roseville.ca.us/news/what_s_happening_in_roseville/police_see_increase_of_fentanyl)and, tragically, a 15-year-old Roseville teen died of fentanyl poisoning in 2022 (https://www.kcra.com/article/california-fentanyl-murder-roseville-teen-overdose/44478948).
The Campus Life Barn provides Roseville youth with a safe community that many students lack. Staff frequently buy youth groceries and toiletries as most lack these essentials at home.Whenever the Campus Life Barn has basketball or cheer practice, staff, volunteers, and students have a meal together and youth are given food to take home. Most would otherwise go hungry asthe only other food they receive are free school lunches.
Recognizing our success in mentoring youth, local schools have welcomed staff on their campuses for years. Drawing teens from our work at Cooley Middle School, Eich Middle School, OakmontHigh School, Woodcreek High School, and Roseville High School, we will continue to meet their needs by transporting them from school to the Campus Life Barn, where they will benefit from allthe opportunities previously documented. "I look forward to seeing how the Barn will continue to touch lives...." - Rob Hasty, former Oakmont High School Principal Describe the population, number to be served, and how the proposed effort differentiates from similar services in the community. Explain the processes used to ensure those being served areROSEVILLE RESIDENTS and follow the funding guidelines.
After the past few years, many Roseville teens feel isolated and are in need of a supportive and loving community, which the Campus Life Barn has provided for over 20 years.
Of the 25+ Roseville students we currently serve through the Campus Life Barn, most struggle with poor academic performance, low school attendance, drug use, suicidal tendencies, anxiety,and depression, and they don’t feel a sense of school connection.
Specifically, about:80% are low-income;80% come from broken families;60% come from single-parent homes;55% would be the first graduates in their families;50% are at-risk;40% are high-risk;40% are “5150’d” (i.e., the California law code for the temporary, involuntary psychiatric commitment of individuals who present a danger to themselves or others due to signs of mental illness)and/or are struggling with depression, mental health issues, and self-harm/suicidal tendencies; and5% have open CPS cases.
Of the Roseville teens served, many are low income, coming from single-parent or no-parent households. Many would be the first high-school graduates from their household, and an estimatedhalf are considered “at risk” or “high risk.” Through their participation at the Campus Life Barn, these Roseville teens will indirectly positively impact their family members and countless others in the community.
Participating teens will be drawn from Eich, Cooley, Olympus, and Buljan Middle Schools; and Oakmont, Woodcreek, Roseville, West Park, and Adelante Continuation High Schools, as well asteens from Granite Bay and Mesa Verde High Schools who live in Roseville. Attendance will be taken to ensure those served are Roseville residents.
The Campus Life Barn differentiates from similar services Roseville Parks and Recreation, Lord’s Gym, and Roseville High School’s Young Life offer as we specifically serve at-risk/high-risk youthand provide meals, recreation and sports opportunities, educational classes, and mentoring.
The Campus Life Barn is open to students each afternoon, Monday through Friday, during the school year; and Wednesday mornings before school. Activities and events may also occur in theevenings and on weekends. Roseville middle-school students attending the Barn may come from a variety of Roseville schools including Buljan Middle School, Eich Middle School, OlympusMiddle School, and Cooley Middle School. Roseville high-school students come from schools including Woodcreek High School, Roseville High School, West Park High School, Oakmont HighSchool, and Adelante Continuation High School.
Through their participation, Roseville students are able to enjoy: sports activities such as basketball, flag football, and Zorb balls; classes in life-skills and employment-seeking; art and paintingclasses; recreational activities such as day-trips and Thanksgiving and Christmas parties; and mentoring and motivational talks.
The Campus Life Barn is uniquely positioned to serve the Roseville community because of its location, relationships, and staff skills. The Campus Life Barn has numerous key supporters,collaborators, and donors. Collaborators include local businesses and churches.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Roseville Thriving Youth staff have collaborative partnerships with many Roseville area churches to share staff, volunteers and facilities, including Life Community Church, Mosaic ChristianChurch, Lifetree Church, Calvary Church, and Valley Springs Church. We partner with schools including Eich Middle School, Cooley Middle School, and Oakmont High School, as well as GraniteBay High School and Mesa Verde High School, which have many Roseville residents attending. Students from these schools are offered the opportunity to participate in activities at the CampusLife Barn.
Many students are still suffering from the after-effects of school closures and Roseville Thriving Youth staff have heard from school administrators throughout Roseville that they continue to seethe worst behavior in students than ever before. Many students are experiencing fear and disconnection with their peers, which has resulted in poor behavior, fighting, and disrespect towardsadults.
Faculty and staff from these schools direct troubled students to our Campus Life Clubs to help provide them with intervention and extra mentoring. School staff pull Roseville Thriving Youth staffaside to meet students who need extra mentoring support. From these referrals, Roseville Thriving Youth staff invite Roseville students to participate at the Campus Life Barn.
Roseville Thriving Youth provides and accepts referrals and continues to seek out new possible partnerships to help strengthen the community’s support of the Campus Life Barn and to be able toserve even more Roseville students.
As one of our goals through the Campus Life Barn is to help these at-risk/high-risk students obtain job-skill training such as learning how to write a resume and participate in an interview, throughour extensive network, we are able to give these youth employment opportunities they otherwise would never have.
Amy Lloyd, former Principal of Adelante Continuation High School, wrote after observing our work with Adelante’s 5-10 teen parents over the last several years through our Parent Life program,“As principal of Adelante, I have had the pleasure of witnessing Parent Life’s impact on our small campus and with our teen moms. Our parents and our school are enriched by this organization’spartnership.” Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
This project aligns with Roseville City Council’s current Strategic Plan in several ways:
This project supports Roseville City Council’s vision in preserving our high quality of life as we prosper into the future by ensuring a safe and healthy community. The Campus Life Barn helpsRoseville teens feel safe and secure in our community and works with community partners to prevent problems and protect teens in need.
The Campus Life Barn has consistently helped to further Roseville City Council’s vision in providing Roseville students with outstanding recreational activities such as being on a cheer or
basketball team, playing flag football, bike riding after school, or going snowboarding in the mountains—opportunities most of our students would not be able to have otherwise.
Roseville Thriving Youth staff also hold Roseville City Council’s value of treating people well by continually demonstrating empathy to students and showing them respect as they counsel studentsand offer healthy, mentoring relationships.
Through Roseville Thriving Youth staff’s experience with students at our Campus Life Clubs on local school campuses, we are able to create empathy, understanding, and community amongstudents after several very difficult years and to create interaction with each other and healthy competition that builds teamwork. The staff and administration of local schools consistently affirmthat Campus Life Clubs provide students with structure and community, which students desperately need after the last few years.
This project aligns with the Roseville City Council’s priority of ensuring a safe and healthy community by promoting a safe community in which all feel welcome and included. At the Campus LifeBarn, students learn many life skills, including how to interact with adults, build quality relationships, and be respectful to others. The basketball tournaments we hold at the Campus Life Barncreate an opportunity for youth to demonstrate good sportsmanship with referees, use scoreboards, and receive medals and awards. Each tournament results in students interacting well witheach other as they enjoy friendly competition and cheer each other on.
The Campus Life Barn aligns with Roseville City Council’s goal of supporting community engagement and advocacy by exploring opportunities to engage with increasingly diverse audiences inrelevant ways and increasing outreach to and engagement with younger populations. Our Campus Life Clubs allow Campus Life staff to establish a presence on Roseville middle- and high-schoolcampuses and to develop relationships with school faculty and administration. School staff are then able to recommend students whom they recognize would benefit from involvement with theCampus Life Barn.
The large outreach events held at the Campus Life Barn twice each year further expand the reach of Roseville Thriving Youth staff in engaging with more Roseville middle- and high-schoolstudents. Our recent Campus Life “XL” events offered several different basketball tournaments, including a women’s team and teams for younger and older teens.
This project aligns with the Roseville City Council’s Core Competencies of focusing on people, building trust, ensuring accountability, and collaborating inclusively as Roseville Thriving Youth staffrespect students’ individuality and differences of opinions as they offer mentoring relationships. These relationships are deepened through students’ many activities at the Campus Life Barn. Thenewly-constructed patio and fire pit, provided by FY 2023-2024 City of Roseville grant funds, offer an additional space for students to feel heard and experience a sense of healthy community andbelonging. The newly-installed bleachers along the Campus Life Barn’s basketball court, provided by FY 2024-2025 City of Roseville grant funds, offers more seating for people to encourageyouth in their participation in basketball and other games on the court, giving youth additional space to experience a sense of community, belonging, and purpose.
Define anticipated outcomes for this proposed effort. How will success be measured? Based on results from prior participant surveys, through their involvement at the Campus Life Barn and Campus Life clubs at Roseville schools, we anticipate that students will:
• Set goals and experience increased hope for their future.• Develop relationships with trusted adult mentors who will help them navigate challenges in their lives.• Develop more positive friendships.• Feel part of a safe community/group that cares about them.• Increase academic success and school attendance.• Have a stronger sense of self-worth.• Value the importance of college.• Experience reduction of anxiety, depression, self-harm, and/or suicidal thoughts.
Success will be measured by participant surveys.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2023-2024: $18,400 to purchase bleachers for the Campus Life Barn; hold two Point Break workshops at Roseville schools; and to purchase Campus Life program supplies for Campus Life Clubsat Roseville schools and at the Campus Life Barn. 2022-2023: $12,400 to construct a fire pit and patio at the Campus Life Barn.
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
Not applicable.
If full funding is not available, how will the organization be able to accomplish the proposed effort? We are planning to match the funding from the City of Roseville CBF Grant with private funding through donations in order to achieve purchase of a good used SUV. If the City of Roseville CBFGrant is not fully funded, we may not be able to accomplish our goal of purchasing an additional vehicle to transport students. This means quite literally that we will not be able to transport asmany Roseville students to the many activities, events, and camps that are planned for 2026.
Please list other funding received or requested for this proposed effort (include funds, amount received or requested, and status of request, if applicable). Also include any fundraisers ordonations as well as financial support requested or received from governmental entities.
We are thrilled to share that we have received a challenge match pledge of $10,000 that was given to our organization at a recent fundraising event. That pledge was given to cover half the costof our next SUV, and to inspire a donor or foundation to give the other half.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? The Campus Life Barn’s proposed activities are already set in place and will continue through the program year and beyond.
The majority of the year’s funds for program activities have already been raised or are in the process of being raised. Further fundraising efforts are continually implemented. Since no additionalstart-up costs are required for the in-progress activities, all monies raised will go directly to the needs of purchasing a used Chevy Suburban (or similar vehicle) to transport Roseville youth toactivities.
CLC continually seeks strategies and resources to work on self-sustainability; staff communicate with hundreds of supporters monthly, sharing the needs. Through these communications,requests for funding are made and more financial supporters are gained. CLC staff have a long-standing investment in the lives of hundreds of youth and have established relationships withschools, businesses, and other nonprofit organizations in the greater Sacramento region.
CLC’s office space, 11 full-time and 9 part-time staff, and 61 local volunteers tremendously increase our agency capacity and keep the program running.
We have observed that often, when participating youth graduate, they return to volunteer in the same CLC program from which they benefitted.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
Grant funding of $10,000 will enable the Roseville Thriving Youth to purchase a used Suburban (or similar vehicle) to safely transport up to 8 youth to our events. Many of the youth who use theCampus Life Barn and attend activities there need rides. We intend to purchase a Suburban with approximately $10,000 of our own funding and $10,000 provided through the Roseville CBF grantfor 2026.
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
Child Advocates of Placer CountyCASA of Placer,Yuba and Sutter Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government Funding USD$ 44,279.00CBF/REACH Grant Request USD$ 30.00Corporation/Foundation Funding USD$ 210,000.00Individual Contributions/Membership Dues USD$ 100,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 354,309.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 225,835.00Payroll Taxes and Benefits USD$ 38,014.00Professional Fees (Consultants & Contractors)Other CompensationRent/Utilities/Maintenance USD$ 79,800.00Printing/Supplies/Postage USD$ 587.00Equipment USD$ 0.00Promotion/AdvertisingTravel/Training USD$ 6,000.00Insurance USD$ 4,000.00Other USD$ 73.00OtherTotal USD$ 354,309.00 Proposed Effort Budget Narrative
*Note—This budget narrative reflects 9% of the CASA budget serving Roseville foster youth.
CASA of Placer, Yuba & Sutter will use funding from the CBF grant to support a part-time Case Manager dedicated to overseeing our CASA volunteers in Roseville. This CaseManager is vital, providing essential guidance to volunteers as they navigate the complexities of the child welfare system and advocate for youth in foster care. By ensuringvolunteers are supported through training and continuing education, our Case Managers act as a lifeline, empowering advocates to provide the highest quality of service. Thissupport is crucial in helping us achieve our ultimate goal: securing a safe, permanent, and loving home for every child we serve.
The income listed is combined MHSA funding and funding coming in through events, foundations and individual donations. The salary expenses are 4 fulltime staff membersand their benefits. We also included partial rent, travel and insurance.
Lead Agency is:
Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.
We are applying for a $30,000 grant to support foster kids in Roseville with a CASA volunteer. CASA volunteers step into a child's world with empathy, patience and commitment. They formmeaningful connections with children in foster care, becoming a trusted ally in their journey.
This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for all
Number of:
11 Board Members24 Paid Staff (F/T) Paid Staff (P/T)603 Volunteers638.00 SUBTOTAL638.00 TOTALDate Founded:
March 2004
Organization's Mission:
We support and empower foster children, at-risk youth, and families in crisis by connecting them with compassionate volunteer advocates who provide hope, guidance, and a pathway to stabilityand lasting permanency.
What are the major goals of your organization?
1. Provide every child in foster care with a Court Appointed Special Advocate (CASA).A CASA volunteer serves as a consistent, caring adult who builds a trusted bond with a child. In a system where placements, schools, and social workers change frequently, CASAs provide thestability and continuity children need to navigate the judicial system.
2. Ensure the child’s voice is heard in the welfare system.By spending meaningful time with their assigned child every week, advocates often become the only consistent adult in that child's life. They translate the child's needs and wishes into criticalinformation for judges, social workers, and decision-makers, ensuring the child achieves permanency in a safe, loving home.
3. Mitigate trauma and promote long-term wellbeing.Through a steady presence and trauma-informed advocacy, our volunteers help reduce the emotional and developmental harm often associated with foster care.
4. Maintain vital connections to family and community.CASAs support healthy relationships with biological family and help keep children engaged in school and community activities. If siblings are placed in different homes, CASAs coordinate visits topreserve their familial bonds and build a sense of belonging.
5. Support safe family reunification.The Family Services program assists families whose children are at risk of detention or have already been removed. Our staff and volunteers work directly with families facing challenges likehomelessness, substance abuse, and domestic violence. We provide home visitations, support groups, and connections to vital housing, counseling, and treatment services to help families meettheir case plan goals.
What were the major accomplishments of the organization last fiscal year?
1. Strategic Recruitment and Training: We significantly expanded our reach, recruiting and training 603 volunteers, a major leap from 423 the previous year. We are committed to investing inrecruitment while providing high-level, consistent support to our growing volunteer base.2. Expanding CASA in Yuba County: Our impact continues to grow, serving 60 youth in Yuba County last year. By matching them with dedicated CASAs, we provided the vital advocacy needed tonavigate the complexities of the child welfare system.3. Comprehensive In-Service Training: we hosted 12 specialized sessions to deepen volunteer expertise. Covering critical topics like Educational Rights, Trauma-Informed Care, HumanTrafficking, and LGBTQ+ 101, these sessions ensured our team provides high-quality support to every child.4. Brand and Digital Transformation: We successfully launched a new brand identity and website as CASA of Placer, Yuba & Sutter. This modern digital presence has streamlined our outreach,with most new volunteers now discovering our mission online.5. Volunteer Retention and Appreciation: To honor our advocates' tireless commitment, we hosted two Volunteer Appreciation Events. These gatherings are essential for retention, offering a well-deserved "thank you" and a chance for volunteers to connect with their peers.6. "Be Bold" Program Pilot: We successfully piloted the Be Bold program in Yuba, serving 10 teens impacted by human trafficking. The program provides weekly guidance from specializedvolunteers and activities designed to foster long-term well-being and peer support.
Will the organization utilize volunteers for this proposed effort? Yes, volunteers are essential to our mission. Each volunteer undergoes an extensive background check and a 30-hour training program. We also offer continuing education opportunitiesthroughout the year to build their working knowledge of the Child Welfare System and learn how to best address the needs of the youth and families we serve. Each volunteer is assigned a CaseManager to assist them along their journey Describe the need for this proposed effort and evidence of community support.
The CASA program was established in 1977 by Seattle Judge David Soukup, who identified a critical gap in the child welfare system. He noticed that children in foster care often appeared in courtwithout anyone who truly knew them or could advocate for their best interests. Overworked social workers and attorneys focused on legal matters were unable to provide the consistent, one-on-one support these children needed.
To address this issue, Judge Soukup created a program that recruits and trains community volunteers to advocate for children in foster care. These volunteers build meaningful relationships withthe children, gather information, and speak on their behalf in court. For over 20 years, we have worked to uphold this model in Placer County, training volunteers to provide individualizedadvocacy for local foster youth.
This one-on-one approach is vital. Research highlights that a stable, supportive relationship with a caring adult is a key factor in helping children recover and thrive after experiencing abuse orneglect. A recent study by California CASA (California CASA- 2024 Statewide Impact evaluation report-prepared by Learning for Action) identified three core impact areas of CASA advocacy:• Permanency & Placement: Supporting long-term planning and ensuring stable temporary homes for foster youth.• Education & Life Skills: Helping youth achieve educational goals and build skills for independence.• Protective Factors: Strengthening relationships, fostering community connections, and encouraging self-advocacy.
The study, which included 135 youth and advocate focus group participants and 1,662 advocate survey responses, confirmed that consistent, caring relationships are central to CASA’s impact. Asone youth shared, “It was the only consistent role which really existed in the foster care system. I had numerous social workers, but I almost always had a CASA worker who was very consistentand remained a point of contact in my life.”CASA’s dedicated advocacy makes a direct, lasting difference in the lives of foster youth, helping them navigate a challenging system and build brighter futures.Below are the reported outcomes in the core impact areas that support stability, healing, and long-term success for children who have experienced trauma Placement & PermanencyAdvocates frequently supported youth by communicating with social workers, judges, families of origin, the minor’s attorneys, tribes, regional centers, and teachers to communicate youth’s needsand preferences during the placement process• 59% of CASA volunteers contributed substantially to the development of their youth’s permanency plan.“I was in a bad foster home at first. I didn’t want to be there. S. spoke out on my behalf and let everyone know I wasn’t happy there. She also advocated for me to the judge through her courtreports. I wasn’t brave enough to say some things, but she did it for me. She played a big role in getting me into my final foster home. She always listened to me.” Education & Life Skills• 85% of volunteers helped youth plan for college, trade school, or vocational training• 78% supported access to special education or additional services• 78% supported youth in earning a diploma or GED• 75% helped secure stable housing• 73% assisted with enrollment in postsecondary educationYouth described the impact directly:“I continued to not do well until my CASA got involved and got an IEP.”“Just knowing that my CASA is a resource to rely on was such a relieving feeling… opening a bank account, finding housing, learning finances, understanding my basic needs… I knew that I
could always count on my CASA.”
Protective Factors• 88% of volunteers supported development of self-advocacy skills• 83% encouraged relationships with other caring adults• 66% supported participation in extracurricular activitiesAs one youth shared, “My CASA showed me that there are people that have your best interest in mind. He taught me how to trust people.”Below is another quote from one of our volunteers:"I can still remember the moment when my first CASA child opened up to me after many visits of mostly quiet evasiveness and struggles to draw him out. I had taken him to his favorite restaurantand was preparing for our usual meal of awkward silences, and then suddenly we were having a fairly normal conversation, and he started sharing things about his past and his hopes forreturning to his home and being reunited with his mom." Our community also strongly supports this work. Judges, social workers, teachers, tribes, and service providers consistently work with our volunteers and case workers because they see thedifference CASA advocacy makes.
Together, the data, youth voices, and broad community engagement demonstrate both the urgent need for this effort and the strong community support behind sustaining and expanding CASAadvocacy.
Describe the population, number to be served, and how the proposed effort differentiates from similar services in the community. Explain the processes used to ensure those being served areROSEVILLE RESIDENTS and follow the funding guidelines.
Our program serves children in the Roseville foster care system, a population of approximately 150. We currently support around 90% of these children by matching each one with a dedicatedCASA volunteer advocate. Each year, we estimate serving 135 youth from Roseville.Our services are distinct from those provided by state social workers. While social workers are vital, their high caseloads often limit them to monthly visits, making it difficult to build deep, trustingrelationships. In contrast, CASA volunteers meet with their assigned child weekly, providing the consistent, one-on-one attention needed to build trust and effectively advocate for the child’s bestinterests. This is particularly important as many foster youth are wary of anyone they see as part of "the system."CASA is the only program of its kind in the community. It was founded in 1976 by a judge who recognized a critical service gap: foster children needed a dedicated advocate to ensure their voiceswere heard and their needs were met. No other organization provides this unique, court-appointed volunteer advocacy.To ensure compliance with funding guidelines, we maintain a comprehensive database that tracks key demographic data for every child we serve, including their city and county of residence. Thissystem allows us to verify and report on the geographical location of all youth and families, confirming they are Roseville residents Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Yes, we collaborate with a variety of partners to ensure the best interests of the children we serve are met. Our key partners include:
• The Placer County Juvenile Court: The Presiding Judge assigns foster youth to our program and holds final judicial authority. We work closely with the Judge to ensure each child's voice isheard. The court reports provided by our CASA volunteers are a critical tool, often informing the Judge's placement decisions for the youth. • Children’s System of Care (CSOC): We maintain a close working relationship with CSOC social workers, sharing regular updates on the children and their living situations. Alongside minors'attorneys, we form a collaborative team dedicated to meeting all of the child's needs. • Placer County Office of Education (PCOE): Our CASAs, often acting as Educational Rights Holders, provide academic support to ensure each child is on track with their learning. For olderyouth, we ensure they attend Independent Living Program (ILP) classes to prepare them for a successful transition into adulthood. • Kids First and Lighthouse Counseling & Family Resource Center: We refer children who have experienced abuse, along with their family members, to these agencies for essential therapeuticservices. • Ticket to Dream Foundation (TTD): TTD provides approximately $10,000 in annual in-kind donations, supplying our foster youth with essential items. • The Alliance: This partner provides our youth and families with necessary items and services as needed, including school supplies, clothing, and infant car seats. • The National Charity League of Granite Bay: This organization hosts two annual events for our children and parents: a Winter Holiday party (with gifts provided by Bayside Church) and anEaster Egg Hunt, creating positive memories for the families we serve.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The City’s strategic plan emphasizes goals that create a safe, healthy, thriving community and enhance quality of life, including services and support that help people feel secure, supported, andconnected.Key topics are:1. Ensuring a Safe & Healthy CommunityRoseville prioritizes efforts that help residents feel safe and supported. CASA volunteers advocate for the safety and wellbeing of children who have experienced abuse or neglect and thereforeare directly contributing to a safer environment for vulnerable youth.2. Public Safety & Support ServicesThe city supports services that prevent problems and protect those in need. CASA’s work is to ensure children have stable placements, consistent adult advocates, and protection within the childwelfare and court systems. Our goal is to prevent long-term harm and advocating for children’s best interests through permanency in a safe and loving home.3. Community Engagement & InclusionWhile the strategic plan highlights engagement broadly (grants, civic programs, commissions) (e.g., youth involvement and community participation), CASA represents one of the most meaningfulforms of engagement: residents volunteering significant time to improve outcomes for foster youth and families.4. Promoting Quality of LifeServing foster youth ties directly to the city’s mission of enhancing quality of life now and into the future. Supporting a child’s stability, education, emotional wellbeing, and family outcomesimproves overall community health. A goal consistent with Roseville’s vision.By ensuring that every foster child has a trained advocate who shows up, speaks for them in court, and connects them with services CASA of Placer, Yuba & Sutter Counties aligns withRoseville’s goals to protect residents, strengthen community safety nets, and improve outcomes for vulnerable populations. This helps foster youth thrive rather than simply survive. A coreelement of community health that the City of Roseville strategically values.
Define anticipated outcomes for this proposed effort. How will success be measured? CASA of Placer, Yuba & Sutter Counties aims to achieve the following program outcomes:1. Direct Advocacy: Over a one-year period, we will support about 135 foster youth with a dedicated CASA volunteer. Each advocate will meet weekly with their assigned child, monitor theirstatus, and provide formal recommendations to the court regarding the child’s best interests.2. Educational Stability: At least 90% of school-age children served will achieve grade-level promotion, graduate high school, or make documented progress toward obtaining a GED.3. Permanency: Approximately 85% of assigned foster youth will reach a successful case closure through reunification with their families, adoption, or legal guardianship.Measurement and Data Collection.
To ensure accountability, all CASA volunteers must submit detailed monthly reports. These reports track essential metrics, including placement stability, progress toward court-ordered goals,volunteer hours logged, and key contacts made during the case.This data is maintained in a centralized database and submitted quarterly to the Judicial Council, which evaluates our program annually. Furthermore, these metrics allow us to providetransparent reporting to our funders and stakeholders. Success is ultimately defined by moving children out of the foster care system and into stable, permanent homes and prioritizingreunification, adoption, or guardianship.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. • 2025-2026: $30,000 for our CASA and Family Mentor programs• 2024-25: $55,000 for our CASA and Family Mentor programs (Community Benefit Fund, REACH and ARPA funds)• 2023-24: $50,600 for our CASA and Family Mentor programs• 2022-23: $8,500 for Prosper Placer and Family Mentors + $24,000 ARPA funding for CASA• 2021-22: $10,363 for Prosper Placer and Family Mentors