• 2020-21: $11,250 for Prosper Placer Collaboration for Low-Income Roseville Families If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
Child Advocates of Placer County received $30,000 for our Family Mentor and CASA programs for the 2025-26 fiscal year, and we have expended 75% of these funds to date.
Accomplishments since July 1, 2025:• CASA Program: We served 46 foster children detained from Roseville parents. We successfully closed 42 cases: 18 through reunification, 11 through adoption, and 4 through guardianship. Theremaining cases involved youth who aged out of the system or were transferred to other jurisdictions.• Family Mentor Program: We supported 26 Roseville parents, providing the intervention necessary to prevent their children from entering the child welfare system.Challenges:Our biggest challenge is meeting the growing demand for advocates. Despite successfully recruiting 603 volunteers—453 of whom are dedicated to the CASA program—the need still exceedsour capacity. Currently, seven youth are on the waitlist for a CASA, and six families are waiting for a mentor.Additionally, funding cuts have significantly reduced our resources. We lost all state funding, which accounted for $600,000 last year, impacting our ability to expand and support those in need.
If full funding is not available, how will the organization be able to accomplish the proposed effort? Even with reduced funding, our organization remains committed to fulfilling the proposed effort through thoughtful prioritization and strategic allocation of resources. Currently, it costsapproximately $2,700 to recruit, train, and retain a CASA volunteer. This year, we have already faced significant financial challenges, including a $600,000 reduction from state funding, which leftseveral positions unfilled, and anticipated further losses due to the elimination of MHSA funding.To address these challenges, we are actively pursuing alternative revenue streams and operational efficiencies. We are working to partially offset MHSA losses by leveraging Cal AIMreimbursement opportunities, strengthening partnerships, and expanding our individual donor base. Additionally, we are maximizing the capacity of existing staff, refining our volunteer recruitmentprocess, and collaborating with community partners to ensure that every dollar is used to directly support children and families.While full funding would enable us to implement the proposed effort at the intended scale and pace, we remain steadfast in our mission. Through resourcefulness, innovation, and collaboration,we will continue to ensure that children in our region receive the advocacy, support, and stability they deserve.
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:- In and Out Burger: $20,000.00- received- John Mohme Foundation: $75,000.00 - received- Kaiser Foundation: $25,000.00- received- Mourier Fanily: $90,000.00 How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? To ensure the long-term sustainability of this program, our organization is actively diversifying revenue streams and scaling community-based fundraising. Over the past year, our developmentteam successfully increased both gala revenue and individual giving compared to the previous fiscal year. Building on this momentum, we are implementing several new strategies to broaden ourdonor base and deepen engagement.For the first time, we will launch a peer-to-peer fundraising model for the Big Day of Giving. This empowers supporters to champion our mission within their personal networks, generating newrevenue beyond traditional appeals. Additionally, we are systematically re-engaging lapsed donors through personalized outreach; these high-touch efforts, such as handwritten cards, havealready begun to rebuild relationships and reactivate consistent support.By combining these enhanced events and expanded individual giving with innovative peer-to-peer models and intentional stewardship, we are building a robust financial foundation. These effortswill help offset the conclusion of grant funding, ensuring the vital advocacy and support services funded by this grant remain 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.
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
Compassion PlanetMentoring and Workforce Development in Roseville Requested Amount
USD$ 25,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 575,000.00Local Government Funding USD$ 0.00CBF/REACH Grant Request USD$ 25,000.00Corporation/Foundation Funding USD$ 275,000.00Individual Contributions/Membership Dues USD$ 200,000.00Fee for Service USD$ 0.00Investment/Interest Income USD$ 0.00In-Kind Support USD$ 0.00Other USD$ 0.00Total USD$ 1,075,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries Employees & Trainees USD$ 651,000.00Rent Utilities USD$ 55,000.00Bank/Merchant Charges USD$ 44,100.00Consulting Services USD$ 60,000.00Fire Relief Expenses USD$ 160,000.00Fundraising Costs USD$ 44,600.00Promotion/Advertising USD$ 20,000.00Trainee Emergency Fund USD$ 9,000.00Insurance USD$ 31,300.00OtherOtherTotal USD$ 1,075,000.00 Proposed Effort Budget NarrativeCompassion Planet requests $25,000 to assist with on-the-job training and workforce development costs for 12 Rocklin youth in our Mentoring Program. Participating youth inour program spend 20-32 hours a week as paid interns. Their on-the-job training internships include workforce development training at over 10 training sites, weekly Compassclasses, certifications, training in the trades and tech, and weekly one-on-one mental health coaching.
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.
Compassion Planet requests $25,000 to support at-risk Roseville youth through the Mentoring Program. The program provides job training, life skills classes, and mental health counseling to setyouth up for long-term success.
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:
5 Board Members5 Paid Staff (F/T)19 Paid Staff (P/T)385 Volunteers
414.00 SUBTOTAL414.00 TOTALDate Founded:
2012
Organization's Mission:
Compassion Planet empowers aged-out foster youth and youth from at-risk backgrounds to achieve independence, overcome personal obstacles, and reach their fullest potential.
What are the major goals of your organization?
Compassion Planet provides support to aged-out foster youth and at-risk youth ages 18-24 through the Mentoring Program. The three key pillars of the Mentoring Program ensure youth receiveunique wraparound support that prepares them for life after the 18-24-month program:
1. On-the-job training provides youth with paid internships to learn valuable real-world skills.2. Individual mental health coaching with a licensed social worker and soft skills group therapy sessions – covering topics like emotional intelligence, coping skills, and conflict management –allow youth to process past trauma in a supportive space.3. Life skills classes, including budgeting and time management, help prepare youth for healthy independence.
Our goal is for every youth in the program to succeed in the “real world” after graduation. We define success as:- sustainable employment or school enrollment,- stable housing, and- healthy independence two years after graduation from the Mentoring Program.
Compassion Planet provides holistic, long-term support. Over 150 youth have graduated with a 94% success rate. This success is a testament to our proven track record and the need for theMentoring Program. With Compassion Planet’s help, these formerly at-risk youth are on the path to a healthy, fulfilling life.
What were the major accomplishments of the organization last fiscal year? In Fiscal Year 2025 (July 2024 - June 2025), Compassion Planet- supported 67 in the Mentoring Program.- designed four new workshops to expose participants to culinary arts, digital skills, agri-business, and trades. These workshops were launched in the second half of 2025.- provided youth with over 2,500 hours of mental health coaching- provided youth with over 60,000 hours of on-the-job training- conducted 5,000 hours of physco-educational and life skills training Will the organization utilize volunteers for this proposed effort? Compassion Planet’s dedicated volunteers support participants’ progress throughout the program. We have an ongoing roster of around 400 volunteers. All volunteers receive training in trauma-informed care and Trust-Based Relational Intervention to help them better understand our youth.
Volunteers walk alongside youth through each part of the program, providing mentorship and guidance. Every Thursday, social workers, trainers, supervisors, key staff, and volunteers gather for90 minutes to chart the progress, growth areas, and needs of each youth in the Mentoring Program. Youth are in the Mentoring Program for 18-24 months, and during this time they develophealthy friendships with adults on our volunteer team.
Describe the need for this proposed effort and evidence of community support.
The majority of youth in the Mentoring Program come from a background of trauma and instability and face overwhelming challenges in achieving stable employment. Their struggle to find andkeep a job is compounded by high rates of mental health challenges, housing instability, and gaps in education. These barriers often lead youth to low-wage, short-term work without a path forgrowth.
The community has embraced the Mentoring Program through strong volunteer support, purchases at our social enterprises, and business partnerships. Local partner employers such as Villara,JMC Homes, and Diamond Peak Construction provide valuable trade-specific training to youth. Through our new partnership with Sysco Foods, Sysco’s professional chefs and team membersmentor and train Mentoring Program youth in our culinary arts and food service program. Sysco has provided access to their test kitchen and youth receive hands-on instruction from industryprofessionals.
We have established a strong network of collaborative partners, including nonprofits and government organizations, to enhance services for transition-age youth. Our partners each provide anecessary service, such as housing or transportation. This network allows for a depth of wraparound support that no one organization could offer.
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.
Compassion Planet will serve 70 at-risk youth 18-24 years old from July 2026 to June 2027.
While Compassion Planet is located in Rocklin, our participants come from multiple cities in the area, including Roseville. During the intake process, documentation from new participants identifiesthe city each youth resides in. Awarded funding from the Citizen’s Benefit Fund will support Roseville youth located at this time.
We ensure that Roseville residents are referred to Compassion Planet through our network of collaborative partners, including Roseville-based social service organizations such as Ticket toDream, The Alliance, and The Taylor House.
No other organization in our region offers the unique combination we provide of on-the-job training, life skills, and supportive therapy. Compassion Planet addresses the whole person, recognizingthe importance of healing and providing a comprehensive array of tools to ensure long-term success and generational transformation. The Mentoring Program helps youth develop into healthyand independent members of society who do not need to rely on our services long-term.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Compassion Planet actively collaborates with over 25 regional agencies within the Transition-Aged Youth (TAY) Collaborative Network. Many of the youth in the program are referred to us throughour trusted partners. These partners serve as a bridge to our program, helping us identify and engage Roseville’s most vulnerable youth.
We partner with nonprofits and public agencies such as Unity Care, Golden Sierra, and the Placer County Office of Education to increase outreach, ensure cross-referrals, and connect youth tocritical services like housing, food security, and education. These partnerships form a depth of wraparound support that no one organization alone could offer, and ensure that youth in ourprograms have access to the support systems they need.
Business partnerships with Villara, Diamond Peak Construction, and JMC Homes play a key role in our Mentoring Program by teaching participants trade jobs in construction, HVAC, andplumbing. Compassion Planet balances community needs with employer needs by equipping participants with skills that address the local job demand. This allows us to connect youth to relevantemployment pathways, ensuring job readiness and long-term stability.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
Compassion Planet’s Mentoring Program aligns with the City’s Strategic Plan through:
1. Core Competency: Focus on people.Compassion Planet’s goal is for each youth to be known for who they are. Our wraparound support provides the base for Roseville youth to put roots down in the community through employment
and community involvement.
2. Priorities: Ensure a safe and healthy community.Statistics show that aged-out foster youth and youth from at-risk backgrounds have a higher likelihood of being homeless, incarcerated, or unemployed. Approximately 25% of former foster youthwill experience homelessness within 4 years of aging out, and up to 69% of youth aging out of foster care are unemployed. Compassion Planet’s program helps the City’s efforts to reducehomelessness and promotes a safe community where our youth learn the skills to be productive members of society.
Define anticipated outcomes for this proposed effort. How will success be measured? Compassion Planet’s goal is to serve 70 youth in FY2026. Roseville Citizen’s Benefit Fund will help support 12-15 youth living in Roseville. Success will be measured by each youth’s activeparticipation in the Mentoring Program, as described below.
Our data-driven process helps us gauge participants’ success through qualitative and quantitative measures. Qualitative measures include improved confidence, emotional maturity, andconnection, gathered through surveys, one-on-one interviews, and supervisor reports. Quantitative measures include hours of engagement with the program and certifications achieved. Our goalis to ensure that every participant leaves our program prepared for employment, stability, and independence.
Throughout the program, we track engagement hours, certifications earned (OSHA10, CPR, ServSafe), internship performance, and life skill competencies. Participants attend weekly CompassClasses and coaching sessions. Attendance, participation, and growth in emotional resilience and soft skills are all logged by staff.
Post-program objectives include employment, educational enrollment, and housing stability. Our goal is that 95% of youth are gainfully employed within six months of graduation, and 94% retainemployment and live in healthy independence after one year. Over 150 youth have graduated from the program with a 94% success rate, meaning they are gainfully employed or enrolled incollege and have a support network around them.
Each youth also transitions into our Aftercare Program for life. We monitor continued employment, housing, and well-being. This ongoing support ensures we not only prepare youth for work butalso help them build lives that contribute to healthier generations.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. $50,000 in FY 2022/2023 and $50,000 in FY 2024/2025 to support transition-aged youth in Roseville through the Mentoring Program.
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? Compassion Planet is committed to providing services to Roseville youth. If we receive less than $25,000 from the Roseville Citizens Benefit Fund, we will pursue funding from other sources toprevent any reduction of services. These sources include outreach to donors, government grant funding, and private foundation funding. We're confident that through resourcefulness, strategicpartnerships, and our proven track record of success, we'll continue to serve Roseville youth and make a significant difference in the 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.
Grants:$50,000 - John Mohme Foundation - Committed$5,000 - Placer County Association of Realtors - Committed$5,000 - United Auburn Indian Community - Committed$20,000 - Golden 1 Credit Union - Committed$10,000 - Sundt Foundation - Pending$10,000 - Finish Line - Pending How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Compassion Planet has seven income-earning social enterprises and three additional enterprise support sites, where youth learn on-the-job employability skills. We leverage the revenue fromthese businesses to provide sustainable financial support for our Mentoring Program. The program is also funded by private donors, corporate sponsorships, foundations, and government grants.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
N/A
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
CYT Sacramento IncCYT Sacramento
Requested Amount
USD$ 10,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant RequestCorporation/Foundation FundingIndividual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 0.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/Maintenance USD$ 5,000.00Printing/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceScholarships USD$ 5,000.00OtherTotal USD$ 10,000.00 Proposed Effort Budget Narrative$5,000 in scholarships makes it possible for two students to be fully funded for one year, or for up to eight students to have seasonal scholarships for classes and productions.This is an incredible opportunity for our youth to have access to quality, theater arts training! The additional $5,000 will be used to pay for facility fees within the city ofRoseville.
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.
CYT Sacramento requests $10,000 to support residents pursuing quality theater arts training. These funds will be used to support the participation of Roseville youth in our programming throughscholarship funds, as well as cover expenses within the city of Roseville, specifically the cost of our rental facilities and storage units.
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)43 Paid Staff (P/T)
250 Volunteers303.00 SUBTOTAL303.00 TOTALDate Founded:
CYT Sacramento was founded in 2012 with its first branch in Roseville.
Organization's Mission:
CYT is dedicated to developing character and creativity through quality theater arts training that brings families and communities together while reflecting Jesus.Our four core values are: 1) People over programs, 2) Character over competition, 3) Excellence over ego, and 4) Service over spotlight.
Christian Youth Theater (CYT) is established as a public benefit educational 501(c)3 and is an inclusive and welcoming place for children and families of all faiths, as well as children and familiesof no faith.
What are the major goals of your organization?
CYT’s primary goal is to ensure that every student has access to theater enrichment programs, camps and Broadway style musical productions, regardless of their ability to pay. Musical theaterreaches a population of students who are often overlooked in schools and on the sports field. It is our desire that each and every student will find a home at CYT.
At the board level, the goal of CYT is to ensure quality programming, a safe and nurturing environment for all students and families, and a balanced budget. The board has a long term goal to finda permanent home within the city of Roseville. Right now, CYT rents practice space, performance space and storage facilities from other local organizations.
What were the major accomplishments of the organization last fiscal year? We produced nine quality, full-length Broadway style shows at three different locations in the area. We held three seasons of classes and three successful weeks of summer camp, plus producedone summer play. The fiscal year ended with our first all ages community show, Joseph and the Amazing Technicolor Dreamcoat. Additionally, our Artistic Director identified the best way toorganize classes and shows for maximum participation and attendance, thus reducing expenses and maximizing income.
Will the organization utilize volunteers for this proposed effort? For the purposes of the grant money, our volunteer community will be key in helping to identify families in need of assistance and identifying students in need of scholarships. In order to producehigh quality shows at an affordable cost, volunteers are the lifeblood of CYT productions. Every family participating in a show must fulfill volunteer hours, many serving well over 50 hours pershow. Additionally, our teens are encouraged to volunteer in shows as part of their ongoing theater education. The teens also have the opportunity to volunteer at camp, where their leadership isessential to the development of our program. Because all our families are committed to volunteering, the CYT community is strong.
Describe the need for this proposed effort and evidence of community support.
To underscore the need for scholarships for the arts, here is one example. Benita was on the fringe, participating occasionally in summer camp, taking one or two classes a year, and watchingshows from the back of the house. Unbeknownst to us, her mom was hesitant to ask for “too much” and was embarrassed to apply for back-to-back scholarships. Benita lingered shyly at thefringes of the room. When she lost her older brother to suicide, immersing herself in a kind, inclusive and caring community became not just an occasional luxury but a lifeline. Around this time, afamily offered to anonymously provide two full years of training through a merit and need based scholarship dubbed by their son “The Wheel of Love” because of the overwhelming acceptanceand sense of purpose he experienced during his years at CYT. Benita auditioned for and was awarded the full ride scholarship and then fully participated the last two seasons of her high schoolcareer, taking classes, doing shows, participating in plays and volunteering. She joined our student leadership program and is now training to learn lighting design which she plans to pursue as acareer. This seems appropriate as Benita is no longer on the fringes, but literally lights up the room every time she enters.
There is a mountain of evidence supporting the importance of theater arts in youth development. Participation in musical theater promotes teamwork, social skills, academic performance,increasing emotional intelligence, building community and increasing self-esteem. Often, students who find a home in the theater are those who struggle to find community in sports and school.CYT is a safe place for these students. There are an abundance of accessible sports programs, but youth theater is lacking the financial support necessary to meet the needs of all students.
This grant can fully fund two students for one full year, or provide up to 8 smaller scholarships when divided up into the four seasons. The cost for one full year of CYT per student is $2,350. Thiscost includes class tuition for three seasons (Fall, Winter, Spring), production fees for a show in each season, tech meals, hair & makeup supplies, costume supplies, and summer camp fees. Weare aware of a number of students within our organization who cannot participate fully in all CYT has to offer due to cost. We also know that there are those in the community who have neverparticipated because the fee is not manageable for their families. Access to funds for scholarships will allow us to extend participation to those families who need it. Students should not be deniedaccess to the theater arts due to lack of funding.
The Roseville and greater Placer community has supported our organization in big ways! A large percentage of our students are Roseville residents and the city of Roseville has been the primaryhome for CYT since its beginning in 2012. Our Roseville campus hosted at Valley Springs was our first and primary location for more than a decade. We are excited about our new agreement touse the space at Acton Academy which will allow us to bring our programming to the heart of Old Roseville on Vernon Street. Our shows continue to sell out when residents of the communityshow up to see our quality productions. Additionally, we have a strong monthly donor program of patrons who believe in our mission and the work we are doing.
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.
CYT serves a diverse population of age, race and socio-economic classes. In the fall, we had 241 students enrolled in a class and 128 cast in a show. Currently we have 238 students enrolled inclasses and 150 students in a winter show. While our students are not all Roseville residents, scholarships from grant funding would be limited to Roseville residents. We have residentialaddresses for all participants and would make it a prerequisite for these grants.
There are several other theater companies in the area, but CYT is the only organization who specifically and deliberately includes community in the mission. We serve the community in threedistinct ways. First, we fill a niche for students looking for quality theater arts education. In order to participate in a show, students must also be enrolled in class to demonstrate commitment tolearning their craft. Students can choose from singing, dancing, acting or other specialty classes like hair, makeup and costume design.
Secondly, we provide quality productions for the thousands of locals who see a show on our stages each year. Roseville residents have been supporting our productions since we first started in2012! This spring we will have our 70th show and they are still coming back to see more! Finally, we give back to the local community through our support of other non-profit organizations. Every season, each production partners with a local organization as part of CYT Gives Back.CYT Gives Back finds meaningful ways for students and families to partner with another local non-profit and provide resources or assistance to the organization. In the last several years, our CYTGives Back partners in the Roseville area include: Refuge & Strength, Sierra Pregnancy and Health, My Mother’s Voice, Placer Food Bank and Love Roseville, just to name a few.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
There are no collaborative partners required for this proposal.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The goals of CYT are in alignment with the City Council’s Strategic Plan, specifically in preserving the high quality of life and the City’s priority of ensuring a safe and healthy community.Additionally, we are in alignment on the following Core Competencies: Enhance quality of life, Focus on people, Build Trust, Communicate Effectively, and Enhance economic viability.
CYT enhances the quality of life for the students and families of our participants by allowing them a place of belonging and a way to express themselves. CYT is not just for the students, it is anorganization that brings families together and creates community. Our CYT Gives Back program allows for community building and support. Our productions attract thousands of residents foraffordable, high quality, family friendly entertainment.With our newest space on Vernon Street, CYT will contribute to the economic success of Roseville as our families and theater patrons will support the restaurants and businesses around thetheater space before and after shows and rehearsals.
In the Strategic Plan, focus on people, build trust, collaborate inclusively, and communicate effectively, are all identified as Core Competencies for the City. CYT is also committed to these indeveloping our students. In fact, our four core values are 1) people over programs, 2) character over competition, 3) excellence over ego and 4) service over spotlight. In fostering these four core
principles, our organization not only instructs youth in the theater arts, but we are developing character in students so that they will be the future leaders of Roseville and beyond.
Define anticipated outcomes for this proposed effort. How will success be measured? We plan that half of the funding ($5,000) will go to scholarships for students residing in Roseville. This can be either through one-time scholarships to multiple residents or funding an entire yearfor two Roseville students through three class cycles, three shows, tech week meals, hair & makeup supplies, costume needs and summer camp fees. Success will be measured by 100%utilization of our scholarship funds for the 2026-2027 fiscal year.The rest of the funding will be used for facility expenses within the City of Roseville. We have contracts for facility space on Vernon Street and three storage units in West Roseville. Facilitiesmake up a large part of our operational budget and the funds from the grant will allow for freed up funds to be directly poured back into students and programming. We can provide evidence ofmonies spent based on our contracts.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.
None.
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? Our organization is budgeted for operational expenses for the year, but without additional funding we will be unable to award scholarships to all deserving students. Grant funding will allow us topurchase show rights in advance and make planning and budgeting for next fiscal year much easier.
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.
CYT has a strong monthly donor program which is part of our operational budget. We hold an annual gala fundraiser that also is budgeted for. As other expenses have risen, we are challenged tocontinue providing scholarship opportunities to students. We recently applied for a grant through the Dennis Managers Fund for Young Performing Artists, but we were not selected.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? We hope to continue growing our monthly donor program as well as our annual gala. But the long term success of this program requires stable and predictable participation of students, as well asthe ongoing support of from the greater community that values arts education and is dedicated to supporting local children.
Additionally, we have identified how reducing the number of overall shows increases participation and ticket sales, while reducing cost, so that will be our model moving forward. This allows formaximum participation with less expense.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
This is not applicable to our application.
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
Defending the Cause Regional Alliance, Inc.Capacity Building for Roseville Nonprofits Serving At-Risk Youth Requested Amount
USD$ 9,000.00
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$ 9,000.00Corporation/Foundation Funding USD$ 150,000.00Individual Contributions/Membership Dues USD$ 85,000.00Fee for Service USD$ 18,150.00Investment/Interest IncomeIn-Kind SupportOtherTotal USD$ 262,150.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 200,000.00Payroll Taxes and Benefits USD$ 0.00Professional Fees (Consultants & Contractors)Other CompensationRent/Utilities/Maintenance USD$ 15,000.00Printing/Supplies/PostageEquipmentPromotion/Advertising USD$ 1,250.00Travel/Training USD$ 0.00InsurancePrograms-Community Mobilization USD$ 9,000.00Programs-Education/Trauma Training USD$ 10,900.00Programs-Leader/Organization Support USD$ 26,000.00Total USD$ 262,150.00 Proposed Effort Budget NarrativeThe total proposed budget for all Alliance capacity-building programs is $262,150, supporting our 115 Member organizations. Of these, 52 organizations directly serve childrenand families in Roseville, meaning 45% of all capacity-building funds benefit youth and families in the City of Roseville. Our office is located in Roseville and serves as theprimary hub for resource collection and distribution, as well as a center for connection, training, and educational resources.
Income:The requested CBF/REACH grant of $9,000 will support community mobilization and capacity-building efforts benefiting Roseville-serving organizations. Additional incomeincludes $150,000 from corporations and foundations, $85,000 from individual contributions and membership dues, and $18,150 from ticketed conferences and workshops aswell as educational service contracts we hold, ensuring a diversified and sustainable funding base.
Expenses:Salaries ($200,000): Supports staff who implement Alliance programs, provide organizational coaching, and manage ongoing Member support.
Rent/Utilities/Maintenance ($15,000): Covers operational costs for our Roseville office, the central hub for program coordination, volunteer engagement, and Love in Actionitem distribution. Our office is also available for use by our Members for board or team meetings.
Promotion/Advertising ($1,250): Funds outreach efforts to increase community involvement with Alliance programs and expand engagement across our Member network.
Programs – Community Mobilization ($9,000): Meeting the needs of at-risk youth and families through our Love in Action Program which includes three annual community-widedrives, our Emergency Supply Closet, and our custom area needs database.
Programs – Education/Trauma Training ($10,900): Supports trauma-informed education, including the annual childhood trauma conference and community-based workshopsfor Roseville residents.
Programs – Leader/Organization Support ($26,000): Funds leadership development workshops, quarterly Alliance Member gatherings to enhance collaboration, multipleshared technology platforms including our online Alliance Member Community along with ongoing relational support for local leaders.
Funding these costs ensures nonprofits are equipped, connected, and sustained—amplifying their ability to serve at-risk kids and families. Nearly half of this investment directlystrengthens services for Roseville residents, maximizing local impact and community benefit.
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 Alliance requests $9,000 to build capacity for Roseville nonprofits serving at-risk kids and families. Acting as a force multiplier, we support 50+ Roseville-facing organizations through sharedtechnology, leader training, relational support, and community connections—helping prevent burnout and strengthen services for thousands of children across our community.
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 Members2 Paid Staff (F/T)6 Paid Staff (P/T)100 Volunteers117.00 SUBTOTAL117.00 TOTALDate Founded:
April 25, 2016
Organization's Mission:
The Alliance is a united movement of 115 local organizations and individuals working together to serve vulnerable kids and families in the Greater Sacramento Area. Our mission is to prevent andheal childhood trauma and we partner with agencies, nonprofits, community members, and churches to ensure every child in our region is safe and loved.
There are over 2,000 kids in our local foster care system, plus thousands more experiencing homelessness, trafficking, and abuse. Childhood trauma is an epidemic that impacts 2/3 of kids inevery city, school and neighborhood in our region. The Alliance is a force multiplier bringing together the groups serving current and former foster youth, foster/adoptive families, refugees, womenfacing unplanned pregnancies and any youth orfamily in crisis.
What are the major goals of your organization?
Alliance programs, events and resources fall under our 3 main goals:1. CONNECT organizations serving kids and families with each other and the resources they need.Connect Programs: We support local leaders with Alliance Membership benefits, quarterly gatherings, PROWorkshops where business leaders provide training to local nonprofits, and access toour fully custom online Alliance Member Community, including a directory of local leaders, a map of agencies & nonprofits serving youth and space to collaborate throughout the year.
2. MOBILIZE the community to make a difference.Mobilize Programs: We make it simple for community members to meet needs through the Love in Action Program, which consists of our Emergency Supply Closet (stocked with essentialsupplies), three annual donation drives, and our online Area Needs Database.
3. EQUIP people throughout the region to support kids in trauma-informed ways.Equip Programs: The Alliance hosts annual childhood trauma conferences, in-depth parenting classes, community workshops and a variety of on-demand courses through our Online LearningCenter because prevention and healing from childhood trauma is possible when caring adults are trauma-informed.
What were the major accomplishments of the organization last fiscal year? The Alliance has built a unique and unprecedented community of collaboration. Here are our top accomplishments from 2025 in each goal category:
1. CONNECTThe Alliance grew by 15% in 2025, reaching 115 Member organizations. We partner with and support foster/adoption agencies, nonprofits, churches and professions across 5 counties and arereducing gaps in the system of care by enhancing cross referrals, sharing of resources and teamwork when it comes to serving vulnerable kids and families. We know that organizations don'tpartner together, people do and last year we had 372 local leaders attend our quarterly gatherings to connect and collaborate.
2. MOBILIZEIn 2025, a record-setting 33,394 items were donated by community members, businesses, and churches through the Love in Action Program, meeting the needs of 10,553 at-risk youth andfamilies through 72 different agencies and nonprofits. Items included 6,633 holiday gifts, 1,772 backpacks filled with school supplies (86% more than 2024), plus furniture, beds and bedding thatfurnished rooms or entire apartments for 104 local kids and families. One of our top accomplishments last year was also working with a software developer for four months to fully rebuild ouronline area needs database to enhance ease of use. Since the relaunch last July, this new platform has helped us meet the needs of 326 kids.
3. EQUIPWe hosted our 9th annual childhood trauma conference in April 2025 where top local experts shared their knowledge and provided new strategies to local families and providers. Uponregistration, each parent, caregiver, teacher or professional indicates the number of kids they serve/care for and because of this event, 4,595 kids in our region now have a more trauma-informedadult in their life. We also had 638 people attend workshops or online courses hosted by The Alliance and provided 1,278 training hours making our community more compassionate and trauma-informed.
Will the organization utilize volunteers for this proposed effort? The Alliance utilizes volunteers strategically in our capacity building programs. Our staff team primarily leads the programs and services focused on equipping, connecting, and supportingnonprofit and public-sector leaders while volunteers play a critical role in programs that mobilize the broader community—most notably our Love in Action drives, trauma-informed educationevents, and our community outreach initiatives.
The Love in Action program which meets the tangible needs of at-risk kids and families through our Member network relies heavily on community volunteers who serve as Donation DriveChampions. In 2025, more than 150 volunteers contributed over 1,000 hours, helping promote drives, collect essential items, manage donation locations, and sort and distribute goods throughour partner agencies. Volunteers are especially vital during our large regional holiday gift drive, which served over 6,000 children and families last year.
In addition, trained mental health professionals volunteer their expertise to teach at our childhood trauma conference and parenting workshops, while Alliance Ambassadors promote programs,engage networks, and table at regional events—extending our reach across Roseville and the Greater Sacramento region.
Describe the need for this proposed effort and evidence of community support.
Nonprofits serving at-risk kids and families face increasing complexity, limited resources, and high emotional demands—conditions that contribute to widespread burnout among nonprofit leadersand staff. Many organizations operate in silos due to time constraints and funding pressures, reducing collaboration and duplicating effort at a time when coordinated responses are most needed.Serving at-risk populations requires trauma-informed practices, strong leadership, and reliable community partnerships, yet these supports are often underfunded or unavailable.
The Alliance addresses this gap by intentionally building connection, capacity, and shared infrastructure across the nonprofit ecosystem. Ongoing feedback from our 115 Member organizationsconsistently affirms that access to peer relationships, shared tools, and relational support reduces isolation, strengthens leadership resilience, and directly improves service delivery. Membersreport that the connections and support provided by The Alliance allow them to serve a larger number of children and families and do so more effectively.
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.
Population & Number ServedThe Alliance serves Roseville residents through a network of 50+ local nonprofits and agencies collectively reaching thousands of children and families in our city each year. Target populationsinclude current and former foster youth, resource and adoptive families, single parents, families in crisis or experiencing homelessness, women facing unplanned pregnancies, refugees resettlinglocally, and children who have experienced trauma.
Differentiation & Unique PositioningUnlike direct-service programs, The Alliance functions as a connector and force multiplier within a crowded nonprofit landscape. With deep relationships across nonprofits, churches, businesses,and agencies, we break down silos by equipping leaders, fostering collaboration, and providing shared resources that amplify impact. This approach allows each Alliance Member to serve moreeffectively, efficiently, and sustainably—extending benefits far beyond any single program and strengthening the community-wide support system for Roseville families.
Ensuring Roseville Residency & ComplianceThe Alliance ensures compliance with funding guidelines by making all resources and events accessible to Roseville-based Member organizations and agencies that serve Roseville residents.Services and resources are distributed through verified local partners that share the service area they cover. If funding is received, The Alliance will do additional promotion of community-widedrives and educational resources to Roseville residents and business through our connections with the Roseville Area Chamber of Commerce. This structure ensures that funds directly benefitRoseville children and families while mobilizing individuals and businesses in Roseville to get involved.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
The Alliance is, at its core, a completely collaborative organization. We work closely with our 115 Member organizations, 52 of which actively serve at-risk kids and families in Roseville (a list ofour Roseville-facing Members is included in the Required Documents section). Any agency, nonprofit or support group serving at-risk youth is welcome to join The Alliance through an applicationprocess and The Alliance serves all children and families vetted by our Members. We also facilitate resource-sharing, training, and connections to strengthen their impact.
In addition, The Alliance partners with Toys for Tots, National Charity League, the Roseville Area Chamber of Commerce, Jessup University, the Child Psychology Center, and several localchurches and businesses. These community partners support program implementation through volunteer engagement, in-kind donations and educational offerings, ensuring that services areefficiently delivered and aligned to meet the needs of Roseville children and families.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The Alliance's proposed capacity building programs strongly align with the City of Roseville Strategic Plan, particularly the priority to ensure a safe and healthy community and to supportcommunity engagement and advocacy. By supporting Roseville nonprofits serving at-risk children and families, we strengthen the local safety net and help prevent crises before they escalate -complementing the City's commitment to wellness, prevention, and collaboration with community partners. Our work also enhances community engagement by fostering connections, sharedresources, and coordination action among agencies, nonprofits and volunteers, reflecting the Strategic Plan's emphasis on inclusive collaboration and proactive support for residents in need.
Define anticipated outcomes for this proposed effort. How will success be measured? The programs and resources provided by The Alliance will strengthen connections between and improve the capacity of our 50+ Roseville-facing Member organizations serving at-risk childrenand families.
Success will be measured by:Number of Organizations Served: we currently support 52 Roseville-facing organizations and plan to expand our services to additional groups working with at-risk youth in Roseville.Number of Leaders Connected: we track utilization and leader engagement on our online Alliance Member Community along with attendance at Alliance collaboration and leadership equippingevents (quarterly gatherings and PRO Workshops).Number of Needs Met: through our Love in Action database and donation drives, we closely track the fulfillment of identified needs for Roseville-facing organizations. In 2026, we anticipateserving over 5,000 kids and teens living in Roseville.Community Education: the number of people living or serving youth in Roseville is tracked for our annual childhood trauma conference and community-based trauma-informed workshops. Wealso track the number of children impacted by these resources and anticipate over 100 adults supporting 500+ at-risk youth in Roseville to receive trauma-informed education from The Allianceover the next year.
These metrics reflect both organizational capacity growth and direct community impact, ensuring measurable improvements in the services delivered to Roseville’s at-risk children and families.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2024/2025 Grant - $13,143 received in support of our Love in Action Program meeting the tangible needs of at-risk kids and families residing in Roseville2023/2024 Grant - $9,000 received in support of our Love in Action Program meeting the tangible needs of at-risk kids and families residing in Roseville2022/2023 Grant - $7,000 received in support of our Love in Action Program meeting the tangible needs of at-risk kids and families residing in Roseville2021/2022 Grant - $9,000 received in support of The Alliance establishing a local office and training facility in 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.
NA
If full funding is not available, how will the organization be able to accomplish the proposed effort? If full funding is not available, The Alliance will continue to provide resources and support to all Roseville-facing organizations as well as the at-risk children and families they serve. While programdelivery would continue as planned, we would need to explore alternate grants and funding sources to cover the gap, allowing The Alliance to fully sustain capacity-building activities.
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.
The following funds have been received or requested as part of our capacity building efforts:-Fremont Becker Memorial Grant: $5,000 (received) in support of our Love in Action program which meets tangible needs-Sacramento Rotary Grant: $3,000 (requested) in support of our Love in Action program to meet more needs of children in Sacramento County-Placer County Supervisors Revenue Sharing Fund: $2,500 (requested) to host our annual member appreciation dinner to provide encouragement and enhance collaboration between localorganizational leaders-Biddle Family Foundation: $1,000 (requested) as partial sponsorship for our annual childhood trauma conference which equips local parents and providers How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? To ensure sustainability beyond this grant, The Alliance will reduce costs and generate additional revenue through several strategies. We leverage volunteer engagement to support programs,utilize shared technology to streamline operations, and cultivate in-kind donations from local businesses and community partners.
In 2025, we worked with a software developer to fully rebuild our Love in Action database into the backend of our website, creating a fully customized, proprietary platform with minimal residualfees. This platform is shared with our entire network to mobilize the community, coordinate volunteers, and meet needs efficiently, keeping overhead costs low. Additionally, we actively pursuediversified funding through individual donors, corporate sponsorships, and foundation grants to maintain and expand capacity-building services for Roseville nonprofits serving at-risk children andfamilies.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
NA
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids?
Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable
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City of Roseville
FY2026-27 CBF Grant
Feeding the FoothillsRoseville Food Access Initiative
Requested Amount
USD$ 60,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 862,180.00State Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 60,000.00Corporation/Foundation Funding USD$ 1,366,071.00Individual Contributions/Membership Dues USD$ 1,614,936.00Fee for Service USD$ 141,000.00Investment/Interest Income USD$ 48,586.00In-Kind Support USD$ 14,400,000.00Other USD$ 421,326.00Total USD$ 18,914,099.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 4,500.00Payroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceFood Storage USD$ 5,000.00Food Procurement USD$ 36,500.00Mission-Driven Transportation Fleet Fuel USD$ 7,500.0010% In-Direct Costs USD$ 6,500.00Total USD$ 60,000.00 Proposed Effort Budget NarrativeFood Procurement – $36,500These funds will support the purchase of supplemental food for seniors, school-age youth, and low-to-moderate income (LMI) households in Roseville. This allocation ensuresa consistent and nutritionally balanced supply to meet community needs across all distribution channels.
Food Storage – $5,000This category covers the costs of refrigeration, dry storage, and handling supplies necessary to maintain food safety and quality prior to distribution. Proper storage is essentialfor sustaining program efficiency and minimizing waste.
Transportation & Fuel – $7,500These funds will support the delivery of food to senior sites, schools, Pantry-to-Go locations, and partner agencies. This includes fuel, vehicle maintenance, and logisticalcoordination to ensure timely and reliable service to all distribution points.
Staff (5%) – $4,500A portion of staff time will be dedicated to coordinating the Roseville distributions. This includes scheduling, volunteer management, reporting, and program oversight to ensuresmooth operations and accountability.
Indirect Costs (10%) – $6,500This category covers overhead associated with program implementation, including administrative support, office utilities, and other necessary operational costs that contributeto the overall success of the program.
Total Request – $60,000
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. $60,000 towards 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-thruGrant funds will support:• Direct food distribution• Supplemental food procurement to meet growing demand• Operational costs, including storage, transportation, and handling• Staff coordinationAll activities exclusively serve City of Roseville residents, ensuring measurable municipal benefit.
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 Members35 Paid Staff (F/T)3 Paid Staff (P/T)2500 Volunteers2,547.00 SUBTOTAL2,547.00 TOTALDate Founded:
Feeding the Foothills, formerly known as Placer Food Bank, was founded in 1970 to address food insecurity across Placer and surrounding counties. For more than five decades, the organizationhas served as a trusted regional food bank, partnering with local nonprofits, schools, and community agencies to provide reliable access to nutritious food for seniors, families, and individualsfacing economic hardship. Rebranded Feeding the Foothills in 2024 to better reflect its expanded service area and community-centered mission, the organization continues to play a critical role insupporting food access and stability for residents throughout the region.
Organization's Mission:
Feeding the Foothills’ mission is to alleviate hunger and strengthen communities by providing reliable access to nutritious food for individuals and families in need, with a focus on collaboration,dignity, and local partnerships that directly benefit the communities we serve.
What are the major goals of your organization?
Major Goals of Feeding the Foothills:
Alleviate hunger by ensuring consistent access to nutritious food for individuals and families experiencing food insecurity.
Support vulnerable populations, including seniors, children, and low- and moderate-income households.
Strengthen community partnerships by serving as a reliable food distribution hub for local nonprofits, schools, and community organizations.
Expand equitable food access through multiple distribution models that reduce barriers such as transportation and cost.
Respond to community need by adapting services to population growth, economic shifts, and emergencies affecting local residents.
What were the major accomplishments of the organization last fiscal year? Major Accomplishments – Last Fiscal Year:
Distributed more than 11.6 million pounds of food, providing critical nutrition support to over 11.1 million meals/individuals across the region.
Served as the food distribution hub for more than 65 partner agencies, strengthening local capacity to reach individuals and families in need.
Expanded direct-to-household food access, including door-to-door deliveries for Roseville low-income seniors and community-based distributions that reduce transportation barriers.
Supported Roseville school aged schools in the Roseville Joint United School District, ensuring children in food-insecure households had consistent access to nutritious food.
Maintained rapid-response capacity to meet increased demand driven by economic pressures and population growth, while continuing to prioritize dignity and efficiency in food distribution.
Will the organization utilize volunteers for this proposed effort? Yes. Feeding the Foothills will utilize volunteers to support this proposed effort. Volunteers play a critical role in food sorting, packing, and distribution activities, including assisting with partneragency distributions, school-based food deliveries, and Pantry-to-Go drive-thru events. Their involvement helps extend the organization’s capacity, reduce operational costs, and ensure that foodreaches City of Roseville residents efficiently and with dignity.
Describe the need for this proposed effort and evidence of community support.
Recent growth in low-income housing developments in Roseville has increased the number of low- and moderate-income residents who face challenges accessing sufficient food. Seniors,school-age youth, families, and individuals on fixed incomes are particularly vulnerable as rising living costs, limited transportation, and tight household budgets make it difficult to meet basicneeds. Local partner agencies report a steady increase in demand for food assistance as more residents seek reliable, locally available support.
Community support for this effort is strong and well established. Feeding the Foothills partners with 10 Roseville-based agencies, Roseville Joint School District schools, and community sites todeliver food directly to residents. The organization’s ongoing door-to-door senior deliveries, twice-monthly school distributions, and Pantry-to-Go drive-thru at Denio’s Swap Meet demonstratetrusted, utilized services that respond directly to resident needs. Continued collaboration with these local partners reflects broad community endorsement and a shared commitment to ensuringRoseville residents have consistent access to nutritious food.
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 proposed effort will serve approximately 2,000 unduplicated City of Roseville residents during the grant period. Priority populations include seniors, school-age youth, and low- and moderate-income (LMI) households, many of whom face barriers such as limited transportation, fixed incomes, and rising housing and living costs. Services will be delivered through monthly door-to-doorfood box deliveries for seniors, twice-monthly school-based distributions for youth, Pantry-to-Go drive-thru distributions, and food provided through Roseville-based partner agencies.
This effort differentiates from similar services in the community by combining multiple, coordinated food access models that reduce barriers for residents. Feeding the Foothills serves as thecentral food distribution hub for 10 Roseville partner agencies, ensuring consistency, efficiency, and reliability across service sites. The Pantry-to-Go drive-thru model offers dignified, quick accessfor working families, while door-to-door senior deliveries address mobility and transportation challenges. School-based distributions reach children directly where they learn, reducing stigma andincreasing participation.
To ensure that services benefit only City of Roseville residents and comply with funding guidelines, Feeding the Foothills utilizes established verification and tracking processes. Partner agenciesand schools confirm residency through enrollment records, service area requirements, or self-attestation aligned with City guidelines. Distribution sites are located within Roseville, and servicerecords capture distribution location, date, and household counts specific to Roseville programs. These procedures ensure compliance with grant requirements and provide clear documentation ofdirect benefit to 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. The proposed effort relies on strong collaboration with Roseville-based partners to ensure food reaches residents efficiently and equitably. Feeding the Foothills serves as the central fooddistributor and coordinating hub, while local partners provide trusted access points and direct connections to residents.
Key collaborative partners and their roles include:
Roseville-Based Partner Agencies (10 agencies):Serve as neighborhood distribution sites for food provided by Feeding the Foothills. These agencies directly distribute food to Roseville residents, confirm residency as required, and share servicedata aligned with funding guidelines.
Roseville Joint School District Partner Schools:Facilitate twice-monthly food distributions to school-age youth and their families. Schools help identify students in need, verify Roseville residency through enrollment, and provide safe, accessibledistribution locations.
Senior Housing Sites and Community-Based Senior Programs:Support monthly door-to-door food box deliveries by helping identify eligible senior residents, coordinating delivery logistics, and ensuring food reaches seniors with mobility or transportationbarriers.
Denio’s Swap Meet (Pantry-to-Go Site):Provides a centrally located, accessible venue for the Pantry-to-Go drive-thru distribution, allowing Roseville residents to receive food in a dignified, efficient manner.
Through these partnerships, Feeding the Foothills ensures coordinated service delivery, avoids duplication, and maximizes direct benefit to City of Roseville residents while maintainingcompliance with grant requirements.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The Roseville Food Access Initiative aligns closely with the Roseville City Council’s Strategic Plan by advancing priorities related to community well-being, equity, and quality of life for residents.
Strong Community & Quality of Life:By ensuring Roseville residents have reliable access to nutritious food, the proposed effort supports household stability and overall well-being. Monthly senior deliveries, school-baseddistributions, and community food access points help residents meet basic needs, allowing them to remain healthy, housed, and engaged in the community.
Equity & Inclusion:The initiative focuses on populations most impacted by economic pressures, including seniors, school-age youth, and low- and moderate-income households. Services are delivered throughtrusted, local partners and accessible locations, reducing barriers related to transportation, income, and mobility, and ensuring equitable access across neighborhoods.
Partnerships & Community Collaboration:Feeding the Foothills’ role as the food distribution hub for 10 Roseville-based partner agencies reflects the City’s emphasis on collaboration with nonprofits, schools, and community organizationsto address complex community needs efficiently and effectively.
Responsible & Effective Service Delivery:The program uses established distribution models and existing infrastructure to deliver measurable, city-specific outcomes. Clear residency verification, data tracking, and accountability ensurethat City resources provide direct, documented benefits to Roseville residents.
Through these aligned strategies, the proposed effort supports the City of Roseville’s commitment to maintaining a safe, healthy, and resilient community where all residents have access toessential resources.
Define anticipated outcomes for this proposed effort. How will success be measured? Anticipated Outcomes:
Increased access to nutritious food for approximately 2,000 unduplicated Roseville residents.
Distribution of approximately 100,000 pounds of food to Roseville households through senior deliveries, school distributions, Pantry-to-Go drive-thru events, and partner agencies.
Reduced food access barriers for seniors and families by providing monthly door-to-door deliveries, school-based distributions, and centrally located drive-thru access.
Strengthened local service capacity through coordinated support of 10 Roseville-based partner agencies.
Improved household stability for residents experiencing economic hardship.
Measurement of Success:Success will be measured using established tracking and reporting methods, including:
Distribution records documenting pounds of food distributed and number of households served at Roseville locations.
Unduplicated resident counts tracked through partner agency reports, school distribution records, and senior delivery logs.
Program activity logs for Pantry-to-Go drive-thru events, school distributions, and senior deliveries.
Partner feedback confirming increased capacity to meet resident needs and continued demand for services.
These measures will provide clear, verifiable documentation that City funds are producing direct, measurable benefits for Roseville residents and meeting the goals of the proposed effort.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2024-2025: denied2023 - 2024: 45,6182022-2023: 26.083
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 awarded, Feeding the Foothills will prioritize maintaining direct services to the highest-need populations in Roseville, ensuring that seniors, school-age youth, and LMIhouseholds continue to receive essential food assistance.
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.
Other Funding Sources for the Proposed Effort
Source Amount Status
Kaiser Permanente $25,000 AwardedAlberton's O Organics $25,000 Awarded
PG&E $19,700 AwardedCounty of El Dorado $15,000 AwardedBank of Marin $15,000 AwardedM & M Whitmire Foundation $20,000 AwardedEnterprise Holding $23,500 AwardedCostco Food Purchase Program $52,758 AwardedRaley's Food for Families $35,763 AwardedFedEx Cares Foundation $10,000 AwardedWhole Foods Market $3,000 AwardedStarbucks FoodShare $14,499 AwardedSutter Health $50,000 AwardedFirst Tech Bank $15,000 AwardedAlbertsons Nourishing Neighbors Federal Meals $47,500 AwardedSave Mart Foundation $5,000 AwardedWells Fargo $30,000 AwardedAdvoCare Foundation $25,000 AppliedSC Johnson Foundation $50,000 AppliedBank of America Charitable Fund $25,000 AppliedSafeway Foundation $50,000 AppliedIndividual Donations $773,576 OngoingCorporate Donations $156,000 OngoingGovernment Grants $423,175 AwardedEstimated Other Restricted Grants (based on historical) $170,000 OngoingIn-Kind (Local Pickups) $4,372,027 Ongoing How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Feeding the Foothills is committed to sustaining the Roseville Food Access Initiative beyond the grant period by leveraging a combination of cost efficiencies, diversified funding, and communitysupport:
Cost Reduction Strategies:
Volunteer Engagement: Continue to utilize volunteers for food sorting, packing, and distribution, reducing staffing expenses.
In-Kind Donations: Maximize donated food from retailers, wholesalers, and community partners to offset procurement costs.
Efficient Logistics: Coordinate deliveries and partner agency distributions to minimize fuel, storage, and transportation costs.
Partnership Leverage: Maintain and expand collaborations with 10 Roseville-based agencies, schools, and community sites to share resources and infrastructure, reducing overhead perdistribution.
Revenue Generation & Funding Diversification:
Individual and Corporate Donations: Maintain ongoing fundraising campaigns and targeted appeals to secure unrestricted and program-specific support.
Foundation and Grant Funding: Apply for additional local, regional, and national grants to continue supporting food procurement and operations.
Community Fundraisers and Events: Host annual and seasonal events to generate revenue and engage the community in supporting food access programs.
Government Support: Continue to pursue eligible government grants and public funding that align with the mission and ensure direct benefit to Roseville residents.
By combining these strategies, Feeding the Foothills will sustain program operations, maintain direct food access for Roseville seniors, school-age youth, and LMI households, and ensurecontinued measurable impact even after the grant funds are expended.
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
GiGi's Playhouse, INC.Learning Without Limits Programs
Requested Amount
USD$ 14,141.00
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$ 14,141.00Corporation/Foundation Funding USD$ 155,859.00Individual Contributions/Membership Dues USD$ 79,200.00Fee for Service USD$ 0.00Investment Income (unrealized gains) USD$ 10,200.00In-Kind Support USD$ 0.00Other USD$ 164,170.00Total USD$ 423,570.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 30,186.00Payroll Taxes and Benefits USD$ 3,728.00Program Supplies and Materials USD$ 3,898.00Groceries/Ingredients USD$ 8,640.00Rent and Utilities USD$ 4,477.00Printing/Office Supplies/Subscriptions USD$ 3,460.00USD$ 0.00USD$ 0.00USD$ 0.00USD$ 0.00USD$ 0.00USD$ 0.00Total USD$ 54,389.00 Proposed Effort Budget NarrativeLEARNING WITHOUT LIMITS PROGRAM – BUDGET NARRATIVE PROGRAM INCOMEFederal Government Funding: ($0), The project will receive no federal funding.
State Government Funding: ($0), The project will receive no state funding.
Local Government Funding: ($0), The project will receive no local government funding.
CBF Grant Request: ($14,141): GiGi’s Playhouse Sacramento requests support of $14,141 from CBF grant funding. This request is calculated at 26% of total project/programexpense (Calc. $54,389 x .26 = $14,141). JUSTIFICATION: This request reflects the direct proportion of programs services used by City of Roseville residents (26%) astracked by zip code. As such, 26% of total project budget expense is associated with providing these program services to City of Roseville residents. This expense meets theproject goals and objectives by providing free educational and therapeutic services to improve the quality of life for Roseville residents with Down syndrome, their families, andthe Roseville community at large.
Corporation/Foundation Funding: ($155,859): In 2026, we have projected to receive funding from corporate and foundation grants from targeted funders to support the directexpenses associated with all of our programs that provide educational and therapeutic services to individuals with Down syndrome (programs and services provide outlined inGrant Proposal) Individual Contributions: ($79,200): In 2026, we anticipate continued support from our longstanding donors, along with contributions from new individual supporters who believein our mission and are passionate about empowering individuals with Down syndrome. GiGi’s Playhouse Sacramento provides all services free of charge and does not requireprogram fees or membership dues.
Investment Income: ($10,200): Represents estimated unrealized gains on the investment portfolio for 2026.
Other: ($164,170): In 2026, we have projected to raise and receive additional support from our events and community fundraisers.
PROGRAM EXPENSESThe direct program expense budget for GiGi’s Kitchen, Literacy Tutoring and 1:1 Math Tutoring for GiGi’s Playhouse Sacramento in 2026 is $$54,389. Out of this, $14,141 isassociated with City of Roseville residents, based on the current utilization rate of 26% of total service hours.
Salaries, ($30,186): JUSTIFICATION – This position directly impacts programs and services ensuring efficient operation, accountability, necessary scheduling functions,training and scheduling of all volunteers and targeted program outcomes.*LITERACY: Paid staff includes 35% of Program Director's time allocated to Literacy Program ($14,196)/Payroll Taxes - ($1,753) Includes FICA, state employment taxes andbenefits.*MATH: Paid staff includes 25% of Program Director's time allocated to Math Program ($10,140)/Payroll Taxes - ($1,252) Includes FICA, state employment taxes and benefits*KITCHEN: Program Director’s allocation of time spent directly on GiGi's kitchen prep, marketing, scheduling and volunteer training and staffing and progress tracking.(Estimated 25 hours/month x 9 months x $26.00/hour = $5,850)/Payroll Taxes - ($722) Includes FICA, state employment taxes and benefits Payroll Taxes and Benefits: ($3,728): JUSTIFICATION – This expense necessary to support direct staff expenses for employer payroll taxes, unemployment taxes, and otheremployee benefits. We budget 12.35% for employer payroll taxes.
Program Supplies & Materials: ($3,898): JUSTIFICATION – These expenses are directly related to providing all of our programs. Printed materials, instruction books,educational program subscriptions, general office supplies and other minor office expenses directly support all of our programs and services.*LITERACY: Includes consumables, learning equipment, sight word cards, etc.*MATH: Includes consumables, math learning tools, personalized take home kits, dry erase markers, etc.*KITCHEN: Includes disposables and kitchen supplies: paper goods, wax paper, foil, gloves garbage bags, liners, cleaning supplies, etc.
Rent and Utilities: ($4,477): JUSTIFICATION: GiGi's kitchen use space represents 6.3% of the square footage of the Playhouse (225 sq ft - total sq ft 3,460) as well as 6% ofannual utility costs is allocate to GiGi’s Kitchen (2025 budgeted total utility expense - $7,452). The allocation of rent and utilities are direct expenses to the cost of the GiGi’sKitchen Program.
Groceries/Ingredients: ($8,640): JUSTIFICATION: These costs cover groceries, ingredients, and other essential food items used directly in preparing recipes for the GiGi’sKitchen program.*KITCHEN: Budget includes $10/participant x 8 participants x 12 lessons (Three age groups per session) Printing/Office Supplies/Subscriptions: ($3,460): JUSTIFICATION: These expenses are directly related to providing printed materials, instruction books, educational programsubscriptions, general office supplies and other minor office expenses that directly support all of our programs and services.
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.
GiGi’s Playhouse is requesting $14,141 to support direct expenses associated with our 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.
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:
13 Board Members1 Paid Staff (F/T)2 Paid Staff (P/T)401 Volunteers417.00 SUBTOTAL417.00 TOTALDate Founded:
OUR BEGINNINGS: In 2002, when Nancy Gianni learned that her newborn daughter, GiGi, had Down syndrome, she was overwhelmed by fear and uncertainty. The lack of information, combinedwith the negative reactions from medical staff, made her feel as if her life had changed forever. However, as she watched GiGi grow, she realized her daughter was just as capable as her otherchildren. Determined to ensure that GiGi and others like her had the support needed to live full and active lives, Nancy founded the first GiGi’s Playhouse Down Syndrome Achievement Center, inChicago in 2003—just one year after GiGi’s birth.
OUR GROWTH: Families across the country quickly recognized the value of GiGi’s Playhouse and its volunteer-driven programs. As a result, GiGi’s Playhouse Inc. has expanded to 62 locationsthroughout the United States and Mexico, bringing resources and support to countless individuals with Down syndrome.
OUR SACRAMENTO REGION LOCATION: In 2018, a group of local advocates in Sacramento saw the need for greater support and services for individuals with Down syndrome and theirfamilies. With strong community backing, GiGi’s Playhouse Sacramento opened its 3,500-square-foot facility in Roseville in May 2021. Conveniently located in the Office Depot shopping center offDouglas Boulevard, near the I-80 Douglas Boulevard offramp, the facility features a reception area, gym, teen activity room, training kitchen, children’s play area, meeting room, and three privatetutoring classrooms. In December 2025, we added on to our space by taking over the adjacent unit to add another office and additional program space. We are excited about this endeavor ofmeeting the needs of our growing playhouse community through our additional space to host programming.
Organization's Mission:
WHO WE ARE: GiGi’s Playhouse is the world’s only international network of brick-and-mortar Down Syndrome Achievement Centers, dedicated to providing FREE life-changing programs forindividuals of all ages.
OUR MISSION: We exist to change the way the world views Down syndrome and to send a global message of acceptance for all.
ORGANIZATIONAL STRUCTURE – NATIONAL SUPPORT WITH LOCAL LEADERSHIP: GiGi’s Playhouse, Inc. operates under a parent-subsidiary model, with GiGi’s Playhouse Sacramentofunctioning as an independent limited liability company under the umbrella of the national 501(c)(3) nonprofit. The national organization provides essential support in accounting, IT systems,curriculum development, research, website management, and outcome tracking. Meanwhile, GiGi’s Playhouse Sacramento is guided by a local Board of Managers and is responsible for its ownprogramming, fundraising, operating revenue, and expenses.
OUR PROGRAMS: With more than 30 specialized programs, GiGi’s Playhouse provides tailored support to individuals with Down syndrome, from infancy through adulthood. Our signatureprograms focus on speech and language, social and motor skills, academics, health and wellness, and more. We celebrate purposeful progress, honoring the unique developmental timelines andmilestones of individuals with Down syndrome.
Programming is provided at various times throughout the week including the evenings and on weekends. We provide a welcoming, supportive space offering both structured programs and drop-insupport for individuals with Down syndrome and their families.
OUR SERVICE AREA: GiGi’s Playhouse Sacramento serves the Greater Sacramento Region, including Sacramento, Placer, El Dorado, and Yolo Counties. As Northern California’s only GiGi’sPlayhouse, our reach extends to the Bay Area, Central Valley, and Northern Sierra regions.
OUR APPROACH: At GiGi’s, we empower individuals and families through purposeful programs built on continuous growth and high expectations. We encourage them to believe in their potential,take bold steps, and embrace life’s joys. Both group-based and one-on-one sessions are designed to foster development, build social connections, and enhance communication skills, ensuringmeaningful progress at every stage of life. Through our programs, advocacy efforts, and community events, we challenge outdated stereotypes and highlight the talents and contributions ofindividuals with Down syndrome. Our commitment extends beyond the physical Playhouses—our social media platforms, awareness campaigns, and special events help spread our message,reaching and inspiring families far and wide.
RESEARCH-BASED PROGRAMMING: Every GiGi’s Playhouse program is rooted in research and has shown measurable success in literacy, math, speech, health, career readiness, and socialdevelopment. Recognizing the wide range of abilities within the Down syndrome community, our programs are adaptable and continuously refined to meet individual needs. Nationally, GiGi’s hasdeveloped over 230 standardized, research-backed curricula, ensuring consistent, high-quality programming across all locations.
HOW WE AIM TO CHANGE THE WORLD: Our ultimate goal is to empower individuals with Down syndrome and their families to thrive as active, valued members of their communities. Guidedby our core philosophy, “Best of All,” we strive for a world that fully embraces and celebrates the abilities of people with Down syndrome and all individuals with disabilities.
What are the major goals of your organization?
OUR VISION: We see a world where individuals with Down syndrome are accepted and embraced in their families, schools, and communities.
OUR PURPOSE: We support and empower families with members who have Down Syndrome, from initial diagnosis, in the womb or at birth to adulthood. We change lives through consistentdelivery of free educational, therapeutic-based and career- development programs for individuals with Down syndrome, their families, and the community.
MAJOR GOAL #1: Improve The Lives of People with Down Syndrome at Any Age- Services include:
1) DESTINATION DISCOVERY - Objective: a) support the development of the fine motor skills, gross motor skills, social skills and language through purposeful play and to peer interaction in acasual and fun setting; and b) bring families together to share experiences and build relationships; 2) ONE-ON-ONE LITERACY - Objectives: a) provide instruction based on the interests and inspirations of each student; b) support the increaseof sight work recognition, vocabulary, comprehension, articulation, self-esteem, speech clarity and fine motor skills, and c) provide motivation andpurposeful lessons, designed to keep student engaged and learning both during session and when engaged in activities at home. 4) ONE-ON-ONE MATH- Objectives: a) provide instruction based on the interests and aspirations of each student; b) support the increase of the range of math skills, self-esteem, confidence,critical thinking, problem solving skills, independence and autonomy, and fine motor skills; and c) employ a variety of strategies and techniques to ensure that every student can be successfulwhen learning math.
MAJOR GOAL #2: Improve the Lives of Early Learners, Ages 0-5: Services Include:
1) LMNOP- Objective: a) guide parents of young children through learning basic sign language and other forms of communication using music and language based activities. 2) LEAPS & BOUNDS- Objectives a) promote speech and language, social, emotional, large and small muscle group development; and b) engage children in fun activities that require themovement and interaction with their environment.
MAJOR GOAL #3: Improve the Lives of School Age Youth, Ages 5-12 : Services Include:
1) KIDS CLUB-Objectives: a) support the development of social skills and language through peer-to peer interaction in a casual and fun setting; and b) foster gross motor skills through activegames, fine motor and self help skills through meal or snack preparation and activities.2) GiGiFIT KIDS- Objectives: a) improve strength, balance, coordination, peer interaction and build a lifelong love of physical activity; and b) promote the purposeful play during a special work outtime to make participants stronger, faster and more coordinated. 3) GIGI's KITCHEN KIDS-Objectives: a) emphasize the importance of a healthy lifestyle and early exposure to practical cooking skills; and b) promote healthy eating habits, kitchen safetyawareness, food preparation skills, self-confidence, and social skills through preparing a shared meal.
MAJOR GOAL #4: Improve the Lives of Teen Youth Ages 13-18: Services include:
1) TEENTASTIC- Objectives: a) build social skills with friends without Down syndrome by participating in team-based activities in a casual and fun setting; and b) develop mutual understanding,compromise, turn taking and problem solving abilities. 2) GIGIFIT TEEN- Objectives: a) Introduce the key movements of foundational, hip strengthening and balance exercises, focused on improving areas of fitness through activities in strength,endurance, joint stability, balance, movement control; b) promote area appropriate activities that teens can be successful in to strengthen their bodies purposefully; and c) foster wellness throughnutrition, pushing through barriers and buildingself-confidence. 3) GIGI'S KITCHEN TEEN- Objectives: a) emphasize the importance of health and wellness through nutrition education, kitchen safety, food preparation, social activities, and a shared meal orsnack; b) gain practical skills including measurements, food handling, knife skills, ingredient identification, palette expansion, cooking techniques and nutrition and wellness.
MAJOR GOAL #5: Improve the Lives of Adults, Ages 18+: Services include:
1) FANTASTIC FRIENDS- Objectives: a) facilitate. social interactions between adults with Down syndrome, their peers and the community; and b) support the development of social skills andlanguage through peer-to-peer interaction in a fun and casual setting 2) GIGIFIT ADULT-Objectives: a)Introduce the key movements of foundational, hip strengthening, and vestibular/balance exercises, making them successful to implement and practice at anystage of life; b) improve fitness through activities in strength, endurance, joint stability, balance, movement control and more; and c) promote wellness through nutrition, pushing through barriersand building self-confidence. 3) GIGI'S KITCHEN ADULT-Objectives: a) emphasize the importance of health and wellness through nutrition education, kitchen safety, food preparation, social activities and a shared meal orsnack; b) learn about and progress through skills including measurements, food handling, knife skills, ingredient identification, palette expansion, cooking techniques, and nutrition; and buildparticipants self-esteem and self-confidencethrough nutrition and wellness.
What were the major accomplishments of the organization last fiscal year? ANOTHER BENCHMARK YEAR: During our fourth full year of operation in Roseville, GiGi's Playhouse Sacramento's major accomplishments for 2025 include the following outcomes.
SERVICE CHANGES: In 2025, we strengthened our core services across the full spectrum and now offer 16 individual and group programs, an increase from 10 in 2024, improving both accessand impact. Our current program offerings have expanded to include things like additional art and music based classes, as well as fitness classes for additional age groups. We piloted our one-on-one math tutoring program in the summer of 2025 and will launch the program at full capacity in Fall 2026.
INDIVIDUALS AND FAMILIES SERVED: In 2025, we served 577 total participants, including 183 unique individuals with Down syndrome, and 394 unique participants including family and friends.In total, we provided 6,516 participation hours in 2025.
PLAYHOUSE EXPANSION: In 2025, our greatest accomplishment was to expand our physical space to meet the needs of our growing community. As our participant base continued to expandand waitlists for programming continued to grow, we came across the opportunity to expand our services by taking over the adjacent unit to add on an additional 805 square feet of space.
We were able to maitain this level of programming for our community while navigating a playhouse expansion with only one full-time staff and two part-time staff. This speaks to the strength, skills,compassion, dedication and organization of our volunteers, staff and the local board. GiGi's Playhouse INC was built on this extraordinary reliable model, which results in the further achievementof a general administrative expense ratio in the single digits.
We are grateful to our individual, corporate and foundation supporters who recognize the value of GiGi's services and impact and have joined us to ensure the continuation of vital services to ourregion's Down syndrome community.
Will the organization utilize volunteers for this proposed effort? RELIANCE ON VOLUNTEERS-BASED STAFFING: Our volunteers continue to be daily heroes in our organization. In 2025, nationally, GiGI's Playhouse Inc. volunteers contributed over 240,000hours of labor, a 17% increase over the prior year. Volunteers complete structured, on-line training, from 1 to 20 hours in length in one or more of the 55 volunteer roles available. These rolesreflect the full spectrum of staffing including administrative staff, development associates, program assistants and program leaders.
A LOCAL PERSPECTIVE: At GiGi's Playhouse Sacramento, the full-time Site Manager, part-time Program Manager, and part-time volunteer Coordinator are the only paid employees. All otherroles are filled by trained volunteers. Volunteers provide almost 2 hours of work for 1 hour of paid staff. In 2025, we registered 401 volunteers who provided 7,012 hours with an estimated in kindvalue of $281,461 ($40.14 per/hour in CA: (https://independentsector.org/wp-content/uploads/2025/04/vovt-state-by-state-data-2025.pdf) HOW WE USE VOLUNTEERS AT GIGI'S PLAYHOUSE SACRAMENTO: We use volunteers for a wide variety of roles including:
Program Coordinators: Program coordinators help to identify strong volunteers who can lead and then organize, train and schedule the Program Leaders who lead our group and one-on-oneprograms, they also prepare materials for the programs and schedule the tutors or therapists with the participants for our one-on-one services.
Program Leaders: Program Leaders play an integral role within GiGi's Playhouse Programs to facilitate the educational and therapeutic skill development activities and connect with families. It ispreferred that the Program Leader has advanced education and/or training in developmental therapy, special education, speech language therapy, behavioral therapy, social work, special
education, speech language therapy, music, dance, art or a related field. We provide sample lesson plans, program guides and a host of resources to help support success. Minimum commitmentis one session (10-12 weeks) with programs occurring weekly, bi-weekly, or monthly.
Program Volunteers: Assisting the program lead, the program volunteers help support the program execution in partnership with the program leader, by welcoming families, facilitating activities,supporting participants successes, tracking outcomes, and connecting with families. Minimum commitment for one session (10-12 weeks with programs occurring weekly, bi-weekly, or monthly.) Literacy and Math Tutors: Volunteer tutors help those with Down syndrome learn reading or math skills. Tutors commit to a weekly one hour session (1.5 hours including prep time) for 15 weeks.Tutors work directly with the family of the child that they are tutoring to determine what they will meet for each weekly session.
Leadership: Volunteers provide leadership as Board of Managers, as well as members of committees (Development and Fundraising Committee, Program Committee, Outreach Committee,Events Committee, Marketing Committee and Finance Committee) Events: Volunteers support our key events including fundraising, sponsorships, decorations and serving food and beverage.
Clerical and Administrative: Volunteers assist with both front-office and back-office roles, including reception, printing and copying, program material preparation, cleaning, mailings and data entry.
Describe the need for this proposed effort and evidence of community support.
THE NEED: As GiGi’s Playhouse Sacramento continues to grow, we are reaching an increasing number of individuals through our programs and services. Our services for one-on-one literacyand math tutoring, and GiGi's kitchen programs are in particularly high demand. Many individuals with Down syndrome receive a patchwork of supportive services through their school districtsand social services. As adults with Down syndrome age out of the K-12 school system at age 22, they lose opportunities for certain services and the need for supplemental support increases.These high demand programs support the learning and health outcomes for individuals with Down syndrome and their families so that they can continue to reach their full potential. Because theseservices are in such high demand, we continue to seek funding from community and philanthropic partners to provide these free programs to participants of all ages that address critical needs forsupport for people with Down syndrome in the City of Roseville and beyond.Access to educational programs, therapy, wellness activities, and social opportunities is essential for buildingconfidence, independence and life skills. These services empower individuals with Down syndrome to reach their full potential and create stronger, more inclusive communities where everyonehas the opportunity to live a life filled with possibility.
PEOPLE AFFECTED: Researchers know that Down syndrome is caused by an extra chromosome, but no one knows for sure why Down syndrome occurs. The extra 21st chromosome leads tothe physical features and developmental challenges that can occur among people with Down syndrome. Statistically, 1 in about 700 babies are born with Down syndrome, making it the mostcommon chromosomal condition. The condition affects all genders, all races and ethnicities equally. The prevalence of Down syndrome increases with the mother's age, nearly doubling by age 30and quadrupling by age 40. The number of babies born with Down syndrome has increased over the past three decades as birthrates have declined for women in their 20s and jumped for womenin their late 30s and early 40s. Over 450,000 individuals with Down syndrome live in the United States, with approximately 3,200 in the Sacramento region.
PHYSICAL COGNITIVE AND SOCIAL IMPACTS: People with Down syndrome are like any other people, varying widely on the impact of the condition and their ability to respond to maximize theirown independence. Commonly, people with Down syndrome have hypotonia, or low muscle tone, which impacts speech, digestion, fitness, motor skills and more. Physically, they may becharacterized by a flattened face, almond shaped eyes, shorter height and smaller ears, hands, and feet. Due to low muscle tone, people with Down syndrome are also much more vulnerable toobesity and other health concerns.
UNMET DEMAND: Our organization's growth has outpaced our available funding, staffing and volunteers. This has lead to a situation in which we are unable to meet the demand for variousprograms. Our waiting lists highlight the critical need for additional resources to bridge the gap between the growing demand for our services and our current capacity.
POSSIBILITIES AND POTENTIAL: All people with Down syndrome experience some cognitive delay, but the effect is usually mild to moderate and is not indicative of the many strengths andtalents that each individual possesses. In their childhood education, the current trend is for full inclusion in social and educational settings. Some students with Down syndrome participate inspecial education programs while in other situations they are fully included in the typical classroom for all of their subjects. Educators and families are advocating for full inclusion in social andeducational settings for people with Down syndrome to set them up for success. Increasingly, individuals with Down syndrome graduate from high school with diplomas and participate inpostsecondary academic and college programs. As adults they can marry, socialize, work, enjoy recreation, vote and contribute to the vibrance of their diverse community. Today, the averagelifespan of a person with Down syndrome has increased by about 50 years, with individuals living into their 60's.
EVIDENCE OF COMMUNITY SUPPORT-SERVICE DEMAND: The community support and acceptance we received since our opening in 2021 has been impactful. In 2025, we served 577 totalparticipants, including 183 unique individuals with Down syndrome and 341 unique participants.
EVIDENCE OF COMMUNITY SUPPORT-IN-KIND GIVING: Throughout 2025, we received generous in-kind support from our community, ranging from donated auction and raffle items tocorporate partnerships supporting employee volunteer days. In total, community supporters contributed over $50,000 in in-kind donations, including printing services, raffle items, and food andbeverages for our two major fundraising events as well as other organization events.
EVIDENCE OF COMMUNITY SUPPORT- SOLIDARITY IN THE FACE OF HATE SPEECH: We continue to reflect on how the Roseville community rallied around GiGi's during Avery difficult time.One week after our location opened in 2021, the building was vandalized with hate speech against the disabled spray painted on our windows over the large graphics showing the faces ofchildren and adults with Down syndrome (https://www.kcra.com/article/roseville-center-people-down-syndrome- vandalized-gigis-playhouse/36511792). It was devastating to the GiGi'sSacramento community and a sad reminder that people with Down syndrome face lifelong discrimination and are often targeted for their disability. However, we were embraced and supported bythe community through media coverage, increased volunteerism, direct and in-kind financial support, and solidarity for the rights and dignity of people with disabilities. Many have forgotten theseevents, but we recall these events with both pride and gratitude for how the local community stood with us and made us feel valued and welcome.
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.
POPULATION NUBMER TO BE SERVED: In 2026, we anticipate growth of 10% serving 635 total participants including family and friends, resulting in approximately 7,167 participation hours.
POPUPLATION DEMOGRAPHICS: Individuals served reflect the full spectrum of ages (Early Learners ages 0-5 year, 15%; School Age 6-12 years 12%, Teenage years 13-17 years, 40%, andAdult age 18+, 33%) and gender (Female 54%, Male 46%) FOOTPRINT OF COMMUNITY IMPACT: In 2026, we served 577 participants, including 183 individuals with Down syndrome. The ripple effect of one life changed is enormous and directlyimpacts the lives of 1,000's of people in our community! UNIQUELY POSITIONED: UNDUPLICATED SERVICES, FREE TO ALL: California currently has only four Playhouses: San Diego, Orange County, Simi Valley and Sacramento. GiGi's PlayhouseSacramento remains the only location in Northern California and is unique in meeting the need for additional, consistent, educational, wellness and therapeutic services for individuals with Downsyndrome throughout the Sacramento Region. Our programs are always provided free of charge. Because of the tremendous commitment of gifted volunteers and generous donors, cost willnever be a barrier to individual achievement and acceptance. Our location in the City of Roseville, intentionally designed facility, trained staff, unduplicated services and access to national best-practices provided by GiGi's Playhouse, INC uniquely positions us as the leading provider of services to individuals with Down syndrome in all of Northern California.
EVIDENCE OF COMMUNITY SUPPORT - VOLUNTEERS: GiGi's Playhouse Sacramento has received strong community support through volunteers. In 2025, we had a total volunteer base of401 individuals, of those 92 were from the City of Roseville. This represents 23% of our overall volunteer population. In 2025 our volunteer base completed 7,012 hours of service, with CityRoseville residents completing 1,122 of these hours or 18%.
HOW WE ARE DIFFERENTIATED FROM OTHER SIMILAR SERVICES: A patchwork of other services for individuals with Down syndrome exists at schools, associations and through otherservice providers, However, these services have barriers of access, cost and availability. GiGi's Playhouse Sacramento in Roseville is the only Down syndrome facility with a dedicated physicallocation in the Sacramento Region.
THE PROCESS TO ENSURE THAT REQUESTED FUNDS ARE USED FOR CITY OF ROSEVILLE RESIDENTS: GiGi's Playhouse Sacramento tracks participants, service hours and donorsthrough a national SalesForce database. This database provides zip code level information of individuals served, services provided, volunteers, volunteer hours and donor support.
OUR SERVICE AREA: GiGi's Playhouse Sacramento primarily serves the Greater Sacramento Region, with participants residing in: Sacramento County (43%), Placer County (36%), El DoradoCounty (5%) and other surrounding counties (16%). As the sole GiGi's Playhouse in Northern California, we serve the Bay Area, Central Valley, and Northern Sierras. Many participants travel twohours or more to access ourservices.
IDENTIFYING COST ALLOCATED TO SERVE CITY OF ROSEVILLE RESIDENTS: City of Roseville residents represent a 26% utilization rate based on total participations hours. TrackingRoseville resident participation by zip code allows us to identify their proportion of costs associated with the project. Only the portion of costs directly attributed to Roseville residents will besupported through Citizens Benefits funding. As such, the funding request is based on CBF funding support for that portion of the budget associated with services to City of Roseville residents.
USE OF FUNDING TO SUPPORT COSTS ALLOCATED TO CITY OF ROSEVILLE RESIDENTS: The total program expenses for our top three programs (Literacy Tutoring, Math Tutoring andGiGi's Kitchen) is $54,389. Using a 26% utilization rate for City of Roseville residents, we are requesting $14,141 from the City of Roseville Citizens Benefit Fund.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
VOLUNTEER COLLABORATIVE PARTNERS:National Charity League and Boys Team Charity: These are two parent/child volunteer programs for seventh through twelfth graders in the Granite Bay/Roseville area who we partner with, andthey provide volunteers for our events and programs and in-kind donations of supplies and services.
CIVIC CLUB COLLABORATIVE PARTNERS:GiGi's Playhouse receives support from the Kiwanis Club, 100+ Women Who Care, Associated Modulars of Sacramento, INC, Active 20-30 Club of Sacramento, Moose Lodge and Rods andRelics of Lincoln Hills. These civic clubs and organizations provide volunteers, sponsor community fundraisers and provide financial support.
FOUNDATION AND CORPORATION FUNDING PARTNERS:GiGi's Playhouse Sacramento receives philanthropic support from a variety of local foundations and corporate partners. These are well-established relationships built over a number of years thatcontinue to fund our programming to keep it free for our participants.
HOW OUR COLLABORATIVE PARTNERS INCREASE EFFCIENCY: Our collaborative partners increase our efficiency and efficacy by providing volunteer support and donated suppliesnecessary to deliver our free-to-all programs. This allows GiGi's Playhouse to operate with maximum efficiency and efficacy with only limited use of paid staff.
GOVERNMENT COLLABORATIONS: GiGi's Playhouse does not have any existing formal relationships with federal or state government agencies. Further, GiGi's Playhouse has received nofunding from federal or state government sources.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
WHY WE CHOSE ROSEVILLE FOR OUR SACRAMENTO LOCATION: The Sacramento Region is a big place, and it would have only been logical to locate GiGi's Sacramento location in the Cityof Sacramento. However, we chose to locate in Roseville because of 1) quality of life; 2) infrastructure; 3) reputation for safety and security; 4) community and cultural vibrance: 5) proximity to keysupporters; 6) favorable lease rates: 7) reputation of support for it's non-profit community: and 8) community values and inclusivity.
HOW THE PROJECT REFLECTS THE MISSION OF THE CITIZEN’S BENEFIT FUND AND ALIGNS WITH THE CURRENT STRATEGIC PLAN: GiGi’s Playhouse Sacramento’s participants,services and objectives directly aligns with the City of Roseville Strategic Plan 2025-2028 by helping to maintain a safe and healthy community where people feel safe, welcome, included andsecure in the Roseville community, working together to prevent problems and to protect those in need.
HOW THE PROJECT ALIGNS WITH THE 2020 COMMUNINTY NEEDS ASESSMENT: The project directly aligns with the City of Roseville Community Needs Assessment by: 1) improvingphysical, mental and behavioral health and wellness of individuals with Down syndrome (e.g. healthy eating and active living); 2) making Roseville healthier through a focus on the socialdeterminants of health (i.e. Community and Social Context - social integration, support systems, community engagement, efforts to reduce discrimination and stress; and 3) achieving a kindermore inclusive and connected community.
IMPACT FOR THE RESIDENTS OF THE CITY OF ROSEVILLE AND PLACER COUNTY:GiGi's Playhouse Sacramento improves the family experience and quality of life by providing life-changing educational, therapeutic, wellness and social services, free-of-charge providing 1,676hours of service to City of Roseville representing a 26% utilization rate (1,676 Roseville participation hours/6,516 total participation hours).
Define anticipated outcomes for this proposed effort. How will success be measured? GiGI's KITCHEN ANTICIPATED OUCOMES: 1) Increase healthy eating habits by developing a positive relationship with food, understanding the importance of a balanced diet, recognizinghunger cues and other body signals, and introduction to concepts of nutrition. 2) Increase kitchen safety awareness by practicing safe food handling techniques and recognizing common kitchendangers to avoid accidents and injuries. 3) Increase food preparation skills, with a focus on the fine motor, cognitive, math, and literacy skills required to use utensils and kitchen equipment, learncooking techniques, measure ingredients, and follow recipes. 4) Increase self-confidence and social skills through activities that promote responsibility, good manners, and peer to peerinteraction, including participation in clean-up and bonding over meals. 5) Increase quality of life by sharing learned skills at mealtime, creating memories, establishing meaningful relationships,and applying knowledge of nutrition and wellness for a healthy lifestyle LITERACY TUTORING ANTICIPATED OUTCOMES: 1) Increased confidence and self-esteem; 2) Greater independence and autonomy; 3) Greater inclusion in general education classrooms; 4)More active role in schools and community; 5) Broader communication and speech abilities; 6) Greater social interaction and friendships; 7) Accelerated articulation development 1:1 MATH TUTORING ANTICIPATED OUTCOMES: 1) Increase a range of math skills from number recognition and patterns, to knowledge of addition and subtraction, to money and telling time,to fractions and algebra; 2) Increase self-esteem and confidence; 3) Develop critical thinking and problem-solving skills; 4) Greater independence and autonomy; 5) Greater inclusion in generaleducation classrooms; 6) More active role in schools and community; 7) Increase peer interaction through purposeful games and activities; 8) Enhanced fine motor development.
HOW SUCCESS IS MEASURED: GiGi’s Playhouse employs a robust and participant-centered approach to measuring program progress that combines structured purposeful progressions withsystematic progress tracking tools across its educational, therapeutic, and career development programs. Central to our model is the belief that meaningful progress reflects individual growthtoward independence and confidence, and that this growth must be captured through both quantitative and qualitative measures tailored to the abilities and goals of each participant. Programleaders and trained volunteers utilize standardized progress tracking sheets and digital documentation systems that align to each program to record participant performance against progressionbenchmarks. These trackers capture weekly or session-by-session performance data across key domains including motor skills, communication, literacy and numeracy competencies, socialinteraction, and self-advocacy depending on the program focus. Progress trackers facilitate the monitoring of incremental gains, support individualized goal setting, and allow staff to tailorinstruction and supports based on real-time participant needs. In tutoring programs, for instance, changes in independence (e.g., number of cues needed, accuracy rates, task completion) aredocumented and reviewed regularly to identify trends and adjust instructional strategies.
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 GRANT AWARD: $33,648 to improve the quality of life for individuals with Down syndrome and their families by providing speech therapy services free of charge. Funding was used tooffer GiGi's Amina Grace one-on-one Speech and Language Program for Summer and Fall sessions of 2023 that supported 39 individuals providing 281 hours of therapy. 2024-2025 GRANT AWARD: $41,027 to improve the quality of life for individuals with Down syndrome and their families by providing educational, therapeutic, wellness and social services, free ofcharge to an estimated 494 participants. Funding directly supports organizational expenses associated with the City of Roseville residents. 2025-2026 GRANT AWARD AMOUNT: $15,399 To enhance the quality of life for individuals with Down syndrome and their families by providing free educational, therapeutic, and health andwellness programs to an estimated 577 participants. Funding directly supports organizational costs associated with delivering services to residents of 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.
FY 2025 – 2026 GRANT AWARD AMOUNT: $15,399
FUNDS SPENT TO DATE: The award is designated for general operating expenses throughout the fiscal year. To date, all funds have been fully expended on operational costs associated withprograms directly serving participants from the City of Roseville.
ACCOMPLISHMENTS: GiGi’s Playhouse Sacramento has utilized City of Roseville funding to offer free educational, therapeutic, wellness, and social services to approximately 88 City ofRoseville residents, totaling 1,676 hours of service in 2025, while also providing a safe and welcoming space for the Roseville community. With the generous support of partners like the City ofRoseville, we were also able to expand our facility into a newly vacated office space adjacent to our existing location. Our team collaborated closely with the landlord, donors, and local contractorsto bring this long-held vision to life. While the additional 805 square feet may seem modest, it will significantly enhance our ability to grow programs, increase program space, reduce waitlists, andfurther advance our mission.
CHALLENGES ENCOUNTERED: This past year, GiGi’s Playhouse has successfully navigated several challenges, including: (1) rising operating costs due to inflation, which have placedadditional strain on our budget, and (2) ongoing volunteer turnover. While we are fortunate to have a strong volunteer base, many of our programs require significant time and trainingcommitments that can be difficult for volunteers to sustain long term. In addition, many volunteers are students who eventually graduate and relocate for college or employment opportunities.
Despite these challenges, the steadfast dedication of our staff, volunteers, and board has ensured that our operations continue without interruption. We remain deeply committed to deliveringessential services, growing our volunteer pipeline, welcoming every individual with a smile, fostering a supportive environment for growth and learning, and cultivating a community of acceptanceand encouragement for individuals with Down syndrome and their families.
If full funding is not available, how will the organization be able to accomplish the proposed effort? HOW FUNDS WILL BE USED; Requested funding will support direct program expenses related to serving City of Roseville individuals with Down syndrome and their families. Our most in-demand offerings include GiGi’s Kitchen for kids, teens, and adults, as well as one-on-one literacy and math tutoring. Accordingly, we are focused on making these programs available to as manyparticipants as possible. Because our programs rely heavily on volunteers to support program delivery, financial support is our greatest need to ensure these services can be deliveredconsistently and effectively. These expenses are itemized in detail in the attached Program Budget and Budget Narrative. In summary, requested funding will support 1) Personnel expense of$8,818; and 2) Program Supplies & Office Materials of $1,052; 3) Groceries/Ingredients of $2,246; 4) Facilities/Utilities of $1,164; and 5) Printing & Subscriptions of $861. No funds will be used forcapital expenditures or administrative-direct expenses.
MEETING EXISTING DEMAND & CLOSING THE SERVICE GAP: GiGi’s Playhouse Sacramento is only partially funded for the current year, and demand for our programs continues to exceedthe resources available to offer services free of charge to all who need them. As a result, program waitlists have continued to grow. This reality can be especially discouraging for individuals withDown syndrome and their families, as they see firsthand the meaningful benefits these services provide.
HOW THE PROJECT WOULD BE AFFECTED IF FUNDING IS NOT AVAILABLE: If additional funding is not secured, we will still be able to operate our programs; however, we may be forced tocancel certain planned programs or limit participant enrollment. This would prevent us from reaching our projected 2026 goal of serving 635 participants and would ultimately deny individuals withDown syndrome access to critical services that support their development, wellness, and independence. Unfortunately, this would also lead to reduced program offerings and longer waiting lists.
Despite these challenges, there is significant opportunity. Our services are fully scalable in response to demand, space, materials, curriculum, and available volunteers and staff—the primaryconstraint remains funding.
HOW REQUESTED FUNDS ACHIEVE AND IMPACT ON THE INDENTIFIED NEED:Requested funding from the City of Roseville would make it possible to help individuals with Down syndrome to improve their long-term physical, social and intellectual abilities, empowering themto realize a life of fulfilled potential.
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.
PAST FUNDING RECEIVED: 1) Beneto Foundation: $100,000; Kelly Foundation $20,000 (2 yr grant), Savemart Cares: $9,855; Raley's Foundation: $10,000; Teichert Foundation: $4,000;Kiwanis Club $3,000; Turner Construction $7,500; Placer County Association of Realtors: $3,000; Buzz Oats: $3,400.
OUTSTANDING GRANT REQUESTS: 1) The Cook Foundation: $7,000, Western Health Advantage: $9,855 FUNDRAISERS OR DONATION: All monies raised from fundraisers from GiGi's Playhouse Sacramento are general unrestricted funds that are not targeted for any specific program. For 2026, wehave budgeted income of $151,170 from fundraisers, $170,000 from grants, $79,200 from individual donations and $13,000 from community fundraisers.
GOVERNMENT SUPPORT: GiGi’s Playhouse Sacramento has not requested or received state or federal government support.
PLANNED REQUESTS: We have completed a comprehensive Funder Search, identifying over 50 funders aligned with our mission. In 2026, we plan to submit requests to select funders from thislist in addition to identifying new potential collaborative partners and donors.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? SUSTAINABILITY: GiGi’s will raise additional support to cover the balance of Direct Program Expenses. Despite providing services at no cost, GiGi’s business model has a two-decade provenrecord of sustainability and growth. Amazingly, this model has been sustainable and replicable over the last 23 years, allowing GiGi’s Playhouses to grow from 1 to 62 locations across the U.S.and Mexico.
A COST EFFECTIVE AND EFFICIENT MODDEL: Our volunteer-based staffing model allows GiGi's to operate at an 8.5% administrative expense ratio, well below the industry benchmarks of 15-20%. Charity Navigator gives GiGi’s Playhouse its highest 4-star rating, with a perfect score of 100%.
FUNDING STRATEGY: To fund our free programs, GiGi’s Playhouse solicits grants and donations, and has several major fundraising events per year including our annual”, GiGiFIT AcceptanceChallenge 5k, Annual Golf Tournament, Big Day of Giving, World Down syndrome Day (3/21), and Giving Tuesday. We also partner with outstanding locally owned family businesses and nonprofitorganizations that host annual fundraising events, with proceeds benefiting our organization.
EXPANDING OUR SOURCES OF REVENUE: We are actively pursuing additional funding sources to support long-term financial stability across our programs. These efforts have includedsecuring long-term donors, cultivating corporate sponsorships, and receiving legacy gifts. We are prioritizing corporate giving opportunities where existing relationships exist through boardmembers and volunteers. In addition, our Fundraising/Grants Committee has begun planning targeted solicitations for larger sponsorships, multi-year and other grant funding, and major gifts toensure our programs are sustained and continue to grow.
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
Granite Wellness CentersTreatment Curriculum Enhancement Requested Amount
USD$ 29,625.00
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$ 29,625.00Corporation/Foundation FundingIndividual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 29,625.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/Training USD$ 17,500.00InsuranceCurricula USD$ 7,150.00Workbooks USD$ 4,975.00Total USD$ 29,625.00 Proposed Effort Budget NarrativeThe total proposed budget of $29,625.00 prioritizes the acquisition and update of evidence-based curricula specifically designed for adolescents, along with comprehensivestaff training and participant workbooks, to ensure high-quality, consistent, and developmentally appropriate program delivery. Investing in current, research-informed curriculaensures that programming reflects best practices and addresses the evolving social, emotional, and behavioral needs of adolescents. Training staff supports faithfulimplementation and cultural responsiveness, while participant workbooks reinforce learning beyond facilitated sessions by supporting skill development, concept retention, andpositive behavior change. Together, these investments strengthen program capacity, improve outcomes for adolescent participants, and ensure services are delivered equitablyand effectively in alignment with the goals and objectives of this request.
During Months 1-2, Granite Wellness Centers will purchase all approved curricula, facilitator materials, and participant workbooks needed for implementation at the Rosevillesite. Staff training will take place during Months 1–3, with 10 staff completing required curriculum and facilitation trainings to ensure high-quality, consistent delivery. FromMonths 3–12, the updated curricula will be fully implemented across applicable programs, with ongoing monitoring of participation, engagement, and treatment outcomes.
Curricula costs ($7,150.00) were calculated based on the purchase of complete program sets required to deliver structured group interventions with fidelity. The Girls CircleComplete Set was calculated as 1 set × $2,800.00, which includes all core materials, taxes, and delivery. The Council for Boys and Young Men Complete Set was calculatedas 1 set × $1,900.00, inclusive of all required materials, taxes, and delivery. The Relapse Prevention Collection, Second Edition was calculated as 2 sets × $1,225.00, for atotal of $2,450.00, allowing simultaneous implementation of multiple groups. In addition, 200 workbooks will be available through the purchase of two Relapse PreventionCollection sets. These curricula provide the foundational content necessary to meet program objectives related to social-emotional development, substance use prevention,and behavior change.
Training costs ($17,500.00) were calculated based on per-participant enrollment fees and the number of facilitators required to support effective program delivery. In total, 10staff members will be trained, with some staff participating in all three trainings to ensure program continuity, cross-coverage, and leadership capacity. Girls Circle FacilitatorTraining (online) was calculated as 9 staff × $500.00 per enrollment, totaling $4,500.00. The Council for Boys and Young Men Facilitator Training (online) was calculated as 9staff × $500.00 per enrollment, totaling $4,500.00. A New Direction 2-Day Open Enrollment Training (online) was calculated as 5 staff × $1,700.00 per enrollment, totaling$8,500.00. The overlap in training participation allows select staff to facilitate multiple curricula, provide peer mentoring, and sustain program operations during staff absencesor turnover. This approach maximizes the training investment while ensuring high-quality, consistent implementation of all program components and directly supports theprogram’s goals and objectives.
Workbook costs ($4,975.00) were calculated based on anticipated participant enrollment and vendor pricing, inclusive of taxes and delivery. The Addiction Recovery SkillsWorkbook was calculated as 150 workbooks × $29.00 each, totaling $4,350.00, to support multiple program cohorts. Spanish Relapse Prevention Workbook, Second Editionwas calculated as 50 workbooks × $12.50 each, totaling $625.00, to ensure access for Spanish-speaking participants. These quantities reflect projected participant demandand ensure each participant receives an individual workbook to support skill-building and retention of program content.
We have additionally attached an itemized budget for your review.
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.
Granite Wellness Centers requests funding for the Treatment Curriculum Enhancement Project to update evidence-based curricula for people with substance use and co-occurring disorders andstrengthen counselor expertise. Funds will support curriculum materials and clinical training for 10 staff, improving service quality for approximately 1,000 low-income adolescents and youth inRoseville.
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:
5 Board Members83 Paid Staff (F/T)3 Paid Staff (P/T)1 Volunteers92.00 SUBTOTAL92.00 TOTALDate Founded:
Granite Wellness Centers (GWC) is a 501(c)(3) nonprofit established in Grass Valley in 1974 as an alcohol recovery resource. Over the last 52 years Granite has expanded services andlocations, currently providing substance and co-occurring disorder treatment, including detox, residential and outpatient levels of care, DUI, Batterers Intervention, Parenting and Pre-TrialDiversion Programs. We primarily serve low-income and underserved residents, including Medi-Cal beneficiaries and people without insurance, and pair treatment with wraparound supports thataddress barriers such as housing, employment, education, legal issues, and medical care. Each year, we serve over 4,000 individuals across all our facilities, including approximately 1,000 fromRoseville.Granite Wellness Centers (GWC) operates five facilities across Placer and Nevada Counties, including a strategically located site in Roseville that serves as a primary access point for Cityresidents seeking SUD and co-occurring mental health treatment. For Roseville residents who require 24-hour, high-acuity services that are not available within city limits, Granite providesseamless access to its Grass Valley campus in Nevada County. This campus offers the full continuum of medically necessary services, including medically supervised detoxification, Medication-Assisted Treatment, residential treatment, and transitional housing. Approximately 35 percent of individuals served at this campus are Placer County residents, many of whom originate fromRoseville and enter care through Granite’s local site.Together, the Roseville and Grass Valley facilities operate as an integrated system that ensures Roseville residents have uninterrupted access to the appropriate level of care at every stage ofrecovery. This regional model allows the City of Roseville to rely on an established treatment infrastructure without duplicating costly, specialized services locally, while supporting improved healthoutcomes, reduced system strain, and increased community safety.Granite Wellness Centers works in close partnership with the Placer County Health and Human Services Department, Adult System of Care (ASOC), Children’s System of Care (CSOC), PlacerCounty Probation, Placer County Juvenile Hall, and First 5 Placer to ensure coordinated, timely access to treatment for adolescent, adults, youth, and families involved in healthcare, behavioralhealth, child welfare, and justice systems. Granite Wellness Centers is the sole county-authorized provider of court-mandated DUI services in Placer County, serving individuals referred throughlocal courts, probation, and law enforcement.Granite Wellness Centers is accredited by the Commission on Accreditation of Rehabilitation Facilities (CARF) and has maintained this accreditation for over a decade. CARF accreditationrequires ongoing compliance with nationally recognized standards for clinical quality, risk management, fiscal responsibility, and continuous improvement. This independent oversight reducesoperational and liability risk for public partners and provides assurance that services are delivered with documented accountability, consistency, and responsible use of public funds.
Organization's Mission:
Granite Wellness Centers is committed to fostering wellness and strengthening community by providing comprehensive substance use treatment and diverse behavioral health services. At GWC,we believe that recovery is more than overcoming substance use - it is a transformative and lifelong journey. Recovery is about healing, strengthening identity, and building meaningfulrelationships. Our structured continuum of care addresses substance use and co-occurring disorders and their broader impact on the community. We are committed to the highest clinicalstandards of care, utilizing evidence-based approaches, integrating community defined practices, working collaboratively within our community, and tailoring treatment to the needs and supportnetwork of each individual. We recognize that sustainable recovery requires a personalized and culturally responsive strategy so that each individual is able to navigate their recovery with dignity,connection, and purpose.
What are the major goals of your organization?
The organization’s goals are rooted in a commitment to providing accessible, effective substance use disorder (SUD) and co-occurring disorder treatment. Granite Wellness Centers seeks toensure that low-income and underserved community members, including Medi-Cal beneficiaries and individuals without insurance, have access to high-quality care without financial or systemicbarriers.Our services are designed to be individualized, culturally responsive, and evidence-based in order to meet the needs of the diverse populations served. These include individuals experiencinghomelessness, mothers and caregivers, veterans, justice-involved individuals, adolescents, and members of racial and ethnic minority communities.The organization also recognizes that recovery is often affected by factors beyond treatment alone. To support long-term stability, Granite Wellness Centers provides wraparound services thataddress common barriers such as unemployment, housing instability, limited educational opportunities, lack of access to medical care, and legal challenges.
What were the major accomplishments of the organization last fiscal year? Granite Wellness Centers is the largest provider of SUD treatment services in the Placer County, serving more Medi-Cal beneficiaries than any other behavioral health organization in the localsystem of care. As such, the organization plays a critical role in ensuring access to treatment for low-income and high-need residents who might otherwise face significant barriers to care. To meetthese community needs, GWC continuously strives to expand and adapt the services it provides.In alignment with this commitment, and with support from Sutter Health, the organization launched Raíces Unidas, a culturally responsive treatment and community resource program designed formonolingual Spanish-speaking individuals and their families. This program fills a critical gap in accessible, linguistically appropriate SUD services, as Spanish-speaking clients in South and WestPlacer have historically faced limited options for treatment and support. By offering bilingual counseling, outreach, education, and linkage to care, Raíces Unidas strengthens the regional networkof services and ensures that Spanish-speaking Roseville residents can access effective, culturally grounded treatment close to home.In addition to expanding culturally responsive care, Granite Wellness Centers continues to play a vital role in the County’s justice and public safety systems. The organization is the Placercounty’s only provider of the state-licensed Driving Under Influence (DUI) Program, ensuring continued access to required education for some of the most vulnerable and justice-involvedindividuals.Building on this foundation, GWC launched the Driving-Under-the-Influence Medication-Assisted Treatment Integration and Outreach Project at its Roseville facility. This initiative is designed toconnect individuals enrolled in DUI Program with SUD treatment. The program strengthens outcomes by increasing access to evidence-based care, improving DUI Program completion ratesamong high-risk participants, and reducing the likelihood of repeated offenses. Being the only organization providing a DUI Program within the City of Roseville, this project is a critical componentof the local safety and behavioral health system. By integrating treatment outreach, screening, and referral within the DUI setting, the organization enhances the effectiveness of an alreadyessential program and ensures that Roseville residents have access to timely, appropriate SUD care.
Will the organization utilize volunteers for this proposed effort? No. GWC is a clinically staffed organization, and direct services within programs are delivered exclusively by licensed and credentialed behavioral health professionals to meet regulatory, safety,and quality-of-care standards. While volunteers may support the organization in technical or administrative capacities, all program facilitation and service delivery will be conducted by trained staffto maintain program fidelity and quality.
Describe the need for this proposed effort and evidence of community support.
Within this context, Granite Wellness Centers’ Treatment Curriculum Enhancement Project directly responds to the documented need for substance use disorder treatment in the area. The projectseeks funding to update and expand standardized evidence-based treatment curricula and programs, including curriculum kits, facilitator materials, client workbooks, training resources and totrain 10 employees providing services at Roseville facility. These updates will increase the quality, consistency, and effectiveness of services delivered to approximately 1,000 low-income
individuals with substance use disorders in Roseville. By strengthening curricula and enhancing facilitator training, the project helps address the shortage of trained SUD providers and improvesthe capacity of local SUD services, including providing programs to specific populations, such as adolescent and youth. This effort aligns with county-identified priorities, community stakeholderfeedback, and recognized treatment gaps, making it a strongly supported and urgently needed investment for Roseville.Placer County documentation and regional analyses demonstrate a substantial gap between the level of SUD treatment need and the provider capacity available to serve Roseville residents. ThePlacer County 2025 Recovery Plan Performance Report identifies SUD programs as “an already strained resource,” noting program closures and reduced staffing that continue to limit localaccess. This is reinforced by county workforce data showing 15–20 % vacancy across the behavioral health workforce and 20–30 % vacancy among licensed behavioral health staff, a shortagethat extends into SUD counseling and outpatient care. Independent evaluation by the Urban Institute and California Health Care Foundation further shows that the county has an estimated 6,763residents living with opioid use disorder, and between 686 and 2,149 residents lack access to treatment. These documented deficits highlight an SUD system that does not currently have enoughtrained providers, outpatient capacity, or evidence-based programming to meet demand within Roseville.Placer County’s own planning processes also confirm gaps in specialized programming and service diversity. The Placer County 2024–2029 Community Health Improvement Plan names alcoholand drug abuse as the number one community health need, emphasizing the need to expand evidence-based SUD services across the county. The Drug Medi-Cal Organized Delivery System(DMC-ODS) plan identifies significant gaps in outpatient care and calls for “identifying and filling service gaps” for high-need populations such as youth, older adults, individuals experiencinghomelessness. Providers serving veterans and first responders in Roseville also note limited access to tailored SUD services despite high levels of risk in these populations. These combinedfindings show that Roseville lacks adequate provider capacity, trained SUD professionals, and sufficient evidence-based program offerings to meet the needs of its low-income and high-riskresidents.Countywide CHIP engagement, including surveys and stakeholder sessions, consistently identifies substance use as a priority area requiring immediate intervention. Local treatment providers,community partners, and city-level stakeholders have echoed the need for updated, high-quality SUD programming that is both accessible and staffed by adequately trained professionals.
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.
Granite Wellness Centers will serve approximately 1,000 low-income Roseville residents each year who are experiencing SUD and related challenges, including homelessness or housinginstability, justice involvement, co-occurring mental health conditions, chronic relapse, and limited access to culturally appropriate or evidence-based care. The population includes adolescent andadults participating in outpatient and intensive outpatient treatment, individuals enrolled in the DUI Program, and individuals returning to Roseville following completion of residential treatment.Clients are served across the full continuum of care, with the largest proportions enrolled in DUI services (30.6%), outpatient treatment (19.7%), residential treatment (17.2%), the Prop 47 ActionTeam (10.6%), recovery residences (10.1%), and withdrawal management services (6.3%).The client population reflects significant demographic and socioeconomic diversity. Approximately 70% of clients identify as male and 30% as female. Among women served, roughly 20% reportcaregiving responsibilities, which increase daily stress and can complicate treatment scheduling and continuity of care. About 20% of clients identify as Latino, with one-third requiring services inSpanish. African American clients represent approximately 5% of the population, and 15% identify as multiracial. Household structures frequently include single-parent households or non-familyliving arrangements, and approximately 40% of clients experience housing instability or homelessness at intake.Economic instability is common among clients served. At intake, 75% of participants report gaps in employment history, reflecting barriers related to substance use, justice involvement, andhousing insecurity. Despite these challenges, outcomes demonstrate meaningful improvement, with 60% of clients employed at discharge, highlighting the effectiveness of integrated treatmentand recovery support services.To ensure compliance with funding requirements, Granite Wellness Centers follows a standardized residency verification process during intake. Staff confirm Roseville residency using acceptabledocumentation, including a government-issued identification card with a Roseville address, a lease agreement, utility bill, or a verified statement from a shelter or social service provider forunhoused individuals residing within city limits. Residency verification is documented in the electronic medical record (EMR) and reviewed prior to enrollment in services.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
The specific activities of this project do not require formal collaboration; however, if funded, these efforts will benefit Granite Wellness Centers’ existing partnerships with the Placer County Healthand Human Services Department, Adult System of Care (ASOC), Children’s System of Care (CSOC), Placer County Probation, Placer County Juvenile Hall, Placer County Office of Education.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
This proposed effort directly advances the “Ensure a Safe and Healthy Community” priority within the Roseville City Council’s Strategic Plan. By modernizing and enhancing Granite WellnessCenters’ treatment curricula, the project strengthens Roseville’s continuum of care for individuals with SUD and co-occurring mental health conditions, ultimately improving community health,stability, and public safety.Evidence consistently shows that high-quality SUD treatment reduces recidivism, emergency service utilization, and public safety incidents. The National Institute on Drug Abuse reports thatevery 1 dollar invested in SUD treatment yields approximately 4 to 7 dollars in reduced drug-related crime, criminal justice costs, and theft, and up to 12 dollars when healthcare savings areincluded. Updating our curriculum improves treatment fidelity and client outcomes, such as program completion rates, treatment retention and reduction in missed sessions, which leads to feweremergency department visits, lower demand on law enforcement and first responders, reduced impaired-driving incidents, fewer probation/parole violations tied to untreated substance use. Theseimprovements contribute directly to Roseville’s goal of maintaining safe neighborhoods and reducing avoidable strain on public systems.Roseville’s Strategic Plan emphasizes coordinated action to reduce homelessness and strengthen pathways to stability. SUD remains one of the most common underlying conditions amongadults experiencing homelessness. Statewide surveys consistently show that over 50% of individuals experiencing chronic homelessness have a co-occurring SUD or mental illness. Bystrengthening evidence-based treatment, GWC will help more residents achieve stable recovery, reconnect with employment or education, and reintegrate into the community. This reduces long-term homelessness and supports Roseville’s broader efforts to create safe, stable living environments for all residents.Improved service quality of GWC ensures that individuals and families affected by substance use receive effective, compassionate, culturally responsive care. This supports the Strategic Plan’semphasis on community well-being, belonging, and equitable access to services. When residents can successfully overcome substance use, family stability improves, children experience feweradverse impacts, and neighborhoods become more resilient.
Define anticipated outcomes for this proposed effort. How will success be measured? The proposed effort will improve the quality and consistency of SUD treatment services for low-income residents by updating and expanding evidence-based curricula, facilitator materials, andtraining resources. These upgrades will strengthen treatment fidelity across programs, increase client engagement and completion rates, and enhance staff competency in delivering structured,culturally responsive interventions. The updated materials will also support a stronger continuum of care by ensuring that individuals returning from residential treatment can transition smoothlyinto outpatient or intensive outpatient services that use the same evidence-based approaches.Success will be measured through client perception and satisfaction data documented in our internal electronic medical record. A Client Perception Survey will be administered at intake, withresults compared to Client Satisfaction Survey collected at 30 days and again at least 30 days after program completion Client Follow-Up Survey will be administered to analyze treatmentoutcomes. This three-point evaluation will track changes in client experience, engagement, and effectiveness of services over time. In addition to client satisfaction measures, success will betracked through clinical indicators including program completion rates, treatment retention, and reductions in missed sessions.
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. This is Granite Wellness Centers’ first time applying for this grant.
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, Granite Wellness Centers will still carry out the proposed effort, but at a reduced scale. We would be able to purchase fewer updated curricula, curriculum kits,facilitator materials, client workbooks, and training resources to stay within budget limitations. This would limit our ability to standardize and modernize all program components simultaneously,requiring us to prioritize only the most essential materials or the programs serving the highest-risk clients.Reduced funding would also extend the project timeline, as additional resources would need to be secured through private donations, small grants, or internal reallocations. As a nonprofitorganization serving primarily low-income, uninsured, and underinsured individuals, our available unrestricted funds are extremely limited. This means that while the project would still moveforward, implementation would occur in phases rather than as a complete upgrade.Lower funding would also affect the quality and depth of staff training, potentially limiting the number of staff who can be trained in updated evidence-based curricula during the grant period. Thiscould delay full adoption across the Roseville site and slow improvements in service delivery.Finally, limited funding would reduce our ability to expand specialized programming, including culturally responsive services, and could slow our progress in strengthening the continuum of care.Overall, while Granite Wellness Centers would remain committed to completing the project, reduced funding would narrow the scope, extend the timeline, and limit the immediate impact.
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.
N/A. This application is the sole request submitted for funding to support these activities.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Once the grant period ends, the updated curricula, facilitator materials, and training resources will continue to be used for several years without requiring significant reinvestment, reducingongoing operating costs. Standardizing curriculum across programs also increases efficiency by decreasing staff preparation time and allowing facilitators to deliver services more consistently andeffectively.
To support continued implementation, Granite Wellness Centers will utilize existing revenue streams. These ongoing reimbursement sources help offset personnel and operational costsassociated with delivering outpatient, intensive outpatient, and relapse-prevention treatment in Roseville. The organization also actively secures additional funding through local, state, and federalgrants, foundation support, and community partnerships, which provide flexible resources that can be allocated to training, program improvement, and client support.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
We plan to purchase programmatic materials and services; however, these purchases do not qualify as capital expenditures, as they do not constitute fixed assets and do not involve construction,equipment, or other capital improvements. Rather, they are necessary to support the delivery and enhancement of SUD treatment services. Grant funds will be used to purchase SUD treatmentcurricula, associated trainings, and participant workbooks required for program implementation. These materials are proprietary, owned by the curriculum developers, and protected by copyright.As such, they are only available for purchase directly from the original vendors, and there are no alternative vendors or comparable materials available for competitive pricing.
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
Hearts and Hands CounselingCommunity Mental Health Counseling Initiative Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort IncomeProposed EffortAmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant RequestUSD$ 30,000.00Corporation/Foundation FundingIndividual Contributions/Membership DuesUSD$ 0.00Fee for Service USD$ 0.00Investment/Interest IncomeIn-Kind SupportOtherTotal USD$ 30,000.00 Proposed Effort ExpensesProposed EffortAmountSalaries (Subsidies of Direct Services)USD$ 15,000.00Payroll Taxes and Benefits USD$ 2,700.00Professional Fees (Consultants & Contractors)USD$ 3,000.00Other CompensationRent/Utilities/MaintenanceUSD$ 1,300.00Printing/Supplies/PostageUSD$ 2,300.00EquipmentPromotion/Advertising USD$ 500.00Travel/Training USD$ 2,500.00Insurance USD$ 700.00Direct Community Assistance through gas cards and busvouchers USD$ 2,000.00OtherTotal USD$ 30,000.00 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.
Hearts and Hands Counseling, a local 501(c)3 non-profit requests $30,000 to support the integration of low and no cost mental health services through the community of Roseville.This projectseeks to expand access to comprehensive, high-quality mental health counseling services for the general community in Roseville, California. As Roseville continues to grow and diversify,residents face increasing mental health challenges related to stress, anxiety, depression, trauma, family conflict, and life transitions. Despite the clear need, many individuals encounter barriers tocare, including cost, limited availability of providers, stigma, and lack of timely access to services.
The proposed program will provide a full spectrum of mental health counseling services designed to meet the needs of individuals, couples, families, and groups across the lifespan. Services willinclude individual therapy, family and couples counseling, group therapy, and short-term crisis support. Care will be delivered by licensed and supervised mental health professionals usingevidence-based, trauma-informed, and client-centered approaches. Services will be offered in a flexible format, including in-person and telehealth options, to ensure accessibility for workingadults, families, and individuals with transportation or mobility challenges.
The primary goal of this project is to improve emotional well-being, resilience, and overall quality of life for Roseville residents by reducing barriers to mental health care and providing timely,effective support. Key objectives include increasing access to counseling services, reducing symptoms of common mental health conditions, strengthening coping skills, and supporting healthyrelationships and family systems. Program outcomes will be measured through client engagement data, self-reported symptom reduction, and satisfaction surveys.
Equity and accessibility are central to this initiative. The program will prioritize affordability, offer services on a sliding-scale or low-cost basis when possible, and provide culturally responsive carethat respects the diverse backgrounds and experiences of Roseville’s residents. Outreach efforts will focus on connecting with community partners, schools, healthcare providers, and localorganizations to ensure broad awareness of available services.
By investing in comprehensive mental health counseling for the general community, this project will strengthen Roseville’s mental health infrastructure, promote early intervention, and helpresidents lead healthier, more stable, and more connected lives. Grant funding will directly support service delivery, reduce financial barriers for clients, and ensure the sustainability of essentialmental health services in the Roseville community.
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 need
Community 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:
3 Board Members2 Paid Staff (F/T)8 Paid Staff (P/T)13 Volunteers26.00 SUBTOTAL26.00 TOTALDate Founded:
April 1, 2010
Organization's Mission:
Hearts and Hands Counseling Agency was created to meet the community's mental health needs in an affordable and easily accessible manner. To that end, clients will receive appropriate andneeded services through a sliding scale fee basis, or through donations, contracts and or foundation grants funding as necessary. Additionally, Hearts and Hands Counseling Agency will providemarriage and family therapy trainees and registered associates with on the job training, ongoing education, and supervision under the guidelines established by the Board of Behavioral Sciences.Hearts and Hands trainees and registered associates provide direct client service for lower than market rate fees in the following areas, to individual, child, adolescent, adult, couples, family,group, and educational programs: anger management, depression, anxiety, trauma and PTSD, abuse, phase of life, adjustment/developmental issues, communication and problem solving, selfesteem, sexual identity/sexuality, parenting, divorce and co-parenting, blended families (step and non-traditional families), and LGBTQIA+ relevant services.
What are the major goals of your organization?
The organization’s goals are to expand equitable access to mental and behavioral health services for individuals who are uninsured, underinsured, or face financial and systemic barriers to care,including difficulty locating in-network providers or affording co-pays and market-rate fees. By reducing these barriers, the organization seeks to ensure timely, consistent access to high-qualitymental health support for members of the community who might otherwise go without care.In addition, the organization aims to reduce the overall prevalence and severity of mental health symptoms within the community, with a particular focus on the prevention of suicide and non-suicidal self-harm. Through early intervention, ongoing counseling, and crisis-informed care, the organization works to promote safety, stability, and emotional resilience.The organization is also committed to strengthening families and interpersonal relationships by supporting healthy family functioning. This includes efforts to reduce the incidence of child abuseand domestic violence, support healthy relationship dynamics, and decrease the negative impacts of high-conflict relationships, divorce, or separation by promoting safe and constructive familytransitions.Further goals include improving school attendance, engagement, and academic performance among children and adolescents by addressing the mental and emotional factors that interfere withlearning and development.Finally, the organization seeks to contribute to the sustainability and quality of the mental health workforce by providing excellent training, supervision, and practical clinical opportunities fortherapists in training. Through this dual focus on service delivery and workforce development, the organization aims to strengthen both immediate community well-being and long-term access toquality mental health care.
What were the major accomplishments of the organization last fiscal year? Hearts and Hands Counseling provided psychotherapy services to 313 new clients, provided 7617 psychotherapy sessions, and served 616 different clients in 2025.The organization was present at 31 local area community events.Hearts and Hands Counseling had ten Registered Associate Therapists become licensed therapists, and continue to serve communities within the state of California.Hearts and Hands Counseling had eleven trainees/pre-licensed therapists in practicum complete graduation requirement, obtain their masters degrees, and become Registered AssociateTherapists.Client demographics served: 17.61% of the clients served were minors under the age of 18, 58.14% are between the ages of 18 and 40.6.64% identify as Asian3.32% identify as African American11.3% identify as Hispanic or Latino5.32% identify as Multiracial38.87% identify as Caucasian There are 4 bilingual therapists on staff, who speak Spanish, Tagalog, Ukranian, Russian, and Hebrew.
43.19% of clients identify as female, and 24.58% of clients identify as male.
For outcome measures, therapists track and initiate assessments such as the PHQ-9, Beck's Anxiety Inventory, Beck's Depression Inventory, and a variety of DSM-5TR crosscutting measures asdiagnostic tools, progress tracking, and frequent re-assessment.
In 2025, Hearts and Hands continued partnership with Fostering Significance and Success, in order to provide support for youth and adults who have navigated the foster system.
Will the organization utilize volunteers for this proposed effort? The program is staffed by Master’s-level clinicians (clinical counseling programs for LPCCs, LMFTs and LCSWs) in training who are completing required clinical hours toward graduation andeventual licensure. These trainees serve as volunteers within the organization and receive comprehensive supervision, training, and professional support in exchange for the clinical services theyprovide to the community.Under the guidance of licensed supervisors, trainees deliver direct mental health services, including individual, couples, family, and group therapy. In addition to clinical work, trainees activelyengage in community outreach by attending and facilitating seminars, psychoeducational workshops, and other educational events designed to promote mental health awareness and prevention.This model allows the organization to expand access to affordable, high-quality mental health services while simultaneously supporting the development of a well-trained, ethical, and community-oriented mental health workforce. Volunteers have the opportunity to become paid staff members once they graduate from school and become registered Associates.
Describe the need for this proposed effort and evidence of community support.
Roseville, like many communities, is experiencing a growing demand for mental and behavioral health services. Residents face increasing levels of stress, anxiety, depression, family conflict, andtrauma, while access to timely and affordable care remains limited. Individuals who are uninsured, underinsured, or reliant on insurance networks often encounter long waitlists, difficulty locatingavailable providers, and high out-of-pocket costs that prevent them from receiving consistent mental health support. As a result, many community members delay or forgo care until symptomsescalate into crises that affect personal well-being, family stability, academic success, and community safety.
Local schools, healthcare providers, and community organizations report ongoing concerns related to emotional distress, school attendance and performance challenges, family conflict, andincreased risk of self-harm and suicide. These issues underscore the need for early intervention, preventive services, and accessible counseling options that serve individuals and families beforechallenges become acute or require higher-cost interventions.
The program is designed to address these gaps by expanding access to affordable, high-quality mental health services for the general community. By utilizing a supervised trainee model, theprogram increases service capacity while maintaining clinical quality, allowing more individuals and families to receive care regardless of insurance status or ability to pay. The inclusion ofindividual, couples, family, and group therapy ensures that services are responsive to the diverse needs of the community. With a sliding scale of $30 to $135 based on income level, many of theclients we serve require the lower end of the scale, with average session fees being $38 per session. As an organization, we pride ourselves in not turning away those in need, and have someclients with fees as low as $5, or temporary allowances of free sessions.
Evidence of community support for this program is demonstrated through consistent demand for services, referrals from local schools, healthcare providers, and community partners, andparticipation in outreach activities such as workshops and educational seminars. Community members regularly seek low-cost counseling options and express appreciation for services that areaccessible, culturally responsive, and locally based. This ongoing engagement reflects strong community trust and a clear need for the continuation and expansion of the program.
By responding directly to identified service gaps and leveraging strong community interest and collaboration, the program plays a critical role in strengthening mental health access, promoting
prevention, and supporting the overall well-being of the Roseville community.
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 proposed program serves residents of Roseville, California across the lifespan, including children, adolescents, adults, couples, and families experiencing a wide range of mental andbehavioral health concerns. The program is designed for the general community, with particular emphasis on individuals who are uninsured, underinsured, or unable to afford co-pays and market-rate fees, as well as those who experience difficulty accessing in-network mental health providers.During the grant period, the program anticipates serving approximately 200–250 Roseville residents, providing individual, couples, family, and group therapy services, as well as limited crisissupport and psychoeducational programming. As demographic information is gathered at intake, Hearts and Hands can delegate grant money to subsidize mental health services for Rosevilleresidents specifically. Our office is located in Roseville, and a majority of the community members served are already Roseville residents, with a minority commuting to the area for work or therapyservices specifically. Hearts and Hands Counseling is centrally located in Roseville, on a bus line, and within walking distance of the downtown area. Also, all of our pre-licensed therapists provideTelehealth Health Services via our HIPAA-compliant Electronic Healthcare System. Clients may receive short-term or longer-term services based on clinical need and program capacity.The proposed program differentiates itself from similar services in the community in several key ways. First, it utilizes a supervised trainee model, allowing the organization to significantly expandservice capacity while maintaining high clinical standards. This model enables the program to offer affordable and low-cost services without compromising quality, addressing a critical service gapfor residents who cannot access traditional private practice or insurance-based care. Second, the program offers a comprehensive range of services under one program, including individual,family, and group therapy, as well as community-based education and prevention efforts. Third, the program emphasizes accessibility through flexible scheduling, telehealth options, and acommitment to culturally responsive, trauma-informed care. Fourth, this organization hires and recruits volunteers that represent the diversity that is currently represented within the Rosevillecommunity. This makes services more effective, and the community more likely to engage our organization when seeking out mental health services.As an agency, we stress the importance of advanced training. We support our staff in trainings such as: Eye Movement Desensitization and Reprocessing (EMDR), Brainspotting, DialecticalBehavior Therapy (DBT), and specialized treatment programs/modalities for use with couples. Both EMDR and Brainspotting are specialized trauma treatment therapies and, at this time, many ofour clinicians, including all three supervisors, are trained in one or the other therapy.Through its targeted focus on Roseville residents, scalable service model, and commitment to affordability and quality, the program provides a distinct and essential contribution to the local mentalhealth service landscape.
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 are currently partnered with an organization called Fostering Success and Significance, which is a non-profit supporting former foster youth in completing college. Fostering Success andSignificance refers their students who are in need of psychotherapy to our organization and we provide 20 sessions of psychotherapy at a reduced cost that is paid for by Fostering Success andSignificance.Fostering Success and Significance does accept referrals/applications from former foster youth who are planning to begin college or are already engaged in college.Their website is: https://www.fosteringss.org/ We have also partnered with Single Mom Strong, located in Roseville, and hope to continue the partnership with mutual referrals and client support.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
Hearts and Hands Counseling’s mental health services program strongly aligns with the Roseville City Council’s current Strategic Plan. The program supports the Council’s vision of ensuring asafe and healthy community by providing affordable, high-quality mental health counseling that enhances the well-being of adults, families, and children. It also reflects the Council’s commitmentto promoting personal development by addressing emotional growth; counseling helps clients understand, recognize, and manage their emotions, contributing to overall emotional intelligence andresilience. This initiative will also support in creating an environment of inclusivity, where all community members feel safe and welcomed.Additionally, the program advances the Council’s goal of ensuring a healthy and safe community, including strategies aimed at addressing homelessness. Hearts and Hands Counseling frequentlyserves individuals experiencing homelessness or living below the poverty line, providing mental health support while connecting clients to community resources, addressing barriers to stability,and improving emotional and psychological well-being. By addressing both mental health needs and the underlying factors affecting housing and financial stability, the program contributes directlyto the Council’s priorities of safety, health, and community resilience.Roseville City Council's current strategic plan also lists an importance of remaining fiscally responsible. Hearts and Hands counseling is both a proactive and reactive measure in supportingcommunity members from further mental health symptom deterioration and increasing costs and financial strain to the city and community members. Proactive mental health support has shown tosignificantly reduce financial burdens on cities by lowering costs in healthcare, criminal justice, and social services, generating substantial returns on investment (ROI) through early intervention,improved well-being, reduced absenteeism, and greater community economic stability, as shown by programs saving millions through better health and reduced reliance on public assistance. Forevery $1 invested in prevention, some studies show $2 to $10 in savings across health, justice, and productivity sectors, says the Steinburg Institute (https://steinberginstitute.org/fact-sheet-cost-benefits-early-intervention-mental-illness/).By investing grant funds in Hearts and Hands counseling, the proposed effort will also align with the priority of supporting community engagement and advocacy. By supporting communitymembers to connect with themselves through interpersonal growth, the community in itself will strengthen. Interpersonal growth, which involves improving interactions with others, strongly leadsto better intrapersonal connection (self-understanding) because understanding others' needs and receiving feedback enhances self-awareness, while stronger self-awareness (intrapersonalgrowth) provides the foundation for healthier, more empathetic relationships, creating a symbiotic cycle of growth. Essentially, the internal work (intrapersonal) fuels external interactions(interpersonal), and those interactions, in turn, deepen internal understanding, making them mutually reinforcing. When community members have strong connection and care for one another,they reinvest in the community, thus strengthening the whole system.
Define anticipated outcomes for this proposed effort. How will success be measured? The primary anticipated outcomes of the program are to improve the mental health and emotional well-being of Roseville residents, reduce barriers to accessing affordable counseling services,and strengthen family, interpersonal, and community functioning.
Specific outcomes include:
1.Increased Access to Services: More residents, particularly those who are uninsured, underinsured, or facing financial barriers, will receive timely mental health counseling. Success will bemeasured by tracking the number of clients served, appointment utilization rates, and reduction in wait times for services.
2. Improved Mental Health and Emotional Functioning: Clients will demonstrate reductions in symptoms of anxiety, depression, trauma, or other behavioral health concerns. Success will bemeasured using standardized assessment tools (e.g., PHQ-9, GAD-7, or other evidence-based instruments) and client self-reported progress.
3. Enhanced Family and Relationship Functioning: Families and couples will experience improvements in communication, conflict resolution, and overall relationship health. Success will bemeasured through pre- and post-intervention surveys, clinical assessments, and feedback from clients.
4. Reduction in Crisis and High-Risk Behaviors: The program aims to reduce incidents of self-harm, suicidal ideation, and other high-risk behaviors. Success will be monitored through clinicalrecords, crisis intervention follow-ups, and safety planning outcomes.
5. Strengthened Community Knowledge and Engagement: Through workshops, seminars, and educational events, community members will increase their awareness of mental health resourcesand strategies for emotional well-being. Success will be measured by participation rates, satisfaction surveys, and post-event knowledge assessments.
6. Workforce Development: Trainees will gain supervised clinical experience, contributing to the development of a skilled mental health workforce. Success will be measured through supervisionlogs, trainee competency evaluations, and the number of clinical hours completed.
Overall program success will be evaluated using a combination of quantitative data (e.g., number of clients served, symptom reduction assessment scores) and qualitative feedback (e.g., clientsatisfaction, testimonials, and case studies). Regular monitoring and reporting will ensure that program objectives are being met and guide continuous improvements in service delivery.Assessment tracking will include: DSMV-TR Crosscutting Measure; The DSM5-TR Level 2 Anxiety - Adult (PROMIS Emotional Distress - Anxiety - Short Form); the Beck Depression Inventory 2;The Beck Anxiety Inventory; The Children's Depression Inventory 2; The Core Belief Inventory; and the Connor-Davidson Resilience Scale 25 List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.
No funding has been awarded by the Roseville Grants Advisory Commission.
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
This organization has not received a FY2025-26 grant award.
If full funding is not available, how will the organization be able to accomplish the proposed effort? If full funding is not available, Hearts and Hands Counseling will implement a scalable approach to ensure that the program can still deliver essential services to Roseville residents. Priority will begiven to maintaining core mental health counseling services, including individual, couples, family, and group therapy, particularly for clients who are uninsured or underinsured.
To accommodate a reduced budget, the organization can adjust service delivery through strategies such as:
1. Optimizing Trainee Involvement: Leveraging the supervised trainee model allows the program to provide a substantial number of counseling hours at low or no cost, maintaining service
capacity even with limited funding.
2. Prioritizing High-Need Clients: Resources will be focused on clients with the greatest financial or clinical need, ensuring that those most at risk continue to receive timely mental health support.
3. Flexible Service Delivery: Telehealth and group counseling sessions can increase efficiency and reduce operational costs while still providing quality care.
4. Community Partnerships: Collaboration with local schools, healthcare providers, and nonprofits can help supplement resources, provide referral support, and extend the program’s reachwithout significantly increasing expenses.
5. Adjusting Program Scope: While some non-essential components, such as expanded community workshops, may be scaled back temporarily, the core mission of providing affordable, high-quality mental health services will remain intact.
Through these strategies, Hearts and Hands Counseling can continue to meet the most critical needs of Roseville residents and uphold the program’s goals, even if full funding is not secured.
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.
N/A
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Hearts and Hands Counseling is committed to ensuring the long-term sustainability of the mental health counseling program beyond the period of grant funding. The organization will employ amulti-pronged strategy to reduce costs and generate additional revenue while maintaining affordable access for Roseville residents:
1. Leverage the Trainee Model: By continuing to utilize Master’s-level trainees under licensed supervision, the organization can deliver high-quality counseling services at lower operational costs,reducing reliance on full-time paid clinicians and maximizing the impact of limited funding.
2. Sliding-Scale and Fee-for-Service Options: For clients who are able to pay, the organization will maintain sliding-scale fees and modest fee-for-service programs, generating revenue that canbe reinvested into subsidizing care for clients with financial barriers.
3. Community Partnerships and Collaborative Funding: The organization will actively pursue collaborations with local schools, healthcare providers, and nonprofits to share resources, co-hostworkshops, and develop joint funding opportunities, helping to offset program costs.
4. Alternative Funding Sources: Hearts and Hands Counseling will seek additional grants, private donations, and fundraising opportunities to supplement program funding, ensuring continuity ofservices even after the initial grant period ends.
5. Operational Efficiency: Ongoing evaluation of scheduling, telehealth delivery, group programming, and administrative processes will help reduce costs while maintaining service quality.
Through this combination of cost management, revenue generation, and strategic partnerships, Hearts and Hands Counseling will ensure the continued delivery of accessible, high-quality mentalhealth services to the Roseville community, sustaining the impact of the grant-funded program 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
Hearts Landing RanchEquine-Assisted Therapy Program
Requested Amount
USD$ 19,600.00
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$ 19,600.00Corporation/Foundation FundingIndividual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind Support USD$ 2,090.00OtherTotal USD$ 21,690.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 2,800.00Payroll Taxes and BenefitsProfessional Fees (Consultants & Contractors) USD$ 11,200.00Other Compensation USD$ 2,800.00Rent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceIn-Kind Support USD$ 2,090.00Horse Care USD$ 2,800.00Total USD$ 21,690.00 Proposed Effort Budget NarrativeProposed Effort Income:Hearts Landing Ranch is requesting $19600 for 56 Equine-Assisted Therapy hours for a minimum of 7 individuals. Number of clients helped are determined by severity ofmental health issues, and up to 15 individual clients will be seen if group therapy. In-Kind services are our volunteer horse care team members and reflect 1 volunteer persession hour.
Proposed Effort Expenses:
Salaries:Equine-Assisted Specialist/monitors equine behavior and provides feedback to teamper session hr. $100 x 28 Therapy hours = $2800, This is a percentage of Full-time salaried staff member.
Professional Fees:Mental Health Professional/Part of the Therapy Team/guides theraputic process, pre and post evalutionsper session hr. $150.00 x 56 Therapy hours = $8400.00Equine-Assisted Specialist/monitors equine behavior and provides feedback to teamper session hr. $100 x 28 (split between salaried staff and contractors) Therapy hours = $2800 Other Compensation:Admin and outreach/directly related to individual client. Admin duties, intake and outtake, operational set-up, evalutions and curriculum oversightper session hr. $50 x 56 Therapy hours = $2800 In Kind Support: volunteer horse care team members; 1 volunteer per session hour. ($37.32 volunteer in kind wage) x 56 = $2090 Horse Care/feed, grooming, barn and facilities hosts (percentage of overall care as relating to session hr.)per session hour $50 x 56 = $2800 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.
Hearts Landing Ranch requests $19,600 to fund Equine-Assisted Learning (EAL) and Psychotherapy (EAP) programs, offering 56 therapy hours for 7-15 Roseville residents over 8 weeks. Thesessions will be 1:1 or group depending on the severity of mental health needs.
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 Members1 Paid Staff (F/T)3 Paid Staff (P/T)20 Volunteers30.00 SUBTOTAL30.00 TOTALDate Founded:
Founded in 2013, under a fiscal sponsor and established as a 501c3 in 2015.
Organization's Mission:
Hearts Landing Ranch (HLR) combines one-to-one mentoring, Equine-Assisted Therapy and community outreach events to bring hope, healing and restoration, in a ranch environment to thosedealing with mental health issues. HLR exists to transform trauma into triumph for foster youth, families, veterans, first responders, survivors of sexual trauma, and the unhoused.
Through our Equine-Assisted Psychotherapy ground based programs, we incorporate the profound and theraputic presense of horses along with a licensed mental health professional and equinespecialist. This team works through 8 sessions (8 weeks) with the client doing structured interaction with the horses. The horse’s reactions mirror the participant’s inner state, such as restlessnessin response to anxiety, offering immediate, non-judgmental feedback. The therapist helps interpret these responses, guiding participants to understand and address their feelings, creating asupportive environment for self-awareness and growth.
What are the major goals of your organization?
Equine-Assisted Pyschotherapy (EAP) Programs at Hearts Landing Ranch support individuals in exploring and addressing emotional and psychological challenges by engaging with horses in atherapeutic setting. Our goals are to collaborate with traditional therapy practitioners while offering additional services for those for whom talk therapy is not effective, create a safe outdoor land-based environment, and consistently maintain therapy teams (mental health professionals, Equine Specialists, and a herd of horses)to enhance mental health and wellness to those in ourcommunities.
EAP is affective with:
1. Emotional Awareness & Regulation•Working with horses help clients notice and manage their emotional states.•Horses respond to human body language and emotional cues, offering immediate, non judgmental feedback that helps clients recognize their internal experiences.
2. Improving Communication & Relationship Skills•Horses require clear, calm, and consistent communication.•Clients practice boundary setting, assertiveness, and nonverbal communication in real time, which can translate to healthier interpersonal relationships.
3. Building Confidence & Self Efficacy•Successfully engaging with a large, sensitive animal can boost confidence and a sense of capability.•Many people experience increased self esteem as they learn to lead, connect with, and care for horses.
4. Processing Trauma & Stress•EAP is often used to support people dealing with trauma, anxiety, PTSD, and depression.•The experiential nature of the work helps clients safely explore difficult emotions and patterns with the support of a therapist and equine specialist.
5. Enhancing Mindfulness & Present Moment Awareness•Horses live in the present and respond to subtle shifts in energy and intention.•This encourages clients to slow down, tune into their bodies, and practice grounding skills.
6. Supporting Behavioral Change•Because horses provide immediate feedback, clients can experiment with new behaviors and see the results right away.•This can help reinforce healthier coping strategies and reduce maladaptive patterns.
What were the major accomplishments of the organization last fiscal year? Our major accomplishments in 2025:
DELIVERED more than 3,000+ hours of mental health therapy to an average of 350 trauma-affected clients.
DEVELOPED and led five Equine-Assisted Therapy workshops focused on stress management for first responders and improving family and relationship communication.
CONTINUED offering 70% partial or full scholarships to participants.
EXPANDED volunteer training and community service activities, resulting in over 4500 hours! (2500 hours direct program involvement and 2000 hours in ranch assistance) BECAME a designated military facility for Equine-Assisted Psychotherapy; the only facility in Northern California.
SECURED scholarships to certify four Eagala Military-trained facilitators (mental health professionals) for complex trauma and PTSD.
OUTREACH and public awareness advocate for mental health therapy options; Justice Unveiled Podcast, First Responder Conference, Chambers and local tv station interviews (fox 40)https://youtu.be/Aj-t3RIBq6Q?si=joACiI4S4jO271qq, and filming of a documentary on horses and mental health to be released in 2026.
Will the organization utilize volunteers for this proposed effort? Volunteers have provided key support in the EAL and EAP programs since 2013.
DIRECT KEY SUPPORT from volunteers for Equine Assisted Therapy sessions:
Intern Participation-Masters level candidates obtaining clinical hours for social work, family marriage therapy licensing, team lead for sessions with Licensed Health Care individual oversite. SeeKey Personnel.
One advanced trained horse care volunteer for each Eagala led session. Assisting Eagala therapy team by preparing horses, providing horse care in between sessions and facility readiness.
INDIRECT, but necessary for the continuity of daily sessions:Horse care teams provide barn and stall cleaning, exercising, grooming, feeding and training. 6am-6pm daily Ranch and facilities teams provide building and barn repairs, ground cleaning and clearing of 2.5 acres Volunteer roles include event coordination, fund developement planning, strategic planning, grant writing, donor communications, photography and marketing, gardening.
HLR is a service hour provider for requirements of students/schools, business organizations and judicial that positively impact facility upkeep and horsecare Scout Project hours with ranch based opportunities; completion of 18 Eagle Scout projects to enhance program facilitation and site efficiency. 2 more are in process with completion in early 2026.
Describe the need for this proposed effort and evidence of community support.
Across Placer County, the need for trauma-responsive mental-health care has outpaced the region's capacity to provide it.
Key Findings from Regional Needs Assessments:•1 in 3 youth report persistent sadness or hopelessness (Sacramento CHNA 2024).•Suicide remains one of the leading causes of death for teens in the tri-county region.•Veteran suicide rates are nearly double the general adult population (U.S. VA; Placer VSO 2024).•Schools and youth agencies report record-high crisis referrals, particularly related to anxiety, trauma, and emotional dysregulation.•Waitlists for mental health services in Placer and Sacramento Counties average 3–6 months, delaying critical care.•More first responders die from self-inflicted wounds than on the job (First Responders Conference, 2025)•The relapse rate for addiction is over 80% indicating a need for new approaches.•First responder, chaplains and peer-support teams have expressed the need for consistent, safe environments for processing cumulative trauma.•School counselors report insufficient trauma-informed providers for referrals.
Community Input & Partner Feedback:•County behavioral health teams emphasize the need for relational, experiential care options.•Veteran partners highlight the demand for non-clinical, trust-building therapeutic options.
Hearts Landing Ranch is confident of the need for this project through analysis of local data, partner feedback, and consistent community demand.
One HLR client described their experience this way: "I didn't have words for what I was feeling. The horse understood me before I could explain anything. It was the first place I felt safe in a longtime." "I sincerely believe this program should reach more veterans. I feel that minds will be opened, hearts will be softened, attitudes can be turned, and the demons that haunt us can be tamed," U.S.Army, Desert Storm Veteran and program participant 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.
HLR serves more than 450 clients annually through a combination of small group sessions and 1:1 sessions (average 350), AND workshops participants (average 100).The population to be served include:•Aged out foster youth; facing trauma, anxiety and emotional dysregulation from their past and fear towards their future.•Veterans working through PTSD, service related trauma, and reintegration challenges•First Responders navigating burnout, grief, and cumulative trauma (20% of our first responders are veterans)•Families seeking healing, communication support or relational strengthening•Adults recovering from abuse, loss or major life transitions, addiction, and low self-worth.
Through existing Roseville partners-Taylor House, Gathering Inn, Placer Veterans Office, and Placer County DAs office, we will be able to scholarship 7 individuals, or provide group sessions forup to 15. The evaluations of the referred clients determine the need for either 1:1 or group. The collaborative partners will provide addresses of those referred to substantiate funding guidelinesare being met.
HLR is the only provider of ground-based Equine Psychotherapy with in depth customized curriculum towards specific mental health issues in the greater Sacramento Area and the only Veterancertified facility with veteran certified Equine Specialist and Mental Health professionals, trained by EAGALA (Equine Assisted Growth and Learning Association). Services are specifically formental health issues and do not involve riding like many other facilities.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Hearts Landing Ranch currently works with Roseville collaborative partners who provide referrals with scholarship required individuals. The role of the partners will be to provide referrals thatstrongly need and would benefit from Equine Assisted Psychotherapy and have not had success with traditional talk therapy or to work along side their traditional therapist. Coordination andcollaboration between partners with referrals with support, transportation concerns (if needed) also strengthen the program's success for the client.We will specifically be working with:The Gathering Inn, RosevilleTaylor House, RosevillePlacer Veteran Services Office, Referrals for Roseville based veteransPlacer County DAs Office, Roseville Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The program at HLR aligns with the Roseville City Council's FY2025-2028 Strategic Plan's:Mission:To provide exceptional services in a fiscally responsible manner that enhance the quality of life today and into the future.
For the vision of a safe and healthy community by working together to prevent problems and protect those in need. By addressing mental health issues that exist for Roseville residents, there isan opportunity to move people from being stuck in trauma to involved citizens giving back to their families, workplace and communities.
To focus on people by developing and delivering service-oriented solutions that meet or exceed expectations-even in difficulties. EAP help those who may not want to go to traditional therapy orwhere nothing else is working.
By supporting adaptiblity towards offering unique services to help people. Through scholarships, HLR is making additional unique therapy available for those in any economic circumstance.
To maintain City efforts to reduce homelessness while collaborating and advocating regionally as appropriate. EAP provides help to those struggling with addictions or other mental health issuesthat are keeping them stuck in homelessness.
To build effective working partnerships, alliances and teams. HLR collaborates with other Roseville partners to help the mental health issues in our community.
Through Equine-Assisted Psychotherapy, individuals can be helped with the areas they are stuck. This leads to better communication, relationships in the home and at work, decreaseddepression and anxiety, resulting in healthier communities.
Define anticipated outcomes for this proposed effort. How will success be measured? 20% symptom reduction at end of 8 week program and improved emotional regulation and coping skills, oftentimes providing the bridge to become unstuck and move forward in their lives. Theoutcomes are generated from the relationship developed between the client and horse; providing opportunities that are sometimes missing in traditional therapy. This empowers the person tosolve their own problems by providing guidance that supports the client's own process, which is more impactful and leads to lasting solutions.
HLR uses a comprehensive mixed method evaluation process to ensure quality, accountability, and continuous improvement.Quantitative Evaluation:•Standardized clinical assessments pre and post services•Service utilization data and attendance consistencyQualitative Evaluation:•Client narratives and self reflections•Therapist and equine specialist observations•Partner feedback (schools, veteran groups, first responder agencies)Continuous Quality Improvement:•Monthly therapist case reviews and supervision•Team evaluations of service design as the therapy team meets after each client interaction to discuss session, improvements, safety.•Any safety issues are handled immediately and reinforced during weekly team meetings.•Annual review of program outcomes and alignment with community needsThis evaluation model ensures that care remains effective, ethical, and aligned with the values of transparency, integrity, and measurable impact.
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 CBF/REACH$24,000Funding for 70 therapy hours to Roseville Residents If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
No funding received
If full funding is not available, how will the organization be able to accomplish the proposed effort? HLR is dedicated to securing funding for scholarships to help our clients who cannot afford full or partial program fees and supporting our mission to expand accessible mental health services inour community. If full funding isn't available, we will roll out our therapy program to Roseville residents in phases, starting with the components that immediately boost client capacity and cut waittimes. We will also seek additional funding through grants, community partnerships, and in-kind support to cover remaining needs. While a smaller budget might lengthen the timeline, we areconfident we can still make a meaningful impact and provide high-quality services to those who need them.
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.
Other funding (ongoing) for this proposed effort includes the use of unrestricted/general funds to provide for additional overhead, facilities cost and ranch expenses. This allows for the programfunding of $19,600 to go directly to individual scholarship session hours. Some of our recent unrestricted fund providers include:
Loveall Foundation 1/15/26-$5000Windemire Foundation 1/15/2026-$5000Signatry Fund 1/6/2026-$1000Schwab Charitable 12/30/2025-$1200Renaissance Charitable 12/30/2025-$1000Private Donor 12/30/2025-$2000 How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Hearts Landing Ranch is committed not only to sustaining our current level of service but also to responsibly scaling our program to meet the growing mental health needs of our region. Afterseveral years of refining our model, strengthening the curriculum, training core staff, and developing an onboarding system for new team members, we are prepared for thoughtful expansion.Current Revenue Structure & Dedicated Roles•Private Donors (34% of budget): A growing and loyal donor base, supported by a dedicated staff role focused solely on donor engagement, retention, and major gift development.•Foundation Support (28% of budget): Grants remain a stable and expanding source of funding. A staff member now focuses exclusively on foundation partnership, allowing clinical staff to focuson program growth.•Corporate Sponsors & Fee for Service Revenue (13% of budget): Workshops, team building sessions, and retreats provide earned revenue that directly supports scholarships and operatingstability.•Annual Fundraising Events (8% of budget): Community events, matching campaigns, and volunteer-driven fundraising efforts contribute meaningfully to annual revenue.•In-Kind Volunteer Support (17% of budget equivalent): Volunteers support animal care, facilities, and grant assistance - significantly reducing overhead.
As HLR expands to meet rising community demand, we will:•Build additional multi-year philanthropic partnerships with local and regional funders.•Launch a capacity-aligned scholarship campaign to fund expanded client volume.•Grow earned revenue streams through increased workshops and corporate partnerships.•Contribute to a capital reserve fund to support ongoing maintenance of the arena and future facility expansion.
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
Keaton's Child Cancer AllianceSpecialty Family Support Services for Roseville Pediatric Cancer Families Requested Amount
USD$ 40,000.00
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$ 40,000.00Corporation/Foundation Funding USD$ 145,000.00Individual Contributions USD$ 176,483.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportEvents USD$ 410,300.00Total USD$ 771,783.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 356,960.00Payroll Taxes and Benefits USD$ 74,961.00Professional Fees (Consultants & Contractors) USD$ 50,000.00Rent USD$ 53,255.00Payroll Processing USD$ 3,200.00Office Supplies USD$ 19,200.00Travel/Auto Expense USD$ 8,500.00Promotion/Print & Copy USD$ 6,000.00Dues & Subscriptions USD$ 1,611.00Program Supplies USD$ 10,000.00Transportation Vouchers USD$ 12,000.00Family Outreach Events & Programs USD$ 15,000.00Family Financial Assistance USD$ 50,000.00Volunteer Recognition USD$ 1,500.00Fees, Licenses & Permits USD$ 200.00Communications USD$ 10,800.00Insurance USD$ 4,451.00Indirect Costs USD$ 94,145.00Total USD$ 771,783.00 Proposed Effort Budget NarrativePersonnel costs: $356,960 (salaries) + $74,961 (benefits) for 5.5 FTE to execute, oversee & evaluate the project. Total of $6,000 ($2,000 each) in Citizens Benefit Trust grantfunds will be allocated to two bilingual Family Navigators and the Program Director.Professional Fees: $50,000 represents outsourced support for the project (support services, evaluation).Rent: $53,255 Represents 75% of total agency costs.Payroll: $3200 Represents 75% of total agency costs.Office Supplies: $19,200 Represents 75% of total agency costs for IT support, copier, software licenses, & consumable office suppliesTravel/Auto: $8,500 Represents estimated travel for meetings, patient visits, hope chest deliveries & outreach at .70 per milePromo, Print, Copy: $6,000 Represents estimated costs for printing education literature, outreach materials, etc.Dues & Subscriptions: $1,611 Represents 75% of total agency costs.Program Supplies: $10,000 Represents 75% of total agency costs.Transportation Vouchers: $12,000 Represents 240 transportation vouchers that will be issued to assist families in eliminating barriers for patients receiving critical, life savingtreatment @ $50.00 eachFamily Events: $15,000 Represents total costs to provide culturally responsive, biliterate support to actively engage program participantsFamily Financial Assistance: $50,000 Represents cost of family grants to childhood cancer families experiencing financial hardship at $250.00 - $500.00 each for basic needs,psychosocial interventions and safety, uncovered medical costsVolunteer Recognition: $1,500 Represents 75% of total agency costs.Fees, License & Permits: $200 Represents 75% of total agency costs.Communications: $10,800 Represents 75% of total agency costs.Insurance: $4,451 Represents 75% of total agency costs.Indirect Costs: $94,145 Calculated at 15% of direct costs for infrastructure (e.g. leadership, HR, accounting, audit, business development).
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.
Keaton’s Child Cancer Alliance requests $40,000 to 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.
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 Members6 Paid Staff (F/T)1 Paid Staff (P/T)450 Volunteers466.00 SUBTOTAL466.00 TOTALDate Founded:
1998.
Organization's Mission:
The mission of Keaton’s Child Cancer Alliance is to support children with cancer and their families with emotional, educational, and financial assistance, while increasing awareness and fundingresearch toward a cure. Headquartered in Roseville, Keaton’s has provided family-centered, trauma-informed support to children and families impacted by pediatric cancer for 28 years.
What are the major goals of your organization?
The major goals of Keaton’s Child Cancer Alliance are to:• Ensure children diagnosed with pediatric cancer in Northern California, and their family members, have timely access to emotional, educational, and financial support• Strengthen family stability and emotional well-being by providing trauma-informed, family-centered services throughout a child’s cancer journey• Reduce stress and isolation for caregivers and siblings by connecting families to supportive services and community-based resources• Improve quality of life and long-term outcomes for children with cancer by addressing social, emotional, and practical needs alongside medical treatment• Increase community awareness of pediatric cancer and engage local partners in supporting affected children and familiesKeaton’s delivers these goals through a continuum of family-centered support designed to meet families where they are—from diagnosis through treatment and survivorship. By focusing on earlysupport, navigation, and wellness, Keaton’s Child Cancer Alliance helps families remain stable, engaged in care, and better equipped to navigate the demands of treatment over time.
What were the major accomplishments of the organization last fiscal year? The most significant measure of Keaton’s Child Cancer Alliance’s impact is survival and quality of life for children with cancer. During the most recent fiscal year:• Children served by Keaton’s achieved a 90% survival rate, exceeding the national pediatric cancer survival rate of approximately 83%.To achieve these outcomes, Keaton’s:• Provided comprehensive, family-centered services to 764 pediatric cancer patients, 1,122 siblings, and 1,414 caregivers• Delivered trauma-informed family navigation to help families successfully manage healthcare, education, and social service systems• Partnered with 320 businesses and community organizations to deliver in-kind goods and services that reduced financial strain and family stress.Among families served:• 95% maintained treatment plan adherence, a critical factor in improving health outcomes and long-term survivorship.These outcomes matter to the City of Roseville because pediatric cancer affects local families at disproportionately high rates. In Placer County, the pediatric cancer diagnosis rate ranks secondhighest among California’s 58 counties at 23.3 per 100,000 children, compared to 18.2 in Sacramento County, 15.1 in El Dorado County, and 18.2 statewide. While survival rates are improving,incidence rates continue to rise, increasing the need for comprehensive, family-centered support. By improving survivorship, stabilizing families, and reducing emotional and financial strain,Keaton’s Child Cancer Alliance helps to ensure that children and families in a city of over 163,000 residents remain healthy, resilient, and supported during one of the most challengingexperiences a family can face.
Will the organization utilize volunteers for this proposed effort? Yes. Keaton’s Child Cancer Alliance utilizes volunteers to support and enhance its work with children with cancer and their families. During the most recent fiscal year, Keaton’s leveraged morethan 1,400 volunteer hours to raise awareness, educate the community, and directly support families.Volunteers serve in clearly defined roles that complement—not replace—professional, trauma-informed services, including:• Governance and leadership, including service on the Board of Directors and advisory committees• Marketing and community outreach to increase awareness of pediatric cancer and available family supports• Program and events to assist with family activities, special events, and fundraising efforts• Peer support, under staff supervision, to provide encouragement and connection for families• Evaluation and administrative tasks to strengthen organizational effectiveness.Keaton’s also partners with local businesses and service organizations that contribute volunteer time, professional expertise, and in-kind support, helping to reduce the financial and emotionalburden pediatric cancer places on families. Many board members and volunteers are active, respected Roseville-area residents who also provide financial support to advance Keaton’s mission.
Describe the need for this proposed effort and evidence of community support.
Need: A pediatric cancer diagnosis creates immediate and long-term challenges for children and their families that extend well beyond medical treatment. Families typically experience emotionaltrauma, financial instability, and difficulty navigating healthcare, education, and social service systems at a time of profound stress.This need is particularly relevant in the City of Roseville and Placer County, which ranks second highest among California’s 58 counties for pediatric cancer diagnosis, at 23.3 per 100,000children, compared to 18.2 statewide. Although pediatric cancer survival rates have improved, incidence continues to increase, meaning more local families are affected each year.Families impacted by childhood cancer frequently experience multiple, overlapping challenges, including:• Financial strain related to housing, utilities, transportation, and lost income• Elevated stress, anxiety, and trauma for parents, siblings, and caregivers• Difficulty accessing coordinated, family-centered support outside of clinical settingsRecent 2025 Community Health Needs Assessments (CHNAs) conducted by Sutter Roseville Medical Center and Kaiser Permanente Roseville Medical Center, which assess health needs withinthe Roseville service area, further validate these challenges as priority needs. Across both assessments, top community priorities include access to mental and behavioral health services; accessto basic needs such as housing and food; healthcare access, including specialty care; systems navigation; and income and employment stability.For families impacted by pediatric cancer, these challenges are intensified by diagnosis, treatment demands, and prolonged uncertainty, often occurring simultaneously at the very time sustainedengagement in care is most critical.Hospitals appropriately focus on treating the disease; however, families also need community-based support that addresses the broader impacts of pediatric cancer and helps them remain stable,engaged, and resilient throughout treatment and beyond. Extensive research shows that coordinated, family-centered support services are directly linked to improved outcomes for pediatriccancer patients, including better quality of life, improved adjustment, and reduced distress for both children and parents. Studies consistently demonstrate that stronger family functioning,communication, and caregiver support—along with interventions that reduce parental stress—are directly associated with improved child well-being and sustained engagement in care, which arecritical to treatment adherence and survivorship.The proposed effort responds to this growing, well-documented need by strengthening access to coordinated emotional, financial, and navigation support for families affected by childhood cancerin Roseville.
Evidence of Community Support: Keaton’s work is supported by strong and sustained community engagement:• Families consistently seek Keaton’s services for early, holistic support• Local treating hospitals and oncology providers regularly refer families to Keaton’s for family-centered support• Local businesses, healthcare partners, community foundations, and service organizations contribute financial support, in-kind resources, and professional expertise• Local volunteers provide leadership, governance, and ongoing support
• Continued growth in service demand reflects both rising incidence and community trust in Keaton’s approachTogether, these factors demonstrate both a clear local need and strong community support for efforts that strengthen family stability and well-being for children with cancer and their families.
Proposed Activities: To address the growing need for family-centered support among children with cancer and their families in Roseville, Citizens Benefit Trust grant funds will increase access tospecialized emotional, financial, and navigation services during treatment and beyond. Specifically, grants funds will support:• Trauma-informed counseling, therapeutic programming, and caregiver guidance for children, parents, siblings, and caregivers• Basic needs assistance (e.g. housing stability and/or lodging assistance for out-of-town treatment, utilities, food and/or meals, financial assistance, transportation support) to reduce financialstrain.Services are delivered through Keaton’s Family Wellness Center, serving families in Roseville as a single, welcoming access point where support is provided before challenges become crises.Families are referred by local treating hospitals or may self-refer.Keaton’s delivers a family-centered service delivery model that integrates emotional support, practical assistance, and navigation to strengthen parents, support children, and improve long-termoutcomes for families impacted by pediatric cancer.
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.
Population to be served: Children diagnosed with cancer and their family members, including parents, siblings, and primary caregivers. Services are designed to support the entire family unit,recognizing that childhood cancer disrupts emotional well-being, financial stability, and daily functioning for all members of the household.Service projections (including numbers to be served):• 2,500 individuals annually, including pediatric cancer patients, siblings, and caregivers• Approximately 10% (n=250) are Roseville residents, consistent with prior service patterns• An estimated 90% of households living at or below the federal poverty level (approximately $33,000 annual income for a family of four)• Approximately 40% of families whose primary language is SpanishHow the Proposed Effort Differentiates from Similar Services: While children impacted by pediatric cancer receive medical treatment through hospitals and oncology clinics, Keaton’s Child CancerAlliance is the only organization in Northern California offering a family-centered service delivery model specifically designed for pediatric cancer families. This model differs from other communityservices by:• Serving the entire family, not just the patient• Providing ongoing specialty family support services from diagnosis through treatment, survivorship, and, when the worst happens, bereavement• Integrating emotional support, basic needs assistance, and system navigation into a coordinated continuum of care• Operating as a community-based access point that complements—rather than duplicates—medical treatment.This specialized approach fills a critical gap between hospital-based care and traditional family support services.Ensuring Services Are Provided to Roseville Residents: Keaton’s has established clear processes to ensure that Citizens Benefit Trust funds are used exclusively for eligible Roseville residents,in accordance with funding guidelines. These include:• Collecting and verifying client residency information at intake, including city of residence• Tracking service delivery and expenditures by geographic location within Keaton’s client database• Monitoring Roseville-specific service utilization for reporting and compliance purposes.Only services provided to verified Roseville residents will be allocated to Citizens Benefit Trust funding.Keaton’s Unique Position to Serve the Community: Keaton’s Child Cancer Alliance is uniquely positioned to serve children with cancer and their families because pediatric cancer is its sole focus—and has been for 28 years. Demand for Keaton’s specialized services continues to grow as pediatric cancer incidence rises. Last year, Keaton’s served 764 pediatric cancer families,representing a 61% increase over the prior year. With more than 900 children diagnosed with pediatric cancer annually in Northern California, Keaton’s estimates that at least 500 children andtheir families in the region remain unserved, underscoring the need to expand access to specialized, family-centered support.Keaton’s is a trusted partner of Northern California Children’s Oncology Group hospitals, whose clinical teams consistently refer families because Keaton’s provides support services that hospitalscannot: sustained, family-centered care beyond medical treatment. Using a research-informed, outcomes-driven approach, Keaton’s helps strengthen family stability, improve treatmentadherence, and increase the likelihood that children can remain fully engaged in care—contributing to improved survivorship and long-term family well-being.
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. The proposed effort relies on established collaborative partnerships across healthcare and local organizations to ensure families impacted by pediatric cancer receive coordinated,comprehensive support, while Keaton’s remains the primary provider of family-centered services.Healthcare & Hospital Partners (Primary Referral and Care Coordination): Keaton’s Child Cancer Alliance works closely with Northern California Children’s Oncology Group (COG) hospitals andpediatric oncology providers, which serve as primary referral sources and care coordination partners. These relationships ensure families are connected to Keaton’s early in treatment and receivesupport that complements medical care. Key hospital partners:• Kaiser Permanente Roseville Medical Center and Kaiser Permanente Oakland Medical Center• Sutter Children’s Center, Sacramento• UC Davis Comprehensive Cancer Center• UCSF Benioff Children’s Hospitals (Oakland and San Francisco)• Lucile Packard Children’s Hospital StanfordKeaton’s coordinates with clinical teams to support treatment adherence, family stability, and continuity of care. Families may also self-refer.Community-Based & Business Partners (Supplemental Support): Keaton’s collaborates with local businesses, service providers, and community partners to address practical needs that ariseduring a child’s cancer journey. These partnerships provide in-kind goods and services such as groceries, transportation assistance, vehicle repair, lodging, recreational and expressiveprogramming, and other supports that help reduce stress and financial strain for families.Schools, Faith, and Community Organizations: Keaton’s also works with schools, faith-based organizations, and community groups to support educational continuity, social connection, andcommunity integration for children and siblings during and after treatment.Through these partnerships, Keaton’s delivers comprehensive, family-centered support while maintaining direct responsibility for service coordination and outcomes. This collaborative approachstrengthens care delivery, reduces duplication, and ensures City investments translate into meaningful, measurable support for Roseville families impacted by pediatric cancer.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The proposed effort aligns directly with multiple priorities identified in the City of Roseville Strategic Plan for Fiscal Years 2025–2028, particularly those focused on community health, stability, andquality of life.Ensure a Safe and Healthy Community: The Plan emphasizes promoting a safe and healthy community where residents feel supported and protected, particularly those facing heightenedvulnerability. Keaton’s proposed effort advances this priority by addressing the emotional, financial, and practical challenges experienced by families impacted by pediatric cancer—helpingstabilize households, reduce crisis-driven outcomes, and support children and caregivers during extended medical treatment.Support Community Engagement and Advocacy: The City’s Strategic Plan highlights the importance of inclusive community engagement and collaboration to meet resident needs. Keaton’s worksin close partnership with local hospitals, businesses, schools, and community organizations to ensure families receive coordinated, family-centered support. This collaborative approachstrengthens community connection and ensures families are not isolated while navigating complex systems during a child’s illness.Deliver Exceptional City Services (Through Community Partnerships): The Strategic Plan recognizes that delivering exceptional services often involves effective partnerships with trustedcommunity-based organizations. Keaton’s proposed effort complements City services by providing specialized support that falls outside the scope of municipal operations, while aligning with theCity’s commitment to accountability, coordination, and effective service delivery for Roseville residents.Remain Fiscally Responsible in a Changing World: By leveraging established partnerships, in-kind contributions, and a proven service delivery model, Keaton’s maximizes the impact of Cityinvestments. The proposed effort focuses on prevention, early intervention, and family stability—approaches that help mitigate more costly crisis responses and align with the City’s emphasis onfiscal responsibility and efficient use of public funds.Through its focus on family stability, coordinated support, and community partnership, Keaton’s proposed effort advances Roseville City Council’s Strategic Plan goals by contributing to ahealthier, more resilient community—particularly for Roseville families facing the profound challenges of pediatric cancer.
Define anticipated outcomes for this proposed effort. How will success be measured? Project Goal: Children with cancer and their families have access to coordinated, family-centered support that promotes treatment adherence, family stability, and quality of life during and aftertreatment.Objective: Provide trauma-informed, community-based family navigation and support services that help pediatric cancer families stabilize basic needs, reduce emotional and financial strain, andremain engaged in their child’s treatment throughout the cancer journey.Success of the project will be measured by achievement of the following outcomes with all funding sources:• Increased access to family-centered supporto 2,500 individuals served of which at least 250 (10%) are Roseville residentso 1,650 individuals receiving basic needs assistance (e.g. meals, transportation, lodging, financial assistance) to reduce financial straino 850 individuals receiving trauma-informed counseling, therapeutic programming, and/or caregiver guidance to reduce stress, anxiety and trauma for parents, siblings, and caregivers• Improved patient careo Indicator: 95% of families reporting adherence to child's cancer treatment planKeaton’s collects and tracks demographics, family needs, service plan goals, service activity counts, and progress toward outcomes in a centralized client database. Evaluation methods include:• Parent surveys administered at program entry, three months, and at six-month intervals thereafter to assess the effectiveness and usefulness of services• Ongoing documentation of services provided and referrals made• Monthly internal data review by the Executive Director, Program Director, and Family Navigator team to support continuous quality improvement.Evaluation findings are used to monitor progress, inform service adjustments, and ensure accountability for outcomes supported by City of Roseville funds.
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: Did not apply2024-25: -0-2023-24: -0-2022-23: $11,667, ARPA Grant Funding for capacity building; $14,071, in CBT funds for Thriving Together Program2021-22: $16,363, Strategic Programming.
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
Keaton’s Child Cancer Alliance did not apply for grant funds for the FY2025-26 grant period.
If full funding is not available, how will the organization be able to accomplish the proposed effort? The proposed effort addresses a documented and growing unmet need for family-centered support among Roseville families impacted by pediatric cancer—needs that extend beyond medicaltreatment and are not fully met through existing systems of care. City support through the Citizens Benefit Trust helps close this gap by expanding access to coordinated emotional, financial, andnavigation services for families during a prolonged and complex care journey.If full funding is not available, Keaton’s will adjust the scale of the proposed effort in a measured and proportional manner, while maintaining service quality and accountability. For example, if 90%of the requested funding is awarded, the number of individuals served will be adjusted to 90% of the proposed output. We appreciate your consideration of this request.
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.
Awards Pending: $95,0001. Dignity Health, $75,0002. Bank of Marin, $20,000Renewals To Be Requested: $50,0003. Kaiser, $25,0004. DEACON $10,0005. Turner, $15,000Ongoing solicitation: $586,783Fundraisers: Glow for Gold Gala $200,300, Chipping Away at Childhood Cancer Golf Tournament - $110K, Gold Hope Walk - $100K, and Other Fundraising $176,4836. Balance of support provided through ongoing solicitations to individual and corporate donors.Total Project Budget: $ 771,783This request represents 5.1% of the total project budget. Currently 10% of clients served are City of Roseville residents. Keaton’s fiscal and program teams will collaborate to carefully track clientactivities to ensure allocations of Roseville funding is unduplicated and only benefits City of Roseville households.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Keaton’s Child Cancer Alliance employs a diversified and integrated approach to sustainability to ensure continuity of services beyond the grant period. Utilizing a blended funding model, Keaton’swork is sustained by individual donors, corporate partnerships, foundation grants, special events, and ongoing support from regional healthcare partners. City of Roseville funding is leveraged tostrengthen this base and to secure additional philanthropic and institutional support from both new and existing partners.To reduce costs, Keaton’s relies on:• Extensive in-kind contributions from more than 200 business and service partners that offset expenses related to basic needs assistance, transportation, lodging, and other services• Strong volunteer engagement supporting governance, outreach, events, and program activities• Strategic partnerships with hospitals and community organizations that reduce duplication and maximize shared resources.To generate additional revenue, Keaton’s continues to:• Expand recurring individual giving and pursue multi-year philanthropic commitments• Strengthen partnerships with healthcare systems and regional funders aligned with pediatric cancer and behavioral health priorities• Develop fee-for-service reimbursement opportunities through Medicaid and private insurance for allowable services, generating unrestricted revenue and reducing long-term reliance onphilanthropic dollars.With 28 years of operational experience, a dedicated board, and established community partnerships, Keaton’s is well positioned to sustain this effort and continue delivering high-quality, family-centered support to Roseville families impacted by pediatric cancer beyond the grant period.
If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.
This request is not for a capital expenditure or property improvement.
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
KidsFirst Family Counseling & Resource CentersBenefit Access & Eligibility Support Program Requested Amount
USD$ 10,000.00
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$ 10,000.00Corporation/Foundation Funding USD$ 0.00Individual Contributions/Membership Dues USD$ 0.00Fee for Service USD$ 0.00Investment/Interest Income USD$ 0.00In-Kind Support USD$ 0.00Other USD$ 0.00Total USD$ 10,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 5,500.00Payroll Taxes and Benefits USD$ 1,100.00Professional Fees (Consultants & Contractors) USD$ 0.00Other Compensation USD$ 0.00Rent/Utilities/Maintenance USD$ 0.00Printing/Supplies/Postage USD$ 3,400.00Equipment USD$ 0.00Promotion/Advertising USD$ 0.00Travel/Training USD$ 0.00Insurance USD$ 0.00Other USD$ 0.00Other USD$ 0.00Total USD$ 10,000.00 Proposed Effort Budget NarrativeFunding these costs will enable KidsFirst to deliver a program that is comprehensive, effective, and responsive to the needs of low-income Roseville community members.Access to this life-changing government assistance is often the critical difference between stability and crisis, between being housed or unhoused, fed or hungry, insured ornot. At KidsFirst, we believe our dedicated team can be the link for families navigating these challenges, a small intervention that creates a lasting, meaningful impact. We hopethe City of Roseville’s Citizens Benefit Fund will partner with us in creating this change and strengthening outcomes for our Roseville clients.
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.
KidsFirst requests $10,000 to support our initiative, the Benefit Access & Eligibility Support Program, to teach classes assisting Roseville residents with understanding, applying, and maintainingcompliance in state and federal government benefits to ensure stable housing, consistent meals, and reliable, low-cost medical insurance.
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 Members32 Paid Staff (F/T)
0 Paid Staff (P/T) Volunteers41.00 SUBTOTAL41.00 TOTALDate Founded:
August 8th, 1989
Organization's Mission:
“To treat and prevent child abuse and neglect through education, advocacy, and counseling, to empower and strengthen children and families.” What are the major goals of your organization?
KidsFirst's primary goals are to support disadvantaged families financially, emotionally, and physically. We are responding to rising levels of housing instability, food insecurity, and other unmetbasic needs caused by financial hardship. Our goal is to serve as many families as possible by providing comprehensive assistance with mental health support, parenting education, basic needssupport, housing stability support, and food security services.
In addition to meeting immediate needs, KidsFirst is committed to creating and supporting coordinated, community-based prevention, intervention, and treatment strategies. We educate ourcommunity on child abuse prevention and available resources and foster collaborative relationships among service providers through evidence-based practices.
At KidsFirst, our ultimate goal is to help children, parents, and families heal from trauma, strengthen relationships, and achieve lasting stability.
What were the major accomplishments of the organization last fiscal year? In 2024, we served over 2,200 children and families, connecting them to vital resources to rebuild their lives and create pathways toward stability. We were able to serve 455 families through oursupport services: 72 families received housing and utility support,148 families were assisted with applications for Medi-Cal, Cal Fresh, and CalWORKs and, 72 families were connected to criticalcommunity resources, all through the dedication from our case managers and KidsFirst program staff.
In addition, our therapy team played a pivotal role in providing comprehensive and dedicated counseling services to KidsFirst's clients. We served 850 individuals and families with our counselingservices. 126 received Parent-Child Interaction Therapy, 134 youth were supported through our Commercial Sexual Exploitation of Children (CSEC) program, 180 parents attended parenting andlife skills classes, and 410 individuals received Trauma-Focused Cognitive Behavioral Therapy.
Will the organization utilize volunteers for this proposed effort? While we do offer volunteer opportunities, this proposed effort will be spearheaded by our KidsFirst program staff, including case managers and program directors.
Describe the need for this proposed effort and evidence of community support.
This proposed effort has come from our acknowledgment that nearly 30,0000 Roseville residents are receiving state and federal social welfare benefits, including but not limited toCalFresh/SNAP, WIC, CalWORKs, Medi-Cal, and Medicaid, due to low-income statuses.
KidsFirst has handled numerous requests related to social welfare programs and has consistently observed that many clients lack a clear understanding of program requirements, eligibilitycriteria, and ongoing compliance obligations necessary to remain in good standing. As a result, clients often place themselves at risk of losing this vital assistance, which can lead to unstablehousing, inconsistent access to food, gaps in medical care, increased stress, and declining mental health.
By offering structured educational classes that clearly explain how to apply for benefits, maintain eligibility, and comply with ongoing requirements, our program will provide Roseville Residentswith the knowledge and tools needed to sustain this critical support. Program services will include employment assistance and job readiness training, benefits application support, and assistancewith checking benefit statuses and compliance requirements across programs. We aim to give our community members all the resources they need to thrive and succeed at home, at work, andbeyond.
Evidence of strong community support is reflected in the leadership and partnerships surrounding KidsFirst. Our board of directors includes community leaders such as Placer County SheriffShayne Wright and Raul Martinez, Assistant Director with Placer County Health and Human Services. Their involvement demonstrates a shared commitment to the families we serve andreinforces community trust in KidsFirst's mission. We value these partnerships and the continued faith our community places in our work.
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.
KidsFirst has remained a committed organization in the heart of Roseville for over 35 years, serving primarily low-income children and families, children who have experienced Adverse ChildhoodExperiences (ACEs), parents and caregivers who are struggling with substance abuse and mental instability, and families who lack community, familial and financial support.
In this proposed effort, we estimate serving approximately 900 Roseville residents, offering them the tools and structure they need to ensure stable housing, consistent meals, and reliablehealthcare.
While another organization in Placer County conducts similar work, we are the only organization that offers services uniquely to assist clients in benefits assistance, benefits retention, and how toensure Roseville residents are meeting all requirements, and if they are not, we help them get to where they need to be to remain compliant with receiving social welfare benefits.
In our database, we track each of our client's residential addresses to ensure they live within the bounds where we serve, which allows us to check all Roseville residents simply. When we beginto promote this service, we will offer these resources to each of our Roseville clients who are enrolled in any social welfare benefits program.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
KidsFirst works hand and hand with many community partners, including AMIH Housing, Placer Food Bank, and St. Vincent de Paul. While these partnerships are not required, they significantlystrengthen our ability to meet the diverse needs of families in Roseville. We remain committed to maintaining and expanding these partnerships to serve as many community members aspossible.
Within our Family Resource Center, collaborative partners are vital to ensuring that individuals and families in need receive comprehensive care and access to essential resources. Through thesepartnerships, families are better supported in securing safe and stable housing, consistent access to nutritious food and clothing, and other necessities.
While KidsFirst provides a wide scope of resources, we recognize that no single organization can meet every family's need. This is where our partners come into play. AMIH Housing plays acritical role in assisting clients in securing permanent housing, St. Vincent de Paul supports families with clothing, and Placer Food Bank helps provide meals.
These organizations both accept referrals from KidsFirst and refer clients to our programs. By working together as a coordinated network of care, we create greater opportunities for familiesexperiencing hardship to access the support they need to achieve stability and be able to thrive.
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
The Roseville City Council's current Strategic Plan aligns closely with KidsFirst's vision for our community. At the heart of our work is the commitment to ensuring families can live safe, healthy,and stable lives, values that mirror the City of Roseville's goals for all its residents.
KidsFirst believes that disadvantaged members of the Roseville community deserve the same opportunity to thrive as their neighbors. We remain dedicated to advocating for families andinvesting our time, resources, and compassion into helping struggling Roseville residents achieve safety, housing stability, and strong family connections.
The core competencies outlined in Roseville's Strategic Plan include a focus on people, building trust, ensuring accountability, and communicating effectively. These values are upheld atKidsFirst, too. We strive to foster trust through effective communication and relationship building while encouraging client accountability, so services are delivered in ways that are both supportiveand respectful of staff. By making thoughtful, collaborative decisions alongside our clients, we work to ensure needs are met and families are supported in achieving lasting stability.
Define anticipated outcomes for this proposed effort. How will success be measured?
Our anticipated outcomes include Roseville residents gaining valuable knowledge about government-issued benefits, ranging from understanding eligibility requirements and determiningqualifications, to learning how to retain these critical resources and remain in good standing. Many of our Roseville clients currently receive benefits but are unaware of the ongoing requirementsneeded to remain compliant and eligible. This knowledge is vital, as these resources often keep families stably housed, fed, and able to access affordable medical care.
These classes are designed to walk clients through each benefit program step by step, ensuring they are up to date on all requirements, whether that be through employment, volunteer hours,income limits, or other eligibility criteria. The classes also provide information about programs clients may not realize they are eligible to apply for and receive. In addition, many of our Rosevilleclients are unaware that several statewide benefit programs now offer mobile apps, making it easier to check benefit status and manage accounts. To measure success, we will evaluate thenumber of clients who remain in good standing in receiving their government-issued benefits.
With the overwhelming pressures of daily life, it can be difficult to keep track of requirements and deadlines, and added financial stress increases the likelihood that important details may bemissed or eligibility requirements may fall by the wayside. At KidsFirst, we aim to support clients in staying informed, organized, and continuously enrolled in these life-changing benefits.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.
No funding has been awarded to KidsFirst within the last five funding cycles.
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? If full funding is unavailable, we will still use all granted funding towards our proposed effort but decreasing the number of classes we hold, and the capacity of clients in each class.
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 or requested funding for this proposed effort.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? We manage costs by limiting office supply purchases and maximizing the use of existing resources. During periods of tighter budgets at KidsFirst, our priority remains with client care andservices, ensuring resources are directed toward those we serve rather than staff-related benefits.
To generate additional revenue, our organization will continue to apply for various grants that we see align with our mission to serve disadvantaged children and families. We believe in servingthose who have not had the opportunities many others have and providing them with thoughtful care and resources. Fortunately, there are many foundations and funders that see the need for ourorganization and are able to support us financially so we can continue to do the work that we do to serve our clients and community.
Our organization holds two annual fundraising events, including the KidsFirst Classic Golf Tournament and our Día De Los Muertos Gala. Both of these fundraising events provide ourorganization with funds to support our mission and cause to give back to Roseville families in need. Additionally, we receive charitable donations from community members on a monthly basis,which also supplements the work we do as well.
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
Lighthouse Counseling & Family Resource CenterRoseville Service Expansion: Combating Anxiety, Depression and Suicidal Ideation Requested Amount
USD$ 45,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountPlacer County Contracts USD$ 223,450.00First 5 Contract USD$ 310,000.00CBF Request USD$ 45,000.00Foundation Grants USD$ 175,275.00Corporate Grants USD$ 21,525.00Individual Donations USD$ 11,562.00Fee for Service USD$ 306,475.00In-Kind Support USD$ 50,840.00Bank Interest USD$ 3,075.00USD$ 0.00Total USD$ 1,147,202.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 757,153.15Payroll Taxes and Benefits USD$ 72,906.61Professional Fees (Consultants & Contractors) USD$ 30,750.00Other CompensationRent/Utilities/Maintenance USD$ 70,629.88Printing/Supplies/Postage USD$ 18,450.00Promotion/Advertising USD$ 10,947.00Travel/Training USD$ 9,061.00Insurance USD$ 15,375.00Program pass-throughs (gift cards, rent, etc.) USD$ 14,452.50Telephone, Internet, Telecommunications USD$ 20,459.00In-Kind USD$ 50,840.00Total USD$ 1,071,024.14 Proposed Effort Budget NarrativeThe expenses listed above represent the approximate cost of providing Lighthouse services to City of Roseville residents. As illustrated above, a significant percentage of thecosts associated with providing services to Roseville residents is funded by Placer County contracts, First 5 funds, and foundation grant awards including the Citizen's BenefitFund. Over the past several years, Lighthouse has been awarded between $25,000 and $75,000 annually from the REACH/Citizen's Benefit Fund (and ARPA) for variousinitiatives. If our request is funded at the $45,000 level, we will be able to serve a minimum of 250 families or approximately 750 Roseville residents (majority children) who aresuffering from anxiety and depression, and suicidal ideation, or are in dire need of other services Lighthouse provides as a one-stop-shop for health and human services. Theamount of $45,000 (100% of the award from Citizen's Benefit Fund) will be used to offset the expenses associated with serving Roseville residents (listed above). If ourapplication is funded at 100%, we fully intend to meet all specified goals as we have in all previous years. Lighthouse will continue to add additional revenue sources byexpanding its breadth of MediCal reimbursable programs which in turn will lead to an increased number of Roseville residents served. Lighthouse will also continue to addadditional revenue sources by seeking and acquiring grant funding support.
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.
Lighthouse Counseling and Family Resource Center (Lighthouse) requests $45,000 to add staff and increase office space for critical programs (counseling, therapeutic groups, educationalclasses, helping families access needed resources) to combat alarming levels of anxiety, depression, child abuse, domestic violence, and suicidal ideation (thoughts of suicide) experienced bylow-income Roseville families.
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:
7 Board Members19 Paid Staff (F/T)1 Paid Staff (P/T)403 Volunteers430.00 SUBTOTAL430.00 TOTALDate Founded:
Lighthouse started as a counseling program of the Western Placer Unified School District (WPUSD) in 1996 to serve families with children attending the district. In 2005, Lighthouse became anindependent 501c3 nonprofit to serve additional families living outside of the school district.
Organization's Mission:
We help individuals and families heal by providing counseling, educational classes, and easy access to resources.
What are the major goals of your organization?
Lighthouse’s programmatic goals include the following:
1. To provide quality therapeutic evidence-based counseling sessions in an individual and/or group setting for family members of all ages
2. To provide effective educational classes for families in need
3. To provide intensive case management to better meet the ongoing needs of families
4. To help families access needed resources so families are successful in providing for their loved ones
5. To provide family-focused information which empowers families to make informed choices about their health and wellness
6. To enhance collaboration between health professionals, nonprofit partners, and families in need to increase effectiveness
7. To reduce or eliminate child abuse and neglect
8. To reduce or eliminate domestic violence
9. To reduce or eliminate depression, anxiety, and suicidal ideation (thoughts of suicide)
10. To leverage resources to maximize programmatic efficiencies By prioritizing family-centered recovery and psychological well-being, we aim to foster a healthier, more integrated community where every member has the capacity to thrive and give back.
What were the major accomplishments of the organization last fiscal year? In 2025, Lighthouse accomplished the following (and more):
• Lighthouse served approximately 5,000 people with critical family services. Over half of our clients were children under the age of eighteen, many of which were depressed, suicidal, or exhibitingself-harming behavior including cutting or alcohol/drug use. • Lighthouse is the first California Department of Health Care Services MediCal certified Family Resource Center (FRC) in Placer County. • Since 2016, Lighthouse remains the top funded agency by First 5 Placer serving families with children zero through 5 years of age. • Lighthouse was named Nonprofit of Year for the eighth year in a row. • For the sixth year in a row, Lighthouse remains one of the most efficient nonprofits in the United States; with every dollar spent, 96 cents funds its programs. The average for most nonprofits is80 cents. No other Family Resource Center in Placer County is as efficient as Lighthouse which means City of Roseville funding goes further serving more Roseville families in need. • Since the founding of Lighthouse, sadly, we continue to serve a record number of families with a child or adult that has ideated, attempted or committed suicide. Within the past year, animmigrant mother crippled with fear of losing her son to deportation decided she would end her life. In a last attempt of self-preservation, she sought counseling from our highly trained staff atLighthouse. Now, even with her son having been deported, she has found the will to live and a deepened sense of the value of life, shining her light in the lives of others around her. It is clearfunding Lighthouse's proposal will literally save lives.
Will the organization utilize volunteers for this proposed effort? Lighthouse utilizes hundreds of volunteers annually to sponsor and participate in diaper drives, gift card drives, and toy drives so families have the resources they need during turbulent financialtimes. Lighthouse has a volunteer Board of Directors that is active in providing strategic support and direction for the nonprofit. Lighthouse also uses volunteers for its only fundraising event(Celebrity Waiter Luncheon) where elected officials, city and county appointees (all volunteers) entertain corporate sponsored tables of guests to raise funds for Lighthouse programs. Many of theabove-mentioned volunteers support Lighthouse's efforts to service Roseville families with City of Roseville grant funding. In 2025, Lighthouse significantly increased our number of volunteers,giving us the opportunity to serve more people of all ages.
Describe the need for this proposed effort and evidence of community support.
According to the City of Roseville Community Needs Assessment (April 2020), improved physical, mental, and behavioral health and wellness was ranked the highest priority at 53% out of thenine recommended options for Citizen’s Benefit Fund grant-making (Q #4, Page 26, Attachment C). Since the onset of the COVID-19 pandemic, there has been a significant increase in families(with one or more family members) experiencing severe anxiety, depression, and suicidal ideation. Over the past several years, there has been a significant increase in domestic violence andchild abuse reports. Lighthouse has also witnessed a corresponding 40% increase in suicidal ideation in the children we are serving. According to 2024-2025 statistics, reported from MentalHealth America, nearly 20% (1 in 5) of teenagers between 12 and 17 reported suffering from at least one severe depressive episode, with 13-15% of youth now categorized as suffering fromsevere major depression. Over 23% of adults (nearly 60 million) are experiencing a mental health disorder at any given time. According to the National Institute of Mental Health, major depressionis one of the most common mental disorders in the United States. More than 50% of Americans will be diagnosed with a mental illness or disorder at some point in their lifetime. The 2022 SutterHealth Roseville Medical Center Community Needs Assessment ranked Access to Mental/Behavioral Health as the second highest significant health need out of the eleven listed needs. Thehighest prioritized need for Roseville residents listed is Access to Basic Needs such as Housing, Jobs, and Food which Lighthouse will also help low-income Roseville residents access.
The number of individuals that need help with their mental health to live a happy and healthy life, that will not receive any help whatsoever, is monumental. According to the 2025 State of MentalHealth in America report, nearly 55% of adults with a mental illness still do not receive any treatment. Among youth, the crisis persists: nearly 60% of children (approx. 59.8%) experiencing amajor depressive episode did not receive mental health services in the past year. Funding this proposal will allow Lighthouse to add needed office space (increasing from three Roseville therapyoffices to six), hire more staff, and provide additional counseling sessions to help reduce the mental health crisis many Roseville families are facing. Because Lighthouse is considered a one-stop-shop for helping families in need, we assist families with accessing resources such as food, diapers, infant car seats, and emergency housing assistance as well as helping with emotionalregulation (anger management), budgeting, and employment readiness/obtaining employment.
In terms of community support we are the top funded agency by First 5 Placer and one of the top funded Placer County agencies to serve families with mental health needs. We are one of the topfunded agencies by both Kaiser and Sutter. More than 100 corporations and foundations fund our programs annually because of our incredible reputation and of course our successfulprogrammatic outcomes. We also partner with more than 100 other nonprofits to increase collaboration and magnify positive outcomes.
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.
Lighthouse serves approximately 5,000 people per year. More than half are children under the age of 18. We serve children as young as 2 years old. We are also seeing an increasing number ofseniors due to grief and loss. Fifty-five percent of all clients are female. Simply stated, we serve all ages. Ninety-seven percent live at or below 130% of the Federal Poverty Line. Lighthouse isuniquely positioned because we are the only Family Resource Center in Placer County certified by the California Department of Health Care Services to bill MediCal and private insurance forcounseling services. Lighthouse is the only Family Resource Center with four locations in Placer County (Roseville, Rocklin, Auburn, and Lincoln). Lighthouse was again named Nonprofit of Yearfor the eighth year in a row (2017- 2024) because of the incredible programs and services we provide; and consequently, we help families heal! In 2021, Lighthouse was named California Nonprofit of the Year which is the highest honor the California State Legislature can bestow on any nonprofit entity. Since Lighthouse is considered a fullservice "one-stop-shop" social service-oriented nonprofit, we are able to meet the majority of our clients' needs. However, we are not a "safe house" so active domestic violence cases are referredto Stand Up Placer. We are also not a drug or alcohol rehabilitation center, so we work very closely with Granite Wellness and other rehabilitation centers. That said, after having beensuccessfully treated by one of our partner agencies, their clients are often referred to Lighthouse to receive follow-up counseling, educational classes, or help with accessing needed resourcessuch as Cal-fresh (food stamps), Medi-Cal health insurance, diapers, school supplies, emergency food, gift cards, and more.
Key supporters (donors and collaborators) of Lighthouse include Sutter Health, Kaiser Permanente, Placer Community Foundation, Lincoln Community Foundation, Teichert Foundation, PlacerCounty Department of Health and Human Services, First 5 Placer, Consolidated Communications Foundation as well as 100-plus corporations such as AT&T, SMUD, and PG&E just to name afew. Lighthouse collaborates with more than 100 nonprofits and outside agencies to coordinate care and secure needed resources for families in need. For example, last year we distributedthousands of diapers to people in need by sharing our diapers with 15 other nonprofits such as Latino Leadership Counsel, Kids First, Sierra Native Alliance, Kidz Community, Volunteers ofAmerica, Child Advocates, as well as Roseville Joint Union High School District to help support unwed teenage mothers.
Since Lighthouse staff are highly trained and skilled individuals, we primarily utilize volunteers for diaper drives, gift card drives, fundraising events, holiday gift distribution, and occasionally officesupport. Altogether, we log in thousands of volunteer hours annually. For the sixth year in a row, Lighthouse remains one of the most efficient nonprofits in the United Stated; with every dollarspent, 96 cents funds its programs. The average for most nonprofits is approximately 80 cents. In 2025, Lighthouse provided counseling services to a record number of families with a child thatattempted or committed suicide. In the truest sense of the word, Lighthouse, in partnership with the Roseville Grants Committee, literally saved lives. Lighthouse follows all Citizen's Benefit Fund(CFB) funding guidelines and is able to track clients by income and zip code so only low-income Roseville residents will benefit from CBF funding.
Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.
Even though Lighthouse considers itself to be a one-stop-shop for families in need, we partner with numerous other nonprofits and agencies as necessary to provide services and to secureneeded resources for our clients which include, but not limited to, the following:
AAA - provides free car seats and booster seats
Bayside Church - outreach, referrals
Bridgeway Church - Cal-Fresh, outreach
Churches - diaper drives and gift card drives, toys for the holidays, food drives County Probation Department - outreach, referrals
Court Appointed Special Advocates - referrals; share resources such as diapers Child Protective Services - referrals; family reconciliation; counseling Employment Express - employment readiness; job search
First 5 Placer - support for families with children zero through 5 years Auburn Interface Food Pantries - emergency food
Golden Sierra Life Skills - supporting fathers, anger management, educational classes Granite Wellness - drug referrals, substance abuse disorders Head Start - Literacy Program/Parenting classes
Kaiser - referrals, family resource support; new mom in-home Visits Kids First - classes/coordinate resources
Kiwanis - outreach, school supplies for children
Lions Club - eyeglasses
MDIC - providing counseling for abused and traumatized children NICU Family Alliance - resource sharing; outreach; diapers Latino Leadership Council - flu shot clinic; outreach; share resources Placer County District Attorney's Office - protecting seniors and children from harm Placer County Health and Human Services - referrals, outreach, family resources Placer Food Bank - emergency food
Pride Industries - employment for disabled population
Roseville Chamber of Commerce - outreach, Board member
Roseville Police Athletic League - education classes/groups Roseville City School District - individual counseling, groups for troubled teens Sierra Pregnancy - Postpartum Depression Counseling
Saint Vincent De Paul - clothing, furniture, rent & utility assistance Single Mom Strong - share resources
Stand Up Placer - counseling, referrals
Starkey - hearing aids
State of California - Victims of Crime referrals
Sutter Health - referrals, adopt-a-family Christmas program, family assistance The Alliance - gift cards, toys, back-to-school backpacks The Gathering Inn - housing and rent support
U.S. Bank - budgeting classes
Volunteers of America - back to school supplies; share resources Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.
Our proposed effort aligns with the City of Roseville’s current Strategic Plan as follows:
1) Under Vision, one of the tenets is to have "...a safe and healthy community." Mental Health is clearly a vital component of a healthy community. 2) Under Priorities, the Strategic Plan includes, “Promote a safe community in which all feel welcome and included.” Trauma-informed counseling provided by Lighthouse helps to stabilizes at-riskhouseholds, reduce the incidence of domestic violence, and ensure that Roseville’s most vulnerable residents have a dedicated space to find the emotional safety and inclusion necessary forlong-term health. 3) Providing needed resources such as diapers, infant car seats, gift cards and other necessary resources not only helps make Roseville a safe city, but it also aids in establishing a fiscally soundcity where its residents do not pose a financial burden upon the limited resources of the city. Also, Lighthouse services aid in reducing crime when families have the resources and mental healthsupport they desperately need. 4) Lastly, many low-income families are on the verge of homelessness. Most families cannot afford an extraordinary expenditure such as a major medical expense or auto repair bill. Many cannoteven afford to buy enough food to feed their family. Lighthouse is able to assist families that are struggling financially by helping them access Cal-Fresh (previously known as food stamps) andMediCal health insurance, emergency food, gift cards for food, clothing or gas, bicycles for transportation to school or work, or infant car seats or booster seats. When funds are available,Lighthouse can help families with rent or utility assistance. Lighthouse provides Budgeting classes or Employment Readiness classes when needed.
No other nonprofit in Placer County is able to match the wide range of services Lighthouse provides as efficiently and effectively. Funding Lighthouse's proposal means Citizen's funding goesfurther to serve more Roseville families in need.
Define anticipated outcomes for this proposed effort. How will success be measured? Anticipated outcomes include the following:
1) Serving 250 Roseville families (approximately 750 individuals) with counseling and other support services 2) Reducing or eliminating the incidences of children cutting themselves and other self-harm/destructive behaviors. 3) Reducing or eliminating suicidal thoughts (ideation) in the individuals we serve. 4) Reducing or eliminating child abuse and neglect
5) Reducing or eliminating domestic violence
6) Providing intensive case management to meet the ongoing needs of 250 Roseville families 7) Helping Roseville residents access needed resources
8) Providing family-focused information which empowers families to make informed choices leading to healthier and happier families 9) Enhancing collaboration between nonprofit professionals and families to increase effectiveness and efficiency (minimize redundancy) 10) Helping families heal to be better citizens increasing their ability to contribute back to the Roseville community Measuring Success: First Lighthouse tracks the number of people served under the grant award by documenting the client's zip code. Lighthouse will be able to track programmatic outcomesutilizing the following evidence-based pre/post measurement tools: Protective Factors Survey (PFS); Adverse Childhood Experiences questionnaire (ACEs); Gottman Couples Assessment; Brief-FAM: General Scale; Edinburgh Postnatal Depression Scale (EPDS); Beck Depression Inventory (BDI II); Beck Anxiety Inventory (BAI); DSM-5 Cross-Cutting Symptom Measure; Woman AbuseScreening Tool (WAST); Short PTSD Rating Interview (SPRINT-OBS); SBIRT-AUDIT Form/DAST-10; and Participant Perception of Care (post-survey). Measuring outcomes gives us theinformation to continually evaluate our effectiveness and improve our programs. An independent auditor reports on the accuracy of our financials and great efficiencies as a nonprofit.
List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.
Fiscal Year 2021-2022; $25,000; ACEs in the Age of COVID (Funds used to reduce or eliminate Adverse Childhood Experiences [ACEs] caused by the COVID-19 pandemic).
Fiscal Year 2022-2023; $25,000; Preventing ACEs in the Age of COVID and Suicide Prevention (Funds were used to help reduce Adverse Childhood Experiences [ACEs] suffered by childrennegatively affected by COVID-19; Specifically, the expansion was aimed on reducing self-harm [i.e., cutting] and suicide attempts by children. Specifically, funds were used to provide additionalcounseling services for Roseville residents.) Fiscal Year 2023-2024; $75,000; Combatting Depression, Child Abuse and Suicidal Ideation (Funds were used to expand critical programs [counseling, therapeutic groups, educational classes,helping families access needed resources] to better combat alarming levels of depression, child abuse, domestic violence, and suicidal ideation [thoughts of suicide] experienced by strugglingRoseville families.) Fiscal Year 2024-2025; $75,000; Combatting Childhood Anxiety, Depression, and Suicidal Ideation - Funds were used to reduce severe levels of anxiety and depression in children, reduce self-harming behaviors (i.e., cutting) and suicide attempts by children. Specifically, funds were used to provide additional counseling services for Roseville families with children suffering from anxietyand depression and suicidal ideation.
Fiscal Year 2025-2026; $30,000; Roseville Service Expansion: Combatting Depression, Child Abuse and Suicidal Ideation - Funds were used to reduce severe levels of anxiety and depression inchildren, reduce self-harming behaviors (i.e., cutting) and suicide attempts by children. Specifically, funds were used to provide additional counseling services for Roseville families with childrensuffering from anxiety and depression and suicidal ideation. Funds were also used to support expanding staff by hiring a new Clinical Supervisor.
Funding this proposal will help Lighthouse add needed office space (going from three therapy offices to six), to hire more counselors, and serve more Roseville families struggling with depression,anxiety and suicidal ideation. Funding this proposal will also lead to lower incidences of family violence, child abuse and neglect.
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.
One hundred percent of the grant funds ($30,000) awarded to Lighthouse for Fiscal Year 2025-2026 will be spent to partially cover counseling salaries for staff engaged in serving Rosevilleresidents and direct service-related expenses. Zero percent covered administrative or fundraising expenses. As a direct result of this funding, Lighthouse served 175 Roseville families(unduplicated count, 6-month period between July 1, 2025, and December 31, 2025) with counseling and other family services meant to reduce anxiety, depression, and suicidal ideation. Weexpect to serve over 300 families in Fiscal Year 2025-2026. Approximately half of our Roseville-based clients are children. Ninety-four percent of the clients served in Roseville (as a result of thisgrant) report significant improvements via self-reporting and evidence-based tests and surveys. The major challenge in the City of Roseville is that the Mental Health need is so much greater thanservices or funding available. Additional funding means more Roseville families healed. Our accomplishments concerning effectiveness and efficiency continue to advance Lighthouse's excellentreputation.
If full funding is not available, how will the organization be able to accomplish the proposed effort? If funding is not provided by the City of Roseville, Lighthouse may not be able to increase its services to Roseville residents at a time when there has been a huge increase in anxiety anddepression, suicidal ideation and suicide attempts by adults and children, incidents of self-harm such as cutting, and other high-risk behaviors. If fully funded, we expect to increase the number ofRoseville residents we will serve as compared to last year due to increasing staff productivity and increasing efficiencies in service delivery.
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.
Placer County Department of Health and Human Services, and First 5 Placer are our largest contracted funding sources, $1,660,800.00 and $310,000.00 respectively. In 2025; Kaiser fundedLighthouse in the amount of $25,000.00; Sutter Health awarded Lighthouse in the amount of $50,000.00; Project GO provided a grant in the amount of $70,000.00, received quarterly; AAAawarded Lighthouse in the amount of $5,000.00 to support our car seat program; Full Circle Health Network awarded Lighthouse in the amount of $6,774.00. Lighthouse was awarded a grantfrom PG&E in the amount of $10,000.00. Placer County of Education provided a contract in the amount of $60,000.00. Lighthouse will continue to write grant applications and form an evengreater number of alliances to cover expenses associated with serving Roseville residents. We anticipate all of our current donors to continue funding Lighthouse at the same or increasingfunding levels to serve more Roseville families in need.
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort?
For the sixth year in a row, Lighthouse's audited 990 financials indicate that for every dollar spent by Lighthouse, 96 cents funded its programs making it one of the most efficient nonprofits in theUnited States. As such, reducing costs is not an option unless there is a corresponding cut in services provided. Over the past 10 years (2015- 2024) Lighthouse increased its annual revenues bysearching for additional grant opportunities and by increasing its contracted funding amounts with Placer County Department of Health and Human Services, and other funders. However, due tosweeping California MediCal funding changes, Lighthouse lost a significant level of Mental Health Services Act funding. Now with Behavioral Health Services Act coming July, 1, 2026, we arecurrently transitioning to CalAim initiatives, this includes Enhanced Care Management and community supports to offset the significant financial losses. Due to increasing productivity, programexpansion, ongoing fundraising efforts, our excellent reputation, and strong leadership, we anticipate ongoing sustainability of all 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.
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