Agenda packet — Roseville City Council, May 20, 2026 (part 5 of 6)

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City of Roseville
FY2026-27 CBF Grant
Placer Breast Cancer FoundationStudents For A Cure Breast Cancer Initiative Requested Amount
USD$ 10,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 10,000.00Corporation/Foundation Funding USD$ 3,000.00Individual Contributions/Membership Dues USD$ 2,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind Support USD$ 2,000.00OtherTotal USD$ 17,000.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors) USD$ 5,000.00Other CompensationRent/Utilities/Maintenance USD$ 2,000.00Printing/Supplies/Postage USD$ 2,000.00Equipment USD$ 1,000.00Promotion/Advertising USD$ 1,000.00Travel/TrainingInsuranceMeals and Beverages USD$ 4,000.00Speakers USD$ 2,000.00Total USD$ 17,000.00 Proposed Effort Budget NarrativeWe will be implementing a plan that incorporates both print, social media, and educational opportunities. The costs above reflect what we anticipate paying for these services,as well as paying for the meetings and events we will hold to bring the students to our learning sessions.

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.

PBCF requests $10000 to support our Students For A Cure initiative, provide outreach, education, and volunteer opportunities for students in the Roseville school districts in the fight againstbreast cancer.

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 Members0 Paid Staff (F/T)1 Paid Staff (P/T)

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50 Volunteers59.00 SUBTOTAL59.00 TOTALDate Founded:

The Foundation was formed in July of 2005 by breast cancer Survivors Carol Garcia, Vice President of River Valley Community Bank and Sierra College Trustee and Teri Munger, ProgramManager for American River College.

Organization's Mission:

The Placer Breast Cancer Foundation currently works to raise funds to fight breast cancer and promote education and outreach throughout the Placer and Sacramento County area. We raisethese funds through individual donations, Foundation sponsored events, and through private organizations that host fundraisers in the Foundation’s name.

What are the major goals of your organization?
The Foundation is excited about our goals for 2026. Our focus continues to be on funding research and providing outreach and educational opportunities for our local community. To accomplishour mission in 2026, we will be implementing two new programs -

1. Our community education program, which we are kicking off on January 25th with our Placer Women’s Retreat.

2. Students For A Cure, our outreach program for students in our community, offering educational and volunteer opportunities.

In 2025 we will also donate funes towards -

1. Providing funding for the UC Davis MammoVan for three community visits.

2. Through the Aldo Pineschi Memorial Grant, providing two grants to cancer patients who are enrolled in a groundbreaking study researching less toxic cancer treatments.

3. Funds for women's care at Kaiser Permanente and Sutter Health What were the major accomplishments of the organization last fiscal year? The Placer Breast Cancer Foundation is proud of all that we were able to accomplish in 2025.

In February of 2025, we held our 8th Annual Placer Women’s Retreat, an opportunity for women in our community to come together and learn more about their overall well-being and mentalhealth. Over two hundred women were able to hear from some amazing speakers and took away new knowledge and friendships! Join us this year on January 25, 2026! In June of 2025, we held our 4th Annual Dinner in The Orchard, our Farm to Fork fundraising dinner. Thank you to all who attended the event and enjoyed the delicious food! Keep an eye out forour 5th Annual Dinner coming up on June 12, 2026.

We made a donation in the amount of $20,000 to the Aldo Pineschi Memorial Grant in honor of our friend and long-term board member. We could not think of a better way to honor our friend, andcommunity leader, Aldo Pineschi. This donation allows two breast cancer patients to participate in an ongoing study of less invasive cancer treatment methods, hopefully growing cancer treatmentknowledge.

In September, we held our Hot Pink Fun Run! Over 750 people joined us on Vernon Street Town Square for a 1 Mile Walk 5K, 10K, Survivor Celebration, and pancakes! This was such a fun day,and we cannot wait to see you again on September 20, 2026! In October, we Painted Placer Pink with several community partners, spreading education and outreach to our community.

Also in October, we made donations to two separate breast cancer research and outreach programs - one, the sponsorship of a breast cancer research fellow for 2026, and two, our annualsponsorship of the Mammo+ Bus, which will bring UC Davis Comprehensive Cancer Center's mobile mammography van to underserved communities in Placer County for three separate visits in2026.

We were able to provide five scholarships for local high school students focusing on careers that focus on the fight breast cancer and sponsor two families who will attend the Me-One CampWieser in 2026.

Finally, we are extremely proud to share that we have made two $15,000 donations, one to Kaiser Permanente in Roseville and one to Sutter Health in Roseville, for their education and outreachprograms, focusing on breast cancer and women's health.

Will the organization utilize volunteers for this proposed effort? Our organization is volunteer driven. We have one contracted employee and all other activitiens and tasks are completed by volunteers. Students For A Cure will also establish a youth council ofvolunteers who are interested in fighting cancer and also looking for volunteer opportunities.

Describe the need for this proposed effort and evidence of community support.

Breast cancer is a disease that affects a number of Roseville residents, including our high schools, as many residents know a family member, friend, classmate or teacher who has breast canceror who has passed away from the disease. There are many risk factors and behaviors that can be associated with breast cancer. Helping our local population to understand these risk factors andbehaviors will help our community fight the disease. Early detection is key to an improved survival rate in the fight against breast cancer. Because of this, our education program will also focus onearly detection for early treatment.

Starting an education program with our local high school students will allow us to educate our residents about preventative programs and early detection of breast cancer. With our seven localhigh schools we would be serving approximately 8000 students. In addition, the educational programs we will develop can be used throughout our Roseville community.

Our community wants to become involved in our fight as evidenced by our high schools and their commitment to their “pink games” where we are often invited to speak and funds are raised tofight cancer. These students work to raise money and awareness to fight this disease with very little guidance and direction from the school. We will partner with the local school district andfacilitate the process with board members and volunteers presenting the programs onsite.

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 targets population for this program is our local high school students, registered in the Roseville Joint Union High School District. The District is home to nearly 10,000 local resident students,ensuring that this funding will directly be used for Roseville residents. We believe that this new program is new to our community, allowing students to both learn about breast cancer and breastcancer prevention methods, as well as allowing these students to directly volunteer in a way that makes a difference for them and their own lives and the lives of those around them. We alreadyhave a meeting scheduled with the school district to talk more about how we plan to use this program and get feedback from them on the best ways to make a difference.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

This effort does require collaborative partners. We will be working closely with our High School District is order to best determine how to make a difference to the students in the community. Wewill also be forming a youth council to make sure that we are meeting the needs of the students who need outreach and education.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

This project aligns with the desire to have a safe and healthy community. As we start with the younger population in order to learn more about breast cancer and possible ways to prevent it, wewill hopefully help to create a healthier population.

Define anticipated outcomes for this proposed effort. How will success be measured? We hope to increase knowledge of breast cancer prevention and treatments in our community while at the same time creating volunteer opportunities for our youth. We will be able to measuresuccess in our community by seeing a rise in attendance at our events and volunteers.

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List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.

We have not received funding in the last five years.

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 we do not receive full funding, we will be able to move forward with the project on a smaller scale.

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.

As this program is new, we are submitting for local grants and funders in 2026.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Once the program is up and running, one of the tasks of the council will be to fundraise the monies needed to keep the program sustained moving forward.

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
Placer Community Foundation (PCF)2026 Nonprofit Initiative Requested Amount
USD$ 2,500.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government Funding USD$ 2,000.00CBF/REACH Grant Request USD$ 2,500.00Corporation/Foundation Funding USD$ 64,000.00Individual Contributions/Membership Dues USD$ 21,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind Support USD$ 1,500.00OtherTotal USD$ 91,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 22,000.00Payroll Taxes and Benefits USD$ 2,725.00Professional Fees (Consultants & Contractors) USD$ 38,500.00Other Compensation USD$ 0.00Rent/Utilities/Maintenance USD$ 500.00Printing/Supplies/Postage USD$ 2,000.00Equipment USD$ 0.00Promotion/Advertising USD$ 2,500.00Travel/Training USD$ 400.00Insurance USD$ 500.00Scholarships-ED Academy USD$ 9,600.00Venue rentals/food/beverage USD$ 12,275.00Total USD$ 91,000.00 Proposed Effort Budget NarrativeNPI supports the dedicated people who take on our county’s toughest challenges and is the cornerstone of PCF’s direct support to local nonprofits.

We work hard to find a diverse slate of nationally and regionally known presenters. Our trainings provide powerful, practical tools and techniques that help nonprofits meet awide range of community needs, from agencies serving low-to-moderate income individuals and families with health, education, and mental health needs to those working topromote the arts and culture. Funds used to pay for trainers and training coordination consultants free PCF staff to develop the program and fundraise.

The venue rental for the Nonprofit Leadership Summit, during which refreshments and lunch are provided as a thank you to local volunteers who serve on nonprofit boards,represents the majority of the costs the venue rental/food/beverage line item supports.

We rely on the generosity of supporters like you to make NPI possible and ensure philanthropy makes a greater impact in our community. Your support will:• Help nonprofits fundraise, recruit supporters, and tell their stories;• Train new board members;• Connect service providers, allowing for collaboration and sharing of resources;• Strengthen a vital sector that employs thousands; and• Ensure quality services are delivered to those that need it most.

This grant will sustain this crucial assistance for a thriving and robust nonprofit sector that fosters our youth, cares for seniors, aids the homeless and families in need, sheltersour animals, preserves open spaces and historic landmarks, and promotes vibrant arts in our community and schools. When the most vulnerable in our community thrives, thewhole community prospers! 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.

Placer Community Foundation kindly requests $2,500 to support our Nonprofit Initiative (NPI), which, for 20 years, has provided essential, completely free infrastructure, governance, andsustainability training, and year-round guidance to Placer County nonprofit agencies which are located in or serving Roseville.

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Auburn Community Foundation (ACF) was formed in 1948 as a private foundation by the Beecher family. In 2005, visionary Placer County residents reformed and renamed ACF to PlacerCommunity Foundation (PCF), a public entity, and widened its scope to include the western slope of Placer County. Today PCF is a catalyst providing leadership that brings nonprofit agencies,donors, and stakeholders together to create creative solutions to our County’s toughest challenges.

Placer Community Foundation believes in the transformative power of nonprofit organizations and, in 2006, created the Nonprofit Initiative (NPI) to provide essential and completely freeinfrastructure, governance, and sustainability training led by experts in the field, and year-round guidance to Placer County nonprofit agencies. In 2011, NPI held the first day-long NonprofitLeadership Summit which today gathers over 200 community leaders from 50 agencies.

Organization's Mission:

Placer Community Foundation provides leadership and grows local giving to strength our community.

PCF’s vision: Placer County – a healthy, connected community Our core values are:• Act with integrity and respect• Make courageous decisions• Value our community and respond to its needs Listen, learn, and lead• Honor donor intent What are the major goals of your organization?
PCF’s 2026 goals for the Nonprofit Initiative are:
-Provide at least six quality training opportunities, totally free of charge, for Placer County nonprofit agencies using a diverse slate of regionally and nationally known trainers, that results in greatercapacity and sustainability, and program expansion to meet the needs of the community. Training topics will include website evaluation, donor newsletters, fundraising for board members, boardfundamentals, human resources best practices, and completing your 990.

Additional organizational goals include:
-Continuing the roadmap to meet the 5-year strategic priorities defined by PCF’s Board in 2025. -Strengthen strategic affordable housing partnerships and build coalitions with local jurisdictions, institutions, and regional industry experts. Focus on community engagement to build supportthrough education, advocacy, and a realistic work plan where marginalized voices and their experience are included. -Work to create permanent resources for capacity in nonprofit organizations via endowments and through private philanthropy.

What were the major accomplishments of the organization last fiscal year? 2025 was a defining year for Placer Community Foundation—one shaped by ambition, leadership, and results that exceeded even our own expectations.

This year marked a meaningful expansion of our commitment to leadership across Placer County. The Foundation fully embraced its role as a community leader and convener, hosting 9 nonprofitleadership training courses which served 136 organizations. These gatherings fostered collaboration, shared learning, and stronger alignment across the county’s nonprofit landscape. Likewise,Placer Collaborative Network (a collaborative of health and human services providers) convened to address critical issues being faced by our most vulnerable friends and neighbors including theimpacts of changes in the federal administration. Take note that 19% of Placer’s population is on Medicaid, barely making enough money to pay the median rent.

Our accreditation with National Standards for Community Foundations continues to be in good standing, adding to our credibility with donors and the communities we serve.

Through our donor directed and grants Committee overseen charitable funds, we awarded grants to 222 nonprofit organizations. Some grantmaking highlights include:• Permanent protection of Clover Valley through Placer Land Trust• Support of the forthcoming Lincoln Clubhouse managed by the Boys & Girls Club of Placer County• Seed funding for the newly opened Placer LGBTQ+ Center• Emergency food assistance grants to Feeding the Foothills, Auburn Interfaith Food Closet, Seniors First, The Salt Mine, and St. Vincent de Paul Roseville Our faith based affordable housing initiative gained remarkable momentum this year, firmly establishing Placer Community Foundation as a trusted partner and thought leader in this space. Thiswork drew attention from the highest levels of state government, with a visit from the state housing secretary who saw how strong, locally rooted, faith-based leadership can influence regionalsolutions. Most notably, the Board of Supervisors set a goal to build 1,300 new affordable housing units over the next five years. This transformational step toward meeting the region’s long termhousing needs has allowed the Foundation and its partners to focus on championing increased funding mechanisms, streamlining development processes and providing community education.We are actively seeking funding to help churches conduct feasibility studies who are interested in building affordable housing on their church owned land in partnership with Placer People of FaithTogether.

We are poised for growth, welcoming two new staff members to the team in 2025. We have assembled a group of experts to help us develop the Dudley Building as a future home for theFoundation and to serve as a prosperity center for our partners. Plans for the renovation were submitted to the County.

The impact of 2025 is not measured solely in dollars or programs, but in the strengthened role of Placer Community Foundation as a leader, partner, and catalyst for lasting change.

Will the organization utilize volunteers for this proposed effort? PCF’s Board of Directors, Finance and Investment Committee, Grants Committee, and Governance Committee are all comprised of volunteers. Additional volunteers help with grant andscholarship application review, at PCF events, staffing events where we have a booth, and office work.

Describe the need for this proposed effort and evidence of community support.

NPI was created because we also know that a strong nonprofit sector is vital to a healthy economy. PCF commissioned a report on the State of Nonprofits that can be viewed here:www.placercf.org/post/nonprofit-report-shows-importance-of-sector.

Because many Placer County nonprofits organizations often have little or no training budget, and by their own admission desperately need this training, PCF leadership pledged that NPI wouldalways be completely free of charge. Our trainings help nonprofit leaders build the foundation they need to keep programs serving the most vulnerable in our community fully functioning andthriving.

We have consistently seen that organizations attending our events for a minimum of a year report a 25% to 100% improvement in program management, fundraising, board development,governance and marketing/communications, with higher improvement ratings showing in those who have attended over multiple years.

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Currently, there is no other program offering quality training to Placer County nonprofit agencies completely free of charge.

The best evidence of community support is from the community itself:
"The ED Leadership Academy has been incredibly valuable as I continue to grow into my role as Executive Director. The sessions have provided practical tools, thoughtful peer dialogue, and real-time learning that I am already applying within my organization. I especially value the space to step back, reflect, and learn alongside other leaders navigating similar challenges. This experienceis helping me lead with greater clarity and intention and will have a lasting impact on how I guide our organization forward." Nicole Vanneman, Executive Director, Sierra Mental Wellness Group. "This session really opened my eyes to the opportunity for growth that my nonprofit has- it will help me create monthly and event quarterly game plans for my nonprofit to expand our audienceand presence online. Kayla (Scott) is AMAZING! This training is going to help me greatly in my role." Madysen Nickerson, Community Engagement Specialist, AMI Housing. “These trainings have provided dramatic help with forming and managing and engaging our board. Last year I was the only person attending trainings, this year new board members are excited toparticipate.” Kelley Davis, Executive Director, Auburn Trails Alliance. “'Taking Boards from Good to Great' was my first PCF training several years ago and it has influenced every board meeting I've participated in since: helping create collective participation,encouraging the empowering of all participants, keeping board development an active item for the board through creating a Board Development Committee in/for our organization.” Horti Childs,Board Member, Word Busters.

On average, 85% of the clients served by organizations attending NPI trainings, numbering into the thousands, are low-to-moderate-income, at-risk and/or underserved individuals and families.Upwards of 55% of agencies participating in NPI serve in Roseville and/or serve Roseville residents. This ask represents 2.7% of our program budget. This funding would be evenly distributedamong the six trainings at which agencies serving the needs of Roseville residents will more than adequately be represented.

We know of no other entity offering completely free capacity building training to Placer County nonprofits. There is no functioning nonprofit resource center in our region at this time, leaving agaping hole of need for resources such as what our NPI provides.

Nonprofit agencies serving Roseville residents that attend NPI include, but are not limited to: Gigi's Playhouse, Roseville Police Activities League, Boys & Girls Club of Placer County, CASA ofPlacer, Yuba & Sutter, Supporting the Taylor House, Latino Leadership Council, Lighthouse Counseling and Family Resource Center, seeMYchild, NAMI Placer County, Feeding the Foothills,Placer People of Faith Together, Placer LGBTQ+ Center, Roseville High School District, Sierra Native Alliance, St. Vincent de Paul-Roseville Area Conference, Turning Point CommunityPrograms, The Gathering Inn, Sierra College Foundation, Teams and Dreams Foundation, Word Busters, Seniors First-Meals on Wheels Placer County, Placer Land Trust, and Placer VeteransStand Down.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

We collaborate with the Center for Nonprofit Leadership at the Community Foundation of Nevada County which provides administrative coordination for NPI trainings.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

Like any successful organization, nonprofits require strong operational foundations and skilled leadership to thrive. NPI strengthens participating agencies by building organizational capacity thatenables them to expand fundraising, enhance service delivery, achieve long-term sustainability, and meet growing community demand. Partner agencies address critical needs across Roseville—providing health and wellness services, education support, environmental stewardship, arts and culture programming, and comprehensive assistance to low-to-moderate income residents.

Strong, sustainable nonprofits create measurable community benefits aligned with Roseville's strategic priorities. When residents' fundamental needs—food security, stable housing, qualityeducation, and accessible healthcare—are met, they gain the stability to secure employment, establish roots, and become active community stakeholders. This directly supports:• Safe and healthy community – Residents with met basic needs are better positioned to invest in neighborhood safety and community health• Economic vitality – Stable residents contribute to workforce development and local economic growth• Community engagement – Meeting essential needs enables fuller participation in civic life and Roseville's evolution as a thriving city By strengthening Placer County nonprofits serving Roseville residents, NPI creates strategic community value:• Enhanced public safety and health – Partner organizations extend the city's capacity to maintain community wellbeing• Adaptive service infrastructure – Sustainable agencies can scale services to match Roseville's demographic and economic growth• Economic development – The nonprofit sector generates significant economic activity and employment (see Placer Community Foundation economic impact data)• Strategic planning support – Strengthened agencies become reliable infrastructure partners in long-term community planning• Resident advocacy – Equipped organizations effectively represent constituent needs in policy discussions• Essential service delivery – Nonprofits provide specialized services beyond municipal scope, filling critical gaps in the community support system Define anticipated outcomes for this proposed effort. How will success be measured? NPI’s 2026 program will offer at least six trainings, including our flagship Nonprofit Leadership Summit on March 19 with renowned trainer Brian Saber, covering topics greatly needed byparticipating nonprofits. We have consistently seen that organizations attending our events for a minimum of a year report a 25% to 100% improvement in fundraising, program management,board development, governance and marketing/communications, with higher improvement ratings showing in those who’ve attended over multiple years.

NPI has grown over 20 years from 10 agencies accessing our assistance, first offered in 2006, to over 400 unique organizations during the program's history who have attended NPI trainings andrequested advice that is available all year. We regularly receive calls from our nonprofit partners asking for salary surveys, recommendations for consultant such as strategic planners andaccountants, email best practices, fiscal agents, and much more.

Placer Community Foundation measures the impact of the trainings using a combination of personal interviews, site visits, and post-event survey tools that measure topic appropriateness,speaker effectiveness, skills gained, value of materials, and the differences the training made at the nonprofit. Additionally, we work with agencies throughout the year to determine how previoustrainings have helped and what additional training is necessary. We monitor the strength of the organizations over time through site visits and regular interaction with the nonprofit community.Finally, we measure success by our reach, the number of nonprofits represented at the trainings, and the number of individuals in attendance.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2024 - $5,000 for the Nonprofit Initiative2025 - $2,500 for the Nonprofit Initiative Thank you for this past support!
If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

Placer Community Foundation did receive a FY2025-26 grant award of $2,500, for which we are very grateful. Those funds have been spent toward providing high quality trainings in late 2025and early 2026. Topics included:- How to market bequests- AI best practices- Board basics- Fundraising in a volatile landscape- Marketing and communication with an eye toward the next generation Overall, 1,907 training hours served 136 distinct organizations in 2025.

If full funding is not available, how will the organization be able to accomplish the proposed effort? If full funding is not available, PCF will offer fewer training opportunities each year, reaching fewer nonprofit organizations.

PCF solicits over 60+ businesses, banks, donor advised funds and other entities for NPI sponsorship and actively solicits new sponsors every year. The cost of providing NPI’s five half-daytrainings, one full-day Nonprofit Leadership Summit, and year-round guidance in 2026 is approximately $91,000. Below is a sample of the diverse nature of these prospective sponsors.

Secured:

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$500 each: Larry and Linda Welch Charitable Fund and Thomasmeyer Family Fund at PCF$1,000 each: Leo W. Ryan and Geraldine Suskin Community Fund, Propp Christensen Caniglia LLP, Ruth Burgess Women's Fund at PCF$2,000: Robert and Stephanie Snyder Fund$2,500: Kaiser Permanente$10,000: US Bank$20,000: Anonymous Requested:Anthem Properties, Azevedo & Associates, Inc., Central Valley Community Bank, Auburn Toyota, County of Placer, Board of Supervisors, Athens Renewable Energy, Sutter Health Valley Area,Armrod Charitable Foundation, AT&T, Bank of America, Bender Insurance Solutions, Five Star Bank, Old Town Pizza, Meraki Public Affairs, Roseville Automall How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? PCF works to secure low cost or donated training space in multiple locations such as the Placer County Health and Human Services building in Auburn. Some presenters provide their servicespro bono while others accept a stipend for their expertise. In addition to reaching out to past sponsors, each year PCF's Board and staff searches for, solicits and secures sponsorship from newbusinesses and entities who have never supported NPI previously.

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
Placer County Law Enforcement ChaplaincyCounty-wide Chaplain Services-Mission Support Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government Funding USD$ 47,000.00CBF/REACH Grant Request USD$ 30,000.00Corporation/Foundation Funding USD$ 61,950.00Individual Contributions/Membership Dues USD$ 18,000.00Fee for ServiceInvestment/Interest Income USD$ 1,350.00In-Kind Support USD$ 2,500.00Other: fundraisers / USD$ 65,315.00Total USD$ 226,115.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 84,000.00Payroll Taxes and Benefits USD$ 75,800.00Professional Fees (Consultants & Contractors) USD$ 8,100.00Other Compensation USD$ 4,000.00Rent/Utilities/Maintenance USD$ 14,032.00Printing/Supplies/Postage USD$ 11,520.00Equipment USD$ 4,000.00Promotion/Advertising USD$ 1,200.00Travel/Training USD$ 635.00Insurance USD$ 7,000.00Bank Merchant Fees USD$ 600.00Dues & Subscriptions USD$ 1,400.00Accounting Services USD$ 2,000.00Website Services USD$ 1,500.00Program Expenses USD$ 7,550.00Volunteer/Officer Appreciation USD$ 1,700.00Other USD$ 1,078.00Total USD$ 226,115.00 Proposed Effort Budget NarrativeThe above budget items are for operational costs and chaplain resources. Funds are expended each year. Salaries are set to remain competitive in the market and expenses,as everywhere, are going up. We work on a frugal budget being careful not to overspend.

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.

Placer County Law Enforcement Chaplaincy is seeking $30,000 to further its mission of delivering immediate grief and crisis support to members of the Placer community, including Rosevilleresidents who account for approximately 32% of our service calls.

Our organization plays a vital role in assisting law enforcement with community outreach and offers additional support to law enforcement personnel, complementing their Employee AssistanceProgram (EAP) resources, especially during times of work-related stress that may impact their mental health.

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Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
6 Board Members1 Paid Staff (F/T)1 Paid Staff (P/T)36 Volunteers44.00 SUBTOTAL44.00 TOTALDate Founded:

Placer County Law Enforcement Chaplaincy was founded in 1979 as a resource for Placer County law enforcement personnel at the request of newly elected Sheriff Don Nunes and wasincorporated as a 501(c)3 in 1986.

Since its founding, all law enforcement agencies which operate in Placer County have recognized and utilized our services. These agencies represent city, county, state, and federal jurisdictions.Roseville PD is one of our most frequent "clients" following the coroner’s office, accounting for approximately 32% of our emergency calls for service.

Organization's Mission:

The mission of the Placer County Law Enforcement Chaplaincy is to provide steadfast spiritual, emotional, and mental support to members of the law enforcement community, their families, andall residents of Placer County.

Composed of dedicated trained volunteers, the chaplaincy responds with compassion to individuals experiencing personal tragedy or crisis, offering practical assistance and a reassuringpresence during times of need. All services are delivered with the utmost confidentiality, without discrimination, and at no cost, ensuring support is accessible to all, irrespective of background orcircumstance.

Through discreet acts of service, chaplains assist officers both in professional and personal contexts, enabling them to navigate challenging situations while also extending care to the broadercommunity. Their commitment is demonstrated most profoundly during periods of loss or adversity, as they remain prepared to provide emotional and spiritual guidance, listening attentively andserving with compassion. The work of the chaplaincy is characterized by generosity and humility, reflecting a sincere dedication to uplifting and aiding others whenever and wherever required.

What are the major goals of your organization?
To accomplish its mission, the Placer County Law Enforcement Chaplaincy has established several core goals that guide its work:

1. Rapid Crisis Response: The program ensures that chaplains respond promptly—within 30 minutes—to critical incidents. By offering immediate crisis intervention and emotional support toRoseville residents, the chaplains help individuals make urgent decisions and provide access to ongoing support. This approach is designed to lessen the long-term negative effects of trauma andto strengthen psychological resilience in the aftermath of sudden tragedies, disasters, or crimes.

2. Support for Law Enforcement Personnel: The chaplaincy assigns trained and qualified law enforcement chaplains to accompany patrol officers during ride-alongs, participate in briefings, andjoin command staff and dispatchers during sit-alongs within the Roseville Police Department. Through these activities, chaplains serve as a confidential resource, assisting personnel in managingthe stresses associated with their profession. This support fosters longer careers and helps ensure a higher quality of life after retirement.

3. Logistical Assistance During Emergencies: The chaplaincy provides tangible logistical support to law enforcement and first responders during critical situations. This includes offering commandsupport, food, beverages, aid for citizens, and other requested services, ensuring that those responding to emergencies can focus on their essential duties.

4. Deployment of Critical Incident Stress Management Teams: When needed, the chaplaincy deploys trained Critical Incident Stress Management teams to assist in de-escalating and supportingindividuals or groups affected by traumatic incidents. This service is available to Roseville businesses, citizen groups, law enforcement, and other first responders, helping them cope with theemotional aftermath of challenging events.

What were the major accomplishments of the organization last fiscal year? We supported Placer County in 2025 in the following ways:
* PCLEC responded to 314 emergency call-outs county-wide, 90 of which were in Roseville. 202 hours were spent in Roseville responding to calls.* PCLEC served 1,154 Roseville Citizens on Emergency Call-outs and had 477 Roseville LE interactions/support on call-outs.* PCLEC helped in critical incidents in Roseville which included the domestic violence stabbing death and a child torture death.* PCLEC trained ten chaplain trainees at our 2025 Academy. Three of which are now serving as Community Chaplains.* PCLEC promoted 4 chaplains to supervisor roles.

Will the organization utilize volunteers for this proposed effort? Yes, our Chaplaincy is made up of trained volunteers who respond to the crisis needs of the community and law enforcement. They are on calendar, available to serve 24/7/365. They also attendcommunity events and support Law Enforcement in events such as Every Fifteen Minutes, The Right Choice, PCSO Community Awareness Academy, Police Week, DUI Checkpoints, NationalNight Out, Placer Protect - Senior Resource Fair, Shop with a Cop.

PCLEC volunteer chaplains are critical to the mission of this organization.

Describe the need for this proposed effort and evidence of community support.

There is no prediction of need for our services; however, past experience tells us that we are called upon to support the needs of the community through law enforcement and Roseville Firedepartment during both critical incidents and natural death calls in the city of Roseville. One major critical incident could impact dozens, if not hundreds of citizens (such as the Mahany Parkshooting) and PCLEC is at the ready to serve. In 2025, we served 1,154 citizens in Emergency Call outs and hundreds more in community events such as National Night Out and Shop with aCop.

First responders often express their appreciation for our presence. We were present with officers and in Dispatch during the Mahany Park shooting. We provided food and drinks for theinvestigative officers throughout both homicide events, which covered the span of 10-12 hours each.

When we tend to people in their time of need, we often hear from families who are extremely grateful for the assistance we provide. We supported families during their time of grief during afentanyl overdose which included support through the subsequent trial of the drug dealer. From a recent phone call, one family member expressed gratitude for the chaplain's presence and clearthinking during their grief and requested a chaplain to attend to the funeral. This is a regular occurrence.

The City of Roseville, as you know, is growing with all the new housing in West Roseville. Projected population for 2026 is 163,000 to 168,000. With this increased population comes increasedneed for services. We expect the call-out service requests to increase as well. PCLEC continues to provide 24/7/365 availability and service to ALL Placer County residents. When we arerequested, either by Roseville agencies or by Placer County law enforcement, we show up.

Whereas most community resources provide targeted services on a longer-term basis, our services are provided for anyone in crisis involving loss. Our response is short-term. We provide"pyschological first-aid" as first responders and then attempt to connect those in crisis to care-givers who are skilled and prepared to support in the long term.

Our volunteers are unique compared to the "normal" volunteer in other organizations. Our chaplain volunteers have attended a 16-week Academy for 64 hours of classroom training, been DOJbackground checked, and completed 30 hours of on-scene field training before being deployed individually.

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Between critical incidents, community service events and emergency call-outs, we generally serve around 10,000 citizens and youth county-wide; 1,150-2,500 in Roseville.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

Although we collaborate with all the law enforcement agencies operating within Roseville, as well as county and municipal Law Enforcement entities, as a 5013c we have no formal collaborativearrangements with anyone. We serve alongside benefit organizations such as KidsFirst, Standup Placer, Seniors First. Our Senior Chaplain works with Placer PROTECT, and Placer County'sFetal and Infant Death and Child Death Review Board. He is also on the board of the NorCal Regional Peer Support network which not only collaborates with all law enforcement agencies withinPlacer County but extends state wide as a resource.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

The Placer County Law Enforcement Chaplaincy directly supports the City of Roseville’s strategic goal of fostering a safe and healthy community where people feel safe and secure. Chaplainsprovide 24/7 on-scene emotional and practical support to victims of crime, families experiencing crisis, loss, and first responders during critical incidents. By working collaboratively with lawenforcement and community partners, the Chaplaincy helps stabilize traumatic situations, reduce long-term impacts of crisis, and protect vulnerable individuals in moments of greatest need. Thisproactive, relationship-based approach strengthens trust, resilience, and shared responsibility for community safety.

The Chaplaincy also aligns with Roseville’s goal of creating a transparent and accountable environment by ensuring services and resources are readily accessible. Information about chaplainservices, response processes, and community support resources is available both online and in person, and chaplains serve as a visible, approachable point of connection between lawenforcement and the public. Through clear communication, consistent presence, and accountable service delivery, the Chaplaincy enhances access to support and reinforces public confidence incommunity safety systems.

Define anticipated outcomes for this proposed effort. How will success be measured? Measuring success is difficult with those who are experiencing traumatic events and heartbreak on “the worst day of their lives.” The Placer County Law Enforcement Chaplaincy counts it asuccess when officers are able to return safely home and engage with their families in “normal” fashion after a difficult event because we have spent time letting them "download". Chaplainsestablish successful outcomes each time they assist grieving family members in navigating and connecting with the service/support system associated with death and traumatic loss. Sometimesjust getting them to drink a little water (self-care) or select a funeral home is a major success.

Returning citizens and officers to a functional state following loss is a soft, almost intangible factor–identified in personal resilience and the ability to resume life and work within a ‘reasonable’period of time and without intrusive or debilitating distractions of memory.

Because we are performing "triage," we are seldom able to see the long-term success of our interactions. Occasionally, individuals and law enforcement take the time to write us a noteexpressing their thanks and appreciation for what we do. For example, throughout the investigation of the torture of two children, one of whom was murdered. Our Law Enforcement Chaplainswere on stand-by at the Roseville Police Department throughout the day. Meals were provided to those out on scene conducting the “on-site” investigation, and to those rotating in and out of theperimeter” hold. Throughout the following days, chaplains who attended briefings were thanked and praised for their presence and availability in supporting them throughout a very difficultsituation.

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: $23,313 for special/critical events, volunteer training, management & support and ongoing operational support.2023-2024: $45,000 for special/critical events, volunteer training, management & support and ongoing operational support.2022-2023: $45,000 for special/critical events, volunteer training, management & support and ongoing operational support2021-2022: $30,000 for special/critical events, volunteer training, management & support and ongoing operational support2020-2021: $12,077 for special/critical events, volunteer training, management & support and ongoing operational support If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

PCLEC received $23,313 in August 2025. This was incorporated into our general funding and utilized as monthly operational expenses. As costs increase across the board and funds/grantsdecrease, we find it challenging to meet basic operational needs. Grant monies are expended each year meeting basic operational needs.

If full funding is not available, how will the organization be able to accomplish the proposed effort? We will continue to solicit funds from other donor sources and fundraisers. Even if there becomes a budget shortfall our chaplain volunteers would continue to serve minimally; however, some ofthe resources we supply would be greatly impacted or discontinued completely. Chaplain training would be limited or reduced such as our yearly Community Chaplain Academy and othercontinued training resources that are conducted monthly for our seasoned chaplains. Hours of our paid employees could be reduced. Worst case, we would discontinue using valuable operationalresources which would greatly impact our service.

As a county-wide non-profit seeking mission support rather than funding for a particular program or project, we rely on a variety of fundraisers (some operated by us, others put on for us), privatefoundation grants, a competitive grant (Tahoe/Truckee Community Grant) and private individual donations and mission support from a couple local churches. The following are the typicalcontributions of the local government entities.

Placer County: $45,000Rocklin City: $1,500Lincoln City: $1,500Auburn City: $1,500 How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Our organization has limited flexibility in reducing expenses further without negatively impacting our core services. As our primary financial commitment is to personnel, maintaining competitivesalaries is essential for retaining qualified staff and ensuring effective program delivery. We continually assess operational efficiency, but substantial cuts would jeopardize our mission fulfillment.

Therefore, in the absence of grant support, our strategic approach focuses on diversifying funding streams. We plan to enhance our existing fundraising initiatives and explore new opportunities,such as community partnerships, donor outreach, and special events, to sustain and grow our mission-driven activities. This approach will help us build a more resilient financial foundation whilecontinuing to serve our stakeholders effectively.

If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.

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City of Roseville
FY2026-27 CBF Grant
Placer Justice FoundationRoseville Victim Services & Prevention Project Requested Amount
USD$ 32,500.00
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$ 32,500.00Corporation/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$ 32,500.00 Proposed Effort Expenses Proposed Effort AmountMDIC Resource Fairs- Educational Supplies USD$ 2,500.00MDIC- Interview Room supplies/snacks/toys USD$ 3,000.00E&R Victim Support Materials/Court Book USD$ 2,000.00E&R Printing Costs for Resource Materials USD$ 1,000.00Victim Services-Educational Materials USD$ 1,000.00Victim Services- Translation/Accessibility materials USD$ 1,000.00SART-Training/Outreach USD$ 1,500.00SART- Survivor Support/Care Kits USD$ 2,000.00Prevention/Outreach Programs- 1 Pill Can Kill, Teen Dating Violence, citizens Academy, Criminal Justice PathwaysUSD$ 3,000.00Retail theft Initiative- Business Education Materials USD$ 1,500.00Retail theft- Partner Outreach & Materials USD$ 1,000.00Retail Theft- Victim/Employee Support Resources USD$ 1,000.00Victim Assistance Emergency Fund USD$ 5,000.00Billboards/Advertising/Social Media Campaigns USD$ 4,000.00Placer Protect- Resource Fairs- Educational Supplies/ Food/Drink/ResourcesUSD$ 3,000.00Total USD$ 32,500.00 Proposed Effort Budget NarrativeFunding these costs will directly advance the Placer Justice Foundation’s goals of supporting victims, preventing crime, and strengthening community coordination acrossPlacer County. Investment in victim services will ensure timely access to trauma-informed support and emergency funding for individuals and families facing immediate safety,financial, and emotional needs that are not otherwise covered by public or nonprofit resources. This support helps stabilize victims, reduces barriers to participation in thejustice process, and promotes long-term recovery.

Funding will also expand prevention and education efforts for youth, families, and seniors, supporting early intervention, public awareness, and risk-reduction strategies thathelp prevent victimization before it occurs. These efforts align with the Foundation’s objective to reduce crime through education and proactive engagement.

Resources dedicated to coordination and partnership development will strengthen collaboration among the District Attorney’s Office, victim advocates, law enforcement,schools, community organizations, and local businesses. This coordinated approach improves service delivery, reduces duplication, and ensures victims are connected to theright resources at the right time.

Finally, funding will support engagement with the business community, particularly around retail theft prevention and victim support initiatives, contributing to safer workplacesand stronger community resilience. Together, these investments create a comprehensive, prevention-oriented continuum of care that advances all goals outlined in this requestwhile delivering measurable, community-wide impact.

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 Placer Justice Foundation requests $32,500 to provide trauma-informed victim services, emergency assistance, and prevention education for Roseville residents of all ages. Funds willsupport youth assemblies, resource fairs, and business engagement initiatives while strengthening coordination among law enforcement, community partners, and residents to reduce crime andbuild a safer, more resilient community.

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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:
10 Board Members0 Paid Staff (F/T)0 Paid Staff (P/T)5 Volunteers15.00 SUBTOTAL15.00 TOTALDate Founded:

Feb 14, 2024
Organization's Mission:

The Placer Justice Foundation supports victims of crime through emergency funding not otherwise readily available, advances prevention and education, and strengthens community safety byproviding resources, outreach, and strategic support to the Placer County District Attorney’s Office. The Foundation works to build a safer, more resilient county by supporting individuals, families,and businesses through proactive criminal justice measures.

What are the major goals of your organization?
Support Victims of Crime Across the LifespanProvide trauma-informed services and emergency assistance to individuals and families impacted by crime, ensuring timely access to advocacy, resources, and stabilization.

Prevent Crime Through Education and Early InterventionDeliver prevention programs, public awareness campaigns, and early intervention initiatives targeting youth, families, and seniors to reduce victimization and promote safer communities.

Strengthen Coordination Across SystemsEnhance collaboration among victim services, law enforcement, the District Attorney’s Office, schools, community partners, and local businesses to create a unified, efficient, and prevention-oriented network of support.

Engage the Community as Active Partners in Safety and RecoveryFoster resident and business involvement in prevention, victim support, and community resilience efforts, building a safer, stronger, and more connected Placer County.

What were the major accomplishments of the organization last fiscal year? Supported Core Victim-Centered Programs:Provided services through MDIC, Victim Services, SART, PROTECT, and the Empower + Resilience Project, ensuring victims of crime received trauma-informed support, advocacy, andemergency assistance.

Advanced Prevention and Education:Delivered Teen Dating Violence Assemblies, Citizens Academy, Criminal Justice Pathways, and 1 Pill Can Kill Placer programs, reaching youth, families, and the broader community withprevention-focused education.

Expanded Public Resources:Maintained and enhanced online portals addressing domestic violence, human trafficking, strangulation, online safety, and grooming, increasing access to timely information and resources forresidents.

Strengthened Retail Theft Prevention:Supported the Retail Theft Initiative through coordination with law enforcement and engagement with local businesses to prevent crime and enhance community safety.

Built and Deepened Partnerships:Strengthened collaboration across public agencies, nonprofit organizations, schools, and the private sector to improve coordination, efficiency, and effectiveness in victim support and preventioninitiatives.

Will the organization utilize volunteers for this proposed effort? Yes, the Placer Justice Foundation will utilize volunteers to support components of the proposed effort. Volunteers play a supportive role in community outreach, prevention education events,resource fairs, and administrative assistance, helping extend the Foundation’s reach while ensuring services remain accessible and efficient.

Volunteers may assist with event logistics, community education activities, material distribution, and public awareness efforts such as MDIC and Placer PROTECT resource fairs, preventioncampaigns, and business engagement initiatives. All volunteers are trained, supervised, and deployed in roles appropriate to their skills and experience.

Direct victim services, trauma-informed advocacy, and case-related support are provided by trained professionals and authorized advocates to ensure confidentiality, quality of care, andcompliance with legal and ethical standards. Volunteers do not replace professional staff in sensitive service areas but enhance overall program capacity.

Through structured volunteer engagement, the Foundation is able to leverage community involvement while maintaining accountability, safety, and high-quality service delivery.

Victor Pecoraro- Chair, VolunteerRachel Wesp- Vice ChairDebbie Boyd- Secretary, Chair VSS CommitteeLaura Collanton- Treasurer, Chair Finance Committee, Speaker/Presenter at 1 Pill Can Kill EventsTammy Morgan-Foglia- Director, Chair Outreach CommitteeDarryl Steinhauer, Director, Chair Governance CommitteeFrank Udvarhely, DirectorLori Miller, DirectorLorraine Gingery, DirectorRegina Chavez, Director, Speak/Presenter at 1 Pill Can Kill Assemblies Laura Didier- Volunteer, Speak/Presenter at 1 Pill Can Kill AssembliesChris Didier- Volunteer, Speak/Presenter at 1 Pill Can Kill AssembliesElizabeth Cheryl- Volunteer, Speak/Presenter at 1 Pill Can Kill Assemblies Doug Vanderschoot- Volunteer, Speaker/Presenter at Teen Domestic Violence AssembliesLynette Vanderschoot- Volunteer, Speaker/Presenter at Teen Domestic Violence Assemblies Describe the need for this proposed effort and evidence of community support.

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Individuals and families impacted by crime in Placer County often face complex and lasting challenges that extend well beyond the initial incident. These challenges include trauma, ongoingsafety concerns, financial instability, and difficulty navigating multiple systems such as law enforcement, courts, and social services. While services exist, community feedback consistentlyindicates a need for more coordinated, accessible, and prevention-focused support—particularly for victims whose needs fall outside the scope or timing of traditional funding sources.

Youth, seniors, and families are especially vulnerable to victimization without early intervention and education. Rising concerns related to domestic violence, human trafficking, online exploitation,substance misuse, and retail theft further demonstrate the need for a comprehensive approach that combines victim services with prevention, education, and community engagement. Localbusinesses have also expressed the need for greater collaboration to address crime that impacts employee safety, customer well-being, and economic stability.

Community support for this effort is demonstrated through sustained partnerships and active participation across public agencies, nonprofits, schools, and the private sector. The Placer JusticeFoundation works closely with the District Attorney’s Office, law enforcement agencies, victim advocates, educators, and business leaders to deliver coordinated services and preventioninitiatives. Strong participation in programs such as Teen Dating Violence Assemblies, Citizens Academy, the Retail Theft Initiative, and public safety education campaigns reflects broadcommunity engagement and demand for these services.

Additionally, referrals to victim services, utilization of public resource portals, and ongoing collaboration requests from community partners and businesses provide ongoing evidence of need andsupport. Funding this proposed effort will allow the Foundation to respond to clearly identified community priorities, strengthen collaboration, and ensure that victims and residents across all ageshave access to timely, trusted, and effective support.

The proposed effort serves Roseville residents of all ages impacted by crime, including children, teens, adults, seniors, crime victims, families, and local business owners and employees.Services are designed to address both immediate victim needs and long-term prevention and resilience, ensuring support across the lifespan.

Through this effort, the Placer Justice Foundation anticipates serving approximately 3,000–5,000 Roseville residents annually through a combination of direct victim services, emergency financialassistance, prevention education, public outreach, and business-focused crime prevention initiatives. This includes individuals receiving direct advocacy and emergency support, youth and adultsparticipating in prevention programs, and residents reached through education, training, and community engagement activities.

Differentiation from Similar Services
This proposed effort is distinct from other services in the community in several key ways:

Direct Integration with the District Attorney’s Office: As the nonprofit partner to the Placer County District Attorney’s Office, the Foundation is uniquely positioned to integrate victim services,prosecution, prevention, and business engagement. This allows for trusted, coordinated support that minimizes duplication and ensures victims are connected to services early and efficiently.

Emergency Funding Gap Coverage: The Foundation provides emergency financial assistance for victim needs not otherwise covered by government programs or other nonprofits, filling criticalgaps related to safety, stabilization, and recovery.

Comprehensive Continuum of Care: Unlike programs focused on a single population or service type, this effort spans child abuse intervention, youth prevention, adult and senior victim services,and business crime prevention—creating a coordinated, prevention-oriented continuum.

Business Community Engagement: The effort uniquely includes collaboration with local businesses to address retail theft, employee safety, and victim support, strengthening both public safetyand economic resilience.

Ensuring Service to Roseville Residents and Compliance with Funding Guidelines The Placer Justice Foundation uses established processes to ensure that services funded through this effort are provided exclusively to Roseville residents, in compliance with City fundingguidelines. Residency is verified through case referrals, law enforcement reports, service intake documentation, and program registration processes. For prevention and outreach activities,participation is tracked by location, school district, or business address to ensure services are delivered within Roseville.

Data collection and reporting systems track residency, services provided, and outcomes to ensure accountability and transparency. These procedures allow the Foundation to meet fundingrequirements while ensuring that City resources directly benefit Roseville residents most impacted by crime and safety concerns. *Numbers represent estimated reach; individuals may participate in more than one activity 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, ongoing collaboration among public agencies, nonprofit organizations, schools, and the business community to ensure effective, coordinatedimplementation.

Placer County District Attorney’s OfficeServes as the primary public partner, providing case coordination, program oversight, and integration with prosecution and victim advocacy efforts. The District Attorney’s Office ensures alignmentbetween victim services, prevention initiatives, and the criminal justice process.

Victim Services & AdvocatesProvide direct, trauma-informed support to victims, including crisis response, safety planning, referrals, and ongoing advocacy. Advocates identify client needs, connect individuals to emergencyfunding and services, and provide feedback on service gaps and emerging trends.

Law Enforcement AgenciesCollaborate on coordinated response and prevention efforts, including referrals to victim services, participation in prevention education, and engagement in initiatives such as retail theftprevention. Law enforcement partners help ensure timely intervention and community trust.

Schools and Youth ProgramsPartner in delivering prevention education, early intervention, and awareness programs for youth, including topics such as dating violence, online safety, and substance misuse. Schools assistwith access to students, families, and educators and help identify emerging needs.

Local Businesses & Industry PartnersParticipate in retail theft prevention efforts, employee safety training, and victim support initiatives. Businesses also contribute to community awareness, share data on emerging trends, and investin prevention strategies that support a safer economic environment.

Placer Justice FoundationServes as the coordinating entity, aligning partners, managing resources, facilitating communication, and ensuring a unified, prevention-oriented approach. The Foundation bridges public andprivate sectors to deliver efficient, community-centered outcomes.

Together, these partners ensure the proposed effort is comprehensive, well-coordinated, and responsive to the needs of Roseville residents and the broader Placer County community.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

The proposed effort directly aligns with the Roseville City Council’s Strategic Plan by advancing priorities related to public safety, community well-being, strong partnerships, and a resilient localeconomy.

First, the effort supports the City’s commitment to public safety and crime prevention by strengthening victim services, enhancing coordination with law enforcement and the District Attorney’sOffice, and expanding prevention education for residents of all ages. By providing trauma-informed support and emergency assistance to victims, the Foundation helps stabilize individuals andfamilies while supporting effective participation in the justice system—contributing to safer neighborhoods and reduced repeat victimization.

Second, the proposed effort advances community well-being and quality of life by addressing the long-term impacts of crime, including trauma, financial instability, and safety concerns. Preventionand education initiatives focused on youth, families, and seniors align with the City’s emphasis on proactive, upstream solutions that reduce harm before it occurs and promote healthier, moreresilient communities.

Third, the effort reflects the Strategic Plan’s focus on collaboration and partnerships. As the nonprofit partner to the Placer County District Attorney’s Office, the Foundation serves as a connectoramong local government, law enforcement, schools, nonprofits, and the business community. This coordinated approach improves efficiency, reduces duplication of services, and ensuresresidents receive timely, trusted support.

Finally, engagement with local businesses—particularly through retail theft prevention and victim support initiatives—supports economic vitality and business safety, helping protect employees,customers, and local commerce. These efforts contribute to a stable business environment and reinforce Roseville’s commitment to a safe, thriving local economy.

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Together, this proposed effort supports the City Council’s Strategic Plan by promoting safety, strengthening community partnerships, enhancing resident well-being, and fostering a resilient andeconomically healthy Roseville.

Define anticipated outcomes for this proposed effort. How will success be measured? The proposed effort will strengthen victim support, expand prevention, and improve coordination across Placer County’s justice and community systems. Anticipated outcomes include increasedaccess to timely, trauma-informed services for crime victims; expanded prevention education for youth, families, and seniors; stronger engagement of the business community in crime preventionand victim support; and improved collaboration among the District Attorney’s Office, law enforcement, victim advocates, schools, and community partners.

Success will be measured using both quantitative and qualitative indicators, including:

Victim Support & Stability
Number of victims served and assisted with emergency funding Types and timeliness of services provided
Reduction in unmet victim needs not covered by other funding sources Prevention & Education
Number of prevention presentations, trainings, and outreach events conducted Number of youth, adults, and seniors reached through education programs Materials distributed and use of online safety and prevention resource portals Community & Business Engagement
Number of businesses participating in retail theft prevention and victim support initiatives Participation levels in collaborative prevention and safety efforts System Coordination
Number and strength of cross-agency partnerships supported Improved referral pathways between victim services, law enforcement, and community organizations Qualitative Impact
Feedback from victims, advocates, community partners, and business participants Case examples demonstrating improved safety, access to services, and recovery outcomes Together, these measures will demonstrate the program’s effectiveness in supporting victims, preventing future crime, and building a more coordinated and resilient Placer County.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.

This will be our first time applying for funding.

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, the Placer Justice Foundation will prioritize core victim services and prevention activities that have the greatest immediate impact on community safety and victimstability. Existing partnerships with the Placer County District Attorney’s Office, law enforcement agencies, victim advocates, schools, and community organizations will allow the Foundation tocontinue delivering coordinated services by leveraging shared resources, in-kind support, and established infrastructure.

Emergency assistance for victims and trauma-informed support will remain a top priority, with available funds directed first to individuals and families facing urgent safety and financial needs notcovered by other sources. Prevention and education efforts will be scaled strategically, focusing on high-need populations and programs with demonstrated effectiveness and strong communitydemand.

The Foundation will also pursue additional funding through private donations, business partnerships, and complementary grants to help fill gaps and sustain key initiatives. Programimplementation will be adjusted to align with available resources while maintaining service quality, accountability, and coordination across partners.

Through careful prioritization, strong collaboration, and diversified funding strategies, the Placer Justice Foundation will be able to continue advancing the goals of victim support, crimeprevention, and community resilience, even if full funding is not secured.

There is no other funding received or requested at this time.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? The Foundation ensures sustainability through diversified funding, including private donations, business partnerships, in-kind contributions, volunteer support, and integration with DA Officeoperations to minimize overhead. Grant funding helps stabilize and strengthen programs while long-term support is built through community investment.

Emergency assistance funds allow victim advocates to respond immediately when a victim’s safety, stability, or ability to participate in the justice process is at risk. These funds are used on ashort-term, needs-based basis and may include:

Emergency lodging for victims fleeing domestic violence, sexual assault, or human trafficking Transportation assistance, including gas cards, rideshares, or temporary transit support to attend court, medical appointments, or relocate to safety Food and basic necessities, such as groceries, hygiene products, diapers, and formula Clothing and personal items for victims displaced due to violence or crime Childcare assistance to allow victims to attend court proceedings, forensic interviews, or counseling Phone replacement or service assistance to restore safe communication after a device is lost, damaged, or compromised Short-term hotel stays for victims and families awaiting shelter placement or relocation Security-related expenses, such as temporary locks or safety measures following a crime These funds are deployed quickly to stabilize victims during critical moments and remove barriers to safety, healing, and justice participation.

If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.

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City of Roseville
FY2026-27 CBF Grant
Ready, Set, Grow! School Garden NetworkExpanding Outdoor Learning Opportunities for Roseville Youth Requested Amount
USD$ 35,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 35,000.00Corporation/Foundation FundingIndividual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 35,000.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/Postage USD$ 3,500.00Equipment USD$ 21,000.00Promotion/AdvertisingTravel/TrainingInsurance USD$ 1,500.00Other - Garden Construction Materials (beds, soil, compost, mulch)USD$ 9,000.00Total USD$ 35,000.00 Proposed Effort Budget NarrativeFunding requested through the City of Roseville REACH grant will support the construction and installation of school garden infrastructure and instructional garden spaces atparticipating Roseville elementary schools. The proposed budget is limited to one-time, program-specific expenses and does not include staffing costs. School gardencoordination and docent management will be funded separately by participating schools through service agreements with Ready, Set, Grow! School Garden Network.

Equipment expenses support the purchase and installation of raised garden beds, durable garden infrastructure, and related materials necessary to establish functional,accessible learning spaces. These items create permanent garden assets that will be used by students and educators throughout the school year and beyond.

Other garden construction materials include soil, compost, mulch, and landscape fabric required to prepare planting areas, improve accessibility, and ensure safe, productivegrowing conditions. Printing and supply costs support educational signage, plant labels, instructional materials, and curriculum supports that allow the gardens to function asoutdoor classrooms aligned with academic instruction.

Insurance costs are directly associated with operating educational programming on school campuses and ensure that garden activities can be delivered safely andconsistently.

By focusing REACH funding on garden construction and instructional infrastructure, the proposed effort establishes long-lasting outdoor learning environments that expandaccess to hands-on education for Roseville children while maintaining financial sustainability through school-supported program coordination.

Additional philanthropic funding is being pursued to expand garden programming beyond the scope of this request, including support from regional and national foundationsfocused on nutrition and youth education.

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.

Ready, Set, Grow! School Garden Network requests $35,000 to establish three new school gardens and enhance two existing gardens in Roseville-area elementary schools. Funds will supportgarden infrastructure, materials, and a trained garden docent program serving approximately 2,430 children in grades TK–6 through hands-on outdoor learning and nutrition education.

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Ready, Set, Grow! School Garden Network builds and sustains school gardens that serve as outdoor classrooms, providing children with hands-on learning experiences that connect nutritioneducation, environmental stewardship, and academic enrichment. The organization partners with schools and families to ensure equitable access to high-quality garden-based learning during theschool day.

What are the major goals of your organization?
- Expand access to school gardens as instructional spaces across Roseville-area elementary schools - Increase children’s exposure to nutrition education and hands-on science learning - Train and support volunteer garden docents to deliver consistent, curriculum-aligned lessons - Build sustainable, school-owned garden programs supported by community partnerships - Reduce barriers to outdoor learning for schools with limited resources or green space What were the major accomplishments of the organization last fiscal year? Although newly incorporated, Ready, Set, Grow! is built on over five years of demonstrated school garden leadership. In the prior fiscal year, program leadership successfully:- Supported garden programs at four elementary schools- Coordinated dozens of garden lessons reaching hundreds of children- Mobilized parent and community volunteers for garden builds and maintenance- Secured approximately $45,000 in grant funding for school garden programs that helped build a brand new school garden and upgraded two existing programs.- Developed evaluation tools, lesson tracking systems, and a scalable docent model Will the organization utilize volunteers for this proposed effort? Yes. Volunteers are essential to the proposed effort.

Volunteer roles include:

Garden Docents: Lead hands-on research-based lessons during the school day in coordination with teachers Garden Work Day Volunteers: Assist with garden builds, soil preparation, and maintenance Parent Garden Coordinators: Support scheduling, communication, and on-site logistics Master Gardeners: Provide technical guidance and horticultural expertise Approximately 1,400 volunteer hours are contributed annually.

Describe the need for this proposed effort and evidence of community support.

Many elementary campuses in the Roseville area lack dedicated outdoor learning spaces that are intentionally designed for instruction. On numerous sites, available outdoor space is largelyblacktop and play structures, with limited access to living systems that support hands-on science learning, nutrition education, and environmental stewardship during the school day. Schoolgardens address this gap by creating consistent, standards-aligned opportunities for children to learn through direct experience—planting, observing, measuring, harvesting, and connecting foodand ecosystems to real-world skills. This approach supports both academic learning and wellness by providing a structured environment for movement, sensory learning, teamwork, and positiveconnection to the outdoors.

The need is particularly urgent because many schools serve a substantial proportion of children from economically vulnerable households, where access to fresh food experiences, gardeningopportunities, and enrichment programming is often limited outside of school.

According to the National Center for Education Statistics (NCES), the number of students eligible for free or reduced-price meals is significant at multiple participating schools, includingStoneridge Elementary (303 of 481 students; ~63%), Westbrook Elementary (314 of 546; ~57.5%), Riego Creek Elementary (371 of 660; ~56.2%), and First Street Elementary (262 of 389;~67.4%).

Even at schools with comparatively lower eligibility rates, such as Rocklin Elementary (239 of 613; ~39%), school gardens ensure that all children—regardless of household resources—haveaccess to high-quality outdoor learning and nutrition education during the school day.

Community support for this effort is demonstrated through strong school partnerships and a proven volunteer model. Ready, Set, Grow! will mobilize approximately 65 garden docents (about 12per school) who commit to delivering one 60-minute garden lesson per month to a paired classroom for the full academic year, creating consistent instructional access while minimizing demandson teachers.

Each school will also host two garden work days per year with approximately 25 volunteers per work day, supported by 2–3 parent leaders per school and at least one designated MasterGardener for technical guidance. In addition, participating school communities are committing to long-term sustainability through PTC/PTO financial support for ongoing school gardencoordination beyond the grant period. Together, these commitments demonstrate broad community buy-in, readiness to implement, and the capacity to sustain the proposed effort once gardensare established.

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The proposed effort will serve approximately 2,430 children across five elementary schools:

Westbrook Elementary (RCSD): ~600 children
Stoneridge Elementary (RCSD): ~350 children, including 50 students in a countywide deaf and hard-of-hearing program Riego Creek Elementary (RCSD): ~700 children
First Street Elementary (WPUSD): ~280 children
Rocklin Elementary (RJUSD): ~500 children (Title I school) All services are delivered on school campuses during the school day, ensuring beneficiaries are local children and families. Ready, Set, Grow! is uniquely positioned through its docent-baseddelivery model, strong school partnerships, and proven ability to mobilize volunteers while maintaining program consistency.

A core component of the proposed effort is Ready, Set, Grow!’s School Garden Docent Program, a structured volunteer-led instructional model refined over the past three years at SpangerElementary School. In this model, one trained volunteer garden docent is paired with a single classroom for the full academic year. The docent delivers a 60-minute, hands-on garden lesson onceper month, aligned with grade-level learning goals and coordinated with the classroom teacher.

This consistent, relationship-based approach has proven highly effective, providing children with repeated exposure to nutrition education, plant science, and environmental stewardship whileminimizing demands on teachers and school staff.

At Spanger Elementary, the docent program has operated successfully for three consecutive years, serving multiple grade levels and reaching the majority of enrolled students annually. Themodel has resulted in high student engagement, strong teacher participation, and sustained volunteer retention. Because the docent remains with the same class throughout the year, lessonsbuild sequentially, reinforce prior learning, and create a sense of ownership and care for the garden space.

This proven model is now being intentionally scaled to additional Roseville-area schools through Ready, Set, Grow!’s coordinated training, lesson planning, and volunteer support structure.

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:

School Districts & School Sites: Provide access, scheduling, and instructional alignment Parent-Teacher Organizations: Contribute financial support and volunteer coordination Teachers: Integrate garden lessons into classroom learning UC Master Gardeners: Offer technical expertise and training support These partnerships increase efficiency, reduce costs, and strengthen long-term sustainability.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

This effort aligns with Roseville’s Strategic Plan priorities by:

Expanding educational enrichment opportunities for children Supporting healthy lifestyles through nutrition education Strengthening community engagement and volunteerism
Enhancing public spaces used by families and children
School gardens serve as shared community assets that promote learning, wellness, and civic connection.

Define anticipated outcomes for this proposed effort. How will success be measured? The proposed effort will result in measurable, school-year-long access to hands-on garden-based learning for approximately 2,430 children across five elementary school campuses. Outcomesinclude the delivery of structured, monthly garden lessons aligned to grade-level learning goals; increased student engagement in nutrition education, plant science, and environmentalstewardship; and expanded use of outdoor spaces as instructional environments during the school day. Each participating classroom will receive a minimum of one 60-minute garden lesson permonth, delivered by a trained garden docent who remains paired with the class for the full academic year.

Program success will be measured through multiple quantitative and qualitative indicators, including the number of lessons delivered, number of children served per lesson, volunteer participationand hours contributed, and teacher engagement rates. Lesson delivery and attendance will be tracked using standardized lesson logs. Teacher and student feedback will be collected throughsurveys to assess engagement, perceived learning value, and overall program effectiveness.

Garden condition and use will be monitored through established evaluation tools to ensure spaces remain functional, safe, and actively utilized. These data points will be reviewed regularly toguide program adjustments and inform future expansion.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.

None. This is the organization’s first request to 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.

Not applicable. The organization did not receive a FY2025–26 grant award.

If full funding is not available, how will the organization be able to accomplish the proposed effort? If partial funding is awarded, Ready, Set, Grow! will prioritize:
- Establishing gardens at fewer school sites
- Phasing infrastructure purchases
- Maintaining docent services at existing schools
Program scale would be reduced, but core services would remain intact.

Whole Kids Foundation – pending
Sprouts Healthy Communities Foundation – pending
Raley’s – pending

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California Fertilizer Foundation – pending
School PTC/PTA contributions – committed
In-kind donations of labor, materials, and volunteer time – ongoing Total estimated program cost: $55,000
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Sustainability is intentionally built into the program design through a combination of school ownership, volunteer leadership, and diversified funding. Each participating school commits to a tieredservice agreement with Ready, Set, Grow! that includes ongoing coordination and technical support for a minimum of two years. Parent-teacher organizations contribute financially to sustain theSchool Garden Coordinator role, reducing long-term reliance on grant funding.

The garden docent model further enhances sustainability by leveraging trained volunteers to deliver instruction, significantly lowering ongoing operational costs.

All capital investments funded through this grant—including raised beds, soil, and outdoor classroom elements—remain on school campuses and provide multi-year benefit. As gardens becomeestablished, ongoing costs decrease while instructional value increases. Ready, Set, Grow! will continue to pursue diversified funding through foundations, local businesses, and in-kind donationswhile strengthening partnerships with schools and community organizations. This layered approach ensures that the proposed effort remains viable beyond the grant period and can be replicatedat additional Roseville-area schools.

If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.

Funds will support:
- Raised garden beds (24 total across three schools)- Soil and landscape materials- Picnic tables and shade structures- Garden tools and instructional materials These assets have multi-year benefit and remain school-owned.

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
Roseville City School District FoundationRoseville City School District Foundation Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 30,000.00Corporation/Foundation FundingIndividual Contributions/Membership Dues USD$ 45,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 75,000.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceOther - Music education and PIE Grants USD$ 75,000.00OtherTotal USD$ 75,000.00 Proposed Effort Budget NarrativeFunding these costs will allow the Foundation to provide additional grants to the Roseville City School District to support music education and fund this year’s Partners inEducation (PIE) classroom grants.

The Foundation received a record 34 PIE grant applications from certificated and classified staff across the district and was able to fund 24 innovative proposals that enhancehands-on learning, creativity, and student enrichment in 2025. Additional funding received through the CBF grants will allow the Foundation to fund additional proposals in2026.

Included in this year’s total is the Foundation’s ongoing commitment of at least $25,000 annually to expand and strengthen music education across RCSD. This sustainedinvestment provides students with opportunities to explore performance, rhythm, and musical expression, supporting a well-rounded educational experience. Funding receivedthrough the CBF grants will allow the Foundation to make additional contributions to RCSD to further support music education across the district.

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 RCSD Foundation requests $30,000 to expand Partners in Education (PIE) Grants, increasing funding for RCSD staff-led innovative projects that enhance hands-on learning in science,literacy, physical education, technology, wellness and the arts. All RCSD classified and certificated staff may apply individually, by grade level, or department, benefiting TK–8 students district-wide.

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Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
13 Board Members Paid Staff (F/T) Paid Staff (P/T)13 Volunteers26.00 SUBTOTAL26.00 TOTALDate Founded:
2005 by Krista Bernasconi
Organization's Mission:

The Roseville City School District Foundation is an all-volunteer organization dedicated to supporting every school in the district and making a meaningful difference for children in our community.Our mission is to enhance, expand, and enrich educational opportunities for all RCSD students by promoting academic excellence, championing innovation in teaching, and providing sustainedfinancial support district-wide.

We engage families, educators, businesses, and community partners to invest in student success through Partners in Education (P.I.E.) Grants and supplemental support for district musiceducation. Funds are raised through community giving, fundraising events, grants, and donations, ensuring resources benefit all schools and students across the district.

What are the major goals of your organization?
The primary goal of the RCSD Foundation is to enhance, expand, and enrich educational opportunities for all students in the Roseville City School District. Guided by a volunteer Board ofparents, educators, business leaders, and community members, the Foundation works to support a well-rounded education that extends beyond academics.

Key goals include increasing community investment and fundraising capacity to broaden the Foundation’s impact; expanding hands-on, experiential learning opportunities; strengthening accessto high-quality music education; and supporting innovative STEAM programs that spark curiosity, foster creativity, and help students feel connected to their learning. Through these efforts, theFoundation aims to create lasting, positive impacts on students’ educational journeys and inspire a lifelong love of learning.

What were the major accomplishments of the organization last fiscal year? At the end of November, the Roseville City School District (RCSD) Foundation announced it awarded a total of $42,000 to the Roseville City School District to support music education and fundthis year’s Partners in Education (PIE) classroom grants.

The Foundation received a record 34 PIE grant applications from certificated and classified staff across the district and was able to fund 24 innovative proposals that enhance hands-on learning,creativity, and student enrichment. Funded projects span a wide range of focus areas, including science, literacy, wellness, technology, and the arts.

As interest in the PIE program continues to grow, the Foundation is calling on families, organizations, and community members to help close the funding gap. Additional support would allow evenmore staff members to bring forward creative, hands-on learning opportunities that benefit students across all 22 RCSD schools. “We are proud to invest in ideas that spark curiosity and keep students engaged,” said Lou Catalano, Board President of the Roseville City School District Foundation. “When teachers bringforward thoughtful projects that make learning come alive, our role is to help carry those ideas over the finish line. Community support is vital in helping us fund even more of these outstandingproposals.” The Foundation raises funds through its annual Golf Tournament fundraiser, scheduled for May 18, 2026, as well as through year-round community giving. These efforts directly support classroominnovation, music programs, and other student-centered initiatives.

In addition, the Foundation entered into a $10,000 annual sponsorship agreement with Nugget Markets last year, further strengthening its ability to support students and educators throughout thedistrict.

Will the organization utilize volunteers for this proposed effort? Yes. The RCSD Foundation is governed and operated by a 13-member volunteer Board representing diverse professional sectors. The Board meets monthly to review program outcomes, assessemerging district needs, and guide funding decisions. This volunteer leadership ensures responsible stewardship of funds, program sustainability, and alignment with district priorities.

Describe the need for this proposed effort and evidence of community support.

Demand for Partners in Education (P.I.E.) Grants and supplemental music education funding continues to exceed available resources in the Roseville City School District. In the most recent grantcycle, 36 dedicated RCSD staff submitted high-quality proposals to support STEAM and music focused classroom projects; however, the Foundation was only able to fund 26, leaving 10 strong,well-developed proposals unfunded. This unmet demand highlights both the need for additional resources and the strong engagement of RCSD staff seeking innovative, hands-on learningopportunities for students.

The RCSD Foundation is applying for additional funding to help close this gap and respond to demonstrated need. With additional support, the Foundation aims to increase total annualcontributions to the District from $42,000 to $62,000, expanding both music education support and P.I.E. Grants. Specifically, grant funding would allow the Foundation to increase P.I.E. Grantfunding for STEAM and experiential learning from $17,000 to $30,000 in 2026, supporting an estimated 6–7 additional projects. Increasing the likelihood of funding encourages more applicants,recognizing the time and effort required to develop meaningful proposals.

In addition, the Foundation will increase its guaranteed annual contribution to the District for music education from $25,000 by an additional $10,000, strengthening access to instruments,materials, and program support that directly benefit students district-wide. Remaining funds will support operating expenses tied to planning and executing an additional community fundraiser,further leveraging city investment and demonstrating long-term sustainability.

Community support is reflected through strong teacher and staff participation, an engaged all-volunteer Board, and ongoing financial contributions from families, staff, businesses, and communityorganizations. Funding will amplify this collective investment, ensuring more students benefit from enriched educational experiences and reinforcing Roseville’s shared commitment to studentsuccess.

The Roseville City School District Foundation serves elementary and middle school students enrolled in the Roseville City School District, which includes families residing in Roseville andsurrounding neighborhoods within district boundaries. Through this proposed effort, the Foundation will directly support approximately 12,800 TK–8 students through STEAM, music, andclassroom-based enrichment initiatives, with additional indirect benefits to entire classrooms and school communities.

This effort differs from similar community services by delivering enrichment directly within the school day and on school campuses, where access is most equitable. Rather than relying on familiesto seek external programs, the Foundation funds teacher- and staff-led projects aligned with district priorities and student needs, ensuring consistent access to hands-on learning, creativity, andinnovation across all schools.

The Foundation ensures that those served are Roseville residents and that all funds comply with funding guidelines by operating exclusively through RCSD schools. Student enrollment andresidency are verified by the District, and all projects, purchases, and expenditures are reviewed and approved by school or district leadership. Funds are used solely for eligible program costs,materials, and services, not direct cash assistance and are fully documented and monitored. As the District’s official partner foundation, the RCSD Foundation provides accountable, transparent,and data-informed support that reaches students efficiently and equitably where learning already occurs.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

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Yes. The RCSD Foundation collaborates closely with the Roseville City School District and the Superintendent to ensure that all funded projects align with the District’s mission and vision. Thispartnership helps guarantee that P.I.E. Grants and music initiatives complement existing programs, avoid duplication of funding, and effectively address staff-identified needs. The District providesoversight, approves project proposals and expenditures, and verifies that resources are used appropriately to maximize student benefit.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

The RCSD Foundation’s proposed effort directly supports multiple core priorities of the City of Roseville’s Strategic Plan, including supporting community engagement, enhancing quality of life,and promoting equitable access to opportunities for youth. By expanding STEAM, music, and hands on learning in schools, the Foundation fosters enriched educational experiences thatstrengthen community engagement and advocacy; ensuring diverse stakeholders, including families, educators, and local partners, are invested in student success. This aligns with the City’semphasis on community engagement and advocacy, encouraging active involvement and investment across the community.Additionally, by building capacity for innovative learning opportunities within the public school system, the Foundation contributes to a healthy, thriving community where children develop criticalskills, creativity, and connection, reflecting the city’s commitment to preserving high quality of life for residents. Supporting equitable access to enrichment during the regular school day also alignswith the Strategic Plan’s broader mission to provide exceptional services that enhance quality of life for all residents.

Define anticipated outcomes for this proposed effort. How will success be measured? The proposed effort is expected to directly benefit RCSD students through expanded STEAM, music, and classroom enrichment opportunities. Success will be measured by the number of P.I.E.Grants awarded, the reach of funded projects, and documented student impact. All grantees submit project summaries, student outcomes, and photos demonstrating how funds were used andlearning objectives achieved.

The $30,000 grant will be strategically allocated: up to $13,000 will fund 6–7 additional P.I.E. Grants, with individual grants capped at $2,000; $10,000 will support expanded Music initiativesacross the District; and $7,000 will support an additional community fundraiser and maintain prior investments, including instruments and classroom materials. Success metrics include thenumber of students served, breadth of classroom enrichment, teacher engagement, and sustained program quality through ongoing support and maintenance.

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 - none noted
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, the RCSD Foundation would proportionally adjust allocations across P.I.E. Grants, music initiatives, and fundraiser/maintenance support. This would directly limit thenumber of projects we can fund, reducing additional hands-on learning and enrichment opportunities for students across multiple schools. While fewer grants or slightly smaller-scale programsmay limit the number of students and classrooms reached, the Foundation will continue to provide meaningful enrichment and support.

The Foundation raises funds through its annual Golf Tournament fundraiser, scheduled for May 18, 2026, as well as through year-round community giving. These efforts directly support classroominnovation, music programs, and other student-centered initiatives.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? As an all-volunteer organization funded entirely through community donations, the RCSD Foundation relies on the dedication of its Board members to sustain programs. Board members leadongoing fundraising efforts, including annual giving campaigns, events, and grant applications, to maintain and grow the impact of P.I.E. Grants and music initiatives. This continuous communityengagement ensures that even after grant funds are expended, resources remain available to support students and educators across the district.

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 - Funding will not be used for capital expenditures 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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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
Roseville Historical SocietyArchive Accessibility and Oral History Projects Requested Amount
USD$ 9,500.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountCBF/REACH Grant Request USD$ 9,500.00USD$ 0.00USD$ 0.00USD$ 0.00Total USD$ 9,500.00 Proposed Effort Expenses Proposed Effort AmountEquipment USD$ 3,000.00Promotion/Advertizing USD$ 250.00Promotion/Advertising USD$ 300.00Travel/Training USD$ 1,500.00Rentals/Subscriptions USD$ 4,450.00USD$ 0.00USD$ 0.00USD$ 0.00Total USD$ 9,500.00 Proposed Effort Budget NarrativeThis proposed effort would be funded entirely by the Roseville Citizens Benefits Fund and alternative grant funding. Prospective expenses reflect equipment, training, travel,rentals and or subscriptions, advertisement, and miscellaneous materials needed for the completion of our projects.

As previously mentioned, the project's equipment includes new computers, hard drives, and microphones. To achieve our goals it is contingent we gain access to thesematerials for the successful capture, processing, and digitization of archival items and audio recording of oral histories. As we seek to upload and transcribe our archive into anonline format, we will need the proper processing power and storage necessary.

Many of our prospective subjects for our oral history project are elderly and may not be physically able to meet us at the Carnegie Museum. We will have to reimbursevolunteers for their travel expenses in order to retrieve important Roseville history from those who are physically unable to access our facilities. Oral history projects requireexpertise, and while we have experienced volunteers, ensuring we have a larger pool of trained personnel is crucial to making this project sustainable. Included in our traveland training budget is money set aside for possible training opportunities.

The materials line of this proposed budget covers any unexpected cost of physical and expendable supplies, such as pens, paper, binders, written materials for archivesignage and manuals, and parts and repairs. The need for these items will be assessed as the project progresses.

Some equipment costs we seek to utilize are included in our rentals and subscription section of our proposed budget. These include rental items such as video cameras andlarge-format scanners. We require subscription services, including ongoing IT support after our initial consultation, Cloud storage, and user interface software for our onlinearchival repository. These fees are necessary because they allow our team of volunteers to focus on the project itself rather than on technological roadblocks.

Lead Agency is:

Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.

We are requesting $9,500 to secure updated technology for our institution that will eventually make our physical archive and oral histories accessible online. Funding allows us to interview citizenswith unique community stories that might otherwise be lost, preserving Roseville’s history for future generations.

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Number of:
12 Board Members0 Paid Staff (F/T)1 Paid Staff (P/T)23 Volunteers36.00 SUBTOTAL36.00 TOTALDate Founded:
1983
Organization's Mission:

The Roseville Historical Society is dedicated to the preservation, celebration, protection, and promotion of the rich history of our city. In pursuing our mission, we strive to bridge the past and thepresent, ensuring that the legacy of Roseville remains a source of enrichment and pride for all who call this city home.

What are the major goals of your organization?
It is the goal of the Roseville Historical Society to be the foundation of preserving Roseville's vibrant history, fostering a deep connection to our heritage, and ensuring that the stories of our pastcontinue to inspire, educate, and enrich the community for generations to come. We achieve this through preservation, education, engagement, inspiration, and celebration.

1. Preserve: Safeguard and curate Roseville's historical buildings, artifacts, archives, and stories that define Roseville's unique heritage.

2. Educate: Fostering a greater understanding and appreciation of our community's past, providing educational programs, exhibitions, and resources that bring the history of Roseville to life.

3. Engage: Foster a sense of pride and connection to Roseville's history by engaging the community through events, outreach, and collaborative partnerships.

4. Inspire: Encourage a sense of wonder, curiosity, and inspiration by exploring the lessons, achievements, and challenges of our history.

5. Celebrate: Commemorate the milestones, people, and traditions that have shaped Roseville into the thriving city that it is today.

What were the major accomplishments of the organization last fiscal year? In October 2025 our institution organized, completely sold-out, 10 walking and cemetery tours that took place over only two weeks. Our program was met with an abundance of enthusiasm fromour local Roseville community and raised funds for our daily museum operations. We not only boosted our organization’s visibility but provided valuable education about Roseville’s historicdowntown, past Roseville residents, and pioneers of Roseville.

Our quarterly speaking series, “Trek Through Time,” featured local historians and scholars who presented varying topics to our subscribing members and wider community. The significant interestand high attendance rate of the series indicates hosting similar events throughout the upcoming year will be crucial for success in increasing visibility, patron participation, and partnerships withlocal organizations.

We featured and celebrated a historically underrepresented group from our Roseville community through the recent installation of the “Sewing Roots Shaping Futures: Sikh Stories in California”exhibit. We continued to see steady museum attendance due to our rotating and permanent museum exhibits.

Will the organization utilize volunteers for this proposed effort? Yes! Museum volunteers and docents are the backbone of our organization. Our volunteer program is hugely successful and incredibly valuable to our institution. Without their expertise, time, andpassion for Roseville’s history our efforts would be impossible to sustain. Currently we have 23 dedicated volunteers, which include 6 museum docents, 8 archive volunteers, 4 Carnegie Kids Cluband classroom educators, and 5 general as-needed volunteers. These volunteers assist in the archives with research, scanning, and documentation and provide the public with historicaleducation and a newfound appreciation of our local history.

In the museum, our volunteers engage with our visitors about the history of Roseville, provide answers to questions, and give tours with information about our exhibits. Docents receive rigoroustraining that is translated into Historic Walking tours, classroom presentations, and field trips. Archival and museum services volunteers apply their knowledge and gain new skills through assistingwith research, processing donations, and creating new exciting exhibits. The training and skill acquisition our volunteers receive not only aids the museum, ensuring longstanding additions to ourorganization, but gives opportunities for local Roseville volunteers to grow as contributing members of our community.

Roseville Historical Society’s newest initiatives include volunteers in their planning, execution, promotion, and presentation, all of which we hope to support by grant funding. Volunteers willdevelop and conduct oral history interviews, and assist in the detailed process of cataloguing and archiving, effectively updating written instructional documentation for our repository. The archivalupdates done by our hardworking volunteers will not only benefit museum operations, but also enhance the research experience of interested community members seeking information aboutRoseville history. Through the successful translation of our archival materials into an online format, our volunteers will have effectively broadened our ability to share and reach a significantlylarger audience with increased accessibility to material. Research inquiries and increased museum interest will also be supported with volunteer execution of our prospective oral history project.Through the collection of oral histories from founding families and members of our Roseville community, the volunteers will contribute even more informative accounts of Roseville historysupported by the newly updated repository and archival system.

Describe the need for this proposed effort and evidence of community support.

Community Need: We receive numerous archival inquiries each month from community members seeking to learn about Roseville’s history, whether they’ve recently moved here or are lifelongresidents researching the city they love. Currently, answering these questions requires a volunteer’s full shift due to outdated technology and organization systems. At this time, most of ourcomputers are 20+ years old and incompatible with modern software, and take extended amounts of time to process simple requests. Local schools and individuals need access to our uniquecollection for family history, city planning, and academic research. With our current setup this is greatly slowed or hindered altogether. There is also growing community concern about losingirreplaceable stories that only longtime residents can tell.

Evidence of Support: The steady stream of in-person and online inquiries demonstrates strong community demand for our archival resources. Our institution houses thousands of unique itemscrucial to telling Roseville’s story, and community members regularly turn to us as the primary resource for questions only we can answer. We have already secured commitments from numerousresidents who are willing and eager to share their personal histories for safekeeping and future education. By modernizing our archive and creating an online database, we will better serve thisdemonstrated need and make our collection accessible to those who cannot visit in person.

Population Served: The Carnegie Museum serves the entire Roseville community, including approximately 27,000 school-aged students, educators, researchers, families, and lifelong learners ofall ages. While we welcome out-of-town guests, our primary mission focuses on serving Roseville residents. This project will reach a wide audience spanning multiple generations—fromelementary students conducting local history projects to senior citizens preserving their family legacies.Differentiation: The Carnegie Museum is the only institution in Roseville fully devoted to preserving and promoting local history. Our facility differs from others who may offer similar services, suchas the public library, in our infrastructure, physical space, and dedicated archival technology. Our specialized collection of thousands of unique artifacts and our expertise in local history researchmake us the primary resource for questions about Roseville’s past.

Our processes prioritize Roseville residents in multiple ways:- Oral history interviews will focus exclusively on longtime Roseville residents with unique community stories- We document donor information when receiving materials from local individuals and families, ensuring proper attribution and connection to Roseville- Our archive primarily serves inquiries related to Roseville history, family genealogy, and local research needs- Educational outreach targets Roseville schools and students and other community hubs like libraries, retirement homes, neighborhood organizations, etc.- While our online archive will be publicly accessible for research purposes, our collection development and oral history efforts center on capturing and preserving Roseville-specific stories andmaterials Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

These projects do not require collaborative partners beyond our already dedicated volunteers. We will likely reach out to a local IT consultant to ensure our infrastructure meets industry standardsto support our archival efforts.

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Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

The Roseville Historical Society's newly proposed project aligns with the Roseville City Council Strategic Plan in all of its goals and core competencies. As an institution built for and throughcommunity engagement, we aim for success in our continued ability to meet these pillars that support the health, safety and success of our city; and we are more than confident our proposedproject will do so.

The Roseville Historical Society communicates effectively by openly sharing Roseville's History through its archive, exhibits, and events. We actively listen to our Roseville community’s needs andone of those needs is ease of research through online accessibility. By making our archive and oral history interviews accessible online, not only would we meet that need, we would also promotedialogue and understanding between different generations of Roseville citizens.

We are an adaptable organization because of our ability to change to suit the needs of Roseville. There is a demand from our community for easy and streamlined online research. The RosevilleHistorical Society needs updated technology to continue to be an innovative repository of the past.

We will collaborate inclusively by seeking to incorporate and preserve diverse voices to holistically represent all of Roseville’s inhabitants and history. We build relationships between current andpast citizens by highlighting local stories. Hosting our physical archive online will make it more inclusive by ensuring it is available to citizens who cannot visit the museum in person. Personal,familial, and academic research will be open to all who wish to view our archives.

We will ensure accountability and build trust by treating the stories we collect ethically in addition to using best preservation best practices and equipment. We currently do this to the best of ourability through documentation and volunteer efforts but need to update our technology and processes to make sure these efforts remain effective in perpetuity. We will be able to demonstratedependability through our quality of archive and community involvement.

We will make Quality Decisions by weighing contextual costs and benefits. The Roseville Historical Society assesses risk through increased inquiries, and community feedback, making finaldecisions based on the most beneficial outcomes. The proposed project provides us with the time and supplies needed to make quality decisions as we measure success, while also leaving roomfor further improvement. Increasing accessibility to our archival materials through appropriate processing and digitization enhances our ability to reach a broader audience. Expanding ouroutreach not only translates to more feedback driving our decision making processes, but also contributes to our mission of community engagement and Roseville’s mission of a healthier andhappier city.

Define anticipated outcomes for this proposed effort. How will success be measured? Anticipated Outcomes:- A fully functioning digital archive made accessible online- Increased community engagement by engaging students, classrooms, researchers, and community members- An ongoing permanent collection of recorded oral histories from longtime and diverse range of Roseville residents- An established set of updated protocols for adding physical items to our collection and conducting future interviews- Streamlined archive organization that reduces volunteer research time from hours to minutes Measuring Success:- Number of archival inquiries successfully answered per month- Reduction in volunteer time required to locate archival materials- Number of oral histories collected and preserved- Website analytics tracking online archive usage- Feedback from researchers, educators, and community members on accessibility and usefulness- Outreach to community collectives such as classrooms, retirement homes, libraries, etc.

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 Operations and Programs. Awarded $9,500.The Roseville Historical Society requests $9,500.00 to assist in educational programming and museum operations at the Carnegie Museum. 2020-2021 Museum Virtual Education Program. Awarded $5,000.The Roseville Historical Society requested $5,000 to support a new approach to our Education Program. We recognize the need for virtual learning opportunities, now more than ever. We shiftedour Educational Outreach Program to share our local history museum with struggling classrooms in a virtual field trip.

If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

We did not receive funding for this grant cycle.

If full funding is not available, how will the organization be able to accomplish the proposed effort? With partial funding, we would strategically reduce the project scope while maintaining core goals. We would prioritize updating at least one computer to begin the digitization process and conductan initial assessment of our collection. To compensate for reduced funding, we would seek more cost-effective equipment alternatives and dedicate resources to recruiting and training qualifiedvolunteers to handle labor-intensive digitization work. The oral history component might be scaled back to fewer initial interviews, with plans to expand as additional resources become available.While the timeline would extend and some outcomes would be achieved more gradually, partial funding would still enable us to make meaningful progress toward creating a more accessiblearchive and preserving Roseville’s history. If no funding was available, we would have to pause this project until we are able to organize another fundraising effort, which we do not have theresources to do at this time.

This grant cycle, we will be applying for a variety of grants from the Institute of Museum and Library Services (Inspire! Grant for Small Museums, Museums Empowered, and Museums forAmerica) and the Roseville Rotary Club. Applications are in process, and we cannot confirm whether we will receive any funding.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Our project proposal requires initial one-time funding to update our technology and hire an IT consultant to make our online repository both sustainable and cost-effective. By updating our currentequipment, our organization will be able to achieve our goal of becoming a fully online archive that will also host our oral history project. Our personal IT consultation will provide clear, achievablesteps that align with our existing budget. Recurring membership fees, one-time donations, events, and fundraisers support projects throughout the year. The Roseville Historical Society Board willalso consider a possible donation fee for access to our online archive, which would increase revenue to sustain our website.

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 will not begin purchasing capital expenditures until after we have had a full IT consultation and determine the needed equipment. Additionally, we cannot provide final estimates or quotes untilafter this consultation. We know we will likely need at least (followed by approximate costs):

Two new computers: $400-$1,200 eachHard drives: $100-150 eachMicrophones: $80-$300Transcription service subscription: $100User interface for archive access (updating current software to be able to be hosted on our website): $1000 annuallyCloud storage: ~ $99 annuallyIT Consultation/Support: ~$1,200 annually Supplied funding that is not used towards capital expenditures will be used for subscription services (listed above) needed to support this project.

If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved?

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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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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
Roseville Police Activities LeagueRPAL Summer/Fall Programs 2026 Requested Amount
USD$ 25,000.00
Proposed Effort Budget
Proposed Effort IncomeProposed EffortAmountFederal Government FundingState Government FundingLocal Government FundingUSD$ 14,600.00CBF/REACH Grant RequestUSD$ 25,000.00Corporation/Foundation FundingUSD$ 1,000.00Individual Contributions/MembershipDues USD$ 5,000.00Fee for ServiceInvestment/Interest IncomeUSD$ 2,100.00In-Kind Support USD$ 2,000.00OtherTotal USD$ 49,700.00 Proposed Effort ExpensesProposed EffortAmountSalaries USD$ 25,000.00Payroll Taxes and BenefitsUSD$ 6,200.00Professional Fees (Consultants &Contractors) USD$ 2,000.00Other CompensationRent/Utilities/MaintenanceUSD$ 7,000.00Printing/Supplies/PostageEquipmentPromotion/AdvertisingUSD$ 7,000.00Travel/TrainingInsurance USD$ 2,500.00OtherOtherTotal USD$ 49,700.00 Lead Agency is:

Non-Profit 501(c)(3) Non-Profit 501(c)(4) Private SchoolProject Description: In 50 words or less, describe the proposed program/project, including the use of the funds and who will be served.

The Roseville Police Activities League requests $25,000 to support the RPAL Summer Camp, Fall programs and JR Giants Baseball program. RPAL serves Roseville youth, ages 7-17. We offeryear-round programs at a cost of $40.00 annually, and we offer scholarships to those in need.

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:
16 Board Members0 Paid Staff (F/T)1 Paid Staff (P/T)

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40 Volunteers57.00 SUBTOTAL57.00 TOTALDate Founded:

The Roseville Police Activities League (RPAL) is a local 501c(3) organization in cooperation with the Roseville Police Department. RPAL was formally formed in 1993. Preceding incorporation,RPAL began in 1972, as a fundraising group for Roseville youth sports teams. Teams such as Little League and Bobby Sox baseball were some of the first groups to benefit from the funds andthe Police Officer participation was limited to occasional coaching. In 1993, three Officers decided to expand the level of involvement and launched the RPAL Boxing Program. Since then, RPALhas grown exponentially and diversified its programs, both athletic and social-emotional, to enrich the lives of Roseville youth.

Organization's Mission:

The mission of RPAL is to enrich the lives of Roseville youth by building positive relationships between youth, police officers, and the community through a broad range of accessible andaffordable activities.Programs are offered to boys and girls, ages 7-17 years and range from athletic to social-emotional to academic. The purpose of RPAL is to build character, help strengthen police-communityrelations, and provide a safe and supervised space where kids can have fun and be productive.RPAL reinforces the Organizational Mission through diversity, inclusion, and equality in our programs. We do not discriminate against any child or family or any reason. We do not segregate ourprograms; we maintain accessibility without exception.We safeguard against a “one size fits all” approach by creating an inclusive space where opportunities are presented and those participating are afforded a fair chance and taught the necessaryskills to succeed.

What are the major goals of your organization?
The Roseville Police Activities League (RPAL) is guided by three core goals that support the growth, safety, and well-being of Roseville youth.1. Deliver high quality enrichment, educational, and athletic programs for all youth in Roseville.RPAL provides a safe, supervised environment where Roseville youth can participate in recreational, athletic, social, educational, and cultural activities.While our programs intentionally support at-risk and socioeconomically disadvantaged youth, no child who lives or attends school in Roseville is ever turned away. We offer year-roundprogramming, including extended summer sessions, that promotes academic success, leadership development, and healthy lifestyles.2. Build meaningful, trust-based relationships between youth and law enforcement. A key part of our mission is strengthening the connection between Roseville youth and police officers. Throughofficer-assisted programs that emphasize discipline, confidence, mutual respect, and positive decision making, youth come to see officers as mentors and community partners. Research on PALprograms shows that participants are less likely to engage in crime, more likely to view law enforcement positively, and more inclined to discourage peers from harmful behavior. Our summerprograms include participation from School Resource Officers, Patrol Officers, K-9 teams, and administrative staff, ensuring youth interact with a diverse cross-section of the department. ThePolice Chief and Butter, the therapy dog, enjoy stopping by our cooking classes. Butter was the start of our K9's and quesadillas class last fall (and he left with a belly full of quesadillas).3. Address food insecurity by providing nutritious meals during the summer months. For many families, summer intensifies challenges related to childcare and food access. Food insecurity isclosely linked to poor academic performance, long-term educational setbacks, and increased risk of chronic health conditions. RPAL's enrichment programs depend on children having their basicneeds met. In 2024 we partnered with the Roseville City School District to serve as a free summer lunch site; however, their program guidelines changed for 2025, and they required all kids tocome to the school facility and eat their lunch on site.This was not possible for the number of children we serve daily, so we were left to find alternative options to ensure the kids got a nourishing lunch. Thankfully we received a donation from acompany that one of our board members works for to make up the difference for items such as bread, meat, cheese, jelly and chips/snacks. We also developed a new partnership with Feedingthe Foothills nonprofit to pick up fresh fruit and vegetables each week to supplement the sandwiches. Another difficulty was losing a partnership with Placer County Health and Human Services,due to a program funding loss. Previously, they played a large role by leading cooking classes and providing nutritional education for our members on a weekly basis.

What were the major accomplishments of the organization last fiscal year? During the last fiscal year, RPAL delivered a wide range of high-impact youth programs across Summer and Fall, serving more than 450 Roseville youth through academic support, enrichmentactivities, athletics, leadership and mentoring. Our accomplishments reflect both program growth and strengthened community partnerships.Summer Camp:RPAL’s 2025 Summer Camp was highly successful, supporting 86 youth in total. Of these, 81 campers were ages 7–14, and our teen “Camp Assistant” program engaged five teen leaders (13 &14 year olds) in hands-on service and mentorship.Gender: 49 boys, 37 girlsAge Distribution:Ages 7–8: 27Ages 9–10: 23Ages 11–12: 27Ages 13–14: 9Ethnicity (%): Caucasian 32, African American 5, Latino 10, Asian 14, Mixed 8, Other 1, unknown: 2.The strong participation and the addition of teen assistants demonstrate the program’s continued relevance and its ability to foster leadership among older youth.RPAL experienced steady growth in membership throughout the fall, driven by word-of-mouth referrals and increased social media visibility. Several notable accomplishments include:Boxing Program:From September through December, the program averaged 16 youth per night, with the highest at 21 and the lowest at 9 (during two very warm nights in September). Note: we have had anincrease in 11–13-year-old females joining this program. We also had two new assistant coaches join to help teach and train the boxing participants (joining our lead coach who has been with usfor over five years).After-school programs relaunch:In September, RPAL fully reactivated its Monday–Thursday afterschool schedule, offering:Homework help/educational hour (3:00-4:00 pm) and Daily enrichment activities (4:00-5:00 pm), including Monday: Games and Activities,Tuesday: Maker’s Series (STEM crafts, marshmallow spaghetti bridges, birdfeeders, etc.)Wednesday: Art instruction in partnership with Blue Line ArtsThursday: Cooking classesThe cooking classes on Thursdays are the most popular. Many kids stay for boxing after the cooking class is complete. As stated previously, the partnership with Placer County Health and HumanServices came to an end when they lost their program funding. We are awaiting an approved $500 gift card from Raley's which will help with cooking supplies for this spring.JR Giants Baseball ProgramThe JR Giants summer baseball league continued its rapid growth. After launching in 2022 and expanding in 2023 and 2024, the program grew again in 2025.Program highlights:364 registered players with 322 completing the season (332/298 in 2024)12 co-ed teams across T-Ball, Minor and Major divisionsAge breakdown: 119 (ages 5–6), 134 (ages 7–9), 69 (ages 10–12)Gender: 263 boys, 101 girlsRace/Ethnicity: American Indian/Alaska Native 16, Asian 77, Black 34, Pacific Islander 19, White 209, Other 1, Hispanic/Latino 89. Note: families were allowed to select more than one race.The program’s continued expansion required additional volunteers and team formations, demonstrating strong community demand and engagement.

Other Successful Programs:Teen Leadership Academy: This program started in the spring of 2025. The age group is 14 - 17 with an average attendance of 7 kids. Outreach has been done to all of the high school counselorsand local charter schools. Speakers have included the Mayor, Police Chief, financial planners, Deputy District Attorney, Police Department Staff, to name a few. In February, the kids will hear fromthe Supervising Special Agent in Charge of the Roseville FBI Office. The kids who attend are very engaged and enjoy this program.

Taekwondo: This program has 24 kids who participate. We often have a waitlist for new members to enroll. The program is limited due to the availability of trained instructors. Belt testing istypically done two times each year and at that time some beginners move up to the intermediate class, allowing space to add a few kids to the beginning class.

Overall Youth ImpactAcross all Summer and Fall 2025 programs, RPAL provided safe, structured, and enriching experiences for more than 450 youth.Offerings included: Academic tutoring and homework help, Arts & crafts, Baseball and boxing, Fitness and Taekwondo, Cooking and gardening lessons, Youth leadership and mentoring,Motivational speakers, Summer day camp and Cultural exploration activities.

These programs collectively support RPAL’s mission to provide positive alternatives, build life skills, and strengthen youth–police relationships.

Fundraising Accomplishments:RPAL successfully hosted two major fundraising events:Top Golf Tournament (March 2025) and Bacon & Brew Bash (October 2025) Both events generated net revenue and demonstrated strong potential for continued growth. Planning is underway for the 4th Annual Top Golf Tournament on April 24, 2026, with expectations foranother successful outcome.

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Will the organization utilize volunteers for this proposed effort? Volunteers are vital to our organization and essential to delivering safe, high-quality programs. RPAL relies on program and event volunteers and sport/coach volunteers. All program, sport andcoach volunteers are required to complete a background check and livescan prior to onboarding to ensure the safety and well-being of our youth.A unique strength of our volunteer model is the involvement of Roseville Police Officers, who donate their personal time outside of work hours to assist with programs, mentor youth, and buildpositive, trusting relationships. In our JR Giants program, all 12 teams were led by Roseville Police Officers serving as head coaches, with additional Officers, Police Department staff, and parentsvolunteering as assistant coaches.Parents are encouraged—but not required—to volunteer and must also pass a background check. Parent volunteers benefit from meaningful connections within the RPAL community and gainopportunities to model leadership for their children. Their involvement fosters family bonding, creates lasting memories, and allows youth to see their parents in a new and respected role—resulting in a true win-win for families and the program.Community partnerships further strengthen our volunteer base. The Roseville Kiwanis Club is a longtime supporter of RPAL and plays a vital role in our largest annual fundraiser, the Bacon &Brew Bash held each October. High school members of the Kiwanis Key Club assist with event logistics and set-up, while Kiwanis adult members volunteer during the event to serve food andbeverages. Additional support is provided by Chamber of Commerce staff, Leadership Roseville Program participants, Chamber Ambassadors, and members of the Roseville Moose Lodge, whoassist with raffle operations, food service, and event clean-up. The dedicated volunteer hours contributed by these groups are invaluable, and the event would not be possible without theirsupport.All RPAL volunteers embody our mission of building community and creating opportunities for youth by serving as relevant, positive role models. In addition, RPAL is governed by a fully volunteerBoard of Directors with 16 influential community leaders who help guide our mission, strengthen organizational capacity, and ensure continued growth and impact.

Describe the need for this proposed effort and evidence of community support.

Our request is for funding for the RPAL Summer and Fall Programs for the 2026 session, which runs from June to December. We have four programs that run in the summer: JR Giants BaseballProgram, Summer Day Camp, Boxing and Taekwondo, and three programs that run in the Fall: boxing, taekwondo and afterschool programming. In the Spring of 2025, we started a new programtitled: RPAL Leadership Academy. This is for teens ages 14-17. We discuss topics such as Leadership, Finance for Teens, Alcohol, Drugs, Vaping & Trafficking and Career Exploration, withcommunity leaders as speakers such as the Mayor, the Police Chief, staff from the District Attorney’s Office and we have the Supervising Special Agent in Charge from the Roseville FBI Officeslated to speak in February 2026. We received a $7500.00 grant from the Union Pacific to run this program for three years. The funding is used to pay for staff support, program marketing, dinnerand snacks and anticipated field trips and outings planned by RPAL.Last year funding for the boxing program became a new line item as we had to recruit for additional coaches to continue the program. As previously mentioned, the boxing program has increasedin attendance and the need for coaching has also increased. To keep the coaches we currently have, we began offering a stipend in the amount of $25 per class per assistant coach. Afterdiscussing this with California PAL, we learned it is an acceptable practice to pay a stipend to coaches.

The boxing program has a partnership with the Placer County Probation Department. Probation Officers refer low level offender kids to RPAL to work off their assigned community service hours inour boxing program. To date we have had eight kids enroll. Again, these are low level offenders; kids who made a small mistake or have been truant, and don’t provide a risk to other kids in theprogram.

The Summer Day Camp is differentiated from our year-long programs because it offers expanded services during typical work hours to provide a safe and supervised space for kids to be whiletheir parents are working. This program assists in reducing stress levels within households by offering a solution to parents who work outside the home. RPAL is the only youth program inRoseville that works in conjunction with Police Officers. Parents have the option of a program where their children are safe, supervised, and have a schedule of organized activities centeredaround building positive social-emotional skills. Through the Summer Day Camp, many children will have the ability to participate in "camp style" activities they may otherwise not be able to, dueto financial or time constraints. Many of the RPAL youth are considered at-risk or likely to engage in risky behaviors that could potentially result in trouble with the law. The same group often donot have strong, positive role models in their lives to guide them in the right direction. Because the Summer Day Camp is longer, RPAL can use this extended time to introduce youth to manypositive influences.

A field trip to the Roseville Police Department proved to be one of the favorite activities of Summer Camp. The kids were treated to a tour of the facility, a look into the SWAT vehicle, a walkthrough the Briefing Room, while briefing was in session at shift change, and an interactive time with Butter, the Social Services therapy K9. We also had an Officer address the kids in anassembly about the topic of Bullying. The kids were very interactive and participated by asking questions of the Officer. Another fun day for them at camp is when the K9 unit sets up in the parkinglot and demonstrates the training of the dogs and the officers talk about the commitment of owning and training these special dogs. Police Chief Bergstrom also addressed the camp group in anassembly to discuss his career and leadership values.

As mentioned previously, the JR Giants is also a successful summer program that has continuously grown for three years in a row. Although the JR Giants organization provides uniforms andmost of the equipment, we learned from experience that in order to continue JR Giants successfully without stressing our regular year-round programs, we need to account for the additional costsassociated with Baseball: field rental, additional insurance required by JR Giants, porta-potty rental for the allocated practice park, supplementary equipment, background screening for coaches,the end of the season party and any additional mandatory training for our coaches and volunteers. This grant funding helps pay for the extra costs.

As the kids start back to school after summer break, we begin our homework help and Fall programs. From 3:00 to 4:00 p.m., kids can have a quiet space to work on homework or we provideother educational activities. After that, from 4:00 - 5:00 p.m., we have extracurricular fun activities. The current schedule is as follows: Monday - sports and games; Tuesday - Maker's craft series;Wednesday - Art with instructional support from Blue Line Arts; Thursday - cooking classes.

RPAL's community support is shown through the increase in membership as well as the community partnerships, to include: The City of Roseville, The Roseville Police Department, RosevilleParks and Recreation, Placer County Probation, Roseville Joint Union High School District, Roseville Chamber of Commerce, Blue Line Arts, Roseville Kiwanis, Roseville Rotary, and KidsFirst.RPAL has a long-standing, positive reputation in Roseville. We have close relationships with the area schools, school counselors and School Resource Officers that refer students and families toour programs. We also refer our families to other community agencies depending on the family’s needs.

Last year, the Roseville Chamber of Commerce established a non-profit roundtable group that meets bi-monthly. This group allows non-profit leaders to meet, get to know each other and discussissues within their organization, with others brainstorming ways to assist. RPAL is proud to say we work in collaboration with community partners to best support Roseville families.

POPULATION:The RPAL Summer Day Camp focuses on children ages 7-12, with a few 13-year old’s who attend. All RPAL members must be Roseville residents, or the students must attend Roseville schools.We allow a few exceptions to this rule if their home city does not provide PAL programs and it is in the best interest of the child to participate. Many of our program members attend Cirby,Woodbridge, and Kaseberg Elementary along with Buljan Middle School and Pathways High School. These schools serve populations where a significant number of the students qualify for freelunch. This is why RPAL is determined to provide free lunch during the summer program, a continuance of services provided to those students during the school year.Although we support the at-risk population through our service, we are a diverse, inclusive program that opens enrollment to all Roseville youth. RPAL partners with other area non-profits toensure that their clients can be served by our Summer Day Camp. Referrals are received from KidsFirst, The Lighthouse, Gathering Inn, Teams & Dreams, Placer County Probation, CASA,Roseville Police Department Social Services Division, and Roseville Police Officers.

NUMBER SERVED:The RPAL Summer Day Camp enrolled 86 kids in 2025. We anticipate close to the same for the summer of 2026. We aim for a low ratio of 1 adult to 10 children and our goal is to hire anadditional 6 part-time summer employees. This projection is based on our current program enrollment and the observed enrollment trends. The growth will allow expansion of services in acalculated and meaningful way that will not hinder our existing programs. This also means we will not have to turn kids away from our program because we have accounted for reasonable,projected outcomes. Most of the kids in our fall after-school programs attended in the summer and continue on.

ROSEVILLE ASSURANCE:All RPAL members participating in any RPAL program, must fill out our membership application form each year, which can be viewed on our website at rosevillepal.com. For the purposes ofreporting, this comprehensive form compiles self-reported, basic demographic information to include the RPAL member’s home address and school.

UNIQUENESS OF RPAL, KEY SUPPORTERS:RPAL is unique in its approach and collaboration with the Police Department. Our police and community volunteers bring in qualifications, interests and passions and impart those onto the kids;their unique skill set is unmatched in Roseville. Our paid summer staff are hired through the City of Roseville’s Parks, Recreation & Libraries Department. Summer staff are critical to maintain thelow 1:10 ratio. RPAL remains a low-cost alternative to other similar programs, and we are recognized by other community agencies who support their clients by enrolling kids in RPAL and oftenhelping to arrange other needs such as transportation to and from the program. We will continue to collaborate with the following agencies to improve our programs: The Roseville PoliceDepartment, Roseville Parks and Recreation, Teams & Dreams, Placer County Health and Human Services, Blue Line Arts, Feeding the Foothills, CASA, Sami’s Circuit and JR Giants.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

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COLLABORATIVE PARTNERS:JR Giants is a noncompetitive, coed baseball and softball program. Over 24,000 youth across California, Nevada and Oregon participate annually. The program is run through the GiantsCommunity Fund. RPAL introduced the JR Giants in the summer 2022. This 2026 season will be the fifth consecutive year running the program. We will continue to partner with JR Giants to builda solid coed baseball program that is sustainable. Although the baseball timeline begins in June, the partnership with the Giants Community Foundation is a year-round endeavor and requiresmonthly meetings and an annual in-person Commissioner’s Camp. Both RPAL and the JR Giants require supplemental training and background checks for all coaches and volunteers.

The Summer Day Camp hopes to partner again with Feeding the Foothills to supplement our lunch program by providing healthy fruits, vegetables and snacks. The new partnership wasinvaluable last summer by helping us ensure our camp kids ate at least one healthy meal. We never turned kids down when they asked for food and always offered any remaining items at the endof the week for them to take home.

INTER- AGENCY COLLABORATION:We work with Kids First, a nonprofit that offers family counseling. Kids First and RPAL mutually refer families who would benefit from one another. We partner with local agencies like Blue LineArts, Teams and Dreams and CASA. RPAL and the Roseville Police Department partner together annually with the “Shop with a Cop” program through fundraising efforts and mutual referrals.Shop With A Cop is better known for their Christmas event, but they also have a huge back to school event in August, and our two summer programs are an integral part of their referrals. We area member of the Roseville Chamber of Commerce; we network and work directly with Roseville businesses that are able to volunteer or sponsor RPAL.

Several years ago, we helped start another nonprofit with Linda Warn, “Lost But Not Forgotten” in memory of her sons Robert Warn and Chris Baker, who were both part of RPAL before theirunexpected deaths in 2008. Lost But Not Forgotten brings Christmas to older kids and teens. We have a mutual referral and assistance program between our organizations.

We partner with the Roseville Parks and Recreation for our Summer Day Camps and baseball program. We use athletic fields and park spaces for both programs. We want kids to be active, safeand enjoy as much summer as they can with a screen-free environment.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

A SAFE AND HEALTHY COMMUNITY:The Mission of RPAL, and the goals and programs therein, are all aimed at safety and health. The purpose of RPAL is to build character and help strengthen the direct relationship betweenRoseville’s youth, the Roseville Police Department and the Community. “PAL” programs exist at a state and national level. PAL programs have been researched within the context of youthdevelopment through sports and mentorship. Studies have shown that participants in PAL programs are less likely to engage in crime, more likely to value the police force, and thus discouragetheir friends from either committing crimes or covering up criminal activity. This directly impacts the safety of the community in a positive direction.

OUTSTANDING RECREATIONAL ACTIVITIES:RPAL offers affordable, quality recreation for youth. We partner with the City of Roseville in utilizing parks and athletic fields to ensure diversity in our recreational activities. We go beyondathletics; we support social, emotional, and educational programs. We create balance and offer many different types of programs to be as available and appealing to as many youths as we can.We believe in creating opportunities for new activities through exposure to something new.

SUPPORT COMMUNITY ENGAGEMENT AND ADVOCACY:RPAL is a viable option to reach diverse audiences who are not typically active in community advocacy. RPAL works with the economically disadvantaged, underserved populations, whose kidsfall into the at-risk category. RPAL is the long-haul effort to increase community engagement and advocacy by working directly with youth. One of the biggest benefits RPAL brings to the table isliteral engagement. Kids are interacting with each other, face to face. They are not distracted or absorbed by their electronics, they’re actively engrossed in who they are with and what they aredoing. The kids are moving, talking, laughing, making, creating and problem solving. Watching the kids participate in RPAL programs is seeing kids be kids in the healthiest way possible. RPALkids are mentored by program staff, community volunteers and police officers. These connections add value to their lives by shaping their sense of self-worth in a positive manner. The mentorsbring with them experience and exposure to new ideas and hobbies that then creates opportunities. We expose kids to opportunities they may not have otherwise. RPAL programs are dynamicand fun. The kids look forward to coming to our space where they are safe and supervised, but most importantly encouraged and supported to do their best.

Define anticipated outcomes for this proposed effort. How will success be measured? RPAL believes that the planned expansion of services in the JR Giants baseball program, the Summer Day Camp and the after-school programs will increase the knowledge, skills, and attitudesof the youth participating in our programs. All programs are well developed and contain curriculum that will improve life skills, athletic skills, knowledge about health and wellness and how tocreate a balanced, whole-body approach to healthy living. These programs will also develop a strong, positive connection to the Roseville Community, leaders, supporters, and Police Officers.

The Summer Day Camp will also include the 7 Habits and Leader In Me Curriculum. These topics of self-improvement and empowerment lend themselves to a focus-group style evaluation. Thegoal is that after learning positive habits and daily steps to become healthy and happy that kids will experience an increase in self-esteem and ability to lead their peers. Success is measured byour attendance numbers and kids returning year after year. It’s also measured by the trusting relationships built with our staff, attendees, their parents and the personal growth shown by ourmembers who embrace the leadership roles they are provided because of that two-way trust.

JR Giants has a data collection program that will survey the volunteers, parents, and players. RPAL will work with JR Giants in disseminating and collecting data and JR Giants will share theresults. Participants in baseball will explicitly learn the game, strategy, and skills, as well as the additional components of lifelong health, teamwork, inclusion, and anti-bullying.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2025 - $13,306.00; RPAL Summer & Fall Programs2024 - $15,000.00; RPAL Summer & Fall Programs2023 - $25,000.00; RPAL Summer Program2022 - $10,500.00; RPAL Summer Program2021 - $0.00 If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

AMOUNT:2025 – 26: $13,306.00 received.FUNDS SPENT:To date: $13,306.00+ (the entire amount was spent on staffing and programming costs for Summer)NUMBER SERVED:Over 450 Roseville youth, ages 7-17.

CHALLENGES:One of our challenges over the summer was trying to work with a few 12-year-old boys who were not engaged in camp and were only here because their parents made them attend. At that age,they were a bit disruptive to those who wanted to learn from camp and their time here. This year we have redefined our age group for camp to be 7 - 11-year-olds, with any 12-year-olds beinginterviewed for placement as we have several who will abide by the rules and enjoy our program. The boys who attended were clearly great candidates for our boxing program and encouraged toattend but they were not interested.

The feedback of the Summer Program from parents is that it is a welcomed and safe program for their children. As of this submission, several parents have inquired about the timing the SummerProgram for 2026 will open for applications. The children provide feedback by participating in an activity highlighting their favorite activity during the summer. The top three activities last year werethe field trip to the Roseville Police Department, the Police K-9 demonstration and the end of season waterslide, pizza and snow cone day (The pizza was graciously donated by the new MountainMike’s).

Another challenge we face is ensuring our budget is balanced, while trying to offer a fair wage to staff. With the starting minimum wage at the current level for fast food workers without neededexperience, it is difficult to compete to hire employees who will take on the responsibility to run programs for similar wages. In December one of our program coordinators resigned to go away tocollege and the other resigned in mid-January in hopes to pursue a career in the field of study of her degree. As of this submission, we currently have two part-time staff in the background phaseof hiring. Both candidates truly get our mission and what we are trying to accomplish. One is retired from a federal government job and the other is a former participant in our RPAL taekwondoprogram who served as a junior leader. She embodies the success of the RPAL program by developing active, creative, caring and productive adults who want to give back and serve theircommunity.

Be assured that RPAL has and will continue to collaborate with local agencies and organizations to deliver quality programs to Roseville youth, and once again, this year, we will hire top-qualityCity of Roseville part-time recreation staff to increase our staffing levels for the purpose of serving more kids (This is paid by the City invoicing us directly at the end of the season for thisexpenditure).

Success for us is measured by the increase in our program attendance, the return of kids year after year, the increase in participation by the Board of Directors and the Roseville PoliceDepartment staff, and increased awareness of the community.

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If full funding is not available, how will the organization be able to accomplish the proposed effort? HOW WILL GOALS BE REDUCED?The goals of the summer and fall programs are to deliver recreational activities to youth, to promote health and wellness, and to build a positive connection for our membership between the policeand the community.

ACCOMPLISHMENT WITH REDUCED FUNDING:If funding is not fully received, the goals will remain the same, but on a smaller scale. We will not be able to enroll as many kids in our programs; therefore, our community outreach will bereduced and our connections between the Police and area youth will diminish as well. If funding is not fully received, the program will adjust by reducing the number of hired staff, thereby reducingthe number of youth eligible for enrollment. We will account for these adjustments according to the fund recommendation.

If no funding is available, it is unlikely that we will be able to offer the Summer Day Camp, but we will resume with JR Giants, albeit limited in its delivery. In this scenario funds will first go towardstraining and background checks, then insurance and field use. Field use and practice times will be affected.

RPAL relies heavily on the CBF Grant to help fund the staffing costs for the summer to provide a safe staff to youth ratio. Should funding received require a reduced program, the Summer DayCamp will cap the total enrollment or perhaps require kids to limit their time at camp by selecting certain weeks, versus the entire proposed seven week program. We will still use the 7 HabitsProgram (since it is owned) and will look for other free curriculum resources.

As mentioned in other areas of this application, RPAL holds two major fundraisers each year, Top Golf in the Spring and Bacon & Brew Bash in October. Top Golf netted approximately $4,500 andrequires little staff time to coordinate. On the other hand, Bacon & Brew Bash netted approximately $32,000 and requires a significant amount of planning, staff time and volunteer hours fromcommunity partners.

Police Department Budget: $25,000UPRR Grant: $7,500 For the Teen Leadership Program for three yearsArts Council of Placer County Grant: $750Business Donation for Summer Camp Lunches: $700 How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? RPAL hosts two large annual fundraising events: the Top Golf Tournament Fundraiser in the Spring and the Bacon and Brew Bash in October. These two community events bring awareness toRPAL and keep our presence known in Roseville. Bacon and Brew is very well anticipated by the community and was well attended in 2025. These two major fundraisers, along with communitydonations, provide funding for RPAL to continue the programs and pay utility expenses on the facility year-round.

RPAL’s goal this year is to continue and expand fundraising efforts, thereby increasing program sustainability, and program expansion. Creativity, collaborations, and relationship building are anintegral part of RPAL’s fundraising strategy. The RPAL Board of Directors expanded two years ago by bringing on targeted members who continue to build community awareness and networking,resulting in new sponsorships and partnerships.

We are a grassroots organization that receives donations from individual contributors, supporters and donors. Our programs are run by part-time staff and volunteers who uphold our mission, andwith collaborating external organizations that offer program delivery to RPAL (such as Blue Line Arts and JR Giants at-large). This organizational structure allows our programs to remain low costfor the families who are enrolled at RPAL. The fundraising and collaborations also allow RPAL to run programs year-round, offering a safe space for homework assistance and after schoolrecreation.

To meet the need for additional staff necessary for Summer Camp, RPAL works with the City of Roseville to advertise, hire, and retain summer staff. Last summer, several staff hired werereturning to RPAL from previous years, demonstrating that RPAL creates a positive work experience for employees. The summer also necessitates that RPAL is open during the work week andtypical work hours, as many parents and caregivers are not at home. For this same reason it is necessary to hire employees rather than rely on volunteers, because many of our volunteers workfull time.

RPAL is committed to Roseville youth and to providing families with affordable options that are of high quality. We want to ensure our summer staff is well equipped, well trained, and a positivereflection of our organization. We will continue to expand our services in a safe and professional manner so we can maintain our program delivery without compromising our mission and ourgoals.

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.

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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
Royal Stage Performing & Visual ArtsCreative Pathways: Youth & Family Arts Access Program Requested Amount
USD$ 20,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 20,500.00Local Government Funding USD$ 5,000.00CBF/REACH Grant Request USD$ 20,000.00Corporation/Foundation Funding USD$ 5,000.00Individual Contributions/Membership Dues USD$ 52,000.00Fee for Service USD$ 20,000.00Investment/Interest IncomeIn-Kind SupportOtherTotal USD$ 122,500.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 38,069.19Payroll Taxes and Benefits USD$ 1,550.00Professional Fees (Consultants & Contractors) USD$ 5,000.00Other CompensationRent/Utilities/Maintenance USD$ 50,135.00Printing/Supplies/Postage USD$ 2,000.00Equipment USD$ 2,000.00Promotion/Advertising USD$ 3,000.00Travel/Training USD$ 2,000.00Insurance USD$ 4,500.00Scripts/Costuming/Props USD$ 6,000.00Licensing fees USD$ 7,000.00Total USD$ 121,254.19 Proposed Effort Budget NarrativeWhile Royal Stage operates at extremely low costs and expenses in comparison to all we accomplish each year, we still have some essential and unavoidable expenses to besafe and operational. The following breakdown shows how funding these costs will meet the goals and objectives of this effort.

Salaries - By funding the salaries of our teachers and artists that work as part of this project, you are ensuring that our most vulnerable participants at Royal Stage are not onlyreceiving arts instruction but also learning from top-notch people. We aren't in the business of hiring the "best of the best" professionals - instead, we hire individuals who haveproven to be capable and excellent in their craft, as well as carrying a passion within them to work with our specific demographic. This is a challenging job at times, and it isimportant that we staff patient, compassionate, kind, and disciplined individuals that are able to balance excellence in theater and dance with the demands of working withhealing individuals and at-risk youth.

Payroll taxes - Nobody loves taxes. However, paying payroll taxes keeps us accountable and honorable with the government as we serve our community as a 501(c)3organization. As our state has gone through various legislation during the last decade regarding what is defined as an independent contractor versus an employee, RoyalStage has always strived to be honest, up-to-date on laws, and doing what is best for both our staff and as a community leader. We follow our tax laws and what is expected ofus as an employer, and unfortunately that gets expensive at times.

Rent/Utilities/Maintenance - Funding our rent ensures that our participants are experiencing the visual and performing arts in a safe, clean, and orderly spaces. Our Rosevillesites include three dance studios and quiet rooms for homework, private conversations, or a place to "decompress" when anxious or stressed. The three dance studio spacesfeature sprung flooring with marley dance floors on top, which provides a safe and healthy surface for our dancers to learn on. We also have storage space with theater props,costuming, art supplies and more to help us run art classes, theater classes, and full-length productions in a cost-effective way. Our facility also features a front and back lawnarea that we utilize for summer camps and events, as well as 24-hour security to keep participants safe. Of course, with any building, there are maintenance needs that comeup, and we try our best to be prepared for these unexpected expenses. Lastly, our facility's utilities is included with our base rent, which means we are saving money and usingfunds for the kids, not on an electricity bill.

Printing/Supplies/Postage - The best way to grow a safe and inclusive arts program is to get the word out! We spend a small amount each year on promotional postcards,fundraising letters, and thank you cards for our donors. We also send encouraging notes to our participants via "snail mail" in the incidence of a loss or other difficultcircumstance. We also spend money on postage when we have to ship materials. One example of this is the scripts we license from companies such as Music TheaterInternational, which owns the rights to many musicals. The scripts are rented, and there is a cost to return them after use.

Insurance - In working with many different participants, as well as welcoming audiences in to see our productions and attend our events, it would be irresponsible to not haveappropriate insurance. We carry a $2 million general liability policy, as well as Directors & Officers insurance. In the name of saving money and being fiscally responsible, weare a member of Non-Profit Insurance Alliance - an insurance company specializing in non-profit organizations. This allows us to keep our insurance rates as low as possible.

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.

Royal Stage requests $20,000 for the Creative Pathways: Youth & Family Arts Access Program, an arts program for low-income youth, women, and children.

Funds will be used for community-accessible dance and theater education to Placer County youth and families. Funding will support free and reduced-cost classes, program materials, andoperational expenses that allow for consistent, high-quality programming. We serve low-income families, women, and children.

This request will: (Select only one option below)

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Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
6 Board Members0 Paid Staff (F/T)14 Paid Staff (P/T)35 Volunteers55.00 SUBTOTAL55.00 TOTALDate Founded:

Royal Stage was founded in June 2010 under a fiscal sponsor, and then became a 501(c)(3) in August of 2011.

Organization's Mission:

Royal Stage is committed to expanding equitable access to high-quality dance and theater education for youth and families across Placer County. The program removes financial, transportation,and resource barriers that often prevent underserved populations from participating in the arts, ensuring broad community inclusion and representation.

What are the major goals of your organization?
Our main goal is always to provide safe, therapeutic dance and theater for those who need it most. Through free and reduced-cost classes, workshops, and seasonal performances, participantsreceive professional arts training while developing critical life skills, including collaboration, discipline, leadership, and creative problem-solving. But above all this, we provide accessibility tocounseling, meal and transportation assistance, and stable community.

Instruction is provided by qualified teaching artists and supported by mentorship and family engagement opportunities, fostering long-term community connection and intergenerationalinvolvement.

Another goal is to train up young people who are capable and employable. By integrating arts education with workforce-aligned skills and innovative approaches, the project prepares youth forfuture educational and employment opportunities.

We also aim to be accessible. Families can participate regardless of income or circumstance, creating a sustainable model that blends arts access, youth development, tourism, and communityenrichment. This project directly serves underserved communities while fostering cultural engagement, artistic excellence, and a stronger, more inclusive arts ecosystem in Roseville andsurrounding cities.

Lastly, ability does not trump a need for belonging. We have seen many times over that we embrace the community that many other programs cannot. Our students and casts include those withphysical hindrances, intellectual disabilities, families hovering at the poverty line, and those who have experienced trauma and abuse. We collect so-called "misfits" wherever we go, and givethem a purpose and plan.

What were the major accomplishments of the organization last fiscal year? Royal Stage secured a challenging lease renewal for our theater space in Citrus Heights, as well as moving to a newer, safer dance studio space in Roseville. The improvements and location ofthe new studio brought new participants, with the majority hailing from Roseville.

Last year, we served approximately 300 theater students, a multitude of dance students, and over 10,000 audience members. We successfully staged multiple musicals and plays - including bothchildren's and adult casts while committing to "whole-person" care through counseling, grocery aid, and transportation for families in need. We expanded our touring group to bring the hope of thearts to convalescents, foster children, and differently-abled communities.

Will the organization utilize volunteers for this proposed effort? Royal Stage loves our volunteers! There are a few different ways in which we use volunteers.

Volunteers are essential to our summer camps, which are part of of the Creative Pathways project.

Each year, Royal Stage offers four summer camps to low-income families, teaching them dance, theater, and art as well as traditional summer camp activities like games, crafts, and music. Thisis run almost exclusively by volunteers who decorate, teach, wrangle, clean, encourage, and inspire our young participants.

Volunteers are also used year-round as ushers and concession workers at our shows, welcoming new participants and giving tours of our facilities, fundraising for events such as our annual galaand Big Day of Giving, and creating costumes, sets, and props for our various productions throughout the year. They also serve as chaperones and assistants in our children's programming.

At Royal Stage, volunteers become part of the family, and many of them find a special purpose and calling through the hours that they serve. They meet with our participants on a level that'sdifferent from our staff, as they build relationships and encourage them while our instructors teach. They truly bring the heart to our art.

Describe the need for this proposed effort and evidence of community support.

Roseville has no shortage of talented arts organizations, but Royal Stage offers a unique sanctuary by removing the two biggest barriers to entry: we welcome every single person and eliminateregistration fees entirely when needed. We are dedicated to supporting those who often find themselves excluded from traditional programs—including low-income households, survivors oftrauma, and children with special needs—by offering an alternative to the rigid demands of mainstream theater. While we strive for artistic excellence in dance and drama, our deeper mission is toprovide a secure environment where healing, self-discovery, and personal evolution can flourish.

Our impact is reflected in our rapid expansion; as our numbers climb, the ongoing need for our scholarships and cost-free services proves just how vital this work is to our community.

Voices from Our Community:

Overcoming Barriers: One participant shared how the program helped her confront lifelong, paralyzing anxiety, turning a fearful first rehearsal into years of comfort and happiness.

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A Place for Everyone: Another student noted that the inclusive atmosphere not only improved her speech difficulties but provided a pathway for both her and her sister to grow into leadershiproles like stage management.

A Decade of Support: A local parent highlighted how the program has been a blessing for his family for ten years, specifically praising the staff’s ability to nurture and include his hyperactive childwith special needs.

This program serves Placer County youth and families, focusing on underserved populations facing resource barriers. Participants range from 2 to adult (median age 8–28), and our population is88% female. Ethnically, our participants are 72% white, 12% Asian/Pacific Islander, 7% Latino, 3% African American, and 5% other/multiracial. Median income is $77,000, although many of ourparticipants are below this.

We expect 500-850 direct participants to benefit from this program, plus 5200+ family and community members at performances.

We calculated this number by tallying our program registration and ticket sales for 2025, and increased it by 10%.

The program fills gaps in arts education through free/reduced-cost classes, mentorship, and family engagement. Recruitment and engagement strategies include partnerships with schools,community centers, and social service agencies; targeted in-person and online outreach; and transportation support to ensure equitable participation.

To ensure that those being served via this funding our Roseville residents, we request proof of residency at time of registration. We also advertise heavily in Roseville communities, and offerspecial discounts and opportunities for those who reside within city limits.

Our operations are centered in the city of Roseville, with our primary hub located in the 95678 zip code. This facility serves as the heart of our mission, hosting theatrical rehearsals, danceinstruction, and our volunteer training and meetings. Beyond the arts, this location is the staging ground for our community support services, including the distribution of grocery assistance andthe coordination of mental health counseling referrals and placements.

Throughout Roseville, we further extend our reach through community-driven initiatives such as:

Seasonal Gatherings: We host community Christmas carnivals and holiday-themed arts camps.

Youth Engagement: We provide summer camps focused on creative expression.

Civic Action: We organize service days dedicated to local outreach.

Every program we offer is designed with a dual purpose: to celebrate the visual and performing arts while fundamentally uplifting the lives of the individuals we serve.

At the end of each fiscal year, we filter all Roseville participant data, and make sure that funding goes straight back into the community where it belongs.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

To achieve our goal of making the arts accessible to all, Royal Stage maintains a robust network of collaborative partners that assist with referrals and service provision.

Youth and Educational Partnerships:

We actively work with organizations that support youth in need of creative outlets and specialized education.

Foster Youth Outreach:

We partner with Koinonia and Wayfinder Family Services to accept foster youth into our programs via full scholarships.

Homeschool Collaboration:

To serve students outside the traditional school system, we partner with several homeschool charters, including:

Visions in Education
The Cottonwood School
Horizon Charter Schools
Sutter Peak
South Sutter
Feather River
Clarksville
Sequoia Grove
We have also taught at area charter and private schools, including John Adams Academy.

Adult Inclusion and Vocational Training:

Our commitment to accessibility extends to adults with intellectual disabilities through partnerships with special day programs, such as Corey Integrated Community Supports.

Skill Building: Participants from these programs develop vocational skills by assisting with studio maintenance and administrative duties.

Arts Access: We provide these individuals with free admission to our performances to ensure they can experience the performing arts firsthand.

Community Outreach and Healing:

We receive referrals from various local churches and outreach-focused organizations dedicated to individual betterment, including:

Mercy Multiplied
Acres of Hope
Heart's Landing Ranch
Bridgeway Church
Bayside Blue Oaks
External Referral Network:

When a student's needs go beyond our core mission, we facilitate connections with specialized providers:

Mental Health Support: While we do not employ in-house therapists, we fund short-term counseling by coordinating placements and covering expenses through Heartstrings Counseling Center,Lighthouse Counseling, and Bridgeway Soulcare.

Advanced Artistic Training: For students seeking instruction beyond our recreational scope, we refer them to local high-quality programs such as:

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Roseville Academy of DanceRoseville Theater Arts AcademyTamraloo Music StudiosStudio 65 Dance Royal Stage remains dedicated to expanding these connections to help more women and young people find healing and self-worth through the arts and healthy community relationships.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

The Creative Pathways: Youth & Family Arts Access Program serves as a direct extension of the City Council’s current Strategic Plan by fostering a secure, vibrant, and inclusive environment forall residents.

Cultivating a Secure and Healthy Community:

Our mission is deeply intertwined with the city’s commitment to public wellness and safety. We support the Roseville community through a holistic approach to health:

Physical Vitality -We promote active lifestyles by offering diverse dance programs that serve as a primary source of exercise for participants.

Site Security -Our facilities are housed within a complex featuring 24-hour security and a private entrance, ensuring a protected environment for all attendees.

Mental and Emotional Wellness -Beyond physical activity, we nurture the "mind and soul" through a dedicated counseling referral system and structured social opportunities, including peer support groups and team-buildingretreats.

Intentional Project Design:

To ensure our youth have an optimal space for growth, our program infrastructure includes:

Professional Facilities - We maintain three expansive, hygienic rehearsal studios and a large outdoor area specifically for summer initiatives.

Empowered Boundaries - We utilize a unique "culture of consent" where students communicate their comfort levels regarding physical touch (like hugs) or verbal affirmations in advance.

Expert Instruction - Our staff is specifically trained to support children from various backgrounds, including those navigating difficult home lives or trauma.

Structured Environment - To prevent chaos and ensure clarity, we utilize pre-planned curricula for music and choreography, maintain a modest dress code, and provide transparent expectationsfor families.

Inclusive Spaces - We offer comfortable seating areas so parents and siblings can remain engaged and present during rehearsals.

Superior Recreational & Artistic Programming:

Royal Stage is a provider of diverse, high-caliber, and accessible recreational opportunities. We offer a roster of classes designed to reach every interest level:

Dance & Movement - Options range from Pre-Ballet and Tap to Contemporary and Hip Hop for all ages.

Performing & Visual Arts - We provide robust training in Acting (Film and Stage) and Musical Theater.

Technical & Vocational Skills - Participants can gain hands-on experience in Media Arts, Lighting/Sound, Set Design, Prop Making, and Costuming.

Leadership & Outreach - We empower students through Public Speaking, Marketing, and Fundraising training.

By removing financial barriers and welcoming "outside the box" participants—including those with special needs—Royal Stage remains a cornerstone of Roseville’s goal to be a welcoming andengaging city where everyone is equipped to thrive Define anticipated outcomes for this proposed effort. How will success be measured? We anticipate an increase in both participants and audiences. We also predict partnering with more pro-bono counselors and local businesses to continue to provide our helpful services outside ofdance and theater.

We also expect to increase in quality and visibility. We are advertising more, attracting more experienced instructors and artists, and will be making some modifications to the look and feel of ourspaces.

Royal Stage will measure project success using quantitative data on participation, engagement, and outcomes. Metrics include the number of participants served (goal:500) and communityengagement. Public performance data will track audience attendance (goal: 52000+), reflecting cultural participation and community impact. Digital outreach metrics, including social media reachand engagement, will measure awareness and the effectiveness of promotion. Past program delivery has consistently met enrollment targets, maintained high attendance, and demonstratedmeasurable gains in participant skill development, confidence, and family engagement.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.

We received $15,00 from the 2024-25 CBF/REACH/ARPA grant. Thank you!The purpose of this funding was similar to this project, providing much-needed funds for scholarships, supplies, and services. We were also able to begin the process of moving our studio to asafer, more visible location.

Royal Stage sincerely hopes that you will partner with us again, as this grant provides essential funding to keep us moving forward in an economy and region that comes with high price tags. Wehope to be a part of the Roseville community for years to come, and every dollar helps.

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? We recognize the high caliber of organizations seeking this grant and would be deeply appreciative of any level of financial support the Council provides. While receiving the full requested amountwould significantly propel our expanding initiatives, we are prepared to utilize any allocated portion with the same enthusiasm and commitment to our mission.

Our financial and operational sustainability is managed through the following strategies:

Impact of Funding - Without these resources, we might face the difficult necessity of capping our free enrollment or scaling back our annual production schedule.

A Proven Track Record - Throughout our 13-year history, we have never been forced to turn away a participant or reduce our services due to budget constraints.

Diversified Revenue - We maintain resilience by actively pursuing diverse grant opportunities alongside a dedicated foundation of monthly individual and corporate contributors.

Fiscal Responsibility - Royal Stage strives to operate entirely debt-free.

Emergency Measures - While we maintain access to credit and loan facilities as a strictly last-resort contingency, our primary focus remains on aggressive fundraising and grant acquisition.

Community Advocacy - We dedicate significant effort to promoting our cause and organizing local fundraisers to ensure our programs remain funded.

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We have consistently met our financial needs through diligent effort and would be honored to include the Roseville City Council as a key partner in our resources for this fiscal year.

We have requested and received $5000 from the City of Citrus Heights to fund participants that come from Citrus Heights.

We received $2000 from the Roseville Soroptimists.

We were given an $8000 donation from Vanguard Charitable.

We have pending grant applications in with Sacramento Area Theater Alliance for $500, and a grant through Placer Community Foundation for $20,000.

To raise funds, we also sell tickets to our shows, accrue tuition from those who can afford to pay it, and hold several fundraisers each year including a gala, a carnival, variety shows, open mics,and private individual monthly donors.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Our financial model is built on a diverse range of income streams and strategic contingency planning to ensure the longevity of our mission.

Revenue Generation and Sustainability:

We maintain a steady flow of operating capital through several key channels.

Commercial Activities - Our baseline revenue is generated through public ticket sales for our productions, tuition fees from non-scholarship participants, and the sale of advertising space in ourtheatrical playbills.

Fundraising Initiatives - We actively participate in major philanthropic events like the Big Day of Giving and Giving Tuesday, and we host an annual fundraising gala.

Donor Development - Our team is consistently focused on growing our network of private individual and corporate donors.

Strategic Contingency Planning:

Should we face a period of financial restriction, we have established a multi-tiered "Plan B" to protect the organization's core functions:

Personnel Flexibility - A dedicated portion of our staff has expressed a willingness to transition to volunteer status if necessary to maintain operations.

Operational Adjustments - We would implement cost-saving measures by reducing our annual production schedule and consolidating classes with low enrollment (fewer than three students).

Fiscal Reserves - We currently maintain a cash reserve sufficient to sustain our full programming for approximately four months without needing to make service cuts.

Proven Resilience:

Royal Stage is a well-established initiative. Having successfully navigated various economic cycles over our 15-year history, we are confident in our ability to maintain and scale this programeffectively.

If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.

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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
Seniors FirstChronic Health Transportation
Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding (Agency on Aging Area 4) USD$ 60,000.00State Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 30,000.00Corporation/Foundation Funding (Sutter Health)USD$ 50,000.00Contributions USD$ 10,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 150,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 8,976.00Payroll Taxes and Benefits USD$ 0.00Professional Fees (Consultants & Contractors)USD$ 0.00Other Compensation USD$ 0.00Rent/Utilities/Maintenance USD$ 0.00Printing/Supplies/Postage USD$ 200.00Travel/Training USD$ 0.00Insurance USD$ 0.00Promotion USD$ 0.00Program Supplies USD$ 2,268.00Communications/Telephone USD$ 1,000.00Third Party Transportation Providers USD$ 137,556.00Total USD$ 150,000.00 Proposed Effort Budget NarrativeSalaries: $8,976 for .17 FTE to screen rider eligibility, coordinate with specialty transportation providers, and provideprogram oversight.Printing/Supplies/Postage: $200 based on prior year expenditures for print, copies, & consumable office supplies.Program Supplies: $2,268. Actual cost of annual subscription for EdgeFish Rider Scheduler Software.Communications/Telephone: $1,000. Based on prior year expenditures for landline costs.Third Party Transportation Providers: $137,556. Estimated trip costs of private specialty transportation providers @$13.22 per mile.

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.

Seniors First requests $30,000 to support its Chronic Health Transportation program, facilitating no-cost, non-emergency medical transportation for low-income seniors and individuals withdisabilities in Roseville who require frequent, life-sustaining treatments such as dialysis or chemotherapy.

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7 Board Members9 Paid Staff (F/T)12 Paid Staff (P/T)260 Volunteers288.00 SUBTOTAL288.00 TOTALDate Founded:
1971.

Organization's Mission:

The mission of Seniors First is to provide long-term support and services to help Placer County older adults maintain their independence and thrive.

What are the major goals of your organization?
Seniors First’s primary goal is to help older adults remain safe, healthy, and independent in their own homes and communities for as long as possible. The organization works to reduce barriersthat threaten senior well-being—such as transportation challenges, food insecurity, social isolation, and lack of access to reliable information—by delivering coordinated, client-centered services.A core organizational goal is to serve as a trusted access point for older adults, family members, and caregivers seeking guidance and support. Through a centralized intake and screeningprocess, Seniors First connects individuals to appropriate services and community resources, ensuring timely assistance and minimizing confusion during periods of need.Seniors First also aims to respond to emerging and ongoing challenges facing older adults, including rising living costs, increased medical complexity, and limited mobility. Programs are designedto be flexible and responsive, allowing staff to identify unmet needs and adapt services accordingly.Through transportation assistance, nutrition support, social connection, and referral services, Seniors First seeks to improve quality of life, support health stability, and prevent prematureinstitutional care. All services are provided without cost to participants, ensuring equitable access for seniors regardless of income.

What were the major accomplishments of the organization last fiscal year? During the most recent fiscal year, Seniors First delivered over 125,000 individual services to help older adults in Placer County remain independent, safe, and connected to essential supports.Key outcomes included:• 17,446 rides ensured access to medical appointments and essential services for seniors with limited mobility• 75,000+ meals supported nutrition and health stability• 480 hours of telephone reassurance reduced social isolation and promoting safety for homebound seniors• 5,330 callers connected to community resources and benefits• Additional supportive services delivered in response to the evolving needs of Placer County’s growing older adult population.These accomplishments reflect Seniors First’s ability to operate at scale while maintaining personalized, client-centered services that address both immediate needs and long-term well-being.

Will the organization utilize volunteers for this proposed effort? For the Chronic Health Transportation (CHT) program, all transportation is provided by contracted, specialty non-emergency medical transportation providers to ensure safety, reliability, andcompliance with client needs. Volunteers may support the program through administrative and supportive functions, such as assisting with outreach, making reminder or follow-up calls, andproviding general program support under staff supervision. All volunteers receive orientation and training appropriate to their role and operate in accordance with Seniors First policies andprocedures.

Describe the need for this proposed effort and evidence of community support.

Reliable transportation remains a critical barrier for older adults who are managing chronic health conditions. Individuals with complex medical needs are at risk of missing essential non-emergency medical appointments, including ongoing treatments such as dialysis, cancer care, and specialty physician visits.Seniors First’s Chronic Health Transportation (CHT) program addresses this need by screening eligible riders and coordinating transportation through contracted, specialty non-emergencymedical transportation providers equipped to meet medical and mobility needs. This approach ensures that seniors who have no other viable transportation options can safely and reliably accesslife-sustaining medical care.Program data demonstrate sustained demand and increasing service intensity. In FYE2024, Seniors First provided 1,507 trips, totaling 14,474 miles of transportation for life-sustaining medicaltreatments. In FYE2025, service demand increased to 1,798 trips, while total miles traveled remained comparable at 14,514 miles. Although trip volume increased by 19%, total program costsincreased by 32% year over year, reflecting higher utilization by clients requiring frequent, recurring treatments such as dialysis or chemotherapy, as well as annual cost increases from contractedtransportation providers.Demand for Chronic Health Transportation (CHT) services continues to exceed available resources, and Seniors First currently maintains a waitlist for riders seeking chronic health transportation.Program data indicate that 30% of trips are for riders from the City of Roseville, underscoring the direct benefit of this program to Roseville residents. Projected trip and mileage targets for the2026–27 grant period reflect current funding availability and anticipated transportation costs, while continuing to prioritize frequent, life-sustaining medical treatments.Community support for this effort is reflected in ongoing referrals from healthcare providers, social service agencies, and caregivers who rely on Seniors First to help patients maintain continuity ofcare. The program’s continuation through alternative funding sources during the current year further demonstrates both demand for services and confidence in the program’s effectiveness.Support from the City of Roseville would strengthen Seniors First’s ability to meet this documented need and expand access to essential medical transportation for vulnerable residents.

Eligibility:• Low-income older adults age 60 or older or with a disability residing in Placer County who:o Need non-emergency medical transportation to healthcare in Placer or Sacramento Countyo Are unable to access family, caregiver, volunteer, or public transportation resources.

Projected number of service units: 1,260 door-to-door trips to life-sustaining medical care, including at least 378 trips for Roseville residents.

The majority of CHT trips are directly tied to chronic health conditions that require frequent and consistent care. Kidney failure is the most common diagnosis among riders, with approximately80% of trips supporting dialysis treatment. An additional 16% of trips are for physical therapy or laboratory services, and 4% are for chemotherapy appointments.The CHT program is distinct from other transportation options in the community because it is specifically designed for individuals with chronic health conditions who require ADA-accessiblevehicles, specialized scheduling, and reliable, repeated trips. Other existing transportation programs are volunteer based, limited in scope, or unable to accommodate the medical complexity andfrequency required by this population. Seniors First addresses this gap by contracting with vetted, specialty non-emergency medical transportation providers capable of meeting clinical andmobility needs.To ensure compliance with funding guidelines and that services supported by the City of Roseville benefit Roseville residents, Seniors First verifies residency during the intake and screeningprocess. Client home addresses are collected and confirmed, and only trips for eligible Roseville residents are allocated to Citizens Benefit grant funds. Program staff maintain service records thattrack residency, trip purpose, and provider invoices, ensuring accurate reporting and fiscal accountability.Seniors First is uniquely positioned to serve this population due to its long-standing role as a centralized access point for senior services in Placer County and its experience coordinating complextransportation solutions. Through established provider contracts, rigorous screening processes, and ongoing oversight, Seniors First ensures that vulnerable residents with chronic health needsreceive safe, reliable access to essential medical care when no other options exist.

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 Chronic Health Transportation (CHT) program relies on coordinated partnerships to ensure safe, reliable access to life-sustaining medical care for seniors and individuals with disabilities.Seniors First collaborates with specialty, non-emergency medical transportation providers that offer ADA-accessible vehicles and are equipped to meet the needs of clients with chronic healthconditions. These contracted providers deliver transportation to recurring medical appointments such as dialysis, chemotherapy, physical therapy, and laboratory services. Seniors First maintainscontractual agreements, schedules rides, verifies eligibility, and provides ongoing oversight to ensure quality and reliability. Transportation costs are paid on a per-trip basis, reflecting thespecialized nature of the service.Referrals are accepted from medical offices, hospitals, dialysis centers, and community-based organizations when patients lack other viable transportation options. Seniors First screens referredindividuals for eligibility and connects them to appropriate transportation resources.In addition, Seniors First participates in broader community coordination efforts related to senior transportation and aging services, including partnerships with local and regional agencies thatsupport older adults and people with disabilities. These relationships help reduce duplication of services, identify service gaps, and ensure clients are connected to the most appropriatetransportation option available.Through these collaborative relationships, Seniors First serves as a central coordinator—managing referrals, contracting with specialized transit providers, and ensuring that vulnerable residentscan safely access essential medical care.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

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The Chronic Health Transportation (CHT) program aligns directly with multiple priorities identified in the City of Roseville Strategic Plan for Fiscal Years 2025–2028, particularly the City’scommitment to ensuring a safe and healthy community, delivering exceptional City services, and remaining fiscally responsible in a changing world.Ensure a Safe and Healthy Community. The Strategic Plan emphasizes protecting those in need and maintaining a community where residents feel safe and supported. The CHT programadvances this priority by ensuring that vulnerable seniors and individuals with disabilities can safely access life-sustaining medical care, including dialysis, chemotherapy, and other criticaltreatments. By coordinating ADA-accessible, non-emergency medical transportation for residents who lack other options, Seniors First helps prevent missed medical appointments and supportshealth stability for high-risk individuals, directly contributing to community well-being.Deliver Exceptional City Services. The Strategic Plan calls for effective service delivery that adapts to evolving community needs. Seniors First supports this goal by operating as a trusted,experienced service partner that screens clients, coordinates specialized transportation, and ensures accountability through careful oversight of contracted providers. The CHT programcomplements City services by addressing a highly specialized need that is not met through traditional transit or volunteer-based models, extending the City’s ability to serve residents withcomplex medical and mobility challenges.Remain Fiscally Responsible in a Changing World. The City’s Strategic Plan emphasizes fiscal vigilance and responsible use of resources. The CHT program aligns with this priority by leveragingcontracted transportation providers only when necessary, coordinating rides efficiently, and ensuring City funds are used exclusively to benefit eligible Roseville residents. By supporting access topreventive and ongoing medical care, the program also helps reduce the risk of more costly emergency interventions, aligning with the City’s long-term approach to responsible resourcemanagement.Through these alignments, the Chronic Health Transportation program directly supports the City of Roseville’s strategic vision of preserving a high quality of life while delivering responsive,accountable, and efficient services to residents most in need.

Define anticipated outcomes for this proposed effort. How will success be measured? Project Goal: Roseville seniors and individuals with disabilities who have chronic health conditions, and no other viable transportation options, access life-sustaining, non-emergency medical care.Objective: Coordinate safe, reliable, ADA-accessible transportation through contracted, specialty non-emergency medical transportation providers for eligible Roseville residents requiring ongoingmedical treatment such as dialysis, chemotherapy, and other medically necessary services.Success of the project will be measured by achievement of the following outcome:Seniors with chronic health conditions have reliable access to life-sustaining medical care.Measured by:• 1,260 medically necessary trips provided, of which at least 378 trips are for Roseville residents• 10,404 total miles traveled to support access to medical care, with at least 3,121 miles attributable to Roseville residentsSource of Measures: Client intake records, residency verification, trip scheduling logs, mileage tracking, and provider invoices.Seniors First will evaluate progress and success by collecting service data at the time of delivery, including client eligibility, residency, trip purpose, transportation provider, and mileage. Programdata are reviewed and aggregated monthly to monitor trends, assess service demand, and ensure compliance with funding guidelines. Any needed program adjustments are addressed by theProgram Manager to ensure anticipated outcomes are achieved.

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: $30,000 for Meals On Wheels2024-25: $30,000 for Senior Transportation2023-24: $30,000 for Senior Nutrition Programs (i.e. congregate & home-delivered meals)2022-23: $26,839 (CBF) + $23,333 (ARPA) for Meals On Wheels2021-22: $22,622 for Meals On Wheels.

If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

Thanks to the Grants Advisory Commission, $30,000 is supporting Seniors First’s Meals On Wheels program this funding cycle. From July 1, 2025 to December 31, 2025, the program hasalready achieved the following outputs:118 Roseville seniors served7,729 Meals delivered (Annual projection: 27,071 meals; 28% of goal). $6,310 in CBT funding spent to-date.

Our projected goal for the 12-month grant period was service to 107 Roseville seniors. The project has already exceeded this goal by 10%. Thank you for your support! If full funding is not available, how will the organization be able to accomplish the proposed effort? Chronic Health Transportation fills an unmet need for seniors with complex medical needs who require frequent, recurring trips for life-sustaining treatments such as dialysis and chemotherapy. Ano-cost transportation option for low-income seniors does not otherwise exist, making full funding of this program critical to maintaining access to care. As previously noted, program datademonstrate a high volume of trips, and service costs continue to rise.If less than the full amount is awarded, Seniors First will scale services to align with committed resources. For example, if awarded 90% of the requested funding, the number of trips provided willbe approximately 90% of the number originally proposed. Priority will be given to seniors with the most critical medical needs and no alternative transportation options.

Confirmed Support:1. Agency on Aging Area 4: $60,0002. Sutter Health: $50,000Ongoing solicitation:3. Individual and corporate donations: $10,000Total Budget: $150,000 This request for $30,000 from the Citizens Benefit Trust Fund represents 20% of the total program budget while 30% of projected trips will be for City of Roseville residents.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Seniors First approaches sustainability for the Chronic Health Transportation (CHT) program through a combination of diversified funding, cost containment, and strategic coordination withcommunity partners. The program is supported by multiple funding sources, including regional aging-service funds, healthcare-related grants, and private contributions, which reduces reliance onany single funding stream and allows the organization to maintain services when individual funding sources fluctuate.To control costs, Seniors First contracts with vetted, specialty non-emergency medical transportation providers and closely manages trip scheduling, eligibility screening, and service utilization toensure transportation resources are used efficiently and only when no other options are available. Program staff review trip data, mileage, and vendor invoices to identify trends, manageexpenditures, and adjust service delivery as needed.Seniors First also works collaboratively with healthcare providers, social service agencies, and care managers to coordinate referrals and identify opportunities for shared responsibility orcomplementary funding. As healthcare systems increasingly recognize transportation as a critical social determinant of health, Seniors First continues to pursue partnerships and fundingopportunities that align medical access with community-based transportation solutions.Ongoing program evaluation and outcome tracking support sustainability by demonstrating impact and cost-effectiveness to current and prospective funders. Together, these strategies positionSeniors First to sustain Chronic Health Transportation services beyond the grant period while continuing to respond to the needs of Roseville residents with chronic health conditions.

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.

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No - Provide explanation why bids are not necessary in Documents Tab Not Applicable

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City of Roseville
FY2026-27 CBF Grant
Sierra College FoundationStudent Meal Program
Requested Amount
USD$ 25,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government Funding USD$ 0.00CBF/REACH Grant RequestCorporation/Foundation Funding USD$ 95,000.00Individual Contributions/Membership Dues USD$ 25,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind Support USD$ 7,000.00OtherTotal USD$ 127,000.00 Proposed Effort Expenses Proposed Effort AmountSalariesPayroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceOtherOtherTotal USD$ 0.00 Proposed Effort Budget Narrative100% of the funds from the Citizen Benefit Fund will go directly to students. The Sierra College Foundation does not charge an administrative fee and the Basic Needs Centerstaff is fully funded by the district.

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.

Sierra College Foundation requests $25,000 to support the Sierra College Basic Needs Center in improving the quality of life for high-need students. With funding from the City of Roseville, theBasic Needs Center will provide critical access to food, housing assistance, and mental health services. This investment will support up to 250 high-need Sierra College students who areRoseville residents, ensuring they receive essential basic needs assistance during the 2026 academic year.

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:
19 Board Members5 Paid Staff (F/T)1 Paid Staff (P/T)

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200 Volunteers225.00 SUBTOTAL225.00 TOTALDate Founded:
1973
Organization's Mission:

The mission of Sierra College Foundation is to give members of the community the opportunity to assist and invest in the development of quality educational opportunities for all. In concert withSierra College and the community it serves, the Foundation commits itself to work toward educational excellence and to assist the implementation of the mission of Sierra College.

What are the major goals of your organization?
1) Endow-a-Bed/Affordable Student Housing: Sierra College was awarded funding for construction of a 354-bed dorm on its Rocklin campus (the project broke ground in December 2022 and willbe complete in 2025). These beds will be offered at affordable rates to low-income students. The Foundation has committed to raise funds to endow 10 beds to be offered free of cost to studentswith the highest need. To date, nine beds have been endowed, and funds secured for nine students to receive room and board for the 2026-2026 academic term. 2) Raise $5 million for the Student Assistance Fund Endowment (SAFE). SAFE supports Sierra College’s focus on increasing student success and promoting equity for students in need. Morethan 65% of Sierra College students quality for financial support. SAFE supports the work of the Basic Needs Center at Sierra College. Through SAFE, any Sierra College student in goodstanding that meets income eligibility can get assistance to complete their education. 3) Fundraising efforts focus on Sierra College Foundation GIVES. GIVES represents the following:• Guardian Scholars-supporting former foster youth.• Innovation-promoting equity and workforce development.• Veterans Services-helping local heroes be successful as they transition to college and career.• Emergency Fund-one-time grants for struggling students.• Scholarships-awarding over $300,000 in student scholarships a year.

What were the major accomplishments of the organization last fiscal year? The following accomplishments reflect SCF’s commitment to increasing financial resources for students, expanding housing access, strengthening workforce pathways, supporting basic needs,and deepening community partnerships during the 2024–2025 academic year. • Nearly $350,000 in scholarships were awarded to more than 200 local students, helping cover tuition and essential living expenses such as rent, utilities, food, and transportation.• Expansion of the “Endow-A-Bed” Affordable Housing Initiative SCF raised over $2 million for the College’s new affordable student housing facility, which will house 358 students at below-marketrates and ensure that at least nine beds remain free for students with the highest need in perpetuity. The President’s Circle Gala contributed funds to guarantee that one bed is reserved for aveteran permanently.• Grants to support Career Technical Education and Workforce Development: $35,000 from the Bosch Community Fund for to provide equipment and basic needs to CTE students and $30,000from U.S. Bank supporting workforce development including providing equipment for construction and welding students.

Will the organization utilize volunteers for this proposed effort? Sierra College Foundation is governed by a volunteer Board of Directors comprised of 19 community leaders and business professionals. Board members meet bimonthly and serve asambassadors for the Foundation, providing strategic oversight, fiduciary responsibility, and community leadership.

Community volunteers also support the Foundation through special interest and support groups, such as the Wolverine Athletic Association and the Patrons Club (approximately 75 volunteers inboth).

Sierra College Foundation hosts several fundraising and community engagement events that rely heavily on volunteer leadership and support. For example, the annual Golf Classic is organizedby a 10-person volunteer committee and more than 50 student volunteers for the day of the event. The October Golf Classic raised $100,000 in support of Sierra College athletics. TheFoundation’s largest fundraising event, the Gala, is organized by a 20-person volunteer committee. In May 2025, this event raised $250,000 to endow a bed for veteran in affordable studenthousing, about 20 student volunteers, coaches, and volunteers assist with day-of logistics including set-up, guest registration, auction management, and clean-up.

Collectively, more than 300 volunteers contribute thousands of hours annually to support Sierra College Foundation. Their leadership, service, and commitment are essential to advancing theFoundation’s mission and expanding opportunities for Sierra College students.

Describe the need for this proposed effort and evidence of community support.

Placer County/Sacramento area trends show significant food insecurity, especially impacting college students and low-income residents, with high rates in the region (over 11% in Placer Countyoverall, but pockets in Roseville saw greater than 18% in 2021), indicating hidden hunger is a problem even in affluent areas like Roseville, with SNAP/food banks serving many in the region asnoted in the "Sacramento Region Food System Action Plan" by Valley Vision. According to a study conducted by UCLA, 50% of California college students who were surveyed experienced foodinsecurity, including 28% who skipped meals because they couldn’t afford food.

More than 70% of students at California community colleges reported being food insecure, followed by more than 50% of Cal State students and 42% of UC students.

Among food-insecure students who had heard of CalFresh but never used it, the primary reasons for not doing so were that they believed they were ineligible for it (50.3%), they did not know howto apply (27.8%) and they did not have time to apply (14.4%).

Food insecurity not only harms students' physical and mental health, but food insecure students are more likely to have lower grade-point averages and higher drop out rates or reducing courseloads that all contribution to delayed graduation or completing certificates.

Evidence of community support includes pounds of in-kind food donations from community groups and individuals, ongoing partnerships with corporate and private donors including grants andmonetary donations.

The Sierra College Basic Needs centered is uniquely positioned to serve students because we meet them literally where they're at - on campus. The Basic Needs Center is centrally located oncampus and provides no barrier wrap-around services with supportive, qualified staff (program manager has an MSW in Social Work). College faculty and staff frequently refer students to theBasic Needs Center and outreach is also conducted in classrooms and at campus events.

In the 2024-2025 school year, over 2,000 students received support from the Basic Needs Center including:
1,919 students received food225 students were housed378 students received transportation support117 students students received mental health support536 received health care and hygiene kits Specific information for Roseville area students includes:

From Fall 2024 to the start of Fall 2025 (8/19/24- 8/16/2025), we had 1,614 food pantry visits from students with a Roseville address.From Fall 2024 to the start of Fall 2025, we served 248 unique students with a Roseville address.To this date, we currently have 465 active client records with a Roseville address.

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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, collaborative partners are critical to the success of our students and the impact of the Basic Needs Center including partnerships with Feeding the Foothills, Lighthouse Counseling andFamily Resources, TimelyCare, and financial support from businesses, corporations, and service organizations. In addition, student referrals by teachers and faculty, and approval by our FinancialAid office to ensure eligibility guidelines are met.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

This request directly aligns with the Roseville City Council's current Strategic Plan by advancing priorities related to quality of life, community well-being, and long-term economic vitality forRoseville residents. By addressing food insecurity among Roseville students ages 18–24, the initiative supports residents at a critical life stage and removes a significant barrier to educational andeconomic success.

A core goal of the Council's Strategic Plan is to ensure Roseville remains a healthy, inclusive, and thriving community. Access to basic needs, specifically food insecurity, is foundational to physicalhealth, mental well-being, and personal stability. By providing reliable, nutritious food access to low-income Roseville students, this effort improves daily quality of life while supporting academicpersistence and personal resilience.

Services provided by the Basic Needs Center also aligns with the City’s emphasis on economic opportunity and workforce development. Roseville students enrolled at Sierra College arepreparing for careers in high-demand fields, earning credentials, or transferring to four-year institutions. Food insecurity threatens these outcomes by forcing students to reduce course loads,increase work hours, or leave school altogether. Supporting food access allows students to remain focused on education and training, strengthening Roseville’s future workforce and contributingto a stable, skilled local economy.

In addition, the program reflects the City’s commitment to serving residents equitably and responsibly. The effort prioritizes Roseville residents who are low income and at higher risk of foodinsecurity, ensuring the Citizen’s Benefit funds provide a direct and measurable benefit to the local community members.

By investing in food access support for Roseville students, the City of Roseville advances its Strategic Plan goal of a Safe and Health Community by enhancing quality of life, promoting self-sufficiency, and fostering a strong, resilient community. This effort ensures that young adult residents have the stability and support needed to succeed academically, enter the workforce, andcontribute positively to Roseville’s long-term prosperity fueled by economic development. For example, Bosch Semiconductors directly hires Sierra College mechatronics students. These studentswill live, work, and play in Roseville. They will purchase homes, contribute to the economy, and help make Roseville a community for all.

Define anticipated outcomes for this proposed effort. How will success be measured? Through the Basic Needs Center, Sierra College Foundation anticipates the following outcomes for Roseville residents ages 18–24 during the 2026 academic year:

Approximately 250 low-income Roseville students will receive barrier-free access to nutritious food through the Sierra College Basic Needs Center, including weekly groceries and Meal Deal FoodVouchers.Students will experience reduced food insecurity, allowing them to meet basic nutritional needs without sacrificing other essential expenses such as housing, transportation, or educationalmaterials.

Students with reliable food access will be better able to attend classes regularly, maintain enrollment, and remain focused on academic and career goals, reducing the likelihood of coursewithdrawal or stop-out.

Students will be connected to regional food resources and public benefits, including CalFresh, increasing their ability to maintain food security beyond campus-based services.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.

For 2023-2024 (ARPA Funds), we received $33,300 to annually support 100 Sierra College students who are Roseville residents on a Career and Technical Education path. Direct aid forwraparound support including mental health care and supplies for employment (i.e., stethoscopes, welding hoods, work boots, etc.) will be provided so they stay on track with graduation/careergoals.For 2022-2023, we received $11,571 to purchase up to 250 Care Packs for former foster youth and other high need students attending Sierra College.In 2021-2022 we received $16,292 to purchase up to 250 Care Packs for former foster youth and other high need students attending Sierra College.In 2020-2021 we received $20,500 to purchase up to 200 Care Packs for former foster youth and other high need students If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

SCF did not receive a grant in FY2025-16
If full funding is not available, how will the organization be able to accomplish the proposed effort? If funding is not available, SCF staff will increase fundraising efforts with donors and funders.

We have not applied for funding from other sources to support Roseville area students' basic needs. In 2025 we received the following grants to provide Basic Needs Center support to all SierraCollege students:2025: $10,000 from US Bank for basic needs for CTE students2025: $25,000 from Kaiser for Basic Needs Student Assistance - Food Security & Mental Health Support2025: $50,000 from Sutter Health Foundation for Basic Needs support2025: $10,000 from Bosch for housing support for one student in the affordable housing In addition to grants, individuals, faculty and staff donated $28,300 towards basic needs in 2025.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? If full funding is not available, we will continue to serve Sierra College students facing food insecurity at a reduced level. We may need to limit the Meal Deal Food Voucher to once or twice amonth instead of weekly. We can also decrease the number of groceries a student can collect each week.

If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs.

Funds will not be used towards a capital expenditure.

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Not Applicable

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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
St. Vincent de Paul Society Roseville Area ConferenceFood Locker Program Requested Amount
USD$ 30,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountCorporate Funding USD$ 32,181.00Individual Donors USD$ 205,945.00CBF Reach Grant Request USD$ 30,000.00Fundraising USD$ 260,708.00Grants USD$ 167,550.00Churches other Organizations USD$ 71,815.00Investments, Other USD$ 37,422.00Misc USD$ 17,323.00Total USD$ 822,944.00 Proposed Effort Expenses Proposed Effort AmountAdministration USD$ 94,055.00Compensation, Related Exp USD$ 393,631.00Fundraising Exp USD$ 50,026.00Occupancy Exp USD$ 153,167.00Other Business Expense USD$ 19,323.00Social Service Exp USD$ 144,755.00EquipmentTotal USD$ 854,957.00 Proposed Effort Budget NarrativeSt. Vincent de Paul Roseville's fiscal year begins on July 1 and ends June 30. Over the past year the increase in attendance at the food locker has required the organization tohire additional warehouse staff to accommodate the food distribution program. The cost of additional food purchases, utilities, vehicle expenses, insurance and wages have allincreased. Funding operational expenses to the organization's operational expenses for the food locker program will tremendously assist the organization in delivering servicesto Roseville residents in need.

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.

St. Vincent de Paul Society Roseville Area Conference requests $30,000 in operational support for the Food Distribution Program supporting Roseville residents with supplemental groceries.Through our partnership with Feeding America, our agency provides over 500 households weekly with supplemental groceries and requests operational support for the warehouse operatingexpenses such as fuel, utilities, insurance, maintenance and wages.

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 Members5 Paid Staff (F/T)6 Paid Staff (P/T)90 Volunteers114.00 SUBTOTAL114.00 TOTALDate Founded:

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1983
Organization's Mission:

Our Mission at St. Vincent de Paul of Roseville is to provide basic human services and programs to prevent hunger and homelessness.

We accomplish this by providing services through the following main programs:1. FOOD LOCKER DRIVE THROUGH - 3 days each week MONDAY, WEDNESDAY & FRIDAY from 9-11 a.m. at 503 Giuseppe Ct., #8, Roseville 956782. BAGS HOME DELIVERY - providing monthly home delivery of supplemental groceries to medically homebound seniors and disabled adults in Roseville & Rocklin3. RENTAL & UTILITY ASSISTANCE - providing housing stability by providing rental assistance and utility assistance throughout Placer county via grants4. DINING ROOM - 5 days each week TUESDAY, WEDNESDAY, THURSDAY 12:30 to 2 p.m., and SATURDAY, SUNDAY 2:30 to 4:00 p.m. providing an indoor sit down meal at 105 Bonita Street,Roseville 956785. SENIORS IN CRISIS - providing assistance to seniors in dire financial need6. SMILES PROGRAM - providing school backpacks in the fall, and Christmas gifts during the holidays.

What are the major goals of your organization?
Our major goals are to improve food security, prevent hunger and homelessness through our food locker, rental assistance, home delivery and dining room programs. The foods distributed benefitto the health and well-being of residents and contribute to their ability to use household dollars elsewhere in the budget by providing supplemental groceries. Residents of Roseville may attend thefood locker one time each week, receiving a full cart of groceries consisting of fresh produce, dairy, meats, eggs, breads, dry goods, canned goods, and a variety of USDA staples. Each cartcontains enough supplemental groceries to prepare at least nine (9) meals for each family member.

By providing our programs, St Vincent de Paul Roseville improves the health of residents and assures that the Roseville community deeply cares about and values the well-being of its residents.St Vincent de Paul Roseville treats all who come to our organization with dignity and respect.

For some clients, supplemental groceries will be a short term assistance on the road to self-sufficiency. For others, having the ability to pick up supplemental groceries weekly will be a vital serviceto help them maintain an adequate standard of living. Attendance at the food locker is currently supporting an average 160 households each day of distribution, or 500 households each week onaverage.

In addition to those attending weekly grocery pickup, the Food Locker supports the Roseville BAGS Home Delivery Program for medically homebound seniors and disabled adults. Although thatprogram has traditionally been supported by a Roseville CDBG grant to purchase shelf stable items on a quarterly basis, the program is supplemented with fresh produce, dairy, meats, and otherrefrigerated items. The recipients of this program residing in Roseville receiving a monthly home delivery with enough supplemental groceries to prepare up to 12 meals.

The food locker also supports the St Vincent de Paul Roseville's Dining Room in downtown Roseville, serving a midday meal 5 days each week to anyone in need of a fresh cooked meal. Thefood locker provides ingredients to serve approximately 60 people per day and up to 300 each week at the dining room.

What were the major accomplishments of the organization last fiscal year? In the past fiscal year, the Food Locker supported 22,511 household visits to our facility. This is an increase from 18,740 household visits from the previous fiscal year. Total individuals served was65,450, including 12,138 seniors, and 20,487 children.

Volunteer teams delivered groceries to an average 77 homebound seniors or disabled adults monthly in Roseville, and approximately 68 homebound seniors or disabled adults monthly in Rocklin.

The dining room provided 14,449 meals. This is up from 13,408 meals the previous year. This includes 573 children.

The Homeless Prevention program provided financial assistance to 64 households with rental assistance, and 23 households with utility assistance totaling $78,896.

The SMILES program provided 129 children with Christmas gifts.

The Thanksgiving meal program supported over 300 families with a turkey and ingredients to prepare a traditional Thanksgiving meal.

During the summer of 2025, St Vincent de Paul Roseville's warehouse underwent capital improvements to expand in order to meet the needs of the community. We purchased and installed anadditional walk-in refrigeration unit, an improved ventilation system, and additional racking system.

Will the organization utilize volunteers for this proposed effort? Volunteers at the Food Locker drive our trucks to our grocer partners, and to Feeding the Foothills to pick up food donations and USDA donations. They sort and stock shelves, fill bags ofgroceries, greet and check clients in at the front door, and help maintain the warehouse and office. Other volunteers sort, bag and place food into the trunks of clients' cars.

Through the BAGS Home Delivery program, teams of volunteers deliver groceries to homebound seniors and disabled adults.

Five days each week, volunteer teams prepare fresh meals for guests at our Dining Room in downtown Roseville. In addition to preparing meals, volunteers clean the kitchen and dining area forthe next day.

Volunteers assist with special projects, such as the Backpack program, Thanksgiving meals, and the Christmas shop. In addition, they assist with fundraising events such as Big Day of Giving,and Annual Dinner.

Officers and Board members of the organization are volunteers.

Volunteers are the lifeblood of St. Vincent de Paul Roseville, without them, our programs and services would not exist.

Describe the need for this proposed effort and evidence of community support.

Since 1983, St Vincent de Paul Roseville has provided supplemental groceries to Roseville households experiencing hardship. Through our partnership with Feeding America, our agency is ableto provide a full cart of groceries to Roseville families in need one time each week, but we have operational expenses. Our agency picks up food donations at 15 grocers daily in South Placercounty for distribution to residents at our warehouse on Giuseppe Ct in Roseville. Funding will assist with fuel expenses, utility charges to our warehouse that houses 2 walk in freezers, and 3walk in refrigerators plus office area, maintenance and insurance expenses, and wages. In 2025, St Vincent de Paul raised funding to expand our warehouse due to increase in demand for food inRoseville. Additionally, we hired 1 full time and 2 more part time warehouse staff to support the increase in need of food distribution.

In addition to the abundance of supplemental food received from local grocers and donors, St Vincent de Paul Roseville receives hygiene products, baby care products, and small householditems, seasonal merchandise, and school supplies that households may need but that cut into the family budget. St Vincent de Paul Roseville is able to distribute these items through the FoodLocker Distribution as well as through our various other programs throughout the year.

Our diverse community donor base and large number of volunteers are the best evidence of community support for St Vincent de Paul Roseville. They include governmental and corporatefoundations, local businesses, church and individual donors, and strong community response to our fundraising events. This has provided St Vincent de Paul Roseville the ability to purchasevehicles for grocery donation pickup, warehouse expansion, and staffing. In addition, the majority of our volunteers represent the demographic makeup of our service area.

St. Vincent de Paul Roseville has built community engagement for the last over 43 years. We are Placer Collaborative Network and Roseville Chamber of Commerce members and activelyparticipate in events. Our website, Facebook page, and quarterly newsletter provide information regarding services and recent events. We network and collaborate with many other localcommunity partners, including The Gathering Inn, Stand Up Placer, Advocates for Mentally Ill Housing, Seniors First, HomeAid and KidsFirst.

St. Vincent de Paul's Food Locker serves low-income households. 67% of our visitors have incomes at or below 100% of the federal poverty guidelines and 87% have incomes at or below 200%of the federal poverty level.

Other faith-based food lockers operate in our service area, however many have ceased operations over the past few years. St. Vincent de Paul Roseville is the largest food locker program in theSouth Placer area and is open three days each week, 52 weeks / year. Clients may visit the Food Locker weekly to receive a full grocery cart of supplemental food and other available items suchas baby diapers and other baby needs, feminine hygiene products, senior hygiene products, and miscellaneous over the counter products.

Annually, we perform a recertification of the households attending the food locker. All client records are maintained in an electronic format, approved by USDA. We can readily report on thenumber of Roseville residents attending the food locker at any given point in time.

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As part of Feeding America, St. Vincent de Paul Roseville has established relationships with Feeding the Foothills and affiliate stores such as Trader Joe's, Raley's, Nugget Markets, SaveMart,Grocery Outlet, Safeway, Bel-Air, Smart and Final, and Costco. Our trucks pick up food donations daily from 15 locations. Food donations are also received from food drives performed by BoyScouts, Girl Scouts, KidsCans, and other private local food drives. Much of our success is attributed to our capability in distribution, our fleet of trucks and the annual 7800 hours of volunteerservices.

Our client database reveals that over 83% of our clients live in Roseville, and 100% live in Placer County.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort. n/a
Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

The City Council adopted three key strategies to achieve its goal of maintaining a safe and healthy community. St. Vincent de Paul Roseville's Food Locker Distribution Program aligns with two ofthese strategies.

Access to nutritious food is a social determinant of health. Our Food Locker Program provides access to nutritious food for Roseville residents, thereby aligning with Roseville City Council'sStrategic Plan for maintaining a healthy community.

The Food Locker Program helps prevent homelessness. For example, we know from our Annual Survey that 77% of our food locker clients indicate that if they did not receive groceries from thefood locker that they would not be able to meet their monthly household expenses. Homelessness is undoubtedly a safety issue for our Roseville community.

St. Vincent de Paul Roseville has developed solid partnerships to obtain the desired expectations and outcomes. Working with community partners at all levels of engagement allows to feed thosehouseholds experiencing food insecurity and those that are at risk of homelessness.

All of the programs offered at St. Vincent de Paul Roseville encourage inclusiveness, equality and justice efforts with our clients and community partnerships.

Define anticipated outcomes for this proposed effort. How will success be measured? St. Vincent de Paul Roseville anticipates that the Food Locker program will continue to improve food security, decrease hunger, and help prevent homelessness in our community.

Each January, the agency performs a food security and homelessness prevention survey of the food program clients in order to measure our impact.

According to the responses received on the most recent Food Locker survey, 86% of the respondents state that with the food they receive from the Food Locker, "I and/or other family membersdo not have to skip any meals." However, 14% responded, that despite the groceries they receive at the Food Locker, "I and/or other family members do have to skip meals." This response mayindicate that, although we still see a percentage of 14% responding that some family members indicate skipping meals, this is a decrease from the previous survey by 20% to this question.

Of the responses received, 38% are receiving CalFresh, 35% stated they were ineligible, and 27% were unsure if they were eligible to receive CalFresh. We will offer help to this latter group byconnecting them with an eligibility worker in order that they may seek services with CalFresh if appropriate.

According to responses received on the homelessness prevention survey, 69% respondents state they visit the Food Locker each week for supplemental groceries, Another 20% visit every 3weeks. 92% of respondents stated "My family / I can prepare nutritious meals with the food that we / I receive from the food locker. 40% of respondents state "It is difficult to pay my rent each month". Another 31% state "It is very difficult to pay my rent each month". this response is another indicator that families may becounting on the Food Locker at St. Vincent de Paul as their main source of groceries rather than a supplement to their grocery budget.

Our annual survey confirms though outcomes that we are meeting a critical need for many in our community, and the overall food needs in our community, as well as successfully meeting ourmission to prevent hunger and homelessness.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2025/2026 $15875 Food Locker operational expense2024/2025 $30000 Food Locker operational expense2023/2024 $30000 Food Locker operational expense2022/2023 $13972 Food Locker operational expense2021/2022 $20792 Food Locker operational expense If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

St. Vincent de Paul Roseville received a $15875 grant award for FY2025/2026. Since the beginning of the FY, we have expended $7938 toward operational expenses.

St. Vincent de Paul Roseville has served 22511 households through year end 2025 (65450 individuals) at the Food Locker, and provided the ingredients to prepare 589,050 meals. 19% of ourclients were seniors, and 31% children.

The Food Locker continues to operate on Monday, Wednesday and Friday each week from 9am to 11am Food donations from our partner grocery stores and Feeding the Foothills have remained robust, allowing us to provide nutritious meal ingredients. In last year's survey of our clients, _____ %agreed with the groceries received at the Food Locker, their family was able to prepare balanced and nutritious meals.

If full funding is not available, how will the organization be able to accomplish the proposed effort? St. Vincent de Paul Roseville has been fortunate to have multiple donation sources, however there is always a significant amount of uncertainty surrounding future donations. The cost ofoperations is ever increasing and with the increased need for staffing to support the demand in need, our operating costs have continued to rise.

If total funding is unavailable, St. Vincent de Paul Roseville would attempt to make up the shortfall by various means, including a search for additional grant funding sources and direct appeals toour donor base. Depending upon the amount of decreased funding, the possibility a cut in Food Locker hours of operation or reduction in staff hours would be considered however this would bedifficult given we already operate with a lean staff and have a conditional use permit allowing limited hours that are efficient and effective at distributing a tremendous amount of supplementalgroceries to many households each week.

PCAR $5000 - requestedBig Day of Giving - will set a goal of $35k May 2026Lawyers vs Hunger - Participation Fall 2026 CampaignAnniversary Dinner - Fall 2026 Fundraising Event How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? St. Vincent de Paul Roseville's hope is that the grants commission will see the value of our work and the necessity of continuing to support it. Our request for funds is to support operational costsof the warehouse containing the food locker program. Our organization has been providing this program for the community since 1984. The vast majority of the expense required to provide ourFood Locker program falls under the operational support category and are fixed costs. These expenses include paying the occupancy expenses on our warehouse / office complex, utility costs forthe warehouse and refrigeration and freezer units, maintaining and servicing five trucks, purchasing insurance, and paying our small, dedicated staff salaries.

Due to the increased demand for supplemental groceries in 2025, and the fixed nature of our costs, St. Vincent de Paul cannot reduce costs in our food locker. This grant is one of the fundingsources that we use and it is an important and major source of funding.

To generate increased revenue, Rebecca Rush, Executive Director, continues to search for additional grant opportunities to support our programs in 2026/2027.

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The St. Vincent de Paul Board Outreach Committee is in the process of planning the 43rd Anniversary Celebration scheduled for September 26, 2026. We anticipate this event will prove to be assuccessful as it has been in past years in providing funding. We also engage in other fund raising activities, including Big Day of Giving and Lawyers versus Hunger.

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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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
Stand Up Placer, Inc.Crisis Support and Emergency Response Requested Amount
USD$ 40,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 378,308.00State Government Funding USD$ 350,971.00Local Government Funding USD$ 72,340.00CBF/REACH Grant Request USD$ 40,000.00Corporation/Foundation Funding USD$ 15,000.00Individual Contributions/Membership Dues USD$ 4,500.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 861,119.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 573,278.00Payroll Taxes and Benefits USD$ 87,633.00Professional Fees (Consultants & Contractors) USD$ 9,022.00Program Services USD$ 8,250.00Rent/Utilities/Maintenance USD$ 94,995.00Printing/Supplies/Postage/Equipment USD$ 10,584.00Travel/Training USD$ 2,403.00Insurance USD$ 30,775.00Information Technology USD$ 33,000.00Communications USD$ 10,224.00Community Outreach USD$ 955.00Total USD$ 861,119.00 Proposed Effort Budget NarrativeStand Up Placer will use these funds to provide a portion of the staff salaries, taxes and benefits and operating expenses that enable the agency to perform the Crisis Supportand Emergency Response Initiative activities for Roseville victims of domestic violence, sexual assault, and sex trafficking. The agency's work is very labor intensive, requiringextensive one-on-one services for the victims in our care. The expenses listed above represent the approximate cost of providing Stand Up Placer services to City of Rosevilleresidents. As illustrated above, a significant percentage of the costs associated with providing services to Roseville residents is funded by Cal OES contracts, which are fundedthrough both Federal and State funding sources. If our current request is funded at the $40,000 level, we will be able to serve approximately 2500 Roseville residents who aresuffering from the effects of domestic violence, sexual assault, and sex trafficking, including safety needs, assistance navigating the justice system, and the mental healthissues that accompany victimization from these crimes, or are in dire need of other services, goods and basic needs that Stand Up Placer can provide. The amount of $40,000(100% of the award from Citizen's Benefit Fund) will be used to offset the expenses associated with serving Roseville residents (listed above). If our application is funded at100%, we fully intend to meet all specified goals as we have in all previous years. Stand Up Placer is continuing to add additional revenue sources with additional grantapplications and by applying for Cal AIM/Medi-Cal credentialing, which will enable the agency to bill Medi-Cal on a fee-for-service basis, which in turn will lead to an increasednumber of Roseville residents served and additional services for these residents.

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.

Stand Up Placer requests $40,000 for its Crisis Support and Emergency Response Project. Funds will be utilized to increase capacity and enhance services for Roseville victims of domesticviolence, sexual assault, and human trafficking. Services include immediate 24/7 crisis intervention and accompaniment, safety planning and advocacy services for victims.

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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 Members26 Paid Staff (F/T)4 Paid Staff (P/T)652 Volunteers691.00 SUBTOTAL691.00 TOTALDate Founded:
4/14/1978
What is now known as Stand Up Placer began operations when a group of volunteers started a grassroots movement to help women experiencing sexual assault and/or living in domesticviolence situations in Auburn. In 1978, the group of women incorporated as a nonprofit named the Auburn’s Women Center. Within one year they opened a residential home in the community thatsheltered a few women at a time. In 1982, they renamed the agency to the Placer’s Women Center to better reflect their growing service area. In 1997, the Placer Women’s Center merged withPEACE for Families. In 2008, the current safe house opened doubling the number of beds to 39. In 2013, the agency renamed itself to Stand Up Placer which remains its identity today. In 2015,the agency started serving victims of sex trafficking.

Organization's Mission:

Stand Up Placer's mission is: Saving lives by empowering survivors and educating communities to stand up to domestic violence, sexual assault, and sex trafficking.

Stand Up Placer's Vision: Ending domestic violence, sexual assault, and sex trafficking in Placer County.

What are the major goals of your organization?
Stand Up Placer (SUP) aims to address and combat the pervasive issues of domestic violence, sexual assault, and sex trafficking through a variety of goals and strategies listed here:1. Support for SurvivorsProviding direct support services to survivors is a critical goal. This includes offering emergency shelter and housing assistance to give victims safe places to stay, crisis intervention, peer andprofessional counseling, emotional support groups, legal assistance, advocacy, and help seeking long-term housing solutions. Support services also aim to help survivors rebuild their livesthrough accessing both internal and external resources that promote economic and emotional well-being and social connections.2. Prevention of domestic violence, sexual assault, and sex traffickingThrough education, SUP focuses on preventing domestic violence, sexual assault, and sex trafficking before it occurs. This involves educational initiatives aimed at changing societal attitudes andnorms surrounding violence, promoting healthy relationships, and empowering individuals to recognize and reject abusive and dangerous behaviors. Our educational programs include communityeducation campaigns and training for professionals in various sectors, such as healthcare and law enforcement, to improveemergency response to incidences of domestic violence, sexual assault and sex trafficking as soon as possible after they occur.3. Advocacy for Policy ChangeStand Up Placer engages in advocacy efforts to influence public policy related to domestic violence, sexual assault and sex trafficking. This includes working to strengthen laws that protectvictims, hold abusers accountable, and allocate resources for prevention and support services.4. Community Engagement and EducationBuilding community awareness about domestic violence, sexual assault, and sex trafficking is essential for fostering a supportive environment for survivors. SUP conducts workshops, trainingsessions, and public awareness campaigns to educate the public about the signs of abuse and available resources. This engagement helps create a network of support for victims withincommunities.5. Collaboration with Other OrganizationsSUP collaborates with other nonprofits, government agencies (including Placer County Department of Human Services, Sheriff, District Attorney, and Police), and community organizations(including Latino Leadership Council, Sierra Native Appliance, Lighthouse, and Kids First) to enhance the effectiveness of domestic violence initiatives. By pooling resources and expertise, ourcollaborations lead to more comprehensive support systems for survivors and more impactful advocacy efforts.6. Research and EvaluationStand Up Placer attempts to better understand the dynamics of domestic violence, sexual assault, and sex trafficking by ongoing evaluation of the effectiveness of their programs. This data-drivenapproach helps in refining strategies, improving service delivery, and demonstrating impact to all stakeholders, especially victims.In summary, Stand Up Placer is dedicated to creating a society free from violence by focusing on survivor program support, primary and secondary prevention, advocacy, community education,collaboration, and research. This multifaceted approach aims not only to assist those affected by domestic violence, sexual assault, and sex trafficking but also to foster long-term societal change.

What were the major accomplishments of the organization last fiscal year? Despite the uncertain funding climate, Stand Up Placer again rose to meet the increasing needs of victims in our community last year. The agency responded to over 11,000 crisis line calls, 801DVERT calls from local police, provided 80 sexual assault forensic exam accompaniments, and over 150 domestic abuse forensic exam appointments. The agency provided 9,000 bed nights to275 survivors, and another 40 families received temporary housing assistance through the housing program.

Stand Up Placer secured funding to undertake a renovation of the Safe House, which opened in late 2008. The Safe House has been at full capacity since 2015 and infrastructure items haveworn out with this facility housing 250-300 people each year. The flooring was replaced with new institutional grade luxury vinyl plank throughout, stoves replaced, great room dining and seatingupdated, and the bedrooms repaired and renovated. The operations center was moved to create a quiet/group session room at the safe house, and security systems updated to provide full viewsinside and outside, as well as to better accommodate staff working the crisis line and safe house. This has improved survivors' experience and increased the staff's ability to have dedicated spaceto perform group classes, new client intake, and to offer survivors a quiet space to apply for employment and education. Additional improvements are planned for this year as funding becomesavailable to support them.

The Executive Director and Chief Giving Officer embarked on a community engagement campaign, which resulted in greater community awareness of Stand Up Placer and increased funding forservices to help meet the increasing need. The management team worked to strengthen partnerships with key stakeholders to better serve survivors with complex needs. Partners include locallaw enforcement agencies, the DA's office and Victim Witness team, and the Placer County HHS Adult and Children's System of Care. The management team also began the process to becomea Cal AIM provider, which will help to diversify funding and increase services for survivors.

Will the organization utilize volunteers for this proposed effort? Absolutely! Strand Up Placer relies heavily on volunteer support. Volunteers working directly with clients must pass a 70-hour, Cal OES-approved Crisis Intervention Training program, mandatedunder California Evidence Codes 1035-1037, which certifies them as Sexual Assault/Domestic Violence Counselors. Experienced volunteers may take additional training to become certificatedHuman Trafficking Caseworkers under California Evidence Code 1038. After successfully completing training, volunteers are able to answer the phone, work in our safe house, provide courtaccompaniment, forensic medical exam accompaniment, assist with emotional support groups and more. The agency's Volunteer & Training Manager has greatly increased the number ofcommunity members taking the required training, with classes now at about 30 participants each session. Many come with prior professional experience in social services, psychology, andmedical fields. Crisis-trained volunteers assist the team in providing accompaniments for sexual assault and domestic abuse forensic exams, court accompaniments, and assist with crisis line andservice office phone service shifts.Stand UP Placer also has opportunities for volunteers who have not done the Crisis Intervention Training. Numerous organizations that hold diaper, food, and clothing drives and perform mini-fundraisers to help support our victims begin the arduous healing process. Civic and faith-based groups also provide event assistance and do one-off improvement projects onsite.

Describe the need for this proposed effort and evidence of community support.

Domestic violence, sexual assault, and sex trafficking are happening right here in the City of Roseville. As a matter of fact, the largest single group of victims Stand Up Placer serves live inRoseville! Last fiscal year, Roseville accounted for 43% of all domestic violence emergency response calls (DVERTs). This year, 52% of all DVERTs countywide came from Roseville. In the lastquarter, there were 57 domestic abuse forensic exams (DAFEs) to collect medical evidence of injuries due to strangulation. Strangulation is the single most important indicator of the potential forfuture lethality in domestic violence cases. Agency staff responded to 80 requests for sexual assault forensic medical exams. The agency participated in two trafficking stings last year withRoseville Police Department, and two with the Placer County Sheriff’s Office. These stings help to locate and assist victims of trafficking. Eight babies were born to mothers who fled lifethreatening violence and gave birth while they were staying in the safe house.

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The statistics below are horrific and somewhat representative of the violence occurring in America, including Placer County.• In the United States, an average of 24 women per minute are victims of domestic violence by an intimate partner.• Intimate partner homicide is a leading cause of maternal death.• Domestic violence is a leading cause of homelessness for women with children.• In Placer County, one in three women and one in four men will experience domestic violence in their lifetime. 1% of the county population will experience domestic violence in any given year.• In the United States, an America is sexually assaulted on average every 68 seconds.• In Placer County, one in four (1 in 4) women will be sexually assaulted in their lifetime.• One in three (1 in 3) female victims of completed or attempted rape experience it for the first time between the ages of 11 and 17.• In the Sacramento region over a five-year period, more than 13,000 people were sex trafficked.• Fifty percent (50%) of the victims of sex trafficking are children; eighty percent (80%) are female.• The average age of a sex trafficked victim is 13 years old.• Once a person begins being sex trafficked, their average life span is ten years. Therefore, a thirteen year-old girl who begins her life of being sex trafficked will most likely be deceased by age23.It is crucial to note that the numbers above are the numbers that are being reported, and DO NOT include unreported numbers. Only small fraction report to authorities. The City of Roseville is notimmune to these numbers.Victims experiencing domestic violence, sexual assault, and human trafficking often have nowhere to turn and may not have family in the area to help them, or it may not be safe for them to go tofamily. Abusers often use isolation and estrangement from family and friends as a tactic to control their victims.Community support is evidenced at the system level by over two dozen active MOUs with partner agencies, who turn to us for training and assistance with victims whom they encounter. At thecommunity level community support is demonstrated by financial and volunteer support from civic groups including local Rotary and Soroprtimist chapters, service clubs for adults, and serviceclubs at several Roseville middle and high schools. Several faith-based groups partner with us on a regular basis.

Stand Up Placer is unique. It is the only nonprofit housed in Placer County dedicated to providing comprehensive, confidential services victims of domestic violence, sexual assault, and sextrafficking. (Sierra Community House, a partner, serves only the far Northeastern corner of our county adjacent to Lake Tahoe). For nearly 50 years, Stand Up Placer has been here to stand in thegap and give victims a lifeline and a chance to become more than a statistic. Our services are unique to this population, and we are the only agency in the county designated by Cal OES toprovide these services according to government, evidence, and penal codes. These government mandates set standards for services, training, and confidentiality requirements.If fully funded at $40,000, Stand Up Placer expects to serve a minimum of 2,500 City of Roseville residents at risk of, or victims of, domestic violence, sexual assault and/or sex trafficking withmultiple program services. The population of victims (domestic violence, sexual assault and sex trafficking) we intend to serve ranges in age from 2 years old to 90 years old. To date, these arethe youngest and oldest victims we have served, in addition to infants fleeing with their mothers, who are too young to receive individual services. Stand Up Placer has a robust, secure, HMIS-comparable victims services database. The agency will only use City of Roseville Citizens Benefit Funds to serve victims with a City of Roseville residence. This is tracked and verified in theagency database.

Does the proposed effort require collaborative partners? If yes, please describe the role/relationship of each partner in the implementation of the proposed effort.

Stand Up Placer gives and receives referrals from partners as well as partnering for specific services.Latino Leadership Council – Latinos are overrepresented percentage-wise as victims of domestic violence, sexual assault, and sex trafficking in relation to its population in Placer County andtherefore makes a significant number of referrals to SUP. The Latino Leadership Council team also assists with interpretation services for monolingual Spanish speakers.Sierra Native Alliance – Native Americans are overrepresented percentage-wise as victims of domestic violence, sexual assault, and sex trafficking in relation to its population in Placer Countyand therefore makes a significant number of referrals to SUP. SUP also refers Native American clients to Sierra Native Alliance for culturally specific healing services.Lighthouse Counseling and Family Resource Center makes a significant number of referrals to SUP, and SUP refers clients for Lighthouse-specific services and classes.Placer Food Bank is a referral source of emergency food for victims who are starting over.Placer County District Attorney’s Office and their Victim Witness team partner with SUP, particularly around victims whose perpetrators have been charged with crimes. The team effort helps toensure that the victims’ safety, accompaniment, and informational needs are fully met.All local law enforcement agencies notify Stand Up Placer when they respond to domestic violence calls and sexual assault calls. The City of Roseville Police Department and Placer CountySheriff’s office respond to calls from residents in the incorporated and unincorporated areas of Roseville.Department of Health and Human Services makes a significant number of referrals and provides additional mainstream resources for victims.In addition to working with individual collaborative partners, agency staff work closely with local collaborative groups. These include: the County’s Commercially Sexually Exploited Children(CSEC) working group where multiple staff participate; the local Continuum of Care (CoC), where the Chief Program Officer holds a board seat, which assists with homelessness and housingneeds, and the Placer Collaborative Network.

Describe how this proposed effort aligns with Roseville City Council's current Strategic Plan.

Stand Up Placer's Crisis Response and Emergency Support Initiative aligns with City of Roseville strategies especially as it pertains to providing a safe and healthy community. People should feelsafe and secure in Roseville. Safe and healthy community clearly includes the physical, psychological, and emotional health and safety of individuals and families living in Roseville. It is importantto note that while women are the majority of agency clients, men and minor children also experience domestic violence, sexual assault and sex trafficking. Stand Up Placer exists to serve allvictims of these crimes.The services we provide contribute to better mental and physical health and wellbeing. Domestic violence, sexual assault, and human trafficking create burdens on the safety net in the communityand cause long-term physical and mental health problems for victims. PTSD is very common, and many victims turn to alcohol and other substances to cope when they have no place to go forhelp. Traumatic brain injury often causes mental and cognitive disabilities. Domestic violence victims are statistically more likely to suffer from chronic health conditions like heart disease anddiabetes. Victims are several times more likely to experience suicidality, depression, and anxiety than others. Victims who are able to navigate the route to safety and heal from their trauma aremore likely to be contributing members of the Roseville community.In addition to aligning with safety and healthy communities as it relates to victims, Stand Up Placer contributes to a safer community for all Roseville residents by providing essential victimservices. Domestic violence incidents account for 60% of all mass shootings nationally and are among the most dangerous calls for police. This violence unfortunately can spill over into the widercommunity, such as when a domestic violence homicide shooting took place at the victim's workplace, with several others around, and when neighbors attempt to help and are threatened byabusers. When incidents like these cease because the victim is able to flee the abuse, everyone in the community is safer.

Define anticipated outcomes for this proposed effort. How will success be measured? Stand Up Placer (SUP) measures its success through a variety of methods and metrics that reflect their specific goals and the impact of their services. Here are the primary ways SUP assessestheir effectiveness:1. Outcome Measurement ModelsSUP utilizes structured outcome measurement frameworks to evaluate their programs. For example, SUP identifies specific outcomes and indicators related to survivor safety, stability, andawareness. This model focuses on three main outcomes: increasing safety and access to services, improving housing and financial stability, and raising community awareness about intimatepartner violence.2. Survivor FeedbackDirect feedback from survivors is crucial in measuring success. SUP often conduct surveys or interviews to gather information on survivors' experiences with the services provided. Metrics includethe percentage of survivors who report feelings of improved physical, psychological, and emotional health and safety after engaging with SUP programs or accessing needed resources.3. Evidence-Based InterventionsSUP strives to implement evidence-based practices and interventions that have been validated through research. SUP strives to measure tangible outcomes, such as reductions in violence orimprovements in survivors' quality of life. Success is measured by tracking the implementation of these programmatic interventions and effectiveness over time.4. Community Awareness and EngagementSUP also measures success by assessing changes in community awareness regarding domestic violence issues by tracking public engagement in advocacy efforts, attendance at educationalworkshops, or shifts in community attitudes toward domestic violence, sexual assault, and sex trafficking.5. Data Collection and ReportingRobust data collection systems are essential for evaluating program effectiveness. SUP collects quantitative data on service utilization in our HMIS-comparable database, Apricot by Bonterra(e.g., number of clients served, demographic information, types of services accessed) alongside qualitative data that capture personal stories and experiences. Regular reporting allows SUP toidentify trends, challenges, and areas for improvement.6. Longitudinal StudiesSUP is looking into utilizing longitudinal studies to track the long-term impacts of their services on survivors' lives. This approach, once implemented, will help assess whether interventions lead tosustained improvements in safety, emotional well-being, and economic stability over time.In summary, SUP measures success through structured outcome models, survivor feedback, evidence-based practices, community engagement metrics, comprehensive data collection, and inthe future, longitudinal studies. These methods help SUP demonstrate its success by effectively meeting the needs of survivors.If funded at the $40,000 level, SUP will assist a minimum of 3,000 Roseville residents negatively affected by domestic violence, sexual assault, and/or sex trafficking begin the arduous healingprocess by providing a full array of appropriate, individualized programmatic services.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding.

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Roseville City CouncilMay 20, 2026

Roseville City Council
May 20, 2026