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

2025-2026; $20,500.00; Violence Against Women Response Project2022-2023; $30,000.00; Roseville Embedded Response Advocate Program2021-2022; $30,000.00; Roseville Embedded Response Advocate Program2020-2021; $27,000.00; Roseville Victim Services Program2019-2020; $30,000.00; Roseville Victim Services Program If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

Stand Up Placer received a Roseville Citizens Benefit Fund 2025-26 grant award of $20,500. The agency has expended $13,735 so far.Roseville currently accounts for over 50% of the Domestic Violence Emergency Response Team (DVERT) calls from law enforcement. This is significantly higher than rates of 33-40% in pastyears. There are a number reasons for this shift. Part of the increase is due to the City's growth. Part of it is due the agency's solid reporting of domestic violence incidents from the RosevillePolice Department.Between July 1 and December 31, Stand Up Placer has provided 12,468 services to 1,378 Roseville residents. Highlights include: 48 medical accompaniments for sexual assault and domesticabuse (strangulation) medical forensic exams; response to 222 domestic violence calls from Roseville Police Department; and 1,717 legal services for 294 residents (protective orders, courtaccompaniments, legal advice & assistance).Since January 1, there have already been 82 calls for domestic violence emergency response from Roseville Police Department.

If full funding is not available, how will the organization be able to accomplish the proposed effort? If full funding is not available, Stand Up Placer will accomplish the project at a reduced rate of services and with fewer clients. For example if Stand Up Placer receives 75% of the funding request,the agency anticipates reducing clients and services by approximately 25%. If only 50% of the funding is available, the agency would need to re-evaluate the program activities to include only themost critical services for victims in addition to reducing the number of participating clients.

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.

Cal OES-Domestic Violence Assistance Program- $539,000-awardedCal OES-Rape Crisis Center Program-$354,000-awardedCal OES Human Trafficking Victim Assistance Program-$474,000, noncompetitive renewal in processCity of Roseville CDBG-$25,000 request submittedKaiser Permanente-application for FY26-27, expected in SpringGala fundraiser planned for October 2026Individual donations throughout the year How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Stand Up Placer intends to secure Cal AIM as an additional revenue source during the 2026-2027 fiscal year to increase revenue streams to support client services. The agency hired anexperienced Chief Giving Officer to assist with major fundraising efforts in 2025. SUP plans to build off the success of the 2025 Gala and annual campaign to further augment agency funds.However, state grant funding has remained flat for eight years, resulting in a de facto loss of funds in current dollar value. Federal funding is secure for the current Federal year. It remains likelythat any decrease in funding from any existing source may lead to reductions in programmatic delivery to those in need. This is why the agency is pursuing as much diversified funding as possibleto maintain sustainability of the Crisis Support and Emergency Response Initiative.

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 There are no 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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City of Roseville
FY2026-27 CBF Grant
Supporting the Taylor House, Inc.The Taylor House At-Risk Fund Requested Amount
USD$ 10,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government Funding USD$ 0.00CBF/REACH Grant Request USD$ 10,000.00Corporation/Foundation Funding USD$ 45,000.00Individual Contributions/Membership Dues USD$ 28,000.00Fee for Service USD$ 0.00Investment/Interest Income USD$ 0.00In-Kind Support USD$ 2,000.00Other USD$ 0.00Total USD$ 85,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 20,000.00Payroll Taxes and Benefits USD$ 2,300.00Professional Fees (Consultants & Contractors)Other CompensationRent/Utilities/Maintenance USD$ 10,000.00Printing/Supplies/Postage USD$ 1,000.00Equipment USD$ 3,000.00Promotion/AdvertisingTravel/Training USD$ 0.00Insurance USD$ 5,000.00Food/Supplies USD$ 4,500.00Clothing USD$ 500.00Health/Wellness Costs USD$ 12,000.00Transportation USD$ 26,700.00Total USD$ 85,000.00 Proposed Effort Budget NarrativeThe Taylor House At-Risk Fund provides critical support for residents who are temporarily unable to fully support themselves. This need is most common when a young womanfirst arrives at the house, often without employment, reliable transportation, appropriate work clothing, food, or basic household supplies. The At-Risk Fund ensures that theseimmediate needs are met - covering housing, meals, clothing, essential supplies, and medical care as necessary.

Occasionally, longer-term residents also face unexpected challenges, such as emergency medical or dental care, or the need for enhanced mental health services. The At-RiskFund provides flexible support to address these urgent situations, preventing setbacks that could jeopardize a resident’s stability.

Taylor House is designed to mirror real-life responsibilities: once residents secure employment and establish a checking and savings account, they contribute to rent on asubsidized basis. When residents are unable to pay, the organization covers the cost - $400 per girl per month - making housing the largest line item in our program budget. Inaddition to rent, the At-Risk Fund helps cover essential living costs, including food, supplies, health and wellness needs, and transportation (bus passes or rideshare whenneeded), providing a stable foundation that allows young women to focus on achieving independence and long-term self-sufficiency.

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.

Taylor House is requesting $10,000 to support its At-Risk Fund, which ensures safe and stable housing for the young women we serve. This funding also helps cover essential costs related toeducation, transportation, and health and wellness when residents are unable to meet these needs independently, providing a foundation for long-term stability and self-sufficiency.

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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:
7 Board Members2 Paid Staff (F/T)1 Paid Staff (P/T)50 Volunteers60.00 SUBTOTAL60.00 TOTALDate Founded:

January 2012
Organization's Mission:

To empower independence by teaching essential life skills and offering affordable rents to former foster and at-risk girls ages 18-24.

What are the major goals of your organization?
Access to affordable housing is essential for at-risk young women to achieve lasting success. Our program focuses on providing safe, stable housing while creating an individualized plan for eachresident that addresses health and wellness, financial literacy, education (residents are required to participate in tools-based or academic learning while living at the Taylor House), employment,and transportation.

In the early stages, we provide hands-on support in these areas, as many residents lack the financial resources or life skills to manage them independently. Over time, residents begin paying theirown subsidized rent, advance their education, establish consistent medical, mental health, and dental care, and work toward obtaining their driver’s licenses. We continue to support them untilthey have built stability, momentum, and the confidence needed to live independently. The average length of stay is approximately two years.

What were the major accomplishments of the organization last fiscal year? Following the 2025 closure of two like-minded local nonprofits - Mercy Multiplied and The Blossom Place - the demand for safe, supportive housing increased significantly. At that time, TaylorHouse was operating at full capacity with an active waiting list. In response to this urgent need, staff made the strategic decision in September to convert a small office in the main house into anadditional bedroom, allowing us to serve a ninth resident. While our capacity has traditionally been eight girls, this adaptation enabled us to provide immediate housing to a young woman incritical need.

In addition, we expanded our educational programming to include quarterly life-skills workshops. These workshops are open not only to current residents, but also to alumni and girls participatingin adjacent programs, extending our reach beyond those living on-site. Topics include basic car maintenance, feminine hygiene and health, goal setting, and other essential skills for independentliving. As always, we also remain committed to supporting alumni who have successfully transitioned from our program but continue to require assistance with education expenses, mental healththerapy, and other stabilization supports.

Will the organization utilize volunteers for this proposed effort? Volunteers play a vital role in the success and sustainability of Taylor House. In order to manage and reduce operating costs, we strategically engage volunteers across multiple areas ofoperation. Transportation is one of our most significant logistical expenses, and trained volunteers provide essential support by transporting residents to medical appointments, therapy sessions,and other required services. These volunteer-driven transportation efforts substantially offset costs while ensuring residents maintain consistent access to care.

Volunteers also assist with basic home maintenance including painting, deep cleaning, and other upkeep projects that help maintain a safe, welcoming living environment. In addition, ourquarterly life-skills workshops depend on community professionals who generously volunteer their time and expertise, equipping residents with practical skills necessary for long-termindependence. This strong volunteer engagement not only increases program capacity but also reflects the community’s shared investment in the success of the young women we serve.

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

The need for transitional housing and supportive services is demonstrated by the Taylor House consistently operating at full capacity, along with an ongoing waiting list. National data show thatapproximately 40% of youth who age out of foster care will experience homelessness, and 38% will rely on long-term public assistance to meet basic needs. These outcomes represent aprofound loss of potential for young people and carry significant social and economic costs for the broader community.

In addition, human trafficking remains a serious and present threat. Local organizations such as Stand Up Placer, KidsFirst, and others are actively working to combat these crimes, yet youngwomen without stable housing remain particularly vulnerable. Secure housing and supportive programming are critical protective factors, reducing the risk of exploitation and providing youngwomen with the stability necessary to pursue safe, self-sufficient futures.

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 Taylor House receives referrals from a broad network of trusted community partners, including local educators and school administrators, the Roseville Police Department, Placer CountyCourt Appointed Special Advocates (CASA), and Placer 211. Following a comprehensive intake process, accepted participants establish residency at the Taylor House, with our facility serving astheir primary and stable home.

The program serves young women between the ages of 18 and 24. While the residential capacity of the Taylor House is nine young women at any given time, our impact extends beyond on-sitehousing. Through ongoing support services for alumni and assistance to non-resident young women, we reach an estimated two to three times our residential capacity annually.

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 provide comprehensive, high-quality services to our residents, the Taylor House partners with a network of specialized community agencies. These partnerships include AMI Housing forhousing support, Sierra College and the Placer County Office of Education for educational services, Sierra Mental Wellness for mental health care, and Golden Sierra and Compassion Planet forjob training and workforce development. Leveraging the expertise and resources of these partners allows us to deliver a robust continuum of care that would otherwise be cost-prohibitive,ensuring residents receive essential supports that promote stability, self-sufficiency, and long-term success.

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

The City of Roseville’s Strategic Plan emphasizes the creation of a safe and healthy community where residents feel secure, collaborate to prevent challenges, and protect those most in need.The Taylor House directly advances this vision through its comprehensive and preventative program model. By providing safe, stable housing alongside skill-building and supportive services, theTaylor House addresses both immediate health and safety needs while empowering young women to build confidence, independence, and self-sufficiency. This integrated approach not onlyprotects vulnerable individuals but also prepares them to become engaged, contributing members of the community.

Define anticipated outcomes for this proposed effort. How will success be measured? Each resident of Taylor House enters the program with unique experiences, strengths, and goals. Success is defined through individualized progress within our five program pillars: education,transportation, employment, health and wellness, and financial literacy. Milestones such as earning an associate degree from Sierra College, gaining acceptance to a four-year university, securingemployment, or establishing credit are tangible indicators of forward progress and self-sufficiency.

In 2025, one Taylor House resident exemplified this pathway to independence by saving consistently, building credit, and establishing a positive rental history - ultimately securing her ownapartment. This achievement, once thought unattainable by the resident herself, reflects the transformative impact of Taylor House’s comprehensive, goal-driven support model.

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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In 2023 the Taylor House was awarded $10,000 from the Citizens Benefit Fund to support therapy costs.

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? Without At-Risk funding, Taylor House would be limited to providing only the most basic level of services. While we would continue to offer housing and serve as a referral point to existingcommunity resources, the depth and effectiveness of support across our five program pillars would be significantly reduced.

For example, in August 2025 a new resident entered the program having not received dental care since childhood. She required immediate treatment for 13 cavities and the extraction of herwisdom teeth. Through At-Risk funding, the Taylor House was able to cover $750 in post-insurance dental costs, allowing her to address urgent health needs that would otherwise have remainedunmet.

Similarly, while we could continue to provide limited transportation support such as bus passes and emergency rides, higher-impact initiatives - such as our Car Matching Program, which providesup to $2,500 for two residents annually - would likely be eliminated without this funding. At-Risk funding is essential to delivering the comprehensive services that move residents beyond survivaltoward lasting stability and independence.

The Taylor House runs on a calendar year and much of our annual budget is realized in the second half of the year. That said, the below list delineates the funders who have supported usconsistently for many years:Mohme Foundation: In 2025 supported with a $20,000 grant for programming.ECMC: In 2025 supported with a $20,000 grant.We also receive individual donations and can reasonably expect at least $28,000 to go towards programming every year.Our largest annual fundraiser is a gala which makes up a large portion of our unrestricted funds budget. In 2025 we net $200,000.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? The approved 2026 budget includes funding for an additional staff position to support essential administrative functions. This role will increase organizational capacity by allowing the ExecutiveDirector to focus more fully on cultivating community partnerships, securing new funding sources, and expanding grant development efforts. As the Taylor House plans for future growth,establishing reliable and diversified funding streams remains a key organizational priority.

In addition, the Taylor House will introduce a new fundraising event in 2026 to increase community visibility, broaden donor engagement, and strengthen long-term financial sustainability.

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
The Gathering InnThe Gathering Inn Clothing Closet
Requested Amount
USD$ 25,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 25,000.00Corporation/Foundation FundingIndividual Contributions/Membership Dues USD$ 40,000.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 65,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 65,000.00Payroll Taxes and BenefitsProfessional Fees (Consultants & Contractors)Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceOtherOtherTotal USD$ 65,000.00 Proposed Effort Budget NarrativeThis requested funding will partially support the fulltime staff person responsible for managing the program, and donation collectionand distribution.

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 Gathering Inn (TGI) is requesting $25,000 to support the operation of its clothing closet. This program not only benefits TGI guests, but also community members and partner agencies byproviding clothing, household items and hygiene products at no charge.

This request will: (Select only one option below)
Launch a new service, program or facility Continue to provide an existing service Increase or improve quality of services provided Expand services provided to a larger population or increase the capacity of a facilityFunding Priority (Select only one option below) Strategic: One-time grants for innovative programs/projects, capital improvements or new initiatives Operational/Mission Support: Grants for programs/projects that demonstrate effectiveness addressing a community need Small Request (up to $10,000): Grants which can go toward either new programs/projects or support existing operations which have demonstrated effectiveness at meeting community needCommunity Need Areas: (Select only one option below) Food - Increased access to healthier food options for lower income communities Health and Wellness - Improved physical, mental and behavioral health, and wellness Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
15 Board Members137 Paid Staff (F/T)0 Paid Staff (P/T)

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607 Volunteers759.00 SUBTOTAL759.00 TOTALDate Founded:
9/23/2004
Organization's Mission:

To meet people where they are, inspire hope, and walk alongside them on their journey to sustainable housing.

What are the major goals of your organization?
The goal of TGI is to provide best in class service in the programs we operate to guide our guests from homelessness to sustainable housing. Our services include emergency shelter, permanentsupportive housing and medical respite care. The wraparound services we provide, including case management, behavioral health, substance abuse counseling and our medical clinic are allcentered on our vision of a community without homelessness.

What were the major accomplishments of the organization last fiscal year? Some of TGI's major accomplishments in 2025 included:

Completing repairs to the 201 Berkeley location after a fire caused significant damage. During this time we also did a complete renovation of our clothing closet to move its operation from ourcourtyard to an indoor, boutique setting that is available to welcome guests and the community each and every day.

Expanded our emergency shelter program by expanding into Sacramento county, securing contracts to operate the City of Sacramento's North 5th St. shelter and the north campus of theirRoseville Road community.

Expanded our permanent supportive housing program into El Dorado county by acquiring a 4-home parcel in Placerville.

Will the organization utilize volunteers for this proposed effort? Yes. Volunteers play an essential role in this proposed effort. The Clothing Closet provides meaningful opportunities for community members to engage directly with The Gathering Inn’s missionwhile supporting guests’ dignity and well-being.

Volunteers support the Clothing Closet by sorting and organizing large volumes of donated items, including clothing, shoes, accessories, and hygiene products. Items are thoughtfully arranged tocreate a welcoming, boutique-style environment that serves both TGI shelter guests and members of the broader Roseville community in need.

Volunteer responsibilities include donation processing, inventory organization, restocking displays, and assisting with maintaining a clean, respectful, and efficient space.

The Clothing Closet also serves as an accessible volunteer site for individuals completing community service hours and those participating in job training and vocational programs. This includesvolunteers referred through agencies such as PRIDE and Odyssey Learning and Life Center, which support individuals living on the autism spectrum. Through structured and supportive volunteerroles, participants build practical job skills, confidence, and workplace readiness while contributing meaningfully to the community.

The Roseville Clothing Closet has become a consistent and well-utilized volunteer site, engaging families, students, businesses, and individuals seeking service opportunities. Ongoing volunteerparticipation includes groups from Sutter Roseville, Kaiser Roseville, Whole Foods Roseville, Eich Middle School, West Park High School, Beale Air Force Base, National Charity League, YoungMen’s Service League, and Boys Team Charity. These partnerships allow the Clothing Closet to remain a sustainable, community-supported program while fostering inclusion, workforcedevelopment, and deeper community investment in TGI’s mission.

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

In addition to serving beneficiaries, the Clothing Closet also supports Roseville community members who wish to donate clothing and household items to a trusted local organization. Donorsrecognize that TGI does not sell donated items, but instead provides them at no cost to individuals and families in need, ensuring generosity is stewarded with integrity. This model fostersmeaningful community involvement and allows donors to feel connected to the healing journey of TGI guests as they work toward sustainable housing and to local neighbors in need ofassistance. Knowing donated items are put to immediate and dignified use creates a powerful cycle of care and generosity that strengthens community connection and serves as a model for othercommunities.

The Gathering Inn is uniquely positioned to serve the Roseville community due to its longstanding presence, trusted partnerships, and strong accountability practices. Through a dignity-centered,trauma-informed approach and robust systems for verification, data tracking, and reporting, TGI ensures resources are distributed efficiently, respectfully, and in direct service of Rosevilleresidents.

The Gathering Inn’s Clothing Closet serves Placer County residents of all ages, with a strong and consistent focus on meeting the needs of Roseville community members specifically. Thoseserved include seniors, families with children, and individuals experiencing financial hardship or temporary crisis. Needs vary and currently include clothing, shoes, hygiene supplies, diapers forinfants and toddlers, and incontinence products for seniors.

The proposed effort will serve hundreds of residents annually. In alignment with program guidelines, Placer County residency is required for community members accessing the Clothing Closet.Within this population, approximately 90% of individuals served outside of our shelter program guests are City of Roseville residents, ensuring City funding directly benefits the Rosevillecommunity. Residency is verified through a valid photo ID along with proof of residence, such as a Roseville Utility Bill or Roseville lease agreement, in compliance with City funding requirements.

The Gathering Inn’s Clothing Closet is differentiated from similar services through its integration within TGI’s shelter programs, allowing individuals enrolled as shelter guests to receive immediateassistance while also accessing case management, housing navigation, and supportive services as part of their program participation. Community members accessing the Clothing Closet whoare not enrolled in TGI programs receive material support. TGI works closely with local nonprofit and public partners to reduce duplication and maximize community resources.

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

While the program itself does not rely on collaborative partners in its delivery (rather on the use of volunteers). Generosity extended well beyond TGI’s direct programs. In 2025, partner agenciesacross Placer and Sacramento Counties relied on TGI as a trusted resource for clothing and household support.

The Placer County Adult System of Care partnership remained especially impactful, with:• 79 visits to TGI clothing closets (approximately weekly)• 297 bags of clothing shared, valued at $2,970• An estimated total in-kind value nearing $5,000 when household items such as dishes, cookware, and utensils are included In addition, TGI shared 1,048 bags of clothing with partner organizations in 2025, representing $10,480 in in-kind value, including:• WEAVE: 205 bags ($2,050)• Acres of Hope / ReNew Thrift Boutique (Roseville): 190 bags of clothing and 50 household item boxes ($2,400)• Assistance League of Greater Placer: 350 bags ($3,500)• St. John’s Program for Real Change: 103 bags ($1,030)• Calvary Chapel Foresthill – Giving Hearts Ministry: 200 bags ($2,000) By equipping partner organizations with essential items, TGI helped ensure individuals could access support in familiar, trusted environments, expanding impact without duplicating services.

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

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TGI's Clothing Closet directly aligns with the current Roseville City County Strategic Plan's vision: A safe and healthy community. People feel safe and secure in our community, working togetherto prevent problems and to protect those in need.

As described throughout this application, TGI's Clothing Closet serves as an outlet for members of our community to come together and share their time, talent and treasure to our friends andneighbors who find themselves needing our help.

This program also aligns with the City's priority of a safe and healthy community through strategies to reduce homelessness and promote a safe community in which all feel welcome andincluded.

Define anticipated outcomes for this proposed effort. How will success be measured? The anticipated outcomes of this effort include improved access to clean, seasonally appropriate clothing for individuals and families experiencing homelessness, as well as enhanced dignity andconfidence for guests as they work toward stability. By maintaining a well-stocked and organized Clothing Closet, The Gathering Inn will ensure that guests and local community members havereliable access to essential items that support daily living, employment readiness, and overall well-being.

Success will be measured through tracking the number of individuals served, the volume of clothing and hygiene items distributed, and the frequency of Clothing Closet utilization.

Outcomes for 2025 included the following:
$162,100 worth of clothing, shoes, and socks to guests across our communities, including:• 7,340 bags of clothing ($73,400)• 5,140 pairs of shoes ($25,700)• 21,000 pairs of socks ($63,000) TGI also provided $91,350 worth of bedding items, ensuring guests had safe and comfortable spaces for rest and recovery:• 9,678 blankets ($48,390)• 5,550 sheets ($25,700)• 8,770 pillows ($26,310) Recognizing hygiene as a cornerstone of dignity and health, TGI distributed $177,900 worth of hygiene kits throughout 2025. Kits included:• Shampoo and conditioner• Toothbrushes and toothpaste• Deodorant and lotion• Hairbrushes and hair ties The scale and consistency of this distribution reflect both operational excellence and the deep trust donors place in TGI’s mission.

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

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

N/A
If full funding is not available, how will the organization be able to accomplish the proposed effort? Currently, the Clothing Closet is funded 100% through philanthropy, private donations and volunteers and will continue to do so. We are hoping to offset a portion of the fulltime staff person whomanages all incoming donations, volunteers and deliveries to our partner agencies.

N/A
How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? As described in question 19, the Clothing Closet is funded 100% through philanthropy, private donations and volunteers and will continue to do so. TGI is committed to continuous qualityimprovement throughout all of its programs and is always seeking opportunities to realize cost savings and efficiencies.

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
Tommy Apostolos FundTommy Apostolos Shopping Days 2026
Requested Amount
USD$ 17,500.00
Proposed Effort Budget
Proposed Effort IncomeProposed EffortAmountFederal Government FundingUSD$ 0.00State Government FundingUSD$ 0.00Local Government FundingUSD$ 1,500.00CBF/REACH Grant RequestUSD$ 17,500.00Corporation/Foundation FundingUSD$ 75,000.00Individual Contributions/Membership DuesUSD$ 5,000.00USD$ 0.00Investment/Interest IncomeUSD$ 1,200.00In-Kind Support USD$ 4,800.00Fundraiser Profits USD$ 8,000.00Total USD$ 113,000.00 Proposed Effort ExpensesProposed EffortAmountSalaries USD$ 0.00Payroll Taxes and BenefitsUSD$ 0.00Professional Fees - Photography wit Santa - InKind USD$ 3,000.00Other Compensation - Translators - In KindUSD$ 600.00Rent/Utilities/MaintenanceUSD$ 0.00Printing/Supplies/PostageUSD$ 600.00Equipment USD$ 0.00Promotion/Advertising - In KindUSD$ 1,200.00Travel/Training USD$ 0.00Insurance USD$ 2,000.00Other - Child SnacksUSD$ 600.00Other - Gift Cards for Children's ClothingUSD$ 105,000.00Total USD$ 113,000.00 Lead Agency is:

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

Tommy Apostolos Fund (TAF) seeks $17,500 toward the cost of providing new clothing and shoes to 600 underserved Roseville elementary students. Through teacher nominations and nearly 800volunteers, the program meets basic needs while building confidence, helping children feel valued, supported, and ready to succeed.

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:
14 Board Members Paid Staff (F/T)1 Paid Staff (P/T)800 Volunteers

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815.00 SUBTOTAL815.00 TOTALDate Founded:

The first Tommy Apostolos Shopping Day took place in December of 1988. We became a 501C3 in 2005.

Organization's Mission:

The Tommy Apostolos Fund mission is to outfit the children of Roseville and the surrounding areas in order to build children's self-esteem and show them that their community cares.

What are the major goals of your organization?
Increase confidence and dignity among children by providing new clothing and individualized care during the holiday season, ensuring each child feels seen, valued, and supported.

Strengthen community engagement and volunteerism by mobilizing hundreds of volunteers in hands-on service opportunities that create meaningful connections and measurable impact.

Reduce educational disruption for students by supplying replacement clothing to local schools, allowing children to remain in class and fully participate in their education without stigma ordistraction.

Support families experiencing crisis by equipping first responders and community partners with immediate access to clothing resources when urgent needs arise.

Raise community awareness of childhood need by highlighting gaps in basic resources and encouraging collective responsibility for supporting vulnerable children.

Expand visibility and access to services by reintroducing the Tommy Apostolos Fund to Roseville’s growing population, promoting kindness, inclusion, and available support for families in need.

What were the major accomplishments of the organization last fiscal year? TAF provided new clothing and shoes to over 550 children—an increase of nearly 50 children from the previous year, expanding access to underserved students in Roseville.

Improved access and communication by moving the nomination and application process for our Shopping Days fully online, with questionnaires delivered in families’ primary home languages,resulting in higher response rates and clearer understanding of the program opportunities.

Enhanced the holiday experience for participating children by providing a visit and photo with Santa, along with a toy, snacks, and a goodie bag, creating a welcoming, dignified, and celebratoryenvironment.

Strengthened corporate partnerships by securing a 25% Kohl’s discount and tax-exempt status for all participating children, increasing purchasing power and program efficiency compared to theprior year when only 100 children received this benefit.

Increased fundraising capacity through the annual Dinner Dance, which drew 450+ attendees and raised nearly $85,000 in donations and sponsorships.

Expanded volunteer engagement through consistent social media outreach, resulting in nearly 800 volunteers supporting Shopping Days and contributing to a sold-out fundraising event.

Expanded the Special Needs Shopping Day by more than 50%, adding in-store shopping for children and mailed gift cards for those unable to attend in person, increasing accessibility andinclusion.

Strengthened school-based support by adding one new campus to the Kids’ Care Kits program and restocking 18 additional schools, ensuring children had supplies at the start of the school year.

Launched the Aldo Pineschi First Responder Hotline, serving its first four families with immediate clothing assistance during times of crisis, providing a rapid-response safety net for children andfamilies in need.

Restructured the Board of Directors, creating focused committees and improving tracking and bookkeeping, enhancing governance, accountability, and long-term organizational capacity.

Will the organization utilize volunteers for this proposed effort? Volunteers are the heartbeat of the Tommy Apostolos Fund—this program could not function without them. This year, nearly 800 volunteers from schools, local organizations, churches, firstresponder teams, hospitals, community leasers and the broader population partnered with children to bring the program to life.

Most volunteers are matched two-on-one with a child to shop for clothing and shoes, ensuring personalized attention and a meaningful experience. Additional volunteers support essential roles,including:

Child check-in and matching with volunteers
Volunteer check-in and coordination
Santa’s helpers and photographers/ videographers
Shopping monitors and line management
Parent liaisons and child return guides
Interpreters to assist families in their home language
Through this collaborative effort, volunteers not only help meet children’s immediate needs but also foster a stronger, more connected community, ensuring every child feels valued, andsupported.

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

Even in a community with many resources and strengths, a number of elementary-age children in Roseville and Placer County face economic challenges that limit access to basic necessities.Approximately 6–7% of children in the county live below the poverty line, and families with young children often struggle to cover essentials such as clothing and shoes. Without these items,children may experience social exclusion, lowered confidence, and distractions that can affect learning and participation at school.

The Tommy Apostolos Fund helps fill this gap by providing new clothing and shoes to underserved elementary students, fostering confidence, comfort, and readiness for school.

Community support is strong and sustained:

Nearly 800 volunteers, including local leaders, teachers, school staff, first responders, and community members, partner directly with children during Shopping Days and provide critical programsupport.

Corporate partnerships, such as Kohl’s, Kaiser Permanente, Dave and Busters, Salvation Army, and IOP Photography supply volunteers, discounted supplies, donations and tax-exempt clothingfor all participating children.

The annual Dinner Dance engaged 450+ local attendees, raising close to $85,000 through donations and sponsorships.

Teachers and school staff nominated over 1,000 children, reflecting confidence and trust in the program.

These factors demonstrate both a clear need among elementary students and a broad, committed base of community support, ensuring the program is effective, inclusive, and sustainable.

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The Tommy Apostolos Fund serves elementary-age children in Roseville and surrounding areas who face economic, emotional, and social challenges. In the coming year, we plan to provide newclothing and shoes to over 600 children, partnering with local schools and community organizations to reach those most in need.

Our program is unique in the community because it combines:- Two-on-one volunteer support, where each child shops with dedicated volunteers for a dignified and positive experience.- Comprehensive holiday gifts, including clothing, shoes, a photo with Santa, a toy, snacks, and a goodie bag.- Inclusion for all families through Special Needs Shopping Days, interpreters, and online home-language questionnaires.- A rare volunteer opportunity, allowing participants to give their time without financial cost while receiving immediate feedback and gratitude from the children they help.

Eligibility is carefully verified through teacher nominations, school enrollment records, and parent applications to ensure funds support Roseville residents in accordance with grant guidelines.

With strong connections to schools, community leaders, corporate partners, and decades of experience, TAF is uniquely positioned to bring clothing, confidence, and celebration to Rosevillechildren each holiday season.

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 Tommy Apostolos Fund relies on strong collaborative partnerships to make Shopping Days possible. - Roseville City School District staff and teachers: Nominate children, coordinate access to families, promote events, volunteer to shop, donate, and participate in fundraisers.- Service groups (Roseville Host Lions, Kiwanis, Rotary): Contribute through board participation, sponsorships, and volunteer support.- Community organizations (Salvation Army, Kids First, Gathering Inn, Roberts Family Services): Provide referrals and help reach additional children and families in need. The Salvation Army alsoprovides warm refreshments for parents waiting while their children shop.- Roseville Police and Fire Departments: Support Shopping Days with volunteer shoppers, event security, and lighting, and participate in fundraising efforts.- Corporate partner Kohl’s: Provides clothing discounts, engages staff, and helps create a welcoming and fun shopping experience for the children.- Kaiser Permanente: Sponsors one of the Shopping Days, with doctors volunteering to shop with children and covering the associated costs.

Through these partnerships, TAF is able to bring together a wide network of community resources, making the program efficient, inclusive, and joyful for both children and volunteers. Thiscollaborative approach ensures that each child leaves Shopping Days with new clothing, a sense of confidence, and the experience of being supported by a caring community.

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

The Tommy Apostolos Shopping Days effort supports the Roseville City Council’s Strategic Plan by advancing the City’s goal of a strong quality of life for residents, particularly children andfamilies. By addressing a basic but critical need—access to properly fitting clothing and shoes—the program contributes to children’s physical comfort, emotional well-being, and ability to fullyengage in school and daily life.

The program also aligns with the City’s emphasis on inclusive civic participation by creating a shared, community-wide response to local need. Shopping Days provide a structured, welcomingopportunity for residents, schools, and local partners to participate in a coordinated effort that reflects Roseville’s values of caring for one another and working together. Through this approach, theprogram supports a resilient, connected community while delivering tangible benefits to children during the holiday season.

Define anticipated outcomes for this proposed effort. How will success be measured? The anticipated outcomes of Shopping Days focus on meaningful impact for children, families, volunteers, and schools. Success will be measured using quantitative data, participation rates, andparticipant feedback.

Child Impact:We anticipate serving 600 elementary-age children with new clothing and shoes during the holiday season. Success will be measured by the total number of children served, a target attendancerate of 85% for accepted applications, and post-event feedback from families. Providing properly fitting clothing and shoes is expected to increase children’s comfort, confidence, and readiness toparticipate fully in school.

Family Engagement:Enhanced communication tools—including text messaging, QR code confirmations, and multilingual applications/reminders/post-event surveys—are expected to improve application return ratesto at least 75% and increase attendance accuracy. We will track response rates, attendance data, and check-in efficiency to evaluate improvements in communication and event flow.

Volunteer Engagement:Shopping Days will engage approximately 800 volunteers in a direct, hands-on service experience. Success will be measured by volunteer sign-ups, attendance rates, and post-event surveyresponses. Feedback will be used to assess volunteer satisfaction and identify opportunities to improve communication, logistics, and the overall shopping experience.

School and Community Impact:Teacher nominations and school partnerships will remain central to identifying children in need. We will track the number of nominations received year over year, with increased nominations andcontinued school involvement serving as indicators of trust and program value among educators and administrators.

While data and tracking guide our evaluation, the true measure of success is reflected in the confidence and joy children display as they leave Shopping Days feeling supported and valued. Eachchild served strengthens our schools, families, and the Roseville community as a whole.

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

Funding Cycle: 25-26Amount Awarded: $17,500Purpose of Funding: Tommy Apostolos Shopping Days – provided warm clothing and shoes to 100 children while building self-esteem and engaging nearly 250 volunteers in meaningfulcommunity service.

Funding Cycle: 24-25Amount Awarded: $16,000Purpose of Funding: Tommy Apostolos Shopping Days – provided warm clothing and shoes to 100 children while fostering confidence and connecting over 225 volunteers with their community.

Funding Cycle: 22-23Amount Awarded: $15,000Purpose of Funding: Tommy Apostolos Shopping Days – provided warm clothing and shoes to 100 children while promoting self-esteem and involving more than 200 volunteers in communityengagement.

Funding Cycle: 21-22Amount Awarded: $14,000Purpose of Funding: Tommy Apostolos Shopping Days – provided warm clothing and shoes to 100 children while offering over 200 volunteers opportunities to support and connect with their localcommunity.

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

For the FY2025-26 grant, the full $17,500 award contributed to a $98,000 effort that provided warm clothing and shoes to 558 children during the holidays on December 6 and 13, 2025.

Again, the rising clothing costs required careful budgeting, but the events were a joyful success. Hundreds of children received clothing and shoes, gaining confidence and a tangible reminder thattheir community cares. Volunteers played a key role, making the experience memorable for everyone involved.

If full funding is not available, how will the organization be able to accomplish the proposed effort?

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If full funding is not secured, we may need to slightly reduce the number of children served or adjust the dollars allocated per child for shopping. Before making these changes, we will activelyseek additional funding and community support to maximize the program’s reach. Even with adjustments, the Tommy Apostolos Fund remains dedicated to providing each child with assistanceand a tangible reminder that their community cares.

The primary support for Shopping Days comes from our annual Dinner Dance (April 25, 2026), which raises funds through ticket sales, corporate sponsorships, donations, and an auction.

Additional support includes:- Kaiser Permanente – $16,500 sponsorship for Shop with a Doc Day (secured)- Placer County Board of Supervisors – $1,500 requested (pending) Combined with community contributions, these funds allow us to reach the greatest number of children while maintaining a meaningful volunteer experience.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Shopping Days are the heart of our work, and we prioritize keeping the program available each year. Beyond grant funding, we rely on a mix of fundraising events, corporate sponsorships, andcommunity contributions to support its operation.

If additional support is needed, we may:- Hold smaller, targeted fundraisers- Engage community partners for additional contributions- Reallocate resources from other programs to prioritize Shopping Days- Adjust the amount of funds per child or slightly reduce the number of children served These measures ensure the program continues to be sustainable and grow.

If the grant money obtained is to be used to fund Capital Expenditure, please briefly describe the item(s) needed and the itemized costs. n/a
If requesting Capital Expenditure for property improvement, does the organization own the building or property to be improved? Yes - Upload proof of ownership in Documents Tab No - Upload lease and owner's written authorization for making the proposed property improvements in Documents Tab Not ApplicableIf requesting funds for Capital Expenditure, have you included the required bids? Yes No - Provide explanation why bids are not necessary in Documents Tab Not Applicable

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City of Roseville
FY2026-27 CBF Grant
United Cerebral Palsy Association of Greater Sacramento Inc.UCP's Recreation - Accessible programs for all! Requested Amount
USD$ 6,971.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 6,971.00Corporation/Foundation Funding USD$ 0.00Individual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 6,971.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 540.00Payroll Taxes and Benefits USD$ 81.00Professional Fees (Consultants & Contractors)Other Compensation USD$ 0.00Rent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/Advertising USD$ 850.00Travel/Training USD$ 250.00InsuranceSoccer Clinic for 30 people (two clinics) USD$ 3,000.00Movie Day for 45 people (two movies) USD$ 2,250.00Total USD$ 6,971.00 Proposed Effort Budget NarrativeUCP's Recreation is request $6,971 to provide four recreational activities for individuals with developmental disabilities located in Roseville, with registration preference givento Roseville clients and families.

The first activity is Kickers Soccer Clinic, and each lesson costs $10 per participant (or $50 for a full season). UCP is providing two staff to be onsite with an hourly rate of $20.UCP will offer this soccer clinic twice throughout the year. The second activity is the Sensory Friendly Movie Day, and the cost is $25 per person. UCP will have two staffmembers at this event with an hourly rate of $20. In addition, a $500 line item is included for promotion of the events and purchasing of swag bags for each client to help themcommemorate their experience. There is a budget to reimburse staff for training and travel for the two events.

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.

UCP of Sacramento and Northern California requests $6,971 to provide recreational activity access to children, adults, and their families with developmental disabilities within the greater Rosevillecommunity.

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13 Board Members150 Paid Staff (F/T)1000 Paid Staff (P/T)40 Volunteers1,203.00 SUBTOTAL1,203.00 TOTALDate Founded:

Founded in 1955
Organization's Mission:

The mission of UCP of Sacramento and Northern California is to provide programs and services that improve the independence, productivity, and quality of life for people with developmentaldisabilities and their families.

What are the major goals of your organization?
UCP's major goal is to help ensure individuals with developmental disabilities live a life without limits.Goals include:-Expand the culture of innovation and technology to support UCP’s mission.-Pursue and capture opportunities to grow revenues and diversify services.-Further establish and nurture long-term partnerships with communities, organizations, supporters and stakeholders.-Ensure the safety and training of staff and volunteers and provide recognition for their dedication and job well done.

What were the major accomplishments of the organization last fiscal year? -UCP proudly celebrated 70 years of providing comprehensive services for individuals with intellectual and developmental disabilities through all stages of their lives.-Increased the number of children, adults, and families we serve every month by 17%.-Relaunched UCP's Saddle Pals equine therapy program where children and adults with developmental disabilities will learn to take care of and ride horses.

Will the organization utilize volunteers for this proposed effort? Yes. UCP volunteers are integral in supporting our Recreation programs throughout the year. Through rigorous training, our volunteers regularly assist with community events, camps, and outingssuch as ski and diving trips. They provide essential hands-on support in addition to creating and strengthen relationships with our program participants.

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

Launched in March of 2022, UCP Recreation program provides opportunities for individuals with developmental disabilities, and their families, that otherwise would not be possible. Activities suchas summer camp, adaptive skiing, and scuba diving are now accessible to those who were once denied. The activities may seem inaccessible for those with disabilities, however UCP’sRecreation programs break down the barriers preventing full engagement in these types of dynamic activities. One less obvious barrier involves the financial situation of many families with amember who is developmentally disabled. 54% of UCP’s families are low income, and funding will provide financial support so they can participate without budgetary limitations. Our Recreationprogram assists individuals with developmental disabilities with making friendships, guides peer-to-peer communication and develops self-esteem.

UCP is requesting funding to offer recreational activities within the City of Roseville. Currently, we have two recreational activity offerings this year (with more to come): A Kicker Soccer Clinic andSensory Friendly Movie Day. Both activities will serve over 50 individuals with developmental disabilities.

UCP will offer at least two recreational activities within the City of Roseville for individuals with developmental disabilities (with more to be announced soon). UCP currently has 275 clientscurrently residing in Roseville with 50 receiving services on a monthly basis. UCP will utilize staff and volunteers to manage and support recreational activities.

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

UCP is partnering with Lil Kickers and Nela Luken Park to offer single class, and full season, accessible Soccer Clinics throughout the winter and early spring.

UCP is also partnering with Cinemark Theater at the Roseville Galleria to provide accessible and inclusive movie experiences. The collaboration allows for a private theater (allowing children toget up and out of their seats of need, to talk, or be loud), closed captions for the hard of hearing, low lighting, and reduced volume.

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

The request for funding aligns with Roseville City Council's current Strategic Plan by maintaining a healthy and safe community. UCP places safety and health at the forefront of all activities,projects, and events. Additionally, we strengthen and promote inclusiveness for all participants. Additionally, our efforts align with the "outstanding recreational activities" priority as we ensure thatour recreational activities are available and accessible to individuals with developmental disabilities and their families.

Define anticipated outcomes for this proposed effort. How will success be measured? For UCP's Recreational activities occurring in Roseville, our goals are to provide a Kickers Soccer Clinic, and Sensory Friendly Movie Day outing to 50 or more UCP participants. UCP Recreationhas developed a four-pillar approach to program success: Socialization & Friendships; Transformative Experiences; Confidence & Personal Growth; Community Inclusion. We send out post-eventsurveys to each family to determine if we met each pillar of success, if the client met a new friend, did they try something new, did they do something in the community and did they learnsomething new about themselves.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2022 -$7,250 for support (Respite Care)2023 -$4,900 for support (Recreation) 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, UCP will offer the program, but there may be lower attendance and participation. Funding from the City of Roseville, will help to ensure that UCP's Recreationdepartment can fully execute programming.

To date, UCP has not received specific funding for the two upcoming recreation events in Roseville.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort?

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UCP is continuing to fundraise and work closely with donors, and our Roseville community partners to generate additional revenue.

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
Valley Foothill Watersheds CollaborativeDry Creek Watershed Health and Safety Workshop Series Requested Amount
USD$ 17,587.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government FundingState Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 17,457.00Corporation/Foundation FundingIndividual Contributions/Membership DuesFee for ServiceInvestment/Interest IncomeIn-Kind SupportOther - Volunteer Contributions USD$ 2,000.00Total USD$ 19,457.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 0.00Payroll Taxes and BenefitsProfessional Fees (Consultants & Contractors) USD$ 6,720.00Other Compensation USD$ 2,800.00Rent/Utilities/Maintenance USD$ 1,050.00Printing/Supplies/Postage USD$ 2,800.00EquipmentPromotion/AdvertisingTravel/TrainingInsurance USD$ 2,000.00Other - VFWC fiscal management USD$ 1,587.00Other - Grant administration USD$ 500.00Total USD$ 17,457.00 Proposed Effort Budget NarrativeThe Proposed Project will provide 6 workshops, 6 hours each plus 2 creek clean up days, 3 hours each.The meeting space for each will be at the Maidu Community Center ina meeting room with capacity for 50.

Professional Fees / Consultants = $40 / hr for 6 hours of instruction + 6 hours of preparation x 2 instructors = $960.00 x 7 Workshops (note: 2 creek clean ups = 1 workshop) =$6720Other Compensation = Logistics, outreach, admin support and content coordination = $25 / 8 hours during workshop + 8 hours pre/post work = $400 / workshop x 7 = $2800Rental for meeting space / classroom = $50 / hr x 3 hrs per workshop = $150 x 7 workshops = $1050Supplies for workshops = $400 per workshop ($10/participant0 x 7 workshops = $2800General Liability Insurance = $2,000.00 (based on cost for VFWC other activities)Grant Administration = $25/hour x 20 hours = $500VFWC Fiscal / Records Management (10%) = $1587**Volunteer contributions for creek clean ups is $20 / hr x 100 volunteer hours (50 per creek clean up-- 1 for Linda Creek, 1 for Cirby Creek) 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.

Valley Foothill Watersheds Collaborative is requesting $15,500 to expand its education program in Roseville by adding the Dry Creek Watershed Health and Safety Workshops.

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Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
7 Board Members0 Paid Staff (F/T)0 Paid Staff (P/T)800 Volunteers807.00 SUBTOTAL807.00 TOTALDate Founded:

Valley Foothill Watersheds Collaborative (VFWC) incorporated as a 501(c3) in 2017 when the original Dry Creek Conservancy (DCC) non-profit organization merged out. DCC had incorporated in1996 as a result of collaboration on regional planning for the Dry Creek Greenway. This watershed-based planning effort encompassed multiple towns, cities, and organizations in Placer andSacramento counties.

Organization's Mission:

VFWC is a regional partnership that shares expertise from nonprofit, government, and private organizations to help implement priority projects for watershed health.

What are the major goals of your organization?
RestorationCoordinating Adopt-a-CreekConservation (including conservation education)Coordinating monitoring and assessment programsCoordinating support for outreach eventsCoordinating response to new legislationNonprofit development What were the major accomplishments of the organization last fiscal year? In fiscal year 2025, in the City of Roseville, CA, VFWC / DCC engaged approximately 240 volunteers in creek clean up events and 30 participants in a watershed education event:
• Oct 4, 2025 - Lincoln Estates Park• Oct 18, 2025 – Secret Ravine (behind Olympus Pointe Movie Theatre)• Nov 1, 2025 – Olympus Pointe Park (big red sculpture)• Nov 15, 2025 - Royer / Saugstad Park• Nov 19, 2025 - Watershed Health & Safety Night (Eich Middle School) Salmon Surveys were also conducted in Roseville. The following results represent the work of 72 volunteers:• # of Salmon Observed: 254 salmon (167 live and 87 carcasses)• Dry Creek = 23 (Cook Riolo Road to Secret Ravine/Miner’s Ravine Confluence)• Secret Ravine = 167 (Confluence with Miner’s Ravine to Loomis Basin Park)• Miner’s Ravine = 41 (Confluence with Secret Ravine to Carolinda Drive)• Antelope Creek = 9 (Confluence with Dry Creek to Midas Avenue)• Linda Creek = 14 (Confluence with Dry Creek to Rocky Ridge Drive)• Dates Salmon Observed: 10/17/25 to 1/19/26• Surveyed over 16 miles of creek on one official survey day (Nov 29) plus anecdotal observations from community Additionally, an interpretive tour of Miner's Ravine engaged approximately 12 community members.

Will the organization utilize volunteers for this proposed effort? The Dry Creek Watershed Health and Safety Workshop Series will engage volunteers in two additional creek clean up locations -- Cirby and Linda Creeks. An average of 50 volunteers isexpected at each event. Volunteers are provided with gloves, garbage grabbers, and bags to collect trash along the creek corridor. Participants in the Habitat Restoration Workshop will beengaged in non-native plant removal.

Various specialists will also be recruited for volunteer consultations in support of the following workshop topics:

1. Flood Evacuation / Emergency Preparedness / Water Damage Prevention & Response2. Cirby Creek Hazard Mitigation Planning3. Habitat Restoration - Non-native Plant Removal and Native Plant Restoration4. Leave it to Beavers / Benefits and Conflict Prevention5. Cirby and Linda Creek Clean Ups (part 1 / part 2)6. Cultural Connections in the Watershed7. Green Infrastructure / Low Impact Development / Water Wise Home Improvement Describe the need for this proposed effort and evidence of community support.

As Roseville's population grows, and its open space receives more recreational use, and impacts from urbanization, it is increasingly important to engage citizens in understanding the watershedthey live in and how they can contribute to stewardship.

Community support for the activities of Dry Creek Conservancy is apparent in the significant participation by residents in Creek clean up days -- approximately 240 this year. Meanwhile there areapproximately 800 people on the Dry Creek Conservancy mailing list which includes additional support beyond Roseville City limits. A Watershed Health and Safety Night that was held at EichMiddle School on November 19, 2025 had 30 participants, including four teachers from Eich. This event demonstrated the interest in expanding education and participation in watershedstewardship activities.

All Roseville residents will be invited to participate in this series of seven workshops on a first come, first serve basis. The focus on the Dry Creek Watershed as opposed to the Pleasant Grovewatershed will make these workshop especially relevant to the southern half of the City. City residency will be required to participate. Each workshop will be limited to 40 participants, with amaximum of 280 residents total. Registration will require a Roseville address. Content will also be shared on the VFWC website to reach a wider audience. This is important since the Dry CreekWatershed extends beyond the City's boundaries. With the completion of a portion of the East Dry Creek Multi-Use Trail, more trail users will be recreating along the steam corridors in Roseville.Stewardship education related to human waste, pet waste, trash, non-native plants, and wildlife for trail users who are visiting Rosr eville will benefit Roseville residents by promoting watershedhealth and safety in their neighborhood.

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

Valley Foothill Watersheds CollaborativeDry Creek ConservancyFriends of Meadow OaksPlacer Resource Conservation District

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

Roseville City Council's Strategic Plan includes the following vision statement:

Roseville will remain a safe city through police, fire and other City services that are responsive to the community’s needs. This includes safe transportation corridors, a robust parks and trailssystem, vibrant recreational programs and resilient utilities.

It then refers to strategies which are related to management of the creek corridors and the adjacent greenway and trail systems:
**Maintain public safety service levels and response times as the City grows.**Promote a safe community in which all feel welcome and included.

These safety focused vision statements are aligned with education about flood hazard mitigation around Cirby Creek, and emergency preparedness associated with severe storms, and flooding,as well as prevention of water damage which can lead to health issues associated with mold.

The City Council's strategic plan also strives for "Well planned infrastructure and growth" and to "Accentuate arts and culture in creating a sense of place".

Green infrastructure and low impact development refers to permeable surfaces which allow for infiltration of water rather than runoff, and other techniques related to wetland plants playing a rolein erosion and flood control. Water wise home improvement relates to water conservation.

The Dry Creek Greenway defines many neighborhoods and is a refuge for wildlife. Understanding the watershed as a whole and where one is located within it deepens a sense of place within thelarger Sacramento River watershed. The cultural connections workshop will focus on the role of salmon and riparian plants in traditional local native cultures including the uses of tule, willows,oaks, and elderberry.

Citizen engagement and good communication are also core values in the strategic plan which would be supported by this series of watershed health and safety workshops.

Please note also that, Roseville's Creek and Riparian Management Plan is dated 2005, and these workshops will engage specialists and citizens in topics related to a future needed updating ofthis plan.

Define anticipated outcomes for this proposed effort. How will success be measured?

1. Private property owners along Cirby Creek would become aware of the Cirby Creek flood hazard mitigation plan. This would be measured by response to information about these workshops.

2. Roseville residents participating in these workshops would become more aware of the watershed as a whole, and understand their relationship to it. This would be measured with a simplesurvey at the end of the workshop.

3. Partnerships with VFWC and DCC would be enhanced by the outreach and education associated with these workshops. This could be measured by the number of first time volunteers, and theinterest in learning more about the watershed in future workshops as determined by a survey at the end of the workshops.

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

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

N/A
If full funding is not available, how will the organization be able to accomplish the proposed effort? The series of seven workshops can each be funded individually. Other sources of funding will be sought to cover the costs of any workshops that remain unfunded. Sources may include the DeltaConservancy, California Native Plant Society, American Rivers, and Roseville Rotary.

The Watershed Health & Safety Night kick off event at Eich Middle School was made possible through in-kind donations by the school district, donations from local businesses (Clarity HearingAids, Dutch Bros, and Old Spaghetti Factory), and an online auction. There is approximately $300 leftover from these efforts which will be used to augment the outreach associated with theupcoming workshop series.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? The successes of these workshops and expanded partnerships are expected to help the organization obtain larger grants from other funding sources in the future. In the future, workshops couldbe offered for continuuing education credits through Sierra College or another educational institution.

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
Wayfinder Family ServicesWayfinder’s Kinship Support Services Program in Roseville Requested Amount
USD$ 15,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 410,000.00State Government FundingLocal Government FundingCBF/REACH Grant Request USD$ 15,000.00Corporation/Foundation Funding USD$ 10,500.00Individual Contributions/Membership Dues USD$ 15,674.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 451,174.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 235,490.00Payroll Taxes and Benefits USD$ 61,228.00Professional Fees (Consultants & Contractors)Other CompensationRent/Utilities/Maintenance USD$ 25,100.00Printing/Supplies/Postage USD$ 3,900.00EquipmentPromotion/Advertising USD$ 2,000.00Travel/Training USD$ 1,000.00Insurance USD$ 9,720.00Direct Family Support USD$ 7,800.00Telecommunications USD$ 3,000.00Payroll Services USD$ 3,300.00IST Services USD$ 14,200.00Quality Assurance USD$ 9,500.00Program Support Services USD$ 18,500.00Indirect Cost 15% USD$ 56,436.00Total USD$ 451,174.00 Proposed Effort Budget NarrativeSalaries: $235,490Director - $101,430 (Annual Salary) x .025 (FTE) = $25,358 - This position is responsible for primary oversight of program planning, implementation and budget. Recruits andretains program staff, primary contact with regional center equity staff and executive directors regarding program planning; manages LMS system, develops training materials,provides training and supervision to all peer trainers.

Program Supervisor - $83,835 (Annual Salary) x .25 (FTE) = $20,959 - Provides day to day support, training, coaching and supervision to program staff includingProgram/Admin assistants; as well as coordination/meetings with county.

Kinship Navigator II / Social Worker - $83,835 (Annual Salary) x 1.75 (FTE) = $146,711 - Provides information and referral, case management services, facilitates supportgroups and other family and youth activities, assists with permanency support such as guardianship or adoption workshops.

Parent Partner - $44,390 (Annual Salary) x 0.50 (FTE) = $22,195 - Provides warm-line support, referrals and linkages to community resources; peer-to-peer support, coachingand mentorship to kinship caregivers; supports caregiver’s efforts to obtain legal guardianship; assists with support groups and other family activities Program Assistant - $48,093 (Annual Salary) x 0.375 (FTE) = $18,035 - Provides administrative support to the program including phone navigation, directing calls toappropriate service staff, clerical support functions needed such as data entry, collection and reporting, formatting, prepares materials for support groups and training andassists direct staff as needed in obtaining concrete, emergency needs to clients.

Fiscal Analyst - $89,295 (Annual Salary) x 0.025 (FTE) = $2,232 - Ensuring the timely and accurate recording of grant accounting and funding allocations; support with monthlyand year-end financial reporting; reconciling grants accounts to the general ledger; and provide additional analyses relating to grant revenue and expenses as needed.

Payroll Taxes and Benefits: $61,22826% of salaries, including FICA 7.9%, health 10.5%, retirement 2.4%, worker’s comp 4.7%, and SUI 0.5% Rent/Utilities/ Maintenance: $25,100Office location: RosevilleRent and utilities are necessary to maintain the Roseville site, ensuring program services and activities can be delivered effectively.Occupancy includes Office Space, Utilities, & Maintenance.Calculated at 20% of office space. Space is $2,091.67 monthly x 12 months Printing/ Supplies/ Postage: $3,900Cost associated with supplies includes items needed to operate the program such as general office supplies which includes but not limited to postage, printer paper, toner/inkcartridges, filing materials (folders, binders, dividers), writing utensils, notepads, and basic desk accessories. Calculated at $325 monthly x 12 months Promotion/ Advertising: $2,000Costs associated with advertising includes but not limited to job postings for new hires. Calculated at Job Postings $250 per position x 2 postings x 4 months.

Travel/Training: $1,000Reimbursement for travel by program staff related to scope of work, including travel for out-of-county referrals. Calculated at $83.33 monthly x 12 months Insurance: 9,720Cost associated with the organization's Insurance policy. General liability insurance is an average cost of $810 monthly x 12 months. Wayfinder allocates direct costs toprograms benefited per Cost Allocation Policy and Procedures.

Direct Family Support: $7,800Costs associated with direct family support are necessary to engage with program participants, including emergency support for families, family and youth activities, support

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groups and supplies. Calculated at $650 monthly x 12 months Telecommunications: $3,000Cost associated with mobile phone service is required for program staff to conduct essential duties related to scope of work. This connectivity is necessary for the successfuland continuous operation of the program. Calculated at $80 per FTE x 3.125 FTE x 12 months Payroll Services: $3,300Costs associated with payroll services is for services of time and attendance tracking, payroll processing, and benefits administration. The cost is an average of $275 monthly x12 months. Wayfinder allocates direct costs to programs benefited per Cost Allocation Policy and Procedures.

IST Services: $14,200IST Services are necessary and may also include but not limited to IST call center support, IST Training for participant support needs. The cost is an average of $1,183.33monthly x 12 months. Wayfinder allocates direct costs to programs benefited per Cost Allocation Policy and Procedures.

Quality Assurance: $9,500Costs associated with collecting and analyzing program survey data, creating outcome reports and oversight of peer reviews to ensure we are meeting contractual obligations.The cost is an average of $791.67 monthly x 12 months. Wayfinder allocates direct costs to programs benefited per Cost Allocation Policy and Procedures.

Program Support Services: $18,500Costs associated with program support services includes agency-wide professional oversight, that ensures the program stays compliant with current standards. The cost is anaverage of $1,541.67 monthly x 12 months. Wayfinder allocates direct costs to programs benefited per Cost Allocation Policy and Procedures.

Indirect Cost: $56,436The 15% de minimis indirect cost rate is applied to the Total Direct Cost of the program. Indirect Cost Rate includes but is not limited to general and administrative expensessuch as human resources, accounting, administrative staff support, management, as well as consumable supplies that are not billed as direct expenses to the program.

Funding these costs ensures that kinship caregivers in Roseville receive timely, high-quality support, from case management and family assistance to administrative andprogram oversight, enabling children to remain safely with family.

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.

Wayfinder requests $15,000 to provide emergency assistance, case management, and support services to 120 relatives or family friends raising 110 youth in Roseville through our KinshipSupport Services Program. The program helps caregivers step in so children can avoid the trauma of foster care and remain connected to family.

The mission of Wayfinder Family Services is to ensure that children, youth and adults facing challenges always have a place to turn. Founded in 1953 as the Foundation for the Junior Blind, theorganization initially enabled visually impaired children to lead fuller and more independent lives. In response to community needs, Wayfinder expanded programs for children, youth and adultswith vision loss or profound special needs and serious medical conditions; children and infants who have experienced loss and trauma; foster youth in search of homes and opportunity; adoptivefamilies; and families at risk of entering the child welfare system. To reflect the evolution in our programs, we became Wayfinder Family Services in 2018. Wayfinder provides expert, individualizedsupport and services for people facing life’s greatest challenges. We are committed to treating the whole person, not just the problem, and to addressing the social and physical conditions thatimpact people’s lives and well-being. With our long history, deep expertise and reach across the state of California, Wayfinder is uniquely positioned to provide life-changing resources for themembers of our community who need them most.

Wayfinder is one of the largest statewide foster care and adoption agencies in California, and we provide services to more children who are blind than any other nonprofit in the state. Our clientsare primarily low-income people of color who face persistent barriers to health and well-being, economic stability, educational attainment and long-term safety and resilience. They face additionalinequities because they are in or at risk of entering the child welfare system, have visual or multiple disabilities, face mental health challenges or all three. Our unique blend of research-basedservices enables us to meet the complex needs of children and adults at the intersection of these serious issues. Statewide, we serve nearly 24,500 children, youth, adults and family membersannually. Our aim is to offer comprehensive services to 30,000 people per year by 2028.

What are the major goals of your organization?
Our overarching goal is for our clients to achieve health and well-being, economic opportunity, educational success, and safety and resilience. Wayfinder strives for a world in which every child,adult and family can overcome the obstacles they face—a world where everyone has the opportunity to achieve their full potential. For many of those who benefit from our programs, Wayfinder isthe only nonprofit agency in California that provides the unique, comprehensive support they need.

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Outlined in Wayfinder’s 2023-28 strategic plan, our major goals are centered on expanding impact, strengthening organizational capacity, ensuring long-term financial sustainability, advancingbelonging and opportunity, and maintaining strong governance to support our mission.

First, Wayfinder aims to expand the quality and reach of its services to meet the needs of at least 30,000 children, youth, adults and families across California each year. The organization seeks toscale promising and evidence-based, trauma-informed services that address the social drivers of health; deliver high-quality programs in more counties across the state; and further integrate itscore programs so clients can access comprehensive, whole-person services. Wayfinder also prioritizes collaboration with trusted community partners and remains open to merger or acquisitionopportunities that strengthen impact.

Second, Wayfinder is committed to investing in and building organizational capacity. This includes investing in staff wellness, growth and development to support a resilient and engagedworkforce; evaluating the highest and best use of real estate and physical locations; and strengthening data and technology infrastructure to support effective program design, implementation anddecision-making. These investments ensure the organization remains agile and responsive in a changing human services landscape.

Third, Wayfinder seeks to strengthen financial sustainability to support its mission now and into the future. The organization is focused on optimizing both existing and emerging revenue streams,investing in a strong and sustainable fundraising program, maximizing operational efficiencies and strengthening public partnerships to ensure reimbursement rates support long-term stability.Wayfinder is also committed to leveraging new public-sector funding opportunities that advance whole-person care, while ensuring all funding aligns with its mission and benefits the communitiesserved.

Fourth, Wayfinder aims to build belonging and opportunity throughout the organization. This goal reflects a long-standing commitment to inclusion, respect and valuing diverse lived experiences.Wayfinder works to embed belonging and opportunity into its policies, practices and culture; provide staff with opportunities for growth and leadership; and actively elevate staff and client voices toinform program quality and continuous improvement.

Finally, Wayfinder is focused on enhancing governance to advance and accelerate organizational impact. The Board of Directors is committed to best practices in governance, meaningfulengagement with emerging sector trends and recruitment of board members who reflect and appreciate the lived experiences of Wayfinder’s clients. Strengthening board leadership andeffectiveness ensures the organization is well positioned to guide Wayfinder into the future.

Together, these goals position Wayfinder Family Services to respond effectively to complex social challenges, address inequities, and ensure that children, youth, adults and families facingsignificant barriers always have a place to turn.

What were the major accomplishments of the organization last fiscal year? Wayfinder continued to demonstrate excellence in governance, fiscal management and program quality during the last fiscal year. The organization has maintained Council on Accreditation (COA)status since 2014; currently, only 15 Los Angeles nonprofits and 129 organizations statewide hold this distinction. In 2025, Wayfinder earned reaccreditation by meeting all 972 COA standardsacross program quality, fiscal oversight, operations and management—a 22% increase in requirements since the prior review cycle. COA identified no deficiencies or areas for improvement. Inaddition, Charity Navigator awarded Wayfinder a four-star rating for the 14th consecutive year, and Candid (GuideStar) recognized the organization with a Platinum Seal of Transparency,reflecting sustained accountability and fiscal responsibility.

In FY 2024-25, Wayfinder achieved the following:• Served more than 24,000 individuals statewide across California.• Secured new public funding to expand crucial services to clients in California, including one-time startup funding for 18 months from the California Department of Health Care Services to launcha nationally certified Healthy Families America (HFA) team in Los Angeles. HFA is an evidence-based home visiting program designed to prevent child abuse in families with infants andstrengthens Wayfinder’s standing as a preferred provider in the child welfare field.• Earned reaccreditation for Wayfinder’s Special Education School from the California Department of Education and increased enrollment 50%.• Launched Family Preservation programs in Santa Fe Springs and the Vermont Corridor to strengthen families and prevent children’s out-of-home placement or reentry to foster care.• Expanded Enhanced Care Management services to families in Kinship Support Services in Monterey and Sonoma counties to provide wraparound services, including housing, food, educationand coordination of medical care.• Awarded a three-year Campership contract from Los Angeles County Department of Children and Family Services to fund at least 15 foster youth with blindness or vision impairment to attendCamp Bloomfield beginning summer 2026.• Trained mental health staff so that Wayfinder can become a certified site for Functional Family Therapy, a counseling model that improves outcomes for families and keeps them together.• Relocated the Hatlen Center, our residential rehabilitation program for adults with vision loss in Northern California, to an upgraded facility in a walkable neighborhood, as well as enhancedevaluation of participants’ progress.• Created quality assurance checklists across all programs to ensure compliance with organizational, regulatory and funders’ standards.• Replaced HVAC units in four buildings on the Los Angeles campus, reducing long-term maintenance and repair costs.• Strengthened cybersecurity through enhanced email security training to mitigate the risk of ransomware attacks.

Wayfinder’s Kinship Support Services Program achieved and exceeded its key outcomes last year:• 100% of children in the Kinship Support Services Program in Placer County were in a permanent living situation, either remaining in care with a kinship caregiver, being adopted, living with alegal guardian or reuniting with their parents—exceeding the target of 80%.• 100% of caregivers reported an increased connection with other kin caregivers, exceeding the target of 90%.• One year post-intake, 100% of relative caregivers reported less stress and improved overall well-being due to participation in the kinship program, exceeding the target of 80%.• 99% of relative caregivers reported improved ability to access resources, exceeding the target of 90%.

Survey feedback further underscores the program’s impact. Caregivers consistently described Kinship Support Services as a critical source of stability during complex family transitions, citinghands-on assistance navigating guardianship and court processes, completing required paperwork, accessing public benefits and connecting to community resources. Many reported reducedstress, increased confidence as caregivers and a greater sense of wellbeing.

Families also emphasized the importance of peer connection and emotional support. Support groups, family activities and child-focused events reduced isolation, strengthened family bonds andprovided children with positive, normalizing experiences. Caregivers overwhelmingly reported that services met or exceeded their needs, with most offering no suggestions for improvementbeyond requests for expanded activities or increased service frequency—demonstrating strong outcomes and deep community trust.

Will the organization utilize volunteers for this proposed effort? Yes. Wayfinder’s Kinship Support Services Program in Roseville engages volunteers to support an annual holiday toy shop for kinship families. Volunteers assist by organizing and wrappingdonated gifts, helping ensure children in kinship care receive age-appropriate holiday presents. This volunteer support allows staff to focus on direct services while helping reduce financial strainfor low-income kinship families during the holidays.

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

California ranks 32nd among states for overall child well being, which includes economic well-being, education, health, and family and community factors (2025 KIDS COUNT Data Book),demonstrating the urgent need for services that support children and families.

As of January 1, 2025, 38,648 children were in foster care in California, including 13,759 placed in kinship homes (California Child Welfare Indicators Project, 2025). The U.S. Department ofHealth and Human Services says that finding permanent, safe homes for children in foster care as soon as possible is “imperative” (www.childwelfare.gov/topics/permanency/). Lack ofpermanence can negatively impact child development because a child needs attachment to a caregiver for good health and physical and emotional development (Szalavitz & Perry, 2010). Apreferred option for permanence is kinship care because it preserves family connections and provides greater stability for children.

Our Kinship Support Services Program addresses critical gaps in the foster care system. California has a shortage of resource families, and many are unwilling to accept siblings, while kinshipcaregivers are more likely to do so. Kinship families are more stable, and children maintain their family connections, which produces better long-term outcomes. Wayfinder helps children remain inthe safe, loving homes of extended family, which reduces the burden on the foster care system and eases the trauma of being separated from their birth families. However, because kinshipplacements are often formed suddenly during a crisis, caregivers benefit from a high level of support.

The benefits of kinship care include reduced trauma from removal by maintaining connections and family support; preserving cultural identity, which decreases loneliness and depression;increased placement stability because children are less likely to change homes; fewer behavioral problems; and maintaining sibling ties to increase stability and permanency (U.S. Dept. of Healthand Human Services, Children’s Bureau, 2022). Children who leave the child welfare system without permanent ties are more likely to have low educational attainment, be homeless, beunemployed and abuse substances (Rosenberg & Abbott, 2019). Wayfinder prioritizes permanency in safe, loving homes while maintaining family connections, helping children achieve long-termstability, educational success and economic security.

Wayfinder’s Kinship Support Services in Roseville offers a range of support for kinship families, including assistance with new placements, legal guardianship, accessing financial resources,school advocacy, family engagement activities and connections to community services. One caregiver shared, “They are there for me every step of the way to help me and my family break thecycle and heal and get connected with services.” Community support for the program is strong and ongoing. Wayfinder works closely with Placer County Office of Education, staff from local school districts, Placer County Children’s System ofCare staff and Placer County mental health providers to coordinate services and stabilize families. PCOE regularly refers families to the program, collaborates with staff on active cases andinvites Wayfinder to present to all PCOE staff to strengthen understanding of kinship care. Wayfinder also participates in monthly PCOE meetings to review cases and identify additional supports.Community partners consistently seek Wayfinder’s expertise, and families report high satisfaction with services. One caregiver wrote, “Raquel Gonzalez in Roseville, CA, is amazing. She made

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the guardianship process so simple and was attentive, helpful and kind. We could not have completed our family without her.” 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.

Wayfinder will provide critical support and resources to 120 relatives or family friends raising 110 youth in Roseville during the grant period.

For 17 years, Wayfinder has provided kinship support services to families in Roseville. Our office is located in the city and our program is well-established in Placer County. Many families inRoseville need assistance as they care for children placed in their homes by the juvenile court, child welfare services or through voluntary arrangements.

The target population includes relative or nonrelated caregivers and the children in their care. These families face unique challenges including unexpected placements, financial strain, lack ofknowledge of legal or social systems and complex relationships with birth parents. Caregivers are often grandparents on fixed incomes, young adults caring for siblings or single parents raisingmultiple children. Most families live in lower-income areas, have limited resources and face barriers such as transportation, housing insecurity and limited access to community supports.

In FY 2024-25,• Roseville caregivers were 64% grandparents, 12% aunt or uncle, 16% nonrelative and 8% cousin.• Caregivers’ age ranges were 29% age 65 or older, 44% ages 50 to 64 and 27% 31 to 49.• Males were 24% of caregivers served and females were 76%, reflecting the high number of female caregivers who take in kinship children.• Caregivers were 58% white, 22% Latino, 8% multiracial, 7% Asian and 5% Black.• Children were 59% white, 19% Latino, 16% multiracial, and 6% Native American or Alaska Native.• Children’s age ranges were 29% 0 to 5, 12% 6 to 8, 25% 9 to 12 and 34% 13 to 17.• Children were 56% female and 44% male.

Wayfinder’s Kinship Support Services Program is unique in Roseville. No other local program provides the comprehensive range of services that we offer, including basic needs support, financialassistance, advocacy, guardianship workshops, play care, mentoring, support groups, respite resources, emergency assistance and family-centered activities. We also provide in-home support,counseling and connections to legal services and other community resources, helping caregivers adjust to new roles while maintaining the child’s safety and well-being. Many children enter theirnew homes with few belongings and caregivers often require support for essentials such as beds, clothes, diapers, formula, toiletries, linens, utility payments and household safety items. Privatesupport enables Wayfinder to fill these critical gaps and provide families with the tools they need to succeed.

Our program serves both formal kinship placements through the child welfare system and voluntary kinship placements without agency involvement. Voluntary kinship families often have thegreatest need but the fewest resources, making Wayfinder’s support especially critical. Services are delivered in a confidential, strength-based, culturally appropriate and respectful manner thatreduces stress and promotes family stability.

Services are provided in the home and community by Wayfinder’s kinship navigators and social workers, who work closely with relatives and nonrelative extended family members to assess theirneeds and how to best meet them. Staff are trained on the specific and unique issues these families face and are knowledgeable about the community resources in the areas where our clientslive so that they can make referrals to the appropriate provider. As staff engage our families, they become very knowledgeable about the needs of the youth and family and where challenges maylie. Our staff have regular visits with the families and youth to monitor progress and identify any new needs. Family service plans are created with the family to outline areas of improvement andshowcase the family strengths and successes.

All funding will be restricted to kinship families residing in the City of Roseville. Program staff receive the addresses of families receiving kinship support to verify eligibility, ensuring grant funds areused only for eligible Roseville residents.

Wayfinder is uniquely positioned to serve the Roseville community because of our long-standing presence, specialized expertise in kinship care and comprehensive hands-on support model. Ourexperienced staff, strong community connections and flexible family-centered approach allow us to meet the complex and urgent needs of kinship families in the city.

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

While collaborative partners are not required under Wayfinder’s public funding contract with Placer County, collaboration is a core value of the organization and essential to maximizing the kinshipprogram’s impact. Wayfinder intentionally builds and sustains partnerships with county agencies, community-based service providers, businesses and public organizations to coordinate services,avoid duplication and ensure kinship families are connected to the full range of supports they need. Our strong presence in Roseville allows us to provide direct referrals, warm hand-offs forfamilies in need and cross-referrals between kinship services and other providers. Through these partnerships, we connect families to services and resources that kinship services do not directlyprovide, including supports that promote economic stability.

Wayfinder works closely with Placer County Child Protective Services and Placer County Mental Health Services, which refer families to our Kinship Support Services Program and collaboratewith us to ensure children’s needs are met and families are stable. Referrals also come from Roseville schools, community partners and families who self-refer.

Wayfinder staff provide outreach presentations to nonprofit organizations and county agencies to increase awareness of kinship care and strengthen referral pathways. These presentations coverprogram eligibility, available supports and the referral process. Outreach partners include Placer County Office of Education staff, Child Advocates of Placer County, Placer County resource familyteams, mobile crisis teams and Victor Community Services. In addition, Wayfinder participates in local resource fairs to share information directly with community members. Staff complete at least10 outreach events each year.

Wayfinder is an active service provider in the Placer Campaign for Community Wellness and a member of the Placer Collaborative Network. Through monthly Campaign for Community Wellnessmeetings, Wayfinder receives updates from county agencies, learns about new community resources and shares program information with other providers. The Placer Collaborative Networkhosts regular in-person networking meetings and an annual provider resource fair, where Wayfinder participates to strengthen relationships, share expertise in kinship care and build coordinatedreferral networks across the county.

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

Wayfinder’s Kinship Support Services Program directly supports the City of Roseville’s value of a safe and healthy community. By helping kinship caregivers provide stable, loving homes, theprogram ensures children remain with family instead of entering the foster care system, reducing trauma, strengthening family bonds and promoting emotional and behavioral well-being.

Wayfinder as an organization aligns with the city’s mission to provide exceptional services in a fiscally responsible manner that enhance quality of life today and into the future. Accreditation byCOA and recognition by Charity Navigator, Candid and the Better Business Bureau provide independent verification of Wayfinder’s high-quality services, effectiveness and sound fiscalmanagement.

Children in kinship care maintain permanent ties with siblings and extended family, improving long-term outcomes such as educational attainment, employment and social stability. Supportingthese families strengthens the broader community by helping children grow into healthy, resilient adults prepared to contribute to Roseville’s quality of life. Wayfinder’s commitment to evidence-based practices and accountable operations ensures the program fulfills the city’s priority of protecting children, stabilizing families and promoting lifelong well-being.

Define anticipated outcomes for this proposed effort. How will success be measured? The goal of the Kinship Support Services Program is to help children remain safely with family members when they cannot live with their parents and to ensure those caregivers have the supportthey need to provide stable, nurturing homes. Success means children experience fewer disruptions and caregivers feel less overwhelmed and better equipped to meet children’s needs.

To measure progress toward this goal, Wayfinder tracks clear, measurable outcomes:• At least 90% of children who participate in the program for a minimum of 30 days will remain in care with a kinship caregiver, be adopted, live with a legal guardian or reunite with their parents.• One year after services end, at least 80% of children will continue to live in one of these stable arrangements.• At least 90% of caregivers will report reduced stress and improved overall well-being while receiving kinship support services.

These outcomes reflect both immediate stability for children and longer-term permanency after families no longer receive intensive services.

Wayfinder evaluates the effectiveness of the kinship program through its Performance and Quality Improvement process, which focuses on whether services are making a meaningful difference inthe lives of children and families. Oversight of this process is provided by the vice president of quality, risk management and performance improvement to ensure accuracy and transparency. Thekinship program uses an annually updated logic model to outline activities, goals and expected short-, intermediate- and long-term outcomes. Progress is reviewed through quarterly and annualreports that track outcomes, service quality, client satisfaction, incident and complaint reporting, external reviews, internal case file accuracy and operational performance.

To support continuous improvement, Wayfinder uses the Plan-Do-Study-Act model which allows staff to identify concerns, test solutions and make adjustments based on data. When an area forimprovement is identified, quality improvement staff work with program leadership to develop a plan, implement changes and review results. If outcomes do not improve as expected, additionaladjustments are made. This process helps ensure services remain responsive to families’ needs and continue to improve over time.

Quality improvement efforts involve the board, executive leadership, program staff and input from clients, community partners and referring agencies. Program performance is reviewed quarterlyand includes outcomes, financial health, staffing, compliance, grievances, quality assurance measures and special incident reports. Senior leaders and program directors also meet regularly toreview potential concerns and address issues early.

A grant from the City of Roseville will directly support the outcomes described above by helping stabilize kinship families during a critical transition period. When children are placed with relatives,caregivers often face immediate and unexpected expenses before public benefits are established. Funding will also allow Wayfinder to provide short-term financial assistance for essential needs

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such as clothing, food, bedding, school supplies and utilities. By reducing financial stress at the outset of a placement, these supports help caregivers focus on meeting children’s emotional anddevelopmental needs and increase the likelihood that placements remain stable over time.

Program success is also measured through client satisfaction, which reflects whether families feel supported and whether services are meeting their needs. Satisfaction surveys are reviewedquarterly as part of Wayfinder’s ongoing outcomes review process. In the most recent fiscal year, the kinship program in Roseville achieved 100% client satisfaction across all measured areas,reinforcing that families not only remain safely housed but also experience meaningful support while participating in the program.

List below any previous funds awarded in the last five funding cycles by the Roseville Grants Advisory Commission and the purpose of funding. 2024 – $20,000 for kinship support for Roseville families in 2024-252023 – $10,000 for kinship support for Roseville families in 2023-242022 – $5,000 for kinship support for Roseville families in 2022-23 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? Wayfinder receives funding for the program from Placer County, but that amount is not enough to meet the needs of all the kinship families in Roseville. Should we receive less than the requestedamount, we will continue to apply for additional donations from corporations, foundations and individuals. Our Kinship Support Services Program is a pivotal program that we have offered familiesfor many years. Wayfinder relies on private donations to sustain programs like kinship support in Roseville and deliver high-quality services to city residents. In addition to program-specific grants,Wayfinder solicits unrestricted grants that may be applied to the financial gap in the Kinship Support Services Program. We receive unrestricted donations from foundations and corporations,individuals, direct mail and fundraising events in Northern California. Wayfinder will not reduce the goals of the program, but we may not be able to meet every need of Roseville kinship families,particularly if many families have crucial emergency needs.

The program is funded in part through a contract with Placer County. Because many low-income families served by the program have high needs that exceed available public funding, additionalsupport is required to sustain services and meet client needs.

The program relies on private donations from individuals, foundations and corporations. The Roseville office receives annual in-kind donations of toys from generous individual donors, the localToys for Tots chapter, a local church and a local dental office to support its December toy shop for families. The program also receives an annual in-kind donation of new children’s shoes from alocal gym during the holiday season.

In addition to in-kind support, the program received $3,000 from the Jansen Family Fund for Youth at the Placer Community Foundation. The program may also receive additional support throughother family funds managed by the Placer Community Foundation. While amounts vary and are not guaranteed, this support has included contributions of approximately $7,500 in past years.

The organization also conducts fundraising activities to support the program. Its annual Derby Day fundraising event, held each May, supports Northern California programs serving children andyouth involved in the child welfare system. Funds raised through this event are partially allocated to kinship support services.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Wayfinder has sustained and grown its programs for more than 70 years. Kinship support in Roseville will continue through a combination of county funding, local private funding, unrestrictedgrants and donations and proceeds from fundraising events. Wayfinder is a financially sound, well-managed nonprofit but must raise approximately $5 million annually from private sources tosustain its programs and deliver high-quality services.

In 2024-25, Wayfinder held 93 contracts with 58 government entities to provide direct services. Government funding does not cover the full cost of services, and many foundation grants arerestricted or do not allow indirect expenses. Sustaining programs requires funding for the full cost of operations, including technology, staff training and supervision and evaluation of outcomes.Private donations help fill this gap and ensure continuity of services after grant funds are expended.

Wayfinder’s diversified funding base reduces reliance on any single revenue source. In 2024-25, the organization received 68 grants from foundations and corporations, 88% of them repeat orannual funders. Each year, Wayfinder conducts multiple donor engagement efforts, including seven direct-mail appeals to 3,500 to 7,000 donors and prospects, three newsletters to nearly 13,000individuals and three reactivation solicitations to more than 15,000 former donors.

Board and volunteer leadership also play a key role in sustainability. The Wayfinder board has a $10,000 give-and-get policy, and 100% of board members contributed in the past year. The ImpactCouncil of young professionals and the Community Council support fundraising and donor engagement, each with a $1,500 give-and-get expectation. Members of the President’s Councilcontribute $15,000 annually.

Wayfinder also receives in-kind contributions and planned gifts. In the past year, the organization received 104 in-kind gifts from 82 businesses, nonprofits and individuals. Estate gifts, whileunpredictable, are invested rather than used as operating revenue. This disciplined approach strengthens long-term financial stability, allowing Wayfinder to sustain programs during economicdownturns and invest in program improvements and innovation.

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
WEIRA, INCEmpowerHER: Empowering Immigrant Women Program Requested Amount
USD$ 20,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 250,000.00State Government Funding USD$ 250,000.00Local Government Funding USD$ 100,000.00CBF/REACH Grant RequestCorporation/Foundation Funding USD$ 200,000.00Individual Contributions/Membership Dues USD$ 95,300.00Fee for ServiceInvestment/Interest IncomeIn-Kind SupportOtherTotal USD$ 895,300.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 310,000.00Payroll Taxes and Benefits USD$ 60,000.00Professional Fees (Consultants & Contractors) USD$ 525,300.00Other CompensationRent/Utilities/MaintenancePrinting/Supplies/PostageEquipmentPromotion/AdvertisingTravel/TrainingInsuranceOtherOtherTotal USD$ 895,300.00 Proposed Effort Budget NarrativeThe above personnel budget reflects WEIRA’s full annual operating budget of $895,300 for the entire agency. This includes executive leadership, two full-time case managers($70,000 each), contracted family therapy services ($60,000), contracted legal support ($500,000), executive assistance ($50,000), marketing and outreach, social mediasupport ($12,000), web design ($10,000), and bookkeeping services ($3,300).

This represents the total annual cost to operate all programs agency-wide across multiple counties.

The $20,000 request from the City of Roseville is a prorated portion of this annual budget and will primarily support direct case management services for Roseville residents.Specifically, grant funds will help offset the cost of compensating case managers who provide crisis response, safety planning, advocacy, and service coordination to womenresiding in Roseville.

This funding does not represent new or duplicate costs; rather, it supports a proportional share of existing personnel expenses necessary to maintain services for Rosevillecommunity members.

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.

WEIRA, Inc. requests $20,000 to support the EmpowerHER program, providing counseling, advocacy, support groups, and educational workshops for immigrant women in Placer County facingdomestic violence, trauma, and crisis. Funds will sustain core operations and expand access to culturally responsive mental health and victim support services. EmpowerHER has been largelysustained through a highly skilled volunteer base that has already assisted hundreds of women experiencing domestic violence. As demand for services continues to increase, dedicated fundingis now essential to sustain and stabilize this critical program.

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Community and Social Context - Improved access to arts and cultural resources for all and a kinder more inclusive and connected community Education - More vocational training and educational opportunities for all ages Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
3 Board Members0 Paid Staff (F/T)3 Paid Staff (P/T)71 Volunteers77.00 SUBTOTAL77.00 TOTALDate Founded:

WEIRA, Inc. is a nonprofit organization founded on May 6, 2022, to support immigrant women in crisis by empowering them to navigate domestic violence, divorce, immigration processes, careertransitions, and emotional wellness challenges. Since its founding, WEIRA has served more than 400 women: primarily survivors of domestic violence, by providing counseling, advocacy, supportgroups, and access to networking and community resources. These services have been delivered largely through a highly skilled volunteer network and strong community partnerships, ensuringthat each woman is treated with dignity and supported in building a safe, independent, and stable future.

Organization's Mission:

WEIRA's mission is to create a strong support system and resources for immigrant women in crisis, such as domestic violence, tough divorce, new immigration process and devastating careerchanges.

What are the major goals of your organization?
The major goals of WEIRA, Inc. are to support and empower immigrant women facing crisis situations, including domestic violence, difficult divorces, recent immigration, job loss, and emotionalinstability.

Specifically, WEIRA aims to:

Empower Immigrant Women from Eastern Europe: Provide tools, education, and resources that enable immigrant women to achieve safety, independence, and long-term stability in the UnitedStates.

Crisis Intervention and Support: Assist women in acute crisis such as domestic violence, family separation, legal distress, and economic hardship through counseling, advocacy, safety planning,and referrals to legal and social services.

Health and Emotional Wellness: Promote improved mental, emotional, and behavioral health through trauma-informed counseling, peer support groups, and access to culturally responsive care.

Community Integration and Economic Stability: Support women in rebuilding their lives through educational workshops, career guidance, job-readiness support, and community networkingopportunities.

Resource Accessibility: Build and maintain a strong network of legal, mental health, healthcare, and social service professionals who can provide affordable or pro bono services to women inneed.

Awareness and Outreach: Increase community awareness of domestic violence, immigrant rights, and available support services through outreach, education, and partnerships.

Long-Term Sustainability: Develop sustainable, mission-driven programs that ensure continued support for women in crisis and promote long-term emotional, social, and financial well-being.

What were the major accomplishments of the organization last fiscal year? During the last fiscal year, WEIRA, Inc. significantly expanded its impact in the community by providing direct support to 187 women in need, the majority of whom were facing domestic violence,immigration-related crises, and severe economic or emotional distress. Through survivor-centered advocacy, referrals, counseling support, and crisis navigation, WEIRA helped clients accesssafety, stability, and critical resources.

Additionally, WEIRA strengthened its organizational capacity by expanding its volunteer base of highly skilled professionals and community advocates. Collectively, volunteers contributed 5,826hours of service last year, enabling WEIRA to deliver high-quality, culturally responsive services despite limited financial resources. This growth reflects both increasing community trust and risingdemand for WEIRA’s services, positioning the organization for continued program expansion and sustainability.

Will the organization utilize volunteers for this proposed effort? Volunteers are central to the implementation and success of the program. In the most recent year, WEIRA engaged 71 volunteers who collectively contributed 5,826 total service hours. Of these,3,408 hours (58.5%) were dedicated directly to program services, including case management and counseling (2,007.5 hours), family and practical support (600 hours), emotional support throughindividual and group sessions (569 hours), pro bono legal support (158 hours), professional and educational coaching (59.5 hours), and education and prevention workshops (14 hours).

Highly skilled volunteers (including case managers, counselors, legal professionals, and career coaches) will continue to provide direct services, facilitate support groups, assist with outreach, anddeliver workshops. Additional volunteer hours (2,418 hours; 41.5%) support administrative, coordination, fundraising, and program management functions, ensuring the program operatesefficiently and sustainably while maximizing direct impact for women served.

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

The need for this proposed effort is driven by the growing number of immigrant women in Roseville and surrounding communities who are experiencing domestic violence, family crisis, recentimmigration stress, job loss, and emotional trauma, often without access to culturally and linguistically appropriate services. For many of these women, WEIRA is the first and sometimes onlypoint of contact when they are seeking help. Sustaining the EmpowerHER program is critical to keeping trained case managers available and ensuring intake phone hotlines remain open andresponsive, allowing women in crisis to receive immediate support, safety planning, and referrals when they reach out.

Evidence of strong community support is reflected in WEIRA’s continued growth and demonstrated impact. Increasing call volume, referrals from community partners, and repeat requests forassistance underscore the urgent need to maintain consistent access points for help. WEIRA has also demonstrated responsible stewardship of public funds, including the successful use of priorCity of Roseville grant funding. Ongoing volunteer engagement, professional referrals, and prior municipal support collectively demonstrate both the community’s trust in WEIRA and theimportance of sustaining core services that ensure women can access help when they need it most.

The proposed effort will serve immigrant women residing in Roseville who are experiencing crisis situations, including domestic violence, family conflict, recent immigration stress, job loss, andemotional trauma. With the requested funding, WEIRA anticipates serving approximately 20-30 Roseville residents over the grant period through crisis intake, case management, counselingreferrals, advocacy, and support services. Many participants are survivors of domestic violence who face language barriers, limited social networks, and fear of engaging with traditional systems.

This effort is differentiated from similar services in the community by WEIRA’s culturally specific, language-accessible, and survivor-centered approach. The Sacramento metropolitan area,including Roseville, is home to one of the largest Slavic populations in the United States, with significant growth driven by immigration from Russia, Ukraine, and other former Soviet nations.WEIRA uniquely supports Russian- and Ukrainian-speaking women, providing culturally responsive services delivered by staff and volunteers who understand the community’s language, culturalnorms, and immigration-related concerns. This reduces barriers to help-seeking and increases trust, safety, and engagement.

To ensure compliance with City of Roseville funding guidelines, WEIRA documents all the intake data. Client data is tracked internally to ensure services funded by the City are provided toRoseville residents and reported accurately.

WEIRA is uniquely positioned to serve this population due to its strong community ties, trusted reputation within immigrant communities, and extensive volunteer base with linguistic, cultural, andprofessional expertise. Having already assisted hundreds of women through direct services and crisis response, WEIRA combines grassroots outreach with professional advocacy to reachwomen who might otherwise remain isolated or unserved, ensuring timely, effective, and culturally appropriate support within the Roseville community.

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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WEIRA collaborates with a network of strategic partners to ensure comprehensive, wraparound support for immigrant women in crisis.

Legal Partners: Local law firms and volunteer attorneys provide pro bono or low-cost legal services, including restraining orders, divorce proceedings, immigration relief, and financial guidance.

Mental Health Providers: Licensed therapists and trauma-informed counselors deliver culturally and linguistically responsive counseling and crisis intervention.

Career Development Partners: Volunteers and workforce professionals assist clients with job readiness, skills training, and employment placement to promote financial independence.

Community-Based Organizations: WEIRA partners with organizations such as My Sister’s House and other service providers to coordinate referrals for housing assistance, food security, andemergency support.

Government and Law Enforcement: WEIRA collaborates with local agencies and participates in coordinated response efforts, including engagement with the Placer County Domestic ViolenceResource Portal, to align services and ensure victim safety.

Healthcare and Benefits Providers: The organization provides referrals to Medi-Cal, Covered California, and local healthcare providers to ensure access to medical and mental health services.

Faith-Based and Cultural Organizations: These partners support outreach, community trust-building, and culturally appropriate engagement.

WEIRA both accepts and provides referrals, working closely with shelters, law enforcement, hospitals, and community agencies to ensure survivors receive coordinated, specialized servicestailored to their needs.

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

Weira's proposed effort aligns directly with the City of Roseville’s Strategic Plan by advancing key priorities included in the City’s mission to “provide exceptional services in a fiscally responsiblemanner that enhance the quality of life today and into the future.” Specifically, Weira's programs strengthens a safe and healthy community by offering culturally responsive crisis intervention,mental health support, and violence prevention services for immigrant women (populations that often face barriers to accessing traditional services and community support). This workcomplements the Strategic Plan’s emphasis on ensuring residents “feel safe and secure,” promoting early intervention, and providing prevention and support to protect those in need.EmpowerHER program also supports the Strategic Plan priority of community engagement and advocacy by partnering with local nonprofits, legal and mental health service providers, andvolunteers to broaden access, foster inclusive support networks, and enhance public education around violence prevention and immigrant rights. Through sustained operational support, theproject contributes to the City’s objective of delivering exceptional city services by filling gaps in service capacity and expanding culturally competent resources for underserved residents. Byaddressing critical health and wellness needs, promoting safety and stability, and connecting Roseville residents with essential services, EmpowerHER reinforces the Strategic Plan’s vision of acommunity that prevents problems, protects residents in crisis, and ensures access to quality support systems across diverse populations.

Define anticipated outcomes for this proposed effort. How will success be measured? The proposed operational support for the EmpowerHER program will enable WEIRA to sustain and strengthen crisis response, case management, and culturally responsive support services forimmigrant women in Roseville.

Success will be measured through quantitative service data (number served, referrals made, safety plans completed, hours of service provided), documented client goal attainment, case trackingreports, and outcome-based assessments administered at intake and program completion. These objective indicators will demonstrate both immediate crisis stabilization and longer-term progresstoward independence and safety.

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

FY 2025-26: WEIRA, Inc. was awarded $6,399 through the Roseville Grants Advisory Commission to support EmpowerHER: Empowering Immigrant Women Program in the Health & Wellnesscommunity need area, providing culturally responsive mental health and crisis support services to Roseville residents If your organization received a FY2025-26 grant award, please provide the amount, funds spent to date, accomplishments so far and any challenges encountered.

WEIRA, Inc. was awarded $6,399 in FY2025–26 by the Roseville Grants Advisory Commission in support of the EmpowerHER program. To date, the funds have been fully allocated to directprogram operations, including partial support for two case managers serving Roseville residents, basic needs assistance for women in crisis (such as emergency safety support, transportation,and essential supplies), and a small portion of administrative costs necessary to maintain service coordination and reporting compliance.

As a result of this funding, WEIRA sustained case management services, maintained timely response to intake calls, and ensured continuity of culturally and linguistically appropriate support forimmigrant women experiencing domestic violence and related crises. The primary challenge encountered has been the increasing demand for services, which continues to exceed availablefunding and staffing capacity. Despite this, WEIRA has leveraged volunteer support and community partnerships to maintain service delivery and minimize service gaps.

If full funding is not available, how will the organization be able to accomplish the proposed effort? If full funding is not available, WEIRA, Inc. will prioritize maintaining core crisis response services for Roseville residents, including intake coordination, safety planning, and essential casemanagement for women experiencing domestic violence and related crises.

However, goals would need to be adjusted proportionally to available funding. This may include reducing the number of women served, limiting basic needs assistance, decreasing workshopfrequency, and narrowing the scope of individualized case management support. Response times for new clients could also be extended due to reduced staff capacity. While WEIRA will makeevery effort to sustain critical services, the scale and intensity of support provided would be directly impacted by a reduction in funding.

WEIRA’s EmpowerHER program is supported through a combination of individual donations, small fundraising efforts, and grant funding.

For the current fiscal period (Jan–Dec 2025), WEIRA has received:
$59,702.43 individual and corporate donations
$2,679 from fundraising event donations
$6,399 grant funding
Total revenue to date: $68,708.43
These funds support general program operations, volunteer coordination, and direct services for women in crisis.

WEIRA previously received a grant award of $6,339 from the City of Roseville (prior funding cycle) to support the EmpowerHER program.

For the current cycle, WEIRA is requesting $20,000 from the City of Roseville to provide operational/mission support specifically for case management services benefiting Roseville residents -victims of domestic violence.

WEIRA continues to pursue diversified funding through private donations, small fundraising events, and grant opportunities to sustain and expand services.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? To ensure sustainability beyond the grant period, WEIRA, Inc. will implement a diversified revenue and cost-management strategy. The organization will continue pursuing a mix of public andprivate funding sources, including municipal, county, and state grants; private foundations; corporate sponsorships; and individual donor campaigns. WEIRA will also expand community-basedfundraising initiatives and cultivate recurring donor programs to create more predictable revenue streams.

On the cost-reduction side, WEIRA will continue leveraging its highly skilled volunteer base to support administrative functions, outreach, and workshop facilitation, thereby minimizing personnelexpenses. Strategic partnerships with pro bono attorneys, therapists, and community organizations will further reduce direct service costs while maintaining service quality. Additionally, sharedresource agreements and in-kind contributions (e.g., meeting space, professional services, supplies) will help control overhead expenses.

Together, these strategies will allow WEIRA to sustain core crisis response services, including case management and intake support, while gradually building long-term financial stability.

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

WEIRA, Inc. is not requesting grant funds for capital expenditures. All requested funds will be used for operational and direct program support, including case management services, crisisresponse, and basic needs assistance for immigrant women in crisis. No fixed assets, equipment purchases, construction, or property improvements are included in this request.

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Powered by ZoomGrants™
City of Roseville
FY2026-27 CBF Grant
Wellness Within Cancer Support ServicesPathways to Community Well-Being for Roseville Residents Impacted by Cancer Requested Amount
USD$ 15,000.00
Proposed Effort Budget
Proposed Effort Income Proposed Effort AmountFederal Government Funding USD$ 0.00State Government Funding USD$ 0.00Local Government FundingCBF/REACH Grant Request USD$ 15,000.00Corporation/Foundation FundingIndividual Contributions/Membership DuesFee for Service USD$ 0.00Investment/Interest IncomeIn-Kind SupportOtherTotal USD$ 15,000.00 Proposed Effort Expenses Proposed Effort AmountSalaries USD$ 0.00Payroll Taxes and Benefits USD$ 0.00Professional Fees (Consultants & Contractors) USD$ 12,000.00Other CompensationRent/Utilities/MaintenancePrinting/Supplies/Postage USD$ 3,000.00Equipment USD$ 0.00Promotion/Advertising USD$ 0.00Travel/TrainingInsuranceOtherOtherTotal USD$ 15,000.00 Proposed Effort Budget NarrativeWellness Within is requesting $15,000 to support the delivery of no-cost wellness programming for Roseville residents impacted by cancer during the grant period. Funds willbe used exclusively for direct program expenses, with a primary focus on facilitator labor costs.

This investment will support 20+ unique programs, totaling 300+ facilitator-led classes and offerings, as well as one full-day retreat. Programs include classes such as yoga,meditation, expressive arts, forest therapy, and trauma-informed coping skills offerings designed to reduce stress, strengthen resilience, and foster community connection. $12,000 will be allocated to contracted facilitator labor, with rates varying based on credentials and program type (approximately $50–$200 per session). $3,000 will go towardsupplies needed for offerings (e.g., art supplies, ingredients for cooking classes, printing) and for the one-day retreat (i.e., event space rental, food, facilitator/instructor fees).

This request represents a targeted, cost-effective investment in direct services. These funds will enable sustained, accessible programming that supports Roseville residents inmaintaining quality of life and connection during and after cancer treatment.

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.

This project will fund one year of no-cost wellness programming for Roseville residents impacted by cancer, including a one-day retreat and offerings such as support groups, yoga, expressivearts, and forest therapy. Programs support stress reduction, resilience, and community connection for those affected by cancer.

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Neighborhood and Physical Environment - Improved access to safe and affordable housing for allNumber of:
10 Board Members1 Paid Staff (F/T)3 Paid Staff (P/T)65 Volunteers79.00 SUBTOTAL79.00 TOTALDate Founded:

September 2010
Organization's Mission:

Wellness Within Cancer Support Services’ mission is to enhance the quality of life for those affected by cancer. This organization strengthens the health and well-being of Roseville residentsaffected by cancer by providing evidence-informed, no-cost wellness programming designed to improve mental, emotional, and behavioral health – a priority aligned with the City of Roseville’sCitizens’ Benefit Fund goal to improve quality of life for local citizens.

Cancer remains a significant public health concern in the region. Placer County’s health assessments identify cancer as a priority health issue requiring community-level action to supportresidents’ quality of life and disease coping capacities (State Cancer Profiles; Placer County Community Health Assessment). Additionally, age-adjusted incidence rates for all cancers in PlacerCounty are substantial relative to state benchmarks, underscoring ongoing community need for supportive services beyond clinical care.

Our mission is to deliver high-impact programming that addresses the psychosocial burdens of a cancer diagnosis – reducing isolation, stress, anxiety, and depression – and to provideparticipants with tools, skills, and social support that lead to measurable improvements in quality of life outcomes. Wellness Within offers a podcast, retreats, facilitator-led classes, and supportgroups to foster connection, build coping skills, enhance resilience, and improve participants’ ability to manage stressors.

We measure outcomes that demonstrate positive community impact, including:
-Stress and anxiety reduction through structured workshops and coping skill education. -Improved social connectedness via peer support and community engagement activities. -Increased wellness self-efficacy, as participants apply learned strategies to daily life. -Enhanced overall mental and emotional well-being, documented through participant feedback and surveys.

Wellness Within’s services bridge clinical care and community-based wellness by addressing the often unmet psychosocial needs of cancer survivors and their caregivers. Our model supportsboth immediate well-being and long-term quality of life, further aligning with the Citizens’ Benefit Fund’s commitment to measurable, high-impact programs that benefit Roseville residents acrossthe lifespan.

What are the major goals of your organization?
Wellness Within Cancer Support Services’ primary goals are to improve quality of life, strengthen mental and emotional well-being, and foster resilience and connection for individuals and familiesaffected by cancer, while contributing to a healthier and more compassionate community.

Cancer impacts far more than physical health. It often brings emotional distress, anxiety, depression, isolation, and strain on families and caregivers. Wellness Within exists to address thesechallenges by providing no-cost, evidence-informed wellness programming that complements medical care and fills a critical gap in community health services.

A primary goal of our organization is to improve mental, emotional, and behavioral health outcomes. Through classes, retreats, and supportive programming, we aim to reduce stress and anxiety,increase emotional regulation, and improve participants’ sense of calm, confidence, and overall well-being. Programs provide practical tools, such as mindfulness, expressive arts, movement, andrelaxation practices, that participants can apply in daily life.

Equitable access is central to our mission. All Wellness Within programs are offered at no cost, removing financial barriers and ensuring that individuals and families can access supportiveservices regardless of their financial situation. Many of our clients are on limited budgets due to rising healthcare premiums, prescription costs, and changes in their ability to work. A past surveyrevealed that 96% of respondents indicated that the cost-free nature of our services was critical to their ability to seek cancer support. One client even recently told us she put off getting medicalservices until the start of 2026 due to financial constraints. We additionally offer many classes in a hybrid format to accommodate clients who are not able to attend in-person offerings due to theirhealth or limited access to transportation.

Another major goal is to foster connection and belonging. Cancer often leads to social isolation; we create safe, welcoming spaces where participants build peer support, reduce isolation, andstrengthen ties through shared experiences.

We also seek to empower individuals with skills, knowledge, and choice. By teaching coping strategies and wellness practices, participants regain a sense of agency and are better equipped tonavigate cancer, caregiving, and life transitions with resilience and balance.

Wellness Within’s goals extend to supporting caregivers and families, recognizing the shared emotional impact of cancer. By strengthening family well-being and reducing caregiver stress, ourprograms benefit households and the broader community.Finally, Wellness Within is committed to delivering measurable, high-impact programs. As such, we track outcomes such as reduced stress, increased social connection, and improved self-reported quality of life to ensure our services effectively meet community needs and contribute to a healthier Roseville.

What were the major accomplishments of the organization last fiscal year? In 2025, Wellness Within achieved programmatic growth, strengthened partnerships, and demonstrated measurable outcomes that reflect both organizational effectiveness and deep communityimpact.

Expanded Access to Mental Health CareWellness Within partnered with Known Therapy House, a Roseville-based counseling center, to offer subsidized therapy with clinicians who specialize in cancer care. This collaboration improvedaccess to individual therapy for clients, reducing wait times from several months to just days – addressing a critical gap in timely psychosocial support for individuals impacted by cancer.

Program Growth and ResponsivenessIn response to community demand, Wellness Within introduced new offerings, including Sound Bath, Zentangle, and Reiki. Attendance for these programs exceeded expectations, resulting in theaddition of extra sessions to accommodate interest. These offerings expanded access to restorative and creative modalities that support emotional regulation, stress reduction, and resilience.

Increased Reach Through Digital ContentIn 2025, Wellness Within recorded 1,225 podcast downloads from users in Roseville, California alone. The podcast provides accessible, on-demand content that complements in-person andonline programming. Episodes include guided meditations, educational conversations with local oncologists and nurses, and interviews with caregivers and family members addressing grief, loss,and resilience – extending Wellness Within’s reach beyond the physical center.

Strong Program Utilization and RetentionDuring the fiscal year, Wellness Within hosted 377 facilitator-led programs, serving 1,672 attendees. The percentage of Roseville residents participating increased from 30% in 2024 to 35% in2025, demonstrating growing local engagement. Additionally, repeat participation increased, with 66% of clients attending more than one program, up from 64% the prior year – reflecting programrelevance, trust, and sustained impact.

Measured OutcomesAnnual survey data highlights the effectiveness of Wellness Within’s services:
87% of respondents reported a decrease in stress, anxiety, or emotional overwhelm88% strongly agreed or agreed with the statement: “I feel less alone in my cancer experience”84% strongly agreed or agreed with the statement: “I feel a sense of belonging at Wellness Within”84% strongly agreed or agreed with the statement: “I feel more resilient when facing challenges related to cancer”80% reported using wellness practices learned at Wellness Within daily or several times per week Beyond the quantitative data, Wellness Within learns most deeply by listening to clients through open-ended responses, where the richness of their experiences comes into focus. One client

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shared the following reflection when asked about the impact of Wellness Within:
“I had a horrible initial cancer diagnosis. I was informed that I was positive for breast cancer over the phone without any indication of what stage. My assigned doctor was out of the country, mynurse didn’t connect with me for over 2 weeks and the support groups I tried through the hospital were more triggering than helpful. Then a younger colleague of mine died of pancreatic cancerafter having only been diagnosed a few months prior. Wellness Within was my turning point. I felt supported by positive and helpful staff and cancer survivors. I got useful tools and resources thatkept me from having to rely on heavy anxiety medication and it kept me from making any further trips to the ER from panic attacks. I had a 4 year old at the time of my diagnosis and I was tryingto handle everyone’s reaction to my diagnosis by holding their emotions, leaving no room for mine. I tell EVERYONE to skip the hospital-provided group cancer survivors classes and go toWellness Within instead. I wish all hospitals had cross training with Wellness Within staff to learn how to do it right so no one suffers the way I did those first few months before finding WellnessWithin.” Another client, who is a City of Roseville employee, became a familiar presence at the center throughout the year and shared:
“Wellness Within reminded me that even in difficult moments, we can create something powerful, building strength and connection together. It gave me more than activities; it gave me acommunity and a sense of belonging during one of the hardest seasons of my life.” Beyond personal benefit, this client has also become a source of peer support, offering encouragement and compassion to others during moments of vulnerability, thus demonstrating the broadercommunity impact of these services.

Signature Program SuccessOur 8-week-long Harp for Healing class this year was also a huge success. Enrollment met capacity and all clients reported high levels of enjoyment and connection, many noted they wouldparticipate again if it is offered in the future. One participant shared particularly touching experiences: after learning to play “Happy Birthday,” she surprised her grandson by performing it for himon his birthday. She described how meaningful it was not only to offer him that song, but to teach him a few notes and watch him pick up the music with excitement. This same client also told usthat she played “Amazing Grace” for her mother before she passed and considers it a memory she will cherish forever. These moments of connection, born from this class, extended the healingreach of the program beyond our center and into her family.

Will the organization utilize volunteers for this proposed effort? Volunteers are a key factor in Wellness Within’s long-term sustainability. The organization strategically engages volunteers in roles that sustain operations, extend program capacity, and reducecosts. Historically, Wellness Within benefits from a dedicated volunteer base supporting administrative functions, facilities upkeep, information technology, and fundraising. Notably, theorganization’s bookkeeping is performed by an unpaid volunteer, resulting in meaningful cost savings and allowing more resources to be directed toward direct programming. Volunteers alsosupport major fundraising events, including Evening on the Green, which we hold annually in the Fall. Assisting with organizing for the event and preparation, set-up, and take-down.

Volunteers further support community outreach by sharing information about Wellness Within at hospitals and support groups. Many of these volunteers are current or former clients who helpconnect others to services through trusted, peer-based referrals.For the proposed project the following volunteers will include:

1. Volunteer InstructorsSelect programs are taught by qualified volunteer instructors, allowing Wellness Within to maintain high-quality, accessible offerings while keeping program costs low. We make every effort toidentify instructors who are willing to volunteer their time in support of the mission and to reduce program expenses. Examples include a monthly expressive arts class, a bi-weekly yoga class,and a monthly Zentangle® class, all led by experienced volunteers committed to supporting individuals impacted by cancer.

2. Program Support VolunteerA dedicated volunteer supports programs on a weekly basis by assisting with class set-up and preparation, purchasing supplies, organizing materials, and providing logistical support – particularlyfor cooking and nutrition classes.

3. National Charity League (NCL) of Granite BayVolunteers from the National Charity League – Granite Bay Chapter provide flower arrangements for classes, offering a tangible gesture of care that directly benefits participants and enhancesthe program experience.

4. Retreat SupportVolunteers assist with retreat preparation and execution, including organizing supplies, food preparation, set-up, clean-up, and general logistics. Additionally, individuals with relevant expertiseand certifications, such as yoga instructors or sound bath practitioners offer up their services to enhance retreat programming.

5. Fundraising Event SupportVolunteers assist with all preparation and execution, including organizing supplies, food preparation, set-up, clean-up, and general logistics. A dedicated lead volunteer typically oversees thiseffort, significantly reducing staffing costs and ensuring smooth, efficient event operations.

Wellness Within is fortunate to have a robust volunteer base to lean on, and this culture of generosity and mutual support reflects the spirit of reciprocity within its community. Many volunteers giveback because they have been supported themselves or have witnessed the impact of the organization’s work.

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

The City of Roseville Citizens’ Benefit Fund prioritizes investments that measurably improve the health, wellness, and quality of life of Roseville residents while strengthening communityconnection and resilience. Wellness Within Cancer Support Services’ proposed effort directly advances these goals by addressing a critical and growing community need: the emotional, mental,and social impacts of cancer on residents, caregivers, and families.Cancer affects far more than physical health. Individuals facing diagnosis, treatment, survivorship, or caregiving frequently experience heightened stress, anxiety, depression, grief, socialisolation, and disruption to daily life (Centers for Disease Control and Prevention, Mental Health Care for Cancer Survivors). While medical systems effectively address clinical treatment, there is awell-documented gap in accessible, community-based services that support mental and emotional well-being and help individuals remain engaged in family, work, and community life. This gapdirectly intersects with the Citizens’ Benefit Fund’s focus on Health and Wellness and Community and Social Context.

The proposed effort will support one year of no-cost, facilitator-led wellness programming for Roseville residents impacted by cancer. Programming includes a one-day retreat for clients and theirloved ones, along with ongoing classes and support offerings delivered via in person, online, and hybrid formats. Funds will support instructor fees and program supplies, ensuring high-quality,consistent delivery of services that have demonstrated effectiveness in meeting community need.

Demonstrated Community NeedCancer incidence remains significant across Placer County, including Roseville, with county-level rates exceeding statewide averages, and cancer is consistently identified as a priority publichealth concern (Placer County Public Health, Community Health Assessment, 2023; California Cancer Registry). As advances in treatment allow more individuals to live longer with cancer orbeyond active treatment, the number of residents navigating the long-term emotional, psychological, and social impacts of cancer continues to grow (American Association for Cancer Research,Cancer Progress Report).

Local and national data show that a substantial proportion of individuals diagnosed with cancer experience ongoing psychosocial challenges, including anxiety, depression, stress, cognitivechanges, and social isolation both during and after treatment (Centers for Disease Control and Prevention, Mental Health Care for Cancer Survivors). Without access to supportive, community-based services that address these needs, residents may experience prolonged emotional distress, caregiver burnout, reduced workforce participation, and increased reliance on acute or crisis-based systems.

Wellness Within’s programs are specifically designed to mitigate these risks by strengthening coping skills, improving emotional well-being, and fostering meaningful social connection – keyprotective factors that support resilience. Many clients who first come to Wellness Within at the end of treatment describe feeling lost, disconnected, and uncertain about who they are after cancer.These clients often tell us that they did not learn about Wellness Within until after treatment and wish they had accessed support earlier, noting that a sense of community would have helped thembetter navigate the mental and emotional demands of treatment. These experiences reflect the documented gap between medical care and survivorship support and underscore the ongoing needfor accessible, non-clinical services that help residents regain stability, purpose, and connection during and after cancer. In our end of 2025 survey, 81% of respondents indicated they felt high orvery high levels of stress, anxiety, or emotional overwhelm before participating in Wellness Within programs. When asked open-ended questions about their experiences at Wellness Within,clients have highlighted how important this sense of community is to their health:
"The coping mechanisms and connections with other cancer patients and caregivers was incredibly helpful in navigating this journey.” “It's given me a community that I didn't know existed. I wish I had that opportunity sooner in my treatment!” "I felt isolated by my struggle, but the community created by Wellness Within made me feel understood and less alone." Another client told us “Doctors saved my life; Wellness Within saved my soul.” This individual was first introduced to Wellness Within when her three-year-old son was diagnosed with leukemia,followed just three weeks later by her own breast cancer diagnosis. Throughout treatment, and even after it ended, she reported feeling lost and uncertain about how to move forward. WellnessWithin provided a space to express vulnerability and supported her emotional healing, which she believes was vital to navigating her cancer journey. Years later, when her mother was diagnosedwith lung cancer, both she and her mother again found connection and support through Wellness Within. This sustained impact across three generations of one family reflects the depth andcontinuity of the services Wellness Within provides, and illustrates why Wellness Within exists.

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Project DesignFor this project Wellness Within will host facilitator-led programs that are interactive, trauma-informed, and community-centered. Programming will include:

1. A one-day retreat held at a local venue. This will be open to all of our clients and their caregivers.The retreat will consist of lunch and three facilitator-led offerings: yoga with a certified instructor,sound bath with a certified sound practitioner, and a presentation and discussion led by an associate marriage and family therapist (AMFT) about relationships and cancer.

2. Foundational programs, for the grant period, which provide accessible entry points for individuals seeking emotional support, stress reduction, and connection during or after cancertreatment.These offerings include Mindfulness Meditation, Coping with a Cancer Diagnosis series, Mind Body Skills, What’s Next - Moving Forward After Treatment Ends series, SupportiveCoping Circle, and special one-time talks or presentations about topics such as sleep, pain management, and grief.

3. Pillar Programs, for the grant period, which support sustained self-care and resilience through movement, mindfulness, expressive arts, nutrition education. These offerings include Yoga, iRest,Qigong, Art, Zentangle, Poetry for Wellness, Forest Therapy, Book Club, Sound Bath, Reiki, and Cooking/Nutrition.

Participants frequently engage in multiple programs over time (in 2025 66% of clients participated in more than one program) reflecting both the depth of need and the effectiveness of ongoing,community-based support.

Evidence of Community SupportWellness Within’s services are strongly supported by the Roseville community and regional healthcare partners. A significant portion of program participants are Roseville residents, demonstratingconsistent utilization and demand. Referrals regularly come from all regional healthcare providers (i.e., Kaiser, Sutter, Dignity and UC Davis), including oncology departments, nurse navigators,social workers, and patient support staff, who recognize Wellness Within as a trusted and effective complement to medical care. We have even had many other doctors, nurses, social workers,and therapists as guests on our podcast episodes. Wellness Within is recognized across the state for the unparalleled breadth and depth of programming, as well for our ability to quickly pivot torespond to cancer patient needs. For example, when the California Department of Public Health (CDPH) was funded by the Center for Disease Control (CDC) to engage in a project focused onimproving the psychosocial needs of cancer survivors Wellness Within and just one other California nonprofit were identified as awardees of the CDC funds as a result of our ability to meet clientneeds.

Community support is further drawn from local businesses and volunteers who provide financial support, in-kind contributions, and service engagement. Wellness Within is also recognized at thestate level for the quality and responsiveness of its programming and its ability to meet psychosocial needs through community-based interventions.

This proposed effort contributes to:
-Improving mental, emotional, and behavioral health outcomes for Roseville residents.-Strengthening community connection and social support.-Ensuring equitable access to no-cost wellness services.-Supporting residents’ ability to remain engaged in work, family, and civic life.-Delivering measurable, high-impact programming with demonstrated community demand.

By funding this effort, the City of Roseville will help sustain a proven program that enhances quality of life, reduces isolation, and strengthens resilience for residents impacted by cancer – benefitsthat ripple outward to families, workplaces, and the broader community.

Population ServedThis proposed project serves Roseville residents impacted by cancer, including individuals in active treatment, post-treatment or survivorship, as well as caregivers and immediate familymembers. Cancer impacts entire households, and Wellness Within intentionally serves both patients and those supporting them, recognizing that caregiver well-being is essential to overall familystability and community health.

Roseville residents served through this effort are defined as individuals residing within the City of Roseville, primarily within zip codes 95678, 95661, and 95747.

Estimated Number to Be ServedBased on historical participation patterns and zip code analysis, Wellness Within anticipates:
-Roseville resident registrations during grant term: 600-Percentage of total program registrations attributable to Roseville residents during grant term: 37%-Facilitator-led programs delivered during grant term: 300 Project ScopeThis project supports Wellness Within’s facilitator-led programming that are interactive, trauma-informed, and community-centered for the grant period. Expected programming for the grant periodincludes:

1. A one-day retreat held at a local venue. This will be open to all of our clients and their families. The retreat will consist of lunch and three facilitator-led offerings: a yoga session, sound bath, anda presentation by an expert on relationships and cancer.

2. Foundational programs, for the grant period, which provide accessible entry points for individuals seeking emotional support, stress reduction, and connection during or after cancer treatment.These offerings include Mindfulness Meditation, Coping with a Cancer Diagnosis series, Mind Body Skills, What’s Next - Moving Forward After Treatment Ends series, Supportive Coping Circle,and special one-time talks or presentations about topics such as sleep, pain management, and grief.

Wellness Within fills a critical and unique role within the local cancer support ecosystem. While hospital-based support groups and clinical services are essential, Wellness Within is intentionallynon-clinical and community-based, providing a complementary model of care focused on living well – not treating disease. Many individuals impacted by cancer seek support outside of medicalsettings, particularly when hospitals are closely associated with invasive treatment, trauma, and distress.

Key differentiators include:1. Depth and breadth of programming: Wellness Within offers a wide continuum of evidence-informed wellness programs addressing emotional, physical, and psychosocial needs – not limited topeer discussion alone. A client said "Learning mindful meditation was a game-changer for me. It helped me deal with the anxiety and uncertainty of a cancer diagnosis. Learning to calm the mind and sit in my body as well as lovemy body, even though it felt like it was abandoning me, was priceless! I will never forget the gift that Wellness Within gave to me."

2. Facilitator-led model: All programs are led by trained instructors, practitioners, or clinicians with expertise in trauma-informed care and cancer support. Another client noted “The love and support I felt through these classes were amazing. Walking up to the front door of Wellness Within brought me a sense of peace and serenity, which I deeply cherished."

3. Integrated approach: Programs are designed to help participants build practical coping skills, restore agency, and reconnect with self and community. A client highlights their experience:
“Wellness Within was a lifeline at a very critical time in my life. They gave me hope and tools to get me through treatment [...] I love this place.”

4. Welcoming, non-clinical environment: The Wellness Within center is a peaceful, home-like space that offers psychological safety and dignity, distinct from hospital environments. In a survey, aclient said "I am a relatively new client at Wellness Within, but I have been blown away by this amazing resource in our community. Walking into the lobby the first time was like walking into a hug. Thewarmth and compassion from the entire staff permeates the walls."

5. Accessibility: All programs are provided at no cost, eliminating financial barriers during a period of high medical and household expenses. We consistently receive feedback about how importantthis is to the population that we serve. One client noted:
"There aren’t enough words to express the importance of a place that doesn’t require money to attend. At the time, I had no extra money for healing after treatments. Wellness Within allowed meto focus on the body-mind connection."

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6. Offerings are delivered in-person, online, or in hybrid formats to ensure accessibility and accommodate any’ medical and transportation limitations. “I only do online classes because of travel time, energy, [and] sickness” There are no other organizations in the immediate region offering the same combination of scope, depth, accessibility, and non-clinical setting focused exclusively on quality of life for thoseimpacted by cancer.

Wellness Within is uniquely positioned to serve Roseville residents through a strong combination of location, trusted relationships, and organizational capacity. Given the location is in Roseville,the center is easily accessible and situated near major medical providers, including Kaiser Roseville, Sutter Roseville, and Dignity Health facilities, making it a natural extension of the local cancercare continuum. Wellness Within maintains long-standing referral relationships with regional cancer centers, and medical professionals, including oncologists, nurse navigators, social workers,and therapists, who identify the organization as a trusted, community-based resource for psychosocial support. Further, the organization’s staff and instructors bring deep expertise in supportingindividuals and families navigating serious illness, grief, and life disruption. This work is further strengthened by a dedicated volunteer base contributing over 650 volunteer hours annually,supporting program delivery, administrative functions, and community outreach. In addition, Wellness Within has a relationship with healthcare systems, community organizations, localbusinesses, and individual donors who share a commitment to improving quality of life for those impacted by cancer, allowing the organization to deliver comprehensive, responsive, and highlyeffective services to Roseville residents.

Ensuring Services Are Provided to Roseville ResidentsWellness Within follows clear processes to ensure compliance with funding guidelines and that grant-supported services benefit Roseville residents. These processes ensure accountability,transparency, and appropriate use of City funds:

1. Zip code collection at registration: Participants provide residential zip code during program registration.

2. Data tracking and reporting: Registration data is tracked and analyzed to identify Roseville residents.

3. Grant reporting alignment: Only eligible Roseville resident participation is included in grant-related reporting.

4. Residency definition: Roseville residents are defined in alignment with City guidelines and verified through address or zip code data.

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

Program Instructors and FacilitatorsThe primary collaborators for this proposed effort are Wellness Within’s instructors and facilitators, who deliver the core programming funded through this grant. All instructors are carefully vettedfor professional credentials and experience working with individuals impacted by cancer. Many have long-standing relationships with Wellness Within and personal connections to the community,ensuring continuity, quality, and cultural sensitivity across offerings. These collaborators will facilitate classes throughout the grant term, including foundational programs, pillar classes, and somewill be involved with the one-day retreat.

Expected instructors during the grant term include:

Kristin Kozlowski, MA, MFT (BBS License #36589) – Coping with a Cancer Diagnosis; What’s Next? Moving Forward After Treatment Ends; Cultivating Joy and Purpose Andrea Mascorro, AMFT (BBS License #140411), RN (BRN License #787310), MFA – Coping with a Cancer Diagnosis; What’s Next? Moving Forward After Treatment Ends; Supportive CopingCircles; Forest Therapy (Certified) Sue Cirrillo, MA, MFT-AT (BBS License #52607), MFA – Coping with a Cancer Diagnosis; What’s Next? Moving Forward After Treatment Ends; Supportive Coping Circles (Caregivers);Expressive Art Therapy Iram Khan – iRest™/Yoga Nidra and Gentle Yoga; international educator with over 20 years’ experience and over 10 years with Wellness Within John Brewer – Certified Qigong Instructor; over 20 years’ experience, including 10 years with Wellness Within Jan Webb – Meditation Instructor; over five years facilitating at Wellness Within Leah Gieson – Certified Yoga Instructor
Nancy Jackson – Reiki Practitioner, LPTA, CMT cert #91017; over 24 years of experience as a physical therapy assistant (PTA) Alison Clement – Sound Bath Practitioner
Julie Reed – Art Instructor
Elizabeth Silva – Certified Zentangle Instructor
Patti Brown, MS, MFT, CMBM (Wellness Within Founder) – Mind Body Skills; Guided Meditation; Navigating the Unexpected & Grief Shankari Arcot – Professional Chef; owner Sacramento Spice; instructor for nutrition courses Healthcare Referral RelationshipsAlthough informal in nature, Wellness Within maintains active referral relationships with local hospitals, oncologists, nurses, and social workers. These healthcare professionals regularly referpatients, caregivers, and family members to Wellness Within services. Additionally, Wellness Within is invited to attend hospital-based support groups to share information about availableprograms, helping ensure individuals are aware of non-clinical psychosocial supports available in the community.

Specialty Program PartnersWellness Within also collaborates with Music Partners in Health Care, which supports the organization’s eight-week Harp program and, when requested, provides harp music during meditationclasses. This partnership enhances the therapeutic environment and expands access to evidence-informed music-based healing experiences.

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

Wellness Within Cancer Support Services’ proposed effort aligns directly with the Roseville City Council’s Strategic Plan by supporting the City’s mission to enhance quality of life today and intothe future, and its vision of preserving a safe, healthy, and connected community as Roseville continues to prosper.

Cancer affects many Roseville residents each year (Placer County Public Health, Community Health Assessment, 2023; California Cancer Registry), with impacts that extend far beyond physicalhealth. Emotional distress, anxiety, isolation, and caregiver strain can disrupt family stability, workforce participation, and community engagement (Centers for Disease Control and Prevention,Mental Health Care for Cancer Survivors). Wellness Within addresses these challenges through no-cost wellness programming that supports residents affected by cancer – clients, survivors,caregivers, and loved ones – so they can continue to live engaged, meaningful lives within the Roseville community.

Ensure a Safe and Healthy CommunityA central priority of the Strategic Plan is maintaining a community where residents feel safe, supported, and healthy. Wellness Within’s proposed effort advances this priority by addressing themental and emotional health needs associated with cancer – needs that are often unmet by traditional medical systems but have significant implications for overall well-being. Through evidence-based class offerings, support groups, and a one-day retreat, participants learn practical tools to reduce stress, regulate emotions, and strengthen resilience. These services truly help our clientsnavigate cancer-related challenges, which directly supports Roseville’s goal of a healthy community where residents are better equipped to manage adversity and maintain a good quality of life.

Support Community Engagement and AdvocacyRoseville’s Strategic Plan emphasizes fostering a community where residents feel welcome, connected, and engaged. Cancer can be isolating, often pulling individuals and families away fromcommunity. Wellness Within’s programming is intentionally designed to counter isolation by creating welcoming spaces for connection and mutual support.

Facilitator-led programs encourage meaningful peer connection, helping participants feel seen and understood while rebuilding confidence and social engagement. Many of our clients whoparticipate in support groups, book club, and even the Harp for Healing class have told us that they have created group chats which they use to support and uplift one another. These informalnetworks are invaluable. This sense of belonging supports residents’ in their efforts to remain involved in family life, employment, and community activities.

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Deliver Exceptional City Services through Strong Community PartnershipsRoseville’s Strategic Plan recognizes the importance of partnerships in delivering high-quality services that meet ever-evolving community needs. Wellness Within complements City services byaddressing emotional and psychosocial support, a critical aspect of health and well-being that municipalities are not typically positioned to deliver directly.By funding a trusted, community-based nonprofit, the City extends its capacity to support residents in a fiscally responsible and effective way. Wellness Within leverages trained facilitators,volunteers, healthcare referrals, and community partnerships to deliver high-impact services efficiently and compassionately with a small budget.

Enhance Quality of Life and Long-Term Community ResilienceRoseville’s Strategic Plan highlights preserving quality of life as the community grows and evolves. Wellness Within’s work supports this long-term vision by helping residents affected by cancerremain emotionally resilient, socially connected, and engaged in daily life. When individuals and families are supported during times of serious illness, the benefits extend beyond the individual toworkplaces, schools, neighborhoods, and the broader community. When asked about the impact of Wellness Within’s programs, a client noted how much it has helped reduce stress. “Honestly, life changing. I believe stress was a huge component of my cancer, or at the very minimum, my cancer experience. Stress enveloped me; and dragged my family into its orbit when Iwent through cancer too. Wellness Within changed EVERYTHING - the way I felt about my cancer, the awareness of how I related to stress, my body, my experience - EVERYTHING. I trulybelieve it was a life saver.” Another client highlights the importance of support for families and caregivers of patients. “Being able to get support as the caregiver for our adult son with cancer was priceless [...] Wellness Within was the perfect place for me when I needed it the most.” Define anticipated outcomes for this proposed effort. How will success be measured? The purpose of the proposed project is to improve the emotional well-being, stress management, and overall quality of life of Roseville residents impacted by cancer, including individuals intreatment, post-treatment, caregivers, and family members. Wellness Within defines success through utilization of services and participant outcomes.

Participation and Utilization MetricsConsistent participation and repeat attendance are core indicators of community need and perceived value. Program reach and utilization will be tracked through the following indicators:
-Number of facilitator-led programs delivered-Roseville residents served-Total Roseville resident registrations-Average attendance per program-Percentage of participants attending more than one program Anticipated OutcomesWellness Within anticipates achieving the following outcomes for Roseville residents:
-Reduced self-reported stress, anxiety, and emotional overwhelm.-Improved coping skills related to pain management, emotional regulation, and resilience.-Increased sense of connection, belonging, and community support.-Engagement in wellness practices that support long-term quality of life.

Outcome Measurement and EvaluationWellness Within uses a structured, mixed-methods approach to measure program effectiveness and participant outcomes:

1. Post-Program SurveysParticipants complete brief paper and/or online surveys following classes. Surveys include:
-Scaled questions assessing changes in stress, anxiety, and emotional well-being-Assessment of coping tools gained and confidence in using them-Program satisfaction and relevance Sample outcome measures include percentage of participants reporting reduced stress or anxiety and percentage reporting increased confidence in managing emotional distress.

2. Pre- and Post-Series Assessments (Where Applicable)Select multi-session programs, such Coping with a Cancer Diagnosis, include pre- and post-assessments to measure changes in well-being and coping skills over time. This allows WellnessWithin to document outcome shifts associated with continued participation.

3. Annual Client SurveyAn annual survey is distributed to all clients. Findings are used to refine programming and ensure responsiveness to community needs. This survey is used to assess:
-Overall service utilization-Perceived impact on quality of life-Continued use of wellness and coping practices-Emerging needs and gaps in services

4. Qualitative FeedbackOpen-ended survey responses and voluntary testimonials provide contextual insight into participant experiences, including increased calm, renewed sense of purpose, and greater emotionalcapacity to navigate medical and life challenges. Historically, these narratives consistently reinforce quantitative findings and demonstrate program impact.

Indicators of SuccessSuccess for this proposed effort will be demonstrated by:
-Strong participation by Roseville residents-High levels of participant satisfaction-Measurable improvements in emotional well-being and coping capacity-Continued engagement in Wellness Within programs over time While Wellness Within maintains a disciplined approach to evaluation, the outcomes of this work are deeply human and individualized. As such, we acknowledge that success is reflected in thelived experiences of our clients, with data providing a meaningful lens through which to view that impact.

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 - $28,000 - Rewriting Cancer’s Narrative: Improving Quality of Life for Roseville Residents 2023/2024 - $25,389 - Improving Quality of Life for Roseville Residents Impacted by Cancer 2021/2022 - $23,269 - Improving Impacts of COVID and Cancer 2020/2021 - $17,500 - Community Cancer Wellness Project 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, Wellness Within will continue to serve individuals and families affected by cancer, but the scope of the proposed effort will be reduced. Wellness Within is committedto never turning clients away; however, without full funding, the number of classes and program offerings available to Roseville residents will be limited.

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A reduction in funding would most directly impact the frequency and variety of facilitator-led programs offered throughout the year. Instructor fees and program supplies represent the primarycosts of this effort. Without sufficient funding to cover these expenses, some classes would be offered less frequently or not at all, and the overall number of program opportunities woulddecrease. Priority would be given to core, foundational programs that address the most immediate emotional and mental health needs, and supplemental or specialized offerings would be scaledback. For example, we would keep our support groups, and series such as What’s Next Moving Forward After Treatment, and reduce the frequency of, and likely eliminate some programs suchas art and music classes, yoga, restorative sound bath, Reiki, and even our annual retreat.

If full funding is not available, Wellness Within’s core goals would remain unchanged: (1) reduced self-reported stress, anxiety, and emotional overwhelm; (2) improved coping skills related to painmanagement, emotional regulation, and resilience; (3) increased sense of connection, belonging, and community support; and (4) sustained engagement in wellness practices that support long-term quality of life. Our mission is to enhance the quality of life for those affected by cancer and we would still strive to do so. Wellness Within would rely more heavily on participant feedback toguide program prioritization, with clients likely noting constraints related to program availability, scheduling, and breadth of offerings. While the depth and quality of services would be preserved,reduced funding would directly affect the organization’s ability to meet the full level of community demand.

To partially offset funding gaps, Wellness Within would increase reliance on individual donors, community fundraising efforts, and small local grants. While these sources provide critical support,they are less predictable and do not fully replace the stability provided by grant funding. Increased fundraising efforts also divert staff time from program delivery and direct client support.

Without this funding, some classes may not occur as planned, resulting in fewer opportunities for Roseville residents to access no-cost wellness programming. This would limit participants’ abilityto engage in ongoing support and could increase wait times or reduce continuity of care. Despite these constraints, Wellness Within will continue to operate with a commitment to equity, access,and quality, ensuring that those who seek services are welcomed and supported to the greatest extent possible.

Regardless of funding levels, Wellness Within will not turn clients away. If grant funds are not fully replaced, the organization will continue serving Roseville residents while offering fewer programopportunities. Additional fundraising and grant efforts will be used to stabilize programming and restore capacity as resources allow.

To date, no funding has been received or requested that will impact this project for FY 26/27. That said, we have multiple funding streams which will contribute to the timeframe aligned with thisgrant period. Fundraising accounts for about 42% of Wellness Within income. The primary fundraising during this grant period will come from our two annual fundraising events - Big Day of Giving(Spring 2026) and Evening on the Green (Fall 2026).

Big Day of Giving is an annual, 24-hour online giving event that connects donors with nonprofits. The event encourages charitable giving through matching funds, prizes, and coordinatedoutreach, helping organizations, like Wellness Within, raise critical operating support and increase community awareness. Funds are used for overhead, staff salaries, and our programs.

Evening on the Green is Wellness Within’s signature community fundraising event that brings together supporters, local businesses, and partners. The event typically features a shared meal, livemusic, storytelling, and a mission-centered program that highlights the impact of Wellness Within’s services. Funds are used for overhead, staff salaries, and our programs.

How will your organization reduce costs or generate additional revenue once grant funds are expended to ensure sustainability of this grant effort? Since its founding in 2010, Wellness Within Cancer Support Services has consistently served the Roseville community by doing a great deal with limited and often unpredictable financialresources. The organization has no single, consistent funding source and has sustained its work through careful fiscal stewardship, strong community relationships, and a deep reliance onvolunteers. Resourcefulness is not new to Wellness Within – it is embedded in how the organization operates, adapts, and delivers services.

Wellness Within maintains a diversified funding model to ensure stability and long-term sustainability. Current revenue is generated through a mix of fundraising, grants, individual donations, andcommunity partnerships. Approximate revenue composition is as follows:
-Fundraising events: 42%
-Grants:18%
-Individual donations: 22%
-Sponsorships: 18%
To sustain this proposed effort beyond the grant term, Wellness Within will continue to strengthen and diversify these revenue streams. In addition to its two major annual fundraising events, theorganization plans to introduce smaller, community-based fundraising initiatives and peer-to-peer campaigns to broaden its donor base and increase unrestricted revenue. Wellness Within willalso continue to actively pursue grant opportunities from local and regional foundations, healthcare systems, corporate giving programs, and public funding sources aligned with health, wellness,and caregiver support.

From a cost-management perspective, Wellness Within operates with a lean organizational structure and prioritizes efficient use of resources. A strong volunteer core contributes over 650 hours,supporting program delivery, outreach, and administrative functions and helping to control staffing costs. Program design emphasizes facilitator-led, group-based offerings that allow theorganization to serve a high number of residents while maintaining quality and cost efficiency. When necessary, Wellness Within may adjust program volume, pacing, or delivery methods to alignwith available resources while continuing to prioritize access for Roseville residents. For example, yoga classes that would typically occur weekly may be changed to once a month, and anyprogramming that has consistently low enrollment would be removed from our offerings.

Wellness Within approaches financial planning with the same level of accountability and prudence expected of organizations entrusted with public funds. Ongoing monitoring of expenses,diversified revenue strategies, and adaptive planning have enabled the organization to sustain services for more than a decade despite financial variability. These practices position WellnessWithin to responsibly utilize city resources while continuing to deliver meaningful, no-cost support that enhances quality of life for Roseville residents impacted by cancer.

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City Council
Communication
Meeting Date: 5/20/2026
Item #: VIII.31
File #: 0502-01
Item ID: 2026-403

Title: General Municipal Election - November 3, 2026
Contact: Carmen Avalos 916-774-5269 [email protected]

SUMMARY
Staff recommends approval to call a General Municipal Election to be held on Tuesday, November 3, 2026, request that the Placer County Board of Supervisors consolidate the election with any other election conducted on said date, allow for arguments and rebuttals, elect Councilmembers in Districts Two and Four, request election services from the Placer County Clerk/Registrar of Voters, and to submit the previously approved Council Compensation Adjustment and Inflation Limitation Measure to the voters of the City of Roseville.

RECOMMENDATION
Staff recommends that the City Council:

1. Adopt a resolution calling a General Municipal Election be held on Tuesday, November 3, 2026; requesting the Placer County Board of Supervisors consolidate the election with any other election conducted on said date; allow for arguments and rebuttals; elect Councilmembers in Districts Two and Four; and request election services from the Placer County Clerk/Registrar of Voters, and to submit the previously approved Council Compensation Adjustment and Inflation Limitation Measure to the voters of the City of Roseville.

BACKGROUND
City Councilmember Election

Roseville Charter Section 6.01 requires municipal elections for the selection of officers and for such other purposes as the City Council may prescribe, and states such elections shall be held in the city on the date specified by the State of California. The section further states the elections shall be conducted in each even-numbered year. Said election scheduled for November 3, 2026 shall be held to vote on a proposed charter amendment approved by the City Council on Feburary 18, 2026, and to fill vacancies for the following city councilmembers whose terms will expire.

District Two (2) Councilmember
Pauline Roccucci
Term Expires
November 2026
Four Year/Regular Term
District Four (4) Councilmember
Krista Bernasconi
Term Expires
November 2026
Four Year/Regular Term

The City Clerk Department will provide election packets for Roseville residents interested in running for City Council beginning at 8:00 a.m. on Monday, July 13, 2026. The election packets will include nomination

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papers, campaign finance reporting forms, candidates statement of qualifications, and an explanatory election guide for candidates. The deadline to file election materials in order to be considered a candidate is Friday, August 7, 2026.

A candidate for City Council must be a citizen of the United States, be 18 years of age, reside in the district, and be a registered voter in the district in which the candidate seeks election at the time nomination papers are issued.

Before accepting a campaign contribution, a candidate must file a form with the City Clerk accepting the campaign contribution limit. Candidates are limited to campaign contributions of $500.00 from any single source.

Proposed Ballot Measure to Be Submitted to the Voters
One ballot measure was considered and approved by the Roseville City Council at the February 18, 2026 City Council meeting as follows:

YES

Council Compensation Adjustment and Inflation Limitation Measure
Shall the Charter of the City of Roseville be amended to adjust councilmember compensation from the current $600 a month that was established by voters 26 years ago, to $2,550 a month, with annual incremental adjustments tied to inflation not to exceed 5%, which is less than allowed under State law?
NO

Written Arguments and Rebuttals
Pursuant to California Elections Code §9282, for measures placed on the ballot by the legislative body, primary arguments, which shall not exceed 300 words, in favor or opposition may be filed in the following order:
a) The legislative body, or member or members of the legislative body authorized by the body; b) The individual voter, or bona fide association of citizens, or combination of voters and associations, who are bona fide sponsors or proponents of the measure;
c) Bona fide association of citizens;
d) Individual voters who are eligible to vote on the measure.

Primary Arguments Filing Period:
• Opens June 15, 2026
• Closes June 24, 2026

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• 10 day examination period follows

Pursuant to California Elections Code §9285, rebuttal arguments to primary arguments, which shall not exceed 250 words, may be filed as follows:
a. The author or a majority of the author(s) of the argument relating to a city measure may prepare and submit a rebuttal argument or may authorize in writing another person or person(s) to prepare, submit, or sign the rebuttal argument,
c. A rebuttal argument relating to a city measure shall be filed with the elections official no later than 10 days after the final filing date for primary arguments, d. A rebuttal argument relating to a city measure shall not be signed by more than five persons, shall be printed in the same manner as a direct argument, and shall immediately follow the direct argument which it seeks to rebut.

Filing Period:
• Opens June 25, 2026
• Closes July 4, 2026
• 10 day examination period follows

Placer County Clerk/Registrar of Voters Services
California Elections Code §10002 authorizes a governing body of any city to request the Board of Supervisors of the County to permit the County Clerk/Registrar of Voters to render specified service to the city and to assist in conducting an election. Placer County is requested to render specified services as follows:

1. Provide copies of all district maps and additional maps the City requires; and

2. Provide one set of voter lists (district/precinct/street order) at the close of registration; and

3. Print and mail sample ballots and official ballots; and

4. Provide and deliver all precinct supplies; and

5. Provide information for publication of polls and central counting; and

6. Issue absentee ballots; and

7. Publish all required election notices; and

8. Count ballots; and

9. Provide statement of vote; and

10. Verify nomination signatures.

City Clerk Services
Per Charter Section 2.13, the City Clerk Department will conduct all aspects of elections not specified

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above, including, but not limited to:

1. Issue and file candidate nomination papers and election mandated paperwork; and

2. Proof sample/official ballots; and

3. Collect all campaign finance forms required by the Fair Political Practices Commission and the City of Roseville; and

4. Process argument and rebuttals; and

5. Prepare resolution canvassing votes to be adopted by the City Council.

FISCAL IMPACT
The cost estimate for the 2026 election and associated services is $175,000. This amount is only an estimate as the City will pay a cost equal to the amount Placer County charges depending on the number of items on the ballot for all state, district and jurisdictions within Placer County. The amount is also dependent on the number of Roseville district candidates appearing on the ballot and the measures the City Council places on the ballot. Costs for the election are included in the proposed FY2026-27 City Clerk Elections budget, set for adoption at the June 17, 2026, City Council meeting.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. Calling for a General Municipal Electin meets the above criteria and is not subject to CEQA. No additional environmental review is required.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS

2. Remain fiscally responsible in a changing world

5. Support community engagement and advocacy

6. Deliver exceptional City services

Respectfully Submitted,
Carmen Avalos, City Clerk

ATTACHMENTS:

1. Resolution 26-166

REVIEWERS:

Katrina Six, City Clerk Department Created/Initiated - 5/8/2026 Helen Dreyer, City Clerk Department Approved - 5/8/2026 Carmen Avalos, City Clerk Department Approved - 5/8/2026 Kelly Aye, City Attorney Department Approved - 5/11/2026 Katrina Six, City Clerk Department Approved - 5/12/2026 Dennis Kauffman, City Manager Department - Assistant City Manager Approved - 5/12/2026

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Michelle Sheidenberger, City Attorney Department Approved - 5/12/2026 Dominick Casey, City Manager Department - City Manager Approved - 5/12/2026 Katrina Six, City Clerk Department Final Approval - 5/12/2026

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RESOLUTION NO. 26-166

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROSEVILLE DECLARING A GENERAL MUNICIPAL ELECTION BE HELD ON TUESDAY, NOVEMBER 3, 2026,

AND REQUESTING THE PLACER COUNTY BOARD OF SUPERVISORS TO

CONSOLIDATE THE ELECTION WITH ANY OTHER ELECTION CONDUCTED ON

SAID DATE, AND REQUESTING ELECTION SERVICES BY THE PLACER COUNTY

CLERK/REGISTRAR OF VOTERS TO FILL TWO CITY COUNCIL VACANCIES IN CITY OF ROSEVILLE DISTRICTS 2 AND 4; AND TO SUBMIT A COUNCIL COMPENSATION ADJUSTMENT AND INFLATION LIMITATION MEASURE “A” TO

THE VOTERS OF THE CITY OF ROSEVILLE

WHEREAS, under laws of the State of California relating to municipal elections and the Charter of the City of Roseville, there is hereby called and ordered a General Municipal Election be held in the City of Roseville, County of Placer, State of California, on Tuesday, November 3, 2026. Election issues to be presented to the voters shall be:

NOMINATION OF CANDIDATES:

1. The election shall be to fill vacancies for two (2) City Council seats for the following officers whose terms are set to expire:

District Incumbent’s Name Position Term of Office
Two (2) Pauline Roccucci Councilmember Four Year/Regular Four (4) Krista Bernasconi Councilmember Four Year/Regular

2. Roseville City councilmembers are elected in the following manner:

• By District – There are five (5) districts in the city of Roseville. Only voters residing in designated districts may vote for candidates residing in said district.

Only District 2 and 4 will have vacancies available for voting in this general municipal election occurring on November 3, 2026.

3. If by the close of candidate filing, the number of qualified candidates does not exceed the number of seats to be filled in a particular district, the City Council shall in accordance with Elections Code Section 10229(a):

• Hold the election if either no one or only one person has been nominated.

4. Notwithstanding the section above, item 3 shall not apply if (a) the number of nominees for a city office exceeds the number of seats to be filled, or (b) a city measure has qualified and is to be submitted to the voters at the municipal election.

If either (a) or (b) occurs, all city offices will be put before the voters of the city, regardless of the number of nominees, in accordance with Elections Code Section 10229(b). A qualified city ballot measure will be presented to all qualified electors of the City of Roseville in all districts as Election Code Section 10229(b), therefore applies.

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5. The City of Roseville has determined the following election particulars:
• The length of the Candidate Statement shall not exceed 200 words. • The cost of the Candidate Statement (CSQ) shall be paid by the candidate. • In the case of a tie vote, the election shall be determined by a lot. • The County Clerk is requested to provide election services, and all applicable costs will be paid by the City for services provided by the Placer County Elections Office.

6. The City hereby certifies that there have been no City boundary changes since our last election, but the City understands that Placer County Public Works Mapping Division will verify our City boundary lines prior to the election, as necessary.

WHEREAS, on February 18, 2026, the City Council for the City of Roseville adopted Resolution No. 26-040, “RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ROSEVILLE SUBMITTING BALLOT MEASURE TEXT FOR THE CITY COUNCIL

COMPENSATION MEASURE TO THE VOTERS AT THE NEXT GENERAL MUNICIPAL ELECTION ON NOVEMBER 3, 2026; REQUESTING THE PLACER COUNTY BOARD OF

SUPERVISORS CONSOLIDATE THE ELECTION WITH ANY OTHER ELECTION CONDUCTED ON SAID DATE; AND REQUESTING ELECTION SERVICES BE

PROVIDED BY THE PLACER COUNTY CLERK TO SUBMIT A CITY COUNCIL COMPENSATION MEASURE TO THE VOTERS OF THE CITY OF ROSEVILLE”, a true and copy of adopted Resolution No. 26-040 is attached hereto as Exhibit “1” and fully incorporated herein; and

WHEREAS, Resolution No. 26-040 was submitted to the Placer County Elections Office and the “Council Compensation Adjustment and Inflation Limitation Measure” was assigned measure “A”; and

WHEREAS, under the laws of the State of California relating to municipal elections and the Charter of the City of Roseville, the qualified voters of the City of Roseville shall vote on the proposed measure “A”: “Council Compensation Adjustment and Inflation Limitation Measure” relating to City Council Compensation; and

WHEREAS, the “Council Compensation Adjustment and Inflation Limitation Measure” is being proposed to amend Section 3.05 “Compensation of Councilmembers” of the Charter of the City of Roseville. The measure along with arguments and rebuttals shall be submitted in the timeframe prescribed by the California Elections Code; and

WHEREAS, whenever a municipal ballot measure is authorized, California Elections Code, Section 9280 provides that the City Council direct the City Clerk to transmit a copy of the measure to the City Attorney and the City Council direct the City Attorney to prepare an impartial analysis of the measure, and direct that the City Clerk provide filing requirements for primary arguments for and against the measure and for rebuttal arguments; and

WHEREAS, the City Council of the City of Roseville orders the following particulars

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regarding the completion of an impartial analysis and submittal of ballot arguments:

Impartial Analysis:

Section 1. The City Council directs the City Attorney to prepare an impartial analysis of the City of Roseville “Council Compensation Adjustment and Inflation Limitation Measure” showing the effect of the measure on the existing law and the operation of the measure.

Section 2. The analysis shall include a statement indicating the measure was placed on the ballot by the governing body.

Section 3. The analysis shall not exceed 500 words in length and shall be filed within fifteen (15) days of the adoption of this Resolution.

Primary Arguments:

Section 4. The City Council authorizes members of the City Council, collectively or individually, to file written arguments in favor of the City of Roseville “Council Compensation Adjustment and Inflation Limitation Measure”, accompanied by the printed name(s) and signature(s) of the author(s). The argument can be changed until and including the date fixed by the City Clerk after which no arguments for or against the City measure may be submitted to the City Clerk. The City Clerk shall follow California Elections Code, Sections 9281 through 9287, in determining the printing of all arguments in favor and against.

Section 5. Any individual voter who is eligible to vote on the measure, or bona fide association of citizens, or a combination of voters and associations, may file a written argument in favor or against any city measure.

Section 6. A primary argument shall not exceed 300 words in length.

Section 7. A ballot argument will not be accepted unless accompanied by the printed name(s) and signature(s) of the author(s) submitting it, or, if submitted on behalf of an organization, the name of the organization and the printed name and signature of a least one of its principal officers who is the author of the argument.

Section 8. No more than five signatures shall appear with any argument submitted. In case any argument is signed by more than five authors, the signatures of the first five shall be printed.

Section 9. The City Clerk shall include the following statement on the front cover, or if none, on the heading of the first page of the printed arguments: "Arguments in support or opposition to the proposed laws are the opinion of the authors."

Section 10. Printed arguments submitted to voters shall be titled either, "Argument in Favor of Measure" or "Argument Against Measure" accordingly, the letter or number, if

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any, designating the measure shall also be printed on the argument.

Rebuttal Arguments:

Section 11. When an argument in favor and an argument against a measure have been selected by the City Clerk to be printed in the voter information guide, the City Clerk shall send a copy of the argument in favor of the measure to the authors of the argument against the measure and a copy of an argument against the measure to the authors of the argument in favor of the measure.

Section 12. The author or a majority of the author( s) of the argument relating to a city measure may prepare and submit a rebuttal argument or may authorize in writing another person or person(s) to prepare, submit, or sign the rebuttal argument.

Section 13. A rebuttal argument shall not exceed 250 words.

Section 14. A rebuttal argument relating to a city measure shall be filed with the City Clerk no later than ten (10) days after the final filing date for primary arguments.

Section 15. A rebuttal argument relating to a city measure shall not be signed by more than five authors or persons, shall be printed in the same manner as a direct argument, and shall immediately follow direct argument which it seeks to rebut.

WHEREAS, if more than one argument for or more than one argument against any city measure is submitted to the City Clerk within the time prescribed, the City Clerk shall select one of the arguments in favor and one of the arguments against the measure for printing and distribution to the voters. In selecting the argument, the City Clerk shall give preference and priority, in the order named, to the arguments of the following:

a) The legislative body, or member or members of the legislative body authorized by the body;
b) The individual voter, or bona fide association of citizens, or combination of voters and associations, who are bona fide sponsors or proponents of the measure; c) Bona fide association of citizens;
d) Individual voters who are eligible to vote on the measure.

WHEREAS, the City Council has first priority to file and submit arguments for City Council sponsored ballot measures, whereby the Mayor and/or others selected by the Mayor who are qualified to sign arguments under the Elections Code to file written arguments regarding the ballot measures sponsored by the City Council; and

WHEREAS, in order to enable the City Clerk to determine whether an argument is from a bona fide association of citizens, an organization or association submitting an argument for or against a city measure shall submit with the argument a copy of one of the following:

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a) Its articles of incorporation, articles of association, partnership documents, bylaws, or similar documents;
b) Letterhead containing the names of the organization and its principal officers; c) If the organization or association is a primarily formed committee established to support or oppose the measure, its statement or organization filed pursuant to Section 84101 of the California Government Code;
d) In selecting argument from among bona fide associations of citizens, the City Clerk shall not consider the type of documentation submitted pursuant to subdivision (a) - (c), immediately above, or the form of the association.

WHEREAS, based on the time necessary to prepare the City Attorney impartial analysis, permitting the 10-calendar-day public examination and the timing of the arguments and rebuttals, as provided in Division 9, Chapter 3, Article 6 of the Elections Code, commencing with Section 9295, for the November 3, 2026 election, the City of Roseville adopts the following deadlines in concert with the Placer County Office of Elections:

Impartial
Analysis
Due by City Attorney:

June 4, 2026
Public Examination Period:

June 5 – June 14, 2026
Election Codes
9203, 9280,
9295
Primary
Arguments
Due to City Clerk:

June 15 – June 24, 2026
Public Examination Period:

June 25 – July 4, 2026
9281, 9282,
9283, 9295
Rebuttal
Arguments
Due to City Clerk:

June 25 – July 4, 2026
Public Examination Period:

July 5 – July 14, 2026
9285, 9295

WHEREAS, pursuant to services provided by Placer County, the City of Roseville shall reimburse the County of Placer for services performed when the work is complete and upon presentation to the City of a properly approved bill; and

WHEREAS, this Resolution shall be considered a Notice of Election and Specification of Election Order if applicable.

BE IT FURTHER RESOLVED, the City Clerk is hereby directed to submit the ballot text to the qualified voters of the City of Roseville for the November 3, 2026 General Municipal Election as referenced above and as provided on the previously adopted Resolution No. 26-040, attached hereto as Exhibit “1”; and

BE IT FURTHER RESOLVED, that in all particulars not recited by the Resolution, said election shall be held and conducted as provided by law for the conduct of general municipal elections; and

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BE IT FURTHER RESOLVED, by the Council of the City of Roseville that the Board of Supervisors of the County of Placer is hereby requested to:

1. Consolidate the election with any other applicable election conducted on the same day;

2. Authorize and direct the County Clerk, at City expense, to provide all necessary election services.

PASSED AND ADOPTED by the Council of the City of Roseville, on the 20th day of May, 2026, by the following vote on roll call:

AYES COUNCILMEMBERS:

NOES COUNCILMEMBERS:

ABSENT COUNCILMEMBERS:

____________________

MAYOR

ATTEST:

___________________
City Clerk

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EXHIBIT “1”

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RESOLUTION NO. 26-040

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROSEVILLE

SUBMITTING BALLOT MEASURE TEXT FOR THE CITY COUNCIL

COMPENSATION MEASURE TO THE VOTERS AT THE NEXT GENERAL MUNICIPAL ELECTION ON NOVEMBER 3, 2026; REQUESTING THE PLACER

COUNTY BOARD OF SUPERVISORS CONSOLIDATE THE ELECTION WITH ANY OTHER ELECTION CONDUCTED ON SAID DATE; AND REQUESTING

ELECTION SERVICES BE PROVIDED BY THE PLACER COUNTY CLERK TO

SUBMIT A CITY COUNCIL COMPENSATION MEASURE TO THE VOTERS OF

THE CITY OF ROSEVILLE

WHEREAS, under the laws of the state of California relating to municipal elections and the Charter of the City of Roseville, the City Council hereby orders the submission of a measure relating to City Council Compensation to the voters of the City of Roseville at the next General Municipal Election to be held on November 3, 2026; and
WHEREAS, the ballot measure is being proposed to amend Section 3.05 "Compensation of councilmembers" of the Charter of the City of Roseville.

The proposed ballot measure is as follows :

YES
Council Compensation Adjustment and Inflation Limitation Measure

Shall the Charter of the City of Roseville be amended to adjust councilmember compensation from the current $600 a month that was established by voters 26 years ago, to $2,550 a month, with annual incremental adjustments tied to inflation not to exceed 5%, which is less than allowed under State law?

The full text of Section 3.05 of the City of Roseville Charter "Compensation of councilmembers" is attached as Exhibit "A" and incorporated herein by reference; and

WHEREAS, the City Council desires to submit to the voters in the next General Municipal Election on November 3, 2026, this Council Compensation Adjustment and Inflation Limitation Measure, along with impartial analysis and arguments and rebuttals submitted in the timeframe prescribed by the California Elections Code and as directed by City Council; and

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WHEREAS, this Charter amendment measure must be approved by a majority of the electorate to be effective; and

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Roseville that the provisions and sections of this Resolution, appearing above and below, are adopted and shall apply to the submission of the Council Compensation Adjustment and Inflation Limitation Measure to the voters of the City of Roseville at the next General Municipal Election to be held on November 3, 2026; and

BE IT FURTHER RESOLVED, the City Clerk is hereby directed to submit the ballot question to the qualified voters of the City of Roseville for the next General Municipal Election on November 3, 2026, as referenced above and as follows:

YES
Council Compensation Adjustment and Inflation
Limitation Measure

The full text of Section 3.05 of the City of Roseville Charter "Compensation of councilmembers" is attached as Exhibit "A" and incorporated herein by reference ; and

1. The City Clerk shall file a certified copy of this Resolution with the Placer County Clerk and is hereby authorized to execute, submit, file, sign, communicate, and otherwise do whatever else is necessary to effectuate this Resolution, the General Municipal Election, and this ballot measure; and

2. The City hereby certifies that there have been no changes to City District boundary lines since our last election; and

3. The City Clerk is further directed to take all other administrative actions necessary to accomplish the orders set forth in this Resolution .

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BE IT FURTHER RESOLVED, by the Council of the City of Roseville that the Board of Supervisors of the County of Placer is hereby requested to:

1. Consolidate the election with any other applicable election conducted on the same day;

2. Authorize and direct the County Clerk, at City expense, to provide all necessary election services.

BE IT FURTHER RESOLVED, that in all particulars not recited by the Resolution, said election shall be held and conducted as provided by law for the conduct of general municipal elections.

PASSED AND ADOPTED by the Council of the City of Roseville this 18th day of February 2026, by the following vote on roll call:

AYES COUNCILMEMBERS: Alvord, Bernasconi, Houdesheldt, Mendonsa

NOES COUNCILMEMBERS: Roccucci

ABSENT COUNCILMEMBERS: None
MAYOR
ATTEST:

City Clerk

(Seal)

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EXHIBIT "A"

Redlined:

§ 3.05. Compensation of council members and mayorcouncilmembers .

a. The council shall receive a salary, which shall be no more than $2,550 per month for each councilmember .
b. b. The salary shall adjust each year for inflation since January 1, 2026, based upon the California Consumer Price Index, but shall not exceed 5 percent per year.
c. c. Councilmembers may be reimbursed for the reasonable and necessary expenses incurred in the service of the City. Such reasonable expenses shall not be included for purposes of determining salary under section (a) above .
a. The council may enact an ordinance providing that each member of the counci l shall receive a salary, the amount of which shall be determined by the following schedule:

1. If the City's population is between 50,000 and 75,000 persons, inclusive , the salary shall be five hundred dollars ($500) per month for each councilmember, and the mayor shall receive an additional amount of fifty dollars ($50) per month .

2. If the City's population exceeds 75,000 persons, the salary shall be six hundred dollars ($600) per month for each councilmember and the mayor shall receive an additional fifty dollars ($50) per month. b. Councilmembers may, upon order of the council , be reimbursed for reasonable and necessary expenses actually incurred in the service of the City.

Clean:

§ 3.05 Compensation of councilmembers.

a. The council shall receive a salary, which shall be no more than $2,550 per month for each councilmember.

b. The salary shall adjust each year for inflation since January 1, 2026, based upon the California Consumer Price Index, but shall not exceed 5 percent per year.

c. Councilmembers may be reimbursed for the reasonable and necessary expenses incurred in the service of the City. Such reasonable expenses shall not be included for purposes of determining salary under section (a) above.

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Roseville City CouncilMay 20, 2026

Roseville City Council
May 20, 2026