Item 03 2025-01053 SUPPLEMENTAL MATERIAL Sacramento Children’s Fund Grant Awards [Updated 05/20/2025 @ 1:36 PM] — Sacramento City Council, May 20, 2025 (part 1 of 2)

CITY COUNCIL
Kevin McCarty, Mayor
Lisa Kaplan, District 1
Roger Dickinson, District 2
Karina Talamantes, Vice Mayor, District 3
Phil Pluckebaum, District 4
Caity Maple, District 5
Eric Guerra, Mayor Pro Tem, District 6
Rick Jennings, II, District 7
Mai Vang, District 8

CHARTER OFFICERS
Mindy Cuppy, City Clerk
Susana Alcala Wood, City Attorney
Farishta Ahrary, City Auditor
Leyne Milstein, Interim City Manager
John Colville, City Treasurer

City Council
Financing Authority
Housing Authority
Public Financing Authority
Redevelopment Agency Successor Agency
City Hall Complex
915 I Street, Sacramento, CA 95814
Published by the Office of the City Clerk
(916) 808-7200

SUPPLEMENTAL MATERIAL

Description: Attached is supplemental material received after publishing the agenda, updates to attachment 7 and 8. The attached staff report replaces the original staff report in its entirety.

For the Meeting of: Tuesday, May 20, 2025 at 2:00 p.m.

Agenda Item: Discussion Item 3

22. Sacramento Children’s Fund Grant Awards

File ID: 2025-01053

Location: Citywide

Recommendation: Pass a Motion: 1) awarding grant funds to Sacramento Children’s Fund grant applicants; and 2) delegating authority to the Interim City Manager or designee to execute the grant agreements with the selected applicants in the amounts awarded, for a total not to exceed amount of $17,924,460, and in a form approved by the City Attorney’s Office.

Contact: Rene Kausin, Program Manager, (916) 808-6157,
[email protected], Department of Youth, Parks, and Community Enrichment

City of Sacramento
City Council - 2PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01053 5/20/2025 Item 3.

Sacramento Children’s Fund Grant Awards
File ID: 2025-01053
Location: Citywide
Recommendation: Pass a Motion: 1) awarding grant funds to Sacramento Children’s Fund grant applicants; and 2) delegating authority to the Interim City Manager or designee to execute the grant agreements with the selected applicants in the amounts awarded, for a total not to exceed amount of $17,924,460, and in a form approved by the City Attorney’s Office.

Contact: Rene Kausin, Program Manager, (916) 808-6157, [email protected], Department of Youth, Parks, and Community Enrichment
Presenter: Rene Kausin, Program Manager, (916) 808-6157, [email protected], Department of Youth, Parks, and Community Enrichment
Attachments:
1-Description/Analysis
2-Measure L - Section §120, Article IX of the Sacramento City Charter 3-Sacramento Children’s Fund Strategic Investment Plan July 1, 2024 - June 30, 2029 4-Sacramento Children’s Fund Request for Proposals
5-Sacramento Children’s Fund - Scenario #1
6-Sacramento Children’s Fund - Scenario #2
7-Sacramento Children’s Fund - Ranked Application List - Updated 8-Sacramento Children’s Fund - Ranked Applications by Fund Goal - Updated Description/Analysis
Issue Detail: The Department of Youth, Parks and Community Enrichment will present funding scenarios for the Sacramento Children’s Fund Request for Proposals for open grants to provide services in accordance with the adopted Five-Year Strategic Investment Plan (“SIP”). The scenarios attached reflect options for the Council to consider. However, the Council has the discretion to consider alternative funding scenarios consistent with Section 120 (d)(3)(A) of the City Charter, which requires the City to select funding recipients “based on an open, transparent, and competitive process.” Alternative funding scenarios might include focusing on the highest scoring applications

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within certain fund goals, council districts, or geographic areas, or adjusting the funding split or percentage award amounts.

Sacramento Children’s Fund Request for Proposals
On November 6, 2024, the City published the Sacramento Children’s Fund (“SCF”) Request for Proposals (“RFP”) to allocate approximately $17.9 million dollars. The RFP was published on the City’s Grant Management System (“GMS”) for thirty days, and all applications were due on December 6, 2024.

City staff, in collaboration with and with the substantive review of the City Attorney’s Office, developed the RFP based on the requirements of the City Charter (Measure L), the adopted SIP, and the Citywide Grant Distribution Policy. The RFP solicited grant program proposals from eligible non- profit organizations and public agencies to provide services to children and youth in Sacramento, California. The City Charter requires that funding be awarded to programs and projects that serve children and youth (aged birth to 24 years) most impacted by poverty, trauma, and violence.

Applications for programs or projects must address one or more of the five fund goals established in the City Charter, including: 1) preventing and reducing child and youth homelessness, including youth transitioning out of foster care 2); supporting the mental and emotional health of children and youth; 3) preventing and reducing youth violence; 4) preventing and reducing youth substance abuse; and 5) supporting the healthy development of children ages 0 to 5.

Sacramento Children’s Fund Planning and Oversight Commissioners led an in-person information session on the Request for Proposals at Oak Park Community Center on November 20, 2024.

Additionally, City staff held a virtual Bidder’s Conference to provide an overview of the eligibility and proposal requirements and to answer any applicant questions.

The Request for Proposals outlined the following criteria for applicants:

Eligibility:

Applicants for funding were required to meet the following eligibility requirements:
· Have an organizational budget at or above $50,000 in the current or most recent fiscal year;
· Have at least one year of experience providing direct services to children or youth (birth through 24 years) in the last five years; and
· Must be either a public agency or a community-based organization (CBO) that is organized as a 501(c)(3) non-profit corporation.
· Provide proof of the required liability insurance, if funded.

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· Demonstrate the operational capacity and ability to fulfill all program and administrative requirements and deadlines outlined in this RFP.
· If a previous or current City grantee, must be in good standing with the City. See Past Performance, below.
· Align their program with at least one of the five fund goals. · Reach children, youth, and families in the City of Sacramento who are most impacted by poverty, trauma, and violence.
· Demonstrate the ability to reach and serve those children, youth, and families that are not otherwise connected to programs or services.

Funding Allocation:

The total estimated funding for this RFP cycle is $17.9 million dollars, with approximately 50% ($8,962,230) allocated to CBOs and 50% ($8,962,230) allocated to the City and non-City public entities per the Council adopted Strategic Investment Plan.

Grant Period:

Grants awarded through this RFP will be for up to 3.5 years with an initial one-and a half year funding period, and up to two additional one-year funding periods. Renewals will be based upon performance review and fund availability.

Award Amount:

Pursuant to the adopted SIP, funding award amounts are restricted to a minimum annual amount of $25,000 and a maximum annual amount of $500,000 a year. For the total 3.5 year grant period, that is a $75,000 minimum award and a $1.5 million maximum award amount.

Per the City Charter (subsection (d)(3)(C)), a dollar-for-dollar cash match is required for all public agencies that are not the City of Sacramento. There is no match requirement for City agencies or nonprofit Community-Based Organizations (CBOs).

Program or Projects Eligible to apply:

Measure L requires that funding allocated to the Sacramento Children’s Fund be used to provide “youth services” in accordance with an adopted Five-Year Strategic Investment Plan. (City Charter, §120 (d).) “Youth Services” are defined as services and programs that support and implement the Five-Year Strategic Investment Plan.

The voter-adopted Charter provision specifically excludes expenditures that only “incidentally benefit youth,” as well as the “acquisition, lease, or maintenance of any capital item or real property that is

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not for primary and direct use by youth.” (City Charter, §120 (d)(2).

Funding can be spent on facility maintenance, provided the expenditure: (a) meets the definition of a “youth service”; (b) the facility is primarily and directly used by youth; and (c) it supports and implements the adopted Five-Year Strategic Investment Plan.

Rating Factors
Applications were scored by a Grant Review Advisory Panel using the following rating factors:

1. Program Summary- Not Scored

2. Organization, History Capacity & Staffing Qualifications (15 points)

3. Program or Project Design (50 points)

4. Outcomes and Impact (15 points)

5. Budget and Budget Narrative (20 points)

6. Potential Preference Points (10 points)
Maximum Score (110 points)
Please refer to Attachment 4 - Sacramento Children’s Fund Request for Proposals (pg#22-25) for the detailed scoring rubric and evaluation criteria utilized by the grant application review panelists.

Preference Points
Based on the recommendations in the SIP, ten (10) preference points were awarded to applicants who qualified under one of the following categories:

1. If applicant’s proposed program or project delivers services in one of the opportunity neighborhoods identified by the SEED/COI tools. See Attachment #4 - Sacramento Children’s Fund Request for Proposals (page 27 and Exhibit A pages 47-48)

2. If applicant is a 501(c)(3) organization that meets the eligibility requirements of SCF and serves residents of a low-income affordable housing development in the City of Sacramento that received a California Welfare Tax Exemption for low-income affordable housing in the last tax year (Revenue and Taxation Code section 214).See Attachment #4- Sacramento Children’s Fund Request for Proposals(page 27) for more information.

Results of the Request for Proposals
The Sacramento Children’s Fund Request for Proposals received 121 applications requesting a total of $125.3 million dollars in funding from CBOs, the City of Sacramento and non-city public entities.

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The City received 106 applications from CBOs, 12 applications from the City of Sacramento, and 3 applications from non-City public entities. The applications span across all five fund goals.

Grant Advisory Review Panel
Sacramento Children’s Fund staff, in collaboration with and with the substantive review of the City Attorney’s Office, recruited an 18-member multi-disciplinary Grant Advisory Review Panel to review and evaluate applications using a set of scoring criteria established in the RFP. The Grant Advisory Review Panel was composed of five panels with three or four panelists on each panel. Application review was conducted in two rounds during the months of February, March and April 2025.

Panelist Recruitment
Consistent with current City practices, Grant Advisory Review Panelists were selected for their knowledge, skills, and expertise related to youth programming and the five fund goals outlined in Measure L. Diversity and inclusion principles were also considered when selecting panelists.

Eligibility considerations for selecting panelists included but were not limited to:
· Professionals and experts in the five-fund goal areas; · Persons with lived experience (examples: former foster youth, former justice involved youth, persons who have experienced homelessness);
· Youth;
· SYC and SCF Commissioners (limited to 2 per funding cycle per SIP); · Professional Public Administrators; and
· Youth advocates
Conflict of Interest Review
City staff worked directly with the City Attorney’s office to assess panelists for conflicts of interest.

Potential panelists were required to submit a Grant Review Panel Conflict of Interest Form. The City Attorney followed up with panelists with 1:1 correspondence to ascertain details on potential conflicts of interest. Any panelist with a prohibited conflict of interest, including City staff and SCF Commissioners were disqualified from participating in the grant review panel.

Panelist Orientation
City Staff conducted and recorded a Grant Advisory Review Panel Orientation to train the panelists on scoring and evaluating Sacramento Children’s Fund grant applications and the Grants Management System using the evaluation criteria set forth in the RFP. Additional office hours were set up throughout the review process and staff were available to assist panelists with technical

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support.

Application Review Process
Applications passed through a two-step review process:

Eligibility Review: Sacramento Children’s Fund staff reviewed all applications for eligibility and supporting documentation requirements. Applicants who submitted incomplete or missing supporting documentation were given 60 days to respond and submit updated documentation in order to move forward to Merit Review. Four proposals were disqualified through the eligibility review process.

Merit Review: All eligible applicants were passed on to Merit Review. Proposals were scored and evaluated by the Grant Advisory Review Panel using the scoring rubric and evaluation criteria outlined in the RFP (See Attachment 4- Sacramento Children’s Fund Request for Proposals pages 22-25).

Proposals that did not score 70 points or more were not eligible to receive funding awards.

The Grant Advisory Review Panel was composed of five separate panels with three to four panelists per panel. Most panelists reviewed between twenty and twenty-five applications and assigned a score to each application. The average of the three scores plus any potential preference points (out of ten potential preference points) equals the total score awarded to the application.

City staff worked with individual panelists to address any scoring discrepancies (e.g., instances where there was a large difference between panelist scores).

The funding award scenarios presented to City Council are based on the final scores awarded to the Sacramento Children’s Fund applicants in the open, transparent and competitive RFP process.

Adjustments have been made to Attachment 6 - Sacramento Children’s Fund Scenarios #1 to align with recommendations outlined in the council adopted SIP, as described in more detail below.

Funding Award Scenarios and Application Lists
The results of the Sacramento Children’s Fund application review process are presented in the following attachments for council consideration:
· Attachment 6 - Sacramento Children’s Fund Scenario #1: Top ranked applications with modifications made in alignment with recommendations made in the SIP · Attachment 7- Sacramento Children’s Fund Scenario #2: Top ranked applications presented with minor modifications only to adjust amounts to minimum and maximum threshold outlined in RFP and SIP and to reflect the recommended *50/50 split.

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· Attachment 8- Sacramento Children’s Fund Ranked Application List: All applications ranked in order by score with no modifications.
· Attachment 9- Sacramento Children’s Fund Applications by Fund Goal: All applications separated by their primary fund goal and ranked in order with no modifications. *The Council adopted Sacramento Children’s Fund Strategic Investment Plan recommends a 50/50 split of available funding between Community Based Organizations and City and non-City public entities. Funding scenario #1 and #2 reflect that Council recommended breakdown.

Sacramento Children’s Fund Scenario #1(See Attachment 6) The applications reflected in Scenario #1 include high scoring programs and projects that: 1) spread across the five fund goals; 2) address multiple fund goals and/or utilize cross-cutting strategies; 3) serve SEED/COI identified areas; and 4) fund small/emerging CBOs more likely to reach the priority populations and youth most impacted by poverty, trauma and violence.

Scenario #1 would fund a total of 24 programs and projects that address all five fund goals and serve all council districts. Scenario #1 primarily serves youth in neighborhoods with the lowest levels of opportunity for children with 91% or 22/24 proposed awards serving neighborhoods identified using the Sacramento Equity Explore Design (SEED) and the Child Opportunity Index (COI) tools (See Attachment 3 - SIP pg#27).

The following modifications were included in Scenario #1 to align with recommendations included in the Council adopted SIP:
· A $375,000 funding is set aside for top ranking small and emerging Community Based Organizations. Per the SIP recommendation to “partner with existing programs, especially small, local community-based organizations” (Attachment 3 -SIP page 28). · A modification to adjust amounts to top ranking Community Based Organizations at 80% of the funding request or the maximum funding threshold of $1.5 million. Adjusted amounts modified to allow for a higher number of awards that address all five fund goals per the SIP recommendation: “funding be awarded to a mix of proposals that address the five fund goal areas” (Attachment 3 - SIP page 25). · SIP recommended 50/50 funding split for CBOs and City/non-City public entity applicants (See Attachment 3- SIP, page 28).

Sacramento Children’s Fund Scenario #2(See Attachment 7) The Applications reflected in Scenario #2 are ranked in order of highest score with no set-asides or modifications made to the requested amounts.1.

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Scenario #2 would fund a total of 16 programs and projects that address 4/5 five fund goals and serves all districts. Scenario #2 does not fund any programs or projects that address Substance Abuse as their primary fund goal. The SIP recommendations reflected in Scenario #2 include:
· SIP recommended 50/50 funding split for CBOs and City/non-City public entity applicants. (See Attachment 3- SIP page 28)
· SIP recommended funding cap of $1.5 million per applicant (See Attachment 3 - SIP page 26).

Sacramento Children’s Fund Ranked Application List(See Attachment 8) The Sacramento Children’s Fund Ranked Application List presents a list of all (117) scored applications regardless of entity type, ranked in order of highest score. This list does not include any of the modifications included in Scenario #1 or Scenario #2.

Sacramento Children’s Fund Applications by Fund Goal(See Attachment 9) The Sacramento Children’s Fund Applications by Fund Goal presents all (117) applications separated by Fund Goal and ranked in order of highest score. This list does not include any of the modifications included in Scenario #1 or Scenario #2.

The results of the Sacramento Children’s Fund RFP are presented for City Council consideration ( Attachments 6-9). While the attachments reflect options for the Council to consider, the Council has the discretion to consider alternative funding scenarios consistent with Section 120 (d)(3)(A) of the City Charter, which requires the City to select funding recipients “based on an open, transparent, and competitive process.” Alternative funding scenarios might include focusing on the highest scoring applications within certain fund goals, council districts, or geographic areas, or adjusting the funding split or percentage award amounts.

Policy Considerations: Section 120 of the City Charter established the Sacramento Children’s Fund, allocating 40% of the City’s annual Cannabis Business Operations Tax to be used for “youth services,” as defined in the Charter. As required by Sacramento City Code 3.04.020, Council approval must be obtained to enter into grant agreements that will or are expected to exceed $250,000.

Economic Impacts: Not applicable.

Environmental Considerations: The proposed actions do not constitute a “project” under the California Environmental Quality Act (CEQA). The action is an administrative activity that will not result in indirect or indirect physical changes in the environment (CEQA Guidelines Section 12375(b) (2) and (5)) and is not subject to CEQA requirements (CEQA guidelines Section 15060(c)(3)).

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Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: City Council adopted the Sacramento Children’s Fund Strategic Investment Plan on September 24, 2024, and requested that City staff bring all funding awards back to City Council for approval.

Financial Considerations: There is sufficient fund balance in the Sacramento Children’s Fund Project to support these awards. Award extensions are subject to future year appropriations to the MYOP and individual grantee performance.

Local Business Enterprise (LBE): The recommendations contained in this report are not procurement actions and are not subject to LBE requirements.

Background: In November of 2022, Sacramento voters approved Measure L, establishing the Sacramento Children’s Fund (SCF), requiring the City to spend the equivalent of 40% of its local cannabis tax revenues (CBOT) on child and youth services. The Sacramento Children’s Fund chief purpose is to support positive youth development and youth violence prevention programs - such as services for homeless youth and foster children; mental health counseling; substance-abuse treatment, prevention, and early intervention; and after-school activities - for children and youth less than 25 years old.

Measure L established a nine-member Planning and Oversight Commission tasked with the development of a Five-Year Strategic Investment Plan and review of performance and evaluation reports. The first Five-Year Strategic Investment Plan covers the period of July 1, 2024, through June 30, 2029; subsequent plans will cover succeeding five-year periods. City Council adopted the first Sacramento Children’s Fund Strategic Investment Plan on September 24, 2024.

Measure L funded programs will prioritize children and youth most impacted by poverty, violence and trauma. These funds may only be used to engage “qualified organizations” (as defined in the Charter) to provide youth services in accordance with the current council adopted Five-Year Strategic Investment Plan, plus allowable administrative costs. The City shall select qualified organizations to receive Sacramento Children’s Fund money based on an open, transparent, and competitive process.

Measure L outlined five fund goals, including: 1) preventing and reducing child and youth homelessness; 2) supporting the mental and emotional health of children and youth; 3) preventing youth violence; 4) preventing and reducing youth substance abuse; and 5) supporting the healthy development of children ages 0 to 5.

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CITY OF SACRAMENTO

MEASURE L
Shall the measure amending the City of Sacramento Charter to allocate an amount of its General Fund revenue equivalent to 40 percent of the total revenue generated from the existing cannabis business operations tax towards a Children’s Fund for positive youth development and youth violence prevention programs such as mental health counseling, substance abuse treatment, early prevention and intervention, after-school activities, and services for homeless youth and foster children, be adopted?

IMPARTIAL ANALYSIS OF MEASURE L
Prepared by Sacramento City Attorney
The Sacramento City Council has placed Measure L on the ballot. The stated purpose and intent of the measure is “to establish the Sacramento Children’s Fund to support positive youth development and youth violence prevention programs” for children and youth less than 25 years old.

Operation of the measure
Money in the proposed Sacramento Children’s Fund may only be used to engage qualified organizations (non-profits or public agencies) to provide “youth services” in accordance with a commission-developed and council-adopted strategic plan. “Youth services” include mental health counseling and wellness services; substance abuse prevention services; street outreach, violence intervention, and case management; youth workforce development, including career pathways that advance the city’s climate-action goals; summer programs and after-school programs; and early childhood education and family support services. A percentage (starting at 20% and declining to 10%) can be spent on administrative costs.

In addition to the annual minimum General Fund allocation to the Sacramento Children’s Fund, the measure requires the annual council-adopted budget to include a “maintenance of effort” amount for youth services, which amount must be at least as much as the city expended on youth services in Fiscal Year 2022-2023.

The measure also creates a new nine-member Sacramento Children’s Fund Oversight Commission.

The commission, which must be supported by city staff, is responsible for developing and reviewing strategic investment plans, annual service performance reports, and periodic youth impact evaluation reports.

The measure’s effect on existing law
The Sacramento City Charter currently requires the city manager, before the beginning of each fiscal year, to prepare and present to the city council budget recommendations for that upcoming fiscal year. The city council, after public hearing, adopts the city’s budget by resolution. That budget may be amended by the city council at any time.

While there are portions of the city’s budget in special funds, which can only be used for particular purposes, the majority of the city’s budget is in what is known as the “General Fund.” The city council can, when adopting and amending the budget, allocate money in the General Fund to any lawful government purpose.

Measure L adds to the charter a section that imposes specific budgeting requirements upon the city council. First, it requires a portion of the General Fund to be allocated to a new Sacramento Children’s Fund. Second, it requires the budget to use a certain amount of the General Fund to maintain previously-provided levels of youth services.
●●●
A “yes” vote is in favor of amending the Sacramento City Charter. A “no” vote is against the charter amendment. A majority of “yes” votes is required to pass Measure L. s/Susana Alcala Wood
City Attorney
***YOU CAN FIND THE MEASURE ARGUMENTS FOLLOWING THE FULL TEXT OF THIS MEASURE***
Sacramento Children and Youth Health and Safety Act
(Charter Amendment)
Section 1. Title, Findings, and Purpose.

A. Title.

This amendment of the charter of the City of Sacramento is titled and may be cited as the “Sacramento Children and Youth Health and Safety Act” (the “Act”).

B. Findings.

1. The City of Sacramento values our youth. The city and its citizens benefit when youth live safe, healthy, and productive lives.

2. To help our youth live safe, health, and productive lives, the city should devote sufficient funding to: support the mental health and emotional wellness of children and youth; prevent and reduce homelessness among children and youth, including youth transitioning out of foster care; prevent and reduce youth substance abuse; prevent and reduce youth violence; and support the healthy development of children ages 0 to 5 years old.

3. As the legal cannabis industry continues to expand in Sacramento and in California, the city should invest funds to prevent youth substance abuse and to provide youth with healthy alternatives to drugs and alcohol. By preventing substance abuse, the city will be preventing youth homelessness, which is often caused by substance abuse.

C. Purpose.

The chief purpose and intent of this Act is to establish the Sacramento Children’s Fund to support positive youth development and youth violence prevention programs – such as services for homeless youth and foster children; mental health counseling; substance-abuse treatment, prevention, and early intervention; and after-school activities – for children and youth less than 25 years old.

Section 2. Section 120 is hereby added to article IX of the Sacramento City Charter, to read as follows:
§ 120 Sacramento Children’s Fund.
(a) Definitions. The following definitions apply in this section:
(1) “Administrative costs” means the City of Sacramento’s costs for strategic planning, grant making, grants management, data collection and evaluation, technical assistance, organizational capacity-building, communications, community engagement, and service performance and impact evaluation. (2) “Baseline funding” means the amount of general fund revenue spent in the 2022-2023 fiscal year on baseline services, as calculated and annually adjusted pursuant to subsection (e).
(3) “Baseline services” means services provided to youth that are designed to meet the same objectives as the fund goals (as defined herein), but excluding any amounts that would be considered prohibited expenditures under subsection (d)(2).
(4) “Budget” means the city’s fiscal year budget adopted by the city council pursuant to section 111.
(5) “Cannabis business operations tax” or “CBOT” means the tax imposed by Sacramento City Code section 3.08.205, as amended from time to time, or any successor tax on cannabis businesses.
(6) “Commission” means the Sacramento Children’s Fund Planning and Oversight Commission.
(7) “Estimated CBOT” means the amount of cannabis business operations tax revenue in the next fiscal year, as estimated by the city manager no later than January 15 immediately preceding the next fiscal year. (8) “Five-Year Strategic Investment Plan” means the plan developed by the Sacramento Children’s Fund Planning and Oversight Commission and approved by the city council, as provided in this section. (9) “Fund goals” means the following: supporting the mental health and emotional wellness of youth; preventing and reducing homelessness among youth, including youth transitioning out of foster care; preventing and reducing youth substance abuse; preventing and reducing youth violence; and supporting the healthy development of children ages 0 to 5 years old. (10) “General fund” means all revenue received by the city that is unrestricted and that can be used for any lawful purpose.
(11) “Operational department” means an office or department of the city funded primarily from general fund revenue.
(12) “Qualified organization” means a public entity (including the city through its offices and departments) or any organization exempt from taxation under United States Internal Revenue Code section 501(c)(3).
(13) “Sacramento Youth Commission” means the commission established pursuant to Sacramento City Code chapter 2.126 or any successor commission.
(14) “Sacramento Children’s Fund” means the fund that receives the general fund revenue allocation required by subsection (c), and that is maintained and accounted for separately and apart from the remainder of the general fund.
(15) “Youth” means persons under 25 years of age.
(16) “Youth services” means qualified-organization-provided services and programs that support and implement the Five-Year Strategic Investment Plan. Youth services may include, but are not limited to:
(A) Mental health counseling and wellness services;
(B) Substance abuse prevention services;
(C) Street outreach, violence intervention, and case management; (D) Youth workforce development, including career pathways that advance the city’s climate-action goals;
(E) Summer programs and after-school programs; and
(F) early childhood education and family support services. (b) Sacramento Children’s Fund.
(1) There is hereby established a fund to be known as the Sacramento Children’s Fund, which shall be maintained and accounted for separately and apart from the remainder of the general fund.
(2) The Sacramento Children’s Fund shall consist of:
(A) The annual allocation from the general fund required by subsection (c);
(B) All interest earned on the Sacramento Children’s Fund; (C) All amounts in the Sacramento Children’s Fund not spent or encumbered at the end of a fiscal year, which amounts shall carry over to the next fiscal year as a supplement to the amount required to be allocated in that next fiscal year; and
(D) Any other money specifically directed to the Sacramento Children’s Fund, from sources such as grants, gifts, and council-approved additional allocations.
(c) Annual funding required; calculation; adjustments.
(1) Each budget adopted after the effective date of this section must allocate an amount equal to at least 40% of the estimated CBOT, as adjusted according to subsection (c)(2), to the Sacramento Children’s Fund. (2) Starting in 2025, by each January 15 the city auditor shall publish an audited amount of CBOT for the prior fiscal year. If 40% of that audited amount is greater than the amount allocated to the Sacramento Children’s Fund in the prior fiscal year, the difference shall be added to the amount required to be allocated the next fiscal year. If 40% of the audited amount is less than the amount allocated to the Sacramento Children’s Fund in the prior fiscal year, the difference shall be deducted from the amount required to be allocated the next fiscal year.
(d) Expenditures.
(1) Money in the Sacramento Children’s Fund may only be used to engage qualified organizations to provide youth services in accordance with an adopted Five-Year Strategic Investment Plan, plus allowable administrative costs.
(A) Notwithstanding the lack of a Five-Year Strategic Plan during the 2023-2024 fiscal year, money in the Sacramento Children’s Fund may be used during the 2023-2024 fiscal year for administrative costs. (2) Prohibited expenditures. Sacramento Children’s Fund money may not be spent for:
(A) Services that only incidentally benefit youth;
(B) Acquisition, lease, or maintenance of any capital item or real property that is not for primary and direct use by youth; or
(C) Services for which a fixed or minimum level of expenditure is mandated by state or federal law, to the extent of that fixed or minimum level of expenditure.
(3) Recipient organizations.
(A) The city shall select qualified organizations to receive Sacramento Children’s Fund money based on an open, transparent, and competitive process, as may be established by the city. (B) All qualified organizations receiving money under this section are subject to, and shall cooperate in, performance and financial audits by the city and its representatives.
(C) Before receiving money from the Sacramento Children’s Fund, any non-city public agency must demonstrate a cash match for each dollar it receives from the fund.
(4) Administrative costs.
(A) For fiscal year 2023-2024, no more than 20% of the Sacramento Children’s Fund may be spent on administrative costs.
(B) For fiscal year 2024-2025, no more than 15% of the Sacramento Children’s Fund may be spent on administrative costs.
(C) Beginning with fiscal year 2025-2026, no more than 10% of the Sacramento Children’s Fund may be spent on administrative costs. (e) Maintenance of effort.
(1) The Sacramento Children’s Fund does not supplant baseline funding. In addition to the annual allocation required by subsection (c), the budget must include the baseline funding amount, subject to this subsection (e). (A) The city auditor shall calculate and publish the baseline funding amount no later than December 31, 2023.
(B) Recognizing that the baseline funding amount will not be calculated before adoption of the budget for fiscal year 2023-2024, that budget need not expressly comply with this subsection (e)(1). However, if the auditor’s verification pursuant to subsection (e)(1)(C) establishes the fiscal year 2023-2024 expenditures on baseline services fell below the baseline funding amount, the difference shall be added to the fiscal year 2025-2026 budget as a one-time addition to fund baseline services, as provided in subsection (e)(1)(C).
(C) Beginning in 2025, by January 15 of each year the city auditor shall verify that the baseline funding amount was expended in the previous fiscal year. If in any year the auditor determines expenditures for baseline services fell below the baseline funding amount, the difference between amount expended and the baseline funding amount shall be added to the succeeding fiscal year budget as a one- time addition to fund baseline services.
(2) The baseline funding amount may be reduced in any year during which general fund revenue support for operational departments is reduced; provided, however, the percentage reduction in baseline funding cannot exceed the percentage reduction of general fund revenue support to operational departments.
(3) Following any reduction pursuant to subsection (e)(2) above, in subsequent years during which there are increases in general fund revenue support to operational departments, the reduced baseline funding amount must receive the same percentage increase as the percentage increase of general fund revenue support to operational departments, until such time as the baseline funding amount returns to the amount described in subsection (e)(1).
(f) Planning and Oversight Commission.
(1) There is hereby established a nine-member Sacramento Children’s Fund Planning and Oversight Commission.
(2) The commission has the power and duty to:
(A) In consultation with the Sacramento Youth Commission, develop Five- Year Strategic Investment Plans and submit them to the city council for adoption;
(B) Conduct a review of each Five-Year Strategic Investment Plan before the end of the third year of that plan;
(C) Review and accept annual Service Performance Reports, Three- Year Youth Impact Evaluation Reports, Five-Year Youth Impact Performance Reports, and fiscal and performance audit reports; and (D) Make recommendations to the city council as a result of its review of the plans and reports described in subsections (f)(2)(B), (C). (3) Appointment; qualifications.
(A) Notwithstanding section 230 of this charter, each member of the city council (including the mayor) shall appoint one member to the commission. In making these appointments, the members of the city council shall endeavor to constitute a commission that reflects the demographic profile of the city’s youth.
(B) Each commission member must have:
(i) Personal experience as a consumer (past or present) of youth services; or
(ii) Demonstrated knowledge and professional experience in youth development theory, youth program implementation, or youth program evaluation.
(4) Except as otherwise provided in this section, the commission and commissioners shall be subject to the same rules and regulations as other city boards and commissions.
(5) The city manager shall assign sufficient staff to support the commission in the discharge of its duties, including the preparation of plans and reports. (g) Plans and Reports.
(1) Five-Year Strategic Investment Plan.
(A) The commission shall develop and submit to the city council for final adoption Five-Year Strategic Investment Plans, which may be amended from time to time.
(B) The first Five-Year Strategic Investment Plan covers the period of July 1, 2024 through June 30, 2029; subsequent plans cover succeeding five-year periods.
(C) Contents. Each Five-Year Strategic Investment Plan must include the following:
(i) Problems and challenges to be addressed in each of the fund goals;
(ii) Target populations to be served within each of the fund goals, using multiple data sources to identify those populations most impacted by poverty, trauma, and violence;
(iii) Service performance measures and youth outcome metrics to evaluate progress toward achieving the fund goals;
(iv) Strategies to achieve outcomes for the target populations for each of the fund goals;
(v) Alignment, leveraging, and coordination of other public and private resources, including resources of the County of Sacramento, local school districts, and philanthropy, to maximize program performance and impact beyond what
Sacramento Children’s Fund monies can achieve alone.
(2) Annual Service Performance Reports. The city manager shall develop for the commission’s review an annual report evaluating all services funded by the Sacramento Children’s Fund, assessing those services’ performance and progress toward youth outcome metrics established in the Five-Year Strategic Investment Plan.
(3) Youth Impact Evaluation Reports. After the third year of each Five- Year Strategic Investment Plan, as well as after the end of each Five- Year Strategic Investment Plan, the city manager shall develop for the commission’s review Youth Impact Evaluation Reports that assess progress in youth services performance and youth outcome metrics. (h) Implementation.
(1) The city council may adopt ordinances and resolutions to implement this section, to the extent those are consistent with this section and effectuate its purpose.
(2) If the Sacramento Youth Commission, including any successor, ceases to exist, the city council shall identify another city board, commission, or committee to perform the duties of the Sacramento Youth Commission under this section.

Section 3. Conflicting Measures.

This measure is intended to be comprehensive. If this measure and another measure relating to dedicated youth services funding appear on the same ballot, the provisions of the other measure and this measure are to be deemed in conflict. If this measure receives a greater number of votes than the conflicting measure, this measure prevails in its entirety and the other measure is null and void.

Section 4. Severability.

The provisions of this Act, including any portion, section, subsection, paragraph, subparagraph, sentence, clause, or word, are severable. If any provision of this Act or its application is held to be invalid, that invalidity shall not affect other provisions or applications that can be given effect without the invalid provision or application.

ARGUMENT IN FAVOR OF MEASURE L
Put Sacramento’s kids first—vote YES on L! YES on L expands programs supporting our most vulnerable kids—the homeless, foster children, and low-income students—without increasing taxes.

Children make up more than 30% of Sacramento’s population but are less than 5% of the City’s general fund budget. Sacramento has countless homeless children and teenagers living in cars or on the streets, including young adults and foster youth.

No child should have to grow up this way.

Measure L funds services to help these children and families and will help prevent young people from becoming chronically homeless, keeping children healthy and safe.

Research shows that before and after-school programs reduce crime and truancy by offering constructive alternatives to gangs, drugs, and violence. Measure L keeps kids off the streets and out of trouble by providing children with safe and supervised places.

Challenges facing our kids are growing, but the resources to help them aren’t enough.

YES on L funds programs that help foster youth transition to independence.

YES on L supports mental health counseling for children/youth.

YES on L expands job training /continuing education programs for 18–24-year-olds.

YES on L keeps children safe by funding early substance abuse prevention and intervention. programs to reduce youth crime, drug use and gang violence.

YES on L is accountable, including an Oversight Committee and public, annual audits—ensuring funds are spent as promised.

YES on L does not raise taxes. It simply allocates a portion of the City’s existing budget to support services for homeless kids, foster children and youth who need help—increasing government accountability by requiring a greater, guaranteed investment in Sacramento’s most vulnerable population.

Join the Sac Kids First Coalition, youth safety advocates, and community leaders saying YES on L! For more information, visit: www.yesonsackids.com.
s/Mai Vang
Councilmember, City of Sacramento
s/Dr Lena van der List
Board Member, American Academy of Pediatrics California Chapter 1 s/Dr. Debi Lawson-Perez
Elementary School Teacher, Sacramento City Unified School District s/Trevor Jamison
President, Sacramento Area Firefighters Local 552
s/Ana Taukolo
Director of Youth Programs, Sac Youth Alliance

REBUTTAL TO ARGUMENT IN FAVOR OF MEASURE L
Look around our city. Are our streets clean, do we feel safe walking downtown, do our sidewalks allow children safe passage to school?
Are our parks well maintained, our libraries open adequate hours to support the needs of students, our street conditions acceptable? Do you worry how climate change will affect your family’s future? The fact is that our city faces many economic challenges. Let’s address these challenges and be realistic about funding and our priorities. The City does not have a surplus in the bank. Our debt capacity is exhausted. We can’t borrow any more money at this time. We face large budget deficits for the next five years.

We also want more services for children. With just 5 votes, the council can do this. We must not restrict general fund revenue for this purpose, or any purpose. Doing so limits the council’s ability to respond to emergencies or opportunities, like free transit for students, matching funds for grants to repair and enhance parks and infrastructure, and improve our libraries.

Fact is, Measure L is ballot box budgeting. It is as if those who voted to place this on the ballot are trying to outrun accountability relative to our current fiscal realities.

Let’s focus on core city services for everybody, including kids. We already spend millions on youth and will continue to do so. Measure L limits our ability to address the urgent problems at hand. When we invest in core services, our kids benefit.

Vote No on L.
s/Rivkah Sass
former Director, Sacramento Libraries
s/Jimmie Yee
former Mayor, City of Sacramento

ARGUMENT AGAINST MEASURE L

It’s déjà vu all over again. This measure has failed twice as Measure Y and Measure G. It failed for good reason- ballot box budgeting is fiscally irresponsible, and this measure is an attempt to fund nonprofit organizations with tax dollars collected to provide essential city services.

Currently, 7.5% (Over $23 million) of city funds are spent on youth services and nonprofits that support after-school programming, workforce development, youth employment, gang prevention and gun violence reduction programs, youth recreation, public safety academies and more.

This measure would amend our City Charter to spend another ten million annually on additional youth spending and it would be untouchable, limiting our ability to fund critical programs and our options to close anticipated budget deficits. Further, the lock box could lower our bond rating, decreasing our ability to borrow for essential projects.

Spending on youth is important and we already do a lot of it, but our recent community survey showed clearly that the most pressing concern for constituents is to get our city cleaned up, and for it to feel safe again. Homelessness, climate change, and clean mobility are also critical priorities, as are basic city services like repairing our parks and infrastructure. If this measure passes, there will be cuts or no further enhancements to these priorities.

On any given Tuesday the Council can vote to spend on youth projects when funds are available. This measure locks up money for a youth fund, making it the only issue protected by the City Charter. That is poor fiscal stewardship of tax dollars and doesn’t address urgent constituent concerns.

Uncertain economic times with high inflation and falling incomes are the worst possible conditions to pass ballot box budgeting. In fact, there is never a good time for it.

Please vote NO on L
s/Jeff Harris
Sacramento Councilmember - District Three
s/Heather Fargo
Former Mayor of Sacramento

REBUTTAL TO ARGUMENT AGAINST MEASURE L
Don’t be misled by political scare tactics. Funding measures like Yes on L are commonly adopted by voters and used successfully in Sacramento—why not for kids? “As a government reform/transparency activist, I’m voting YES on L. YES on L increases government accountability by requiring a percentage of Cannabis Tax revenue to be spent on children/youth services. Like taxes on Tobacco or Big Soda, doing so mitigates cannabis impacts by funding youth substance abuse programs. Independent Citizens Oversight, performance and financial audits ensure Measure L funds are spent properly and effectively, without raising taxes.” – Ruth Holton-Hodson, former Director, California Common Cause.

YES on L supports results-oriented programs for our most vulnerable: youth and students experiencing homelessness, foster children, and low-income students. Children under five years old, and homeless families are a priority for funding.

Any suggestion services addressing youth mental health, substance abuse, and gang violence are well-funded, is simply absurd.

Many of us grew up in tough neighborhoods and continue to experience homelessness and hunger.

There are many bad influences and street violence. Without your help, more youth will easily fall victim to these realities. To change this, vote YES on L. “As a long-time leader on the environment, clean energy, and youth programs, I ask you to vote Yes on L.” —Rosanna Herber, SMUD Board.

Join us and firefighters, Parks Commissioner Jeanine Gaines, and Sac Kids First in supporting YES on L, a responsible proposal to invest in our kids.
s/Hailey Washington
Member, Sac Kids First Youth Action Committee
s/Amy Yang
Youth Peer Counselor, EBAYC Sacramento
s/Malaika Nazir
Former Commissioner, Sacramento City Youth Commission
s/Brinn Langdale
LMFT, Youth Mental Health Therapist
s/Darrell Steinberg
Mayor, City of Sacramento
Sacramento Children’s Fund
Strategic Investment Plan
July 1, 2024 -June 30, 2029
Prepared by Sacramento Children’s Fund Planning and Oversight Commission, with support from Third Plateau
T able of Contents
LAND ACKNOWLEDGEMENT 3
CITY OF SACRAMENTO RACIAL EQUITY STATEMENT 3
EXECUTIVE SUMMARY 4
LETTER FROM THE CHAIRS 6
I. INTRODUCTION 8
Planning and Oversight Commission 8
Strategic Investment Plan 8
Mission, Vision, and Guiding Principles 9
Mission Statement 9
Vision Statement 9
Guiding Principles 9
Local Data & Community Input Informing the Strategic Investment Plan 10 Children and Y outh Most Impacted by Poverty, T rauma, and Violence 12 Proﬁle of Children and Y outh Living In Sacramento 12
II. STRATEGIES FOR INVESTMENT BY FUND GOAL 13
Goal 1. Support the mental health and emotional wellness of youth 13 Options for Strategies to Achieve Goal 1 14
Goal 2. Prevent and reduce youth homelessness,
especially among youth transitioning out of foster care 15 Options for Strategies to Achieve Goal 2 16
Goal 3. Prevent and reduce youth substance abuse 17
Options for Strategies to Achieve Goal 3 18
Goal 4. Prevent and reduce youth violence 19
Options for Strategies to Achieve Goal 4 20
Goal 5. Support the healthy development of children ages 0 to 5 21 Options for Strategies to Achieve Goal 5 22
Cross-Cutting Considerations and Approaches 23
2024-2029 Strategic Investment Plan Logic Model 24
III. INVESTMENT RECOMMENDATIONS 25
Grants for Children and Y outh Programs 25
Grant Funding Structure 25
Grant Selection Process 28
Grant Administration with an Equity Lens 28
Management of the Sacramento Children’s Fund 29
Ongoing Engagement and Capacity Building 29
SCF Measurement and Evaluation 30
Estimated Funds Available 31
IV. COMMISSION OVERSIGHT & PUBLIC ACCOUNTABILITY 33
Annual Service Performance Reporting 33
Y outh Impact Evaluation Reporting 34
Commission Review 34

Welcome
Land Acknowledgement
The Sacramento Children’s Fund Planning and Oversight Commission acknowledges that we beneﬁt from living and working on the ancestral and unceded lands of Sacramento’s Indigenous Peoples[i, ii].

We recognize and honor the Nisenan people, the Southern Maidu, Valley and Plains Miwok, Patwin Wintun peoples, and the people of the Wilton Rancheria, Sacramento’s only Federally recognized Tribe. This acknowledgement demonstrates an intention to working together to build a more just and inclusive future where we dismantle the systems that enact exclusions and erasures of Indigenous voices, contributions, and history, and afﬁrm the many Indigenous Peoples past, present, and future who resist, live, and uphold their sacred relations across these lands.

City of Sacramento Racial Equity Statement
The City of Sacramento afﬁrms racial equity as a core value in which race does not affect life outcomes.

We acknowledge historical racial inequities and are committed to transparent, deliberate, and actionable solutions that will remedy those inequities and serve all our diverse communities.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 3 Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 4 Executive Summary:

Sacramento Children’s Fund Strategic Investment Plan
The Sacramento Children's Fund (Measure L)
In November 2022, voters in the City of Sacramento resoundingly approved the Sacramento Children and Youth Health and Safety Act. Also known as Measure L, this Act established the Sacramento Children’s Fund (SCF or “the Fund”) as a dedicated stream of funding for child and youth services.

The SCF is supported by general fund revenue, as determined by the City’s existing cannabis business operations tax, which supplies an estimated $8-10 million annually to fund programs and services for children and youth less than 25 years of age through an open, transparent, and competitive grant process. Five fund goals provide overarching direction for investing available funds. These goals include supporting the mental health and emotional wellness of youth and the healthy development of children ages 0 to 5, as well as preventing and reducing youth homelessness, substance abuse, and violence.

A nine-member Sacramento Children's Fund Planning and Oversight Commission (SCF Commission) was also created to work in partnership with the Sacramento Youth Commission to develop this ﬁve-year Strategic Investment Plan, review annual service performance reports and periodic evaluation reports, and make recommendations to the City Council regarding investments in the programs and services that children and youth need and deserve to fully participate, prosper, and achieve their optimal potential.

The Strategic Investment Plan
The current ﬁve-year (July 1, 2024 – June 30, 2029) Strategic Investment Plan overviews the goals of the SCF and the opportunities and challenges that Sacramento is facing in relation to these goals.

Strategies for programming, funding allocations, fund management, and public accountability recommended by the SCF Commission are also discussed. This plan will be presented to the City Council for approval and the fund will be implemented by the City’s Youth, Parks, and Community Enrichment Department (YPCE). Key components of the plan are outlined below.

Community Input | This plan was informed by a landscape scan, frameworks for youth development, and community voice, including through a community survey and a series of community listening sessions.

During the listening sessions, youth, parents, community and system leaders, and other community careholders shared their experiences, insights, needs, and desires for SCF-funded programming. Between January and August 2024, the SCF Commission, Sacramento Youth Commission, and YPCE staff met regularly to review the community ﬁndings and identify recommendations for directing SCF investments.

Focus on Equity | With equity at the core of Measure L, this ﬁve-year Strategic Investment Plan prioritizes children and youth who are the farthest from services and resources to ensure they receive maximum access to and beneﬁt from SCF-funded programs. The SCF Commission recommends that funding be directed to agencies serving the neighborhoods, schools, and communities where youth experience the greatest impacts of poverty, trauma, and violence.

Recommended Strategies | This plan outlines a series of program strategies that were identiﬁed based on community input and documented effectiveness (see table below). These strategies align with the mission, vision, and goals of the SCF. Programs and services that use one or more of these strategies may be eligible for SCF grant funding. Additionally, the SCF Commission recommends utilizing part of the Fund's budget to support a Guaranteed Basic Income Program for youth who are transitioning out of foster care.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 5 Executive Summary:

Sacramento Children’s Fund Strategic Investment Plan

1. Support the mental health and
emotional wellness of youth
• Increase mental health literacy
• Develop healthy cultural identities
• Enhance social, emotional, & behavioral learning
• Provide cognitive behavioral interventions
• Reduce access to lethal means

2. Prevent and reduce
youth homelessness
• Direct, unrestricted cash assistance
• Prioritize family support and reuniﬁcation
• Expand housing programs
• Improve supportive crisis responses
• Provide street outreach

3. Prevent and reduce
youth substance abuse
• Substance abuse screening, brief intervention, and
referral to treatment
• Integrate harm reduction
• Develop positive coping skills
• Build youth power to address socially-based stressors

4. Prevent and reduce
youth violence
• Community-based violence intervention
• School-based safety programming
• Workforce development and employment
• Y outh leadership and empowerment

5. Support the healthy development
of children ages 0 to 5
• Promote early learning and school readiness
• Support responsive relationships
• Champion positive parenting skills and peer-support
• Provide economic supports to reduce sources of life
stress
• Expand child care access
Guaranteed basic income
for foster youth
• Unconditional cash transfers for current or former
foster youth ages 18-24
• Optional wrap-around services, such as ﬁnancial
literacy courses and housing or job search assistance
• Public beneﬁts counseling to ensure informed youth
participation
Strategies to Achieve Fund Goals
Fund Management | This plan recommends two multi-year competitive funding cycles to award program grants. Grantees are encouraged to leverage existing community, public, and private resources and initiatives, and funded programs should be aligned with the Citywide Youth Development Plan and Framework for Children and Youth Programs. Other key recommendations made by the SCF Commission include receiving ongoing updates on the SCF granting process, robust community engagement, capacity building among SCF-funded grantees, and a youth-focused external evaluator.

This ﬁve-year Strategic Investment Plan draws on community wisdom, puts youth at the center, and stresses accountability to the public for making a sustained, positive impact on the lives of Sacramento’s children and youth most impacted by poverty, trauma, and violence. The recommendations are rooted in a shared commitment to learning, expanding, and innovating on what works for ensuring that all children and youth have equitable access to the power, conditions, opportunities, and experiences that enable them to fully participate, prosper, and achieve their optimal potential.

Letter from the Chairs
Dear Sacramento Community,
As two young adults born and raised in the City of Sacramento, we had the unique experience of helping lead the campaign that established the voter-approved Sacramento Children’s Fund in 2022.

Now, as chairs of the Children's Fund Planning and Oversight Commission and the Sacramento Youth Commission respectively, we are actively involved in planning the implementation of the fund.

We want to begin by thanking the youth, adult allies, city staff, and local representatives who supported this initiative through its various iterations. Establishing a Children’s Fund in Sacramento took years of dedicated effort, driven by the youth and adult leaders of the Sac Kids First Coalition.

Through the years, we held the belief that investing in our most underserved youth, children, and their families is crucial for the City's prosperity and that the fund itself has the potential to positively impact youth, children, and families for generations to come.

In this letter, we offer recommendations to present and future commissioners, city staff, and consultants as we continue to collaborate on the implementation of the Sacramento Children’s Fund.

T o maximize the positive impact of the Children’s Fund we believe every part of the process from planning to implementation must include the following components:
1) Center youth and community voices
We challenge future commissioners, consultants, and city staff to not just “consult” with the Sacramento Youth Commission (SYC) but to collaborate intentionally with tne SYC to ensure the voices of Sacramento youth are honored throughout this process. T o achieve this, we encourage both commissions to routinely hold joint meetings and collaborate with the City and community-based organizations to implement targeted approaches to engaging youth, especially those from communities most impacted by poverty, violence, and trauma.

This can be achieved by 1) engaging youth where it is convenient for them, in their schools and communities, and via trusted community-based organizations; 2) offering a variety of methods for youth to engage in the process, virtually or in-person while compensating them for their time and engagement; and 3) doing targeted, intentional outreach to youth and adult allies so that they are aware of the services and opportunities available to them. 2) Be transparent and accountable
As a part of the implementation process, it is also important to build trust within the broader community and ensure that the community can see the tangible beneﬁts of the fund. This process involves 1) transparency at the onset of every new ﬁscal year by publicizing the amount of funding available online and where it can be accessed by the public; 2) collecting comprehensive data from funded projects so that progress can be measured; and 3) engaging with youth and community members at every stage of the process to learn about their experience as funded entities or recipients of services.

Sacramento Children’s Fund Strategic Investment Plan | Page 6 Letter from the Chairs
The evaluation process should be speciﬁc, thorough, and transparent, allowing us to measure impact accurately and make data-driven decisions. If our goal is to create lasting positive change in the lives of Sacramento's children, we need to be transparent about the process we are engaging in to get there. 3) Emphasize equity
Both commissions must commit to integrating an equity lens in the strategic investment plan at the onset. T o achieve this, we should expect to collaborate with the Sacramento Racial Equity Alliance, the Ofﬁce of Diversity and Equity, and the Sacramento Racial Equity Committee. The City must also commit to using an equity-centered approach in its RFP and contracting process that aligns with the recommendations in the strategic investment plan (i.e. priority neighborhoods and populations). Most importantly, our efforts must continuously uplift the voices of Sacramento youth who often are left out of the process. Therefore, commissioners and city staff must ensure youth from the most underrepresented and impacted communities are included in the community engagement process.

In closing, we would like to express our appreciation to the active members of the Sacramento Youth Commission and the Children’s Fund Planning and Oversight Commission who offered their expertise and experience to make this plan happen. Everyone from current and future appointed commissioners, city staff, local representatives, and community-based organizations has a role to play in the success of this fund, and this responsibility must be held with care. T ogether, we can ensure that the Sacramento Children's Fund remains a powerful force for equity and opportunity, empowering future generations of children, youth, and their families to thrive.

Sincerely,
Leo Hsu
Chair, Sacramento Youth Commission
Monica Ruelas Mares
Chair, Sacramento Children’s Fund Planning
and Oversight Commission
Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 7 I. Introduction
In November 2022, after years of youth-led community organizing and advocacy, voters in the City of Sacramento resoundingly approved the Sacramento Children and Youth Health and Safety Act. Also known as Measure L, this Act established the Sacramento Children’s Fund (SCF or “the Fund”) as a dedicated stream of sustained funding to support positive youth development and youth violence prevention programs for Sacramento children and youth less than 25 years of age.

Measure L identiﬁed ﬁve fund goals that provide overarching direction for investing available funds in the Sacramento community:
● Goal 1: Support the mental health and emotional wellness of youth ● Goal 2: Prevent and reduce youth homelessness
● Goal 3: Prevent and reduce youth substance abuse
● Goal 4: Prevent and reduce youth violence
● Goal 5: Support the healthy development of children ages 0 to 5 Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 8 “In ﬁve years, with thriving youths, Sacramento could be a vibrant and dynamic city. We might see more community involvement, innovative ideas, and a strong sense of youth empowerment, more youth-led initiatives, and a positive impact on the city. There would be a good change.” - Y outh focus group participant
The money for the SCF comes from local cannabis business operations tax (CBOT) revenue.

Speciﬁcally, the SCF receives 40% of the annual revenue generated from the CBOT. This amounts to an estimated $8-10 million annually in resources dedicated toward child and youth services, in addition to the City’s existing budget allocations.

Planning and Oversight Commission
Measure L also created a nine-member Sacramento Children’s Fund Planning and Oversight Commission (SCF Commission) consisting of one member appointed by the Mayor and one member appointed by each of the City Council Members representing the eight council districts in the City.

In partnership with the Sacramento Youth Commission, the SCF Commission is tasked with developing and reﬁning a ﬁve-year strategic investment plan to guide the distribution of available funds, reviewing funded program performance and evaluation reports, and making recommendations to the City Council regarding investments in child and youth services.

Strategic Investment Plan
The following ﬁve-year (July 1, 2024 – June 30, 2029) Strategic Investment Plan (SIP) is organized around the ﬁve fund goals, each with a statement on the envisioned outcome, followed by a brief narrative that underscores the challenges to be addressed and opportunities to be advanced for that goal area. Options for strategies to achieve desired outcomes for each of the fund goals follow, with an emphasis on approaches that support the speciﬁc needs and experiences of children and youth most impacted by poverty, trauma, and violence. Recommendations for funding allocations, fund management, and public accountability to evaluate progress toward achieving the fund goals are also

I. Introduction
provided. T aken together, the components of this plan provide an articulation of values, intent, and accountability founded on the following statement of mission, vision, and guiding principles.

Mission, Vision, and Guiding Principles
Mission Statement:

The SCF provides a dedicated stream of sustained funding to support positive youth development and youth violence prevention programs for Sacramento’s children and youth from birth to age 24.

Vision Statement:

All children and youth in Sacramento, especially those most impacted by poverty, trauma, and violence, will have equitable access to the power, conditions, opportunities, and experiences that enable them to fully participate, prosper, and achieve their optimal potential.

Guiding Principles:

As with all City of Sacramento-supported programs for children and youth, the SCF is committed to adhering to and deliberately taking action that aligns with the values, social justice principles, and research-based supports and opportunities outlined in the Citywide Youth Development Plan & Framework for Children and Youth Programs.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 9 Value Statements:
● Youth Voice: Honor the youth mantra, “Nothing
about us without us. ”
● Elimination of Systemic Barriers: Actively seek
ways to break systemic barriers so that youth
have access and ability to fully utilize resources
and supports.
● Cultural Humility: Acknowledge individual and
institutional biases, accepting that there are gaps
in our knowledge and being open to new ideas.
● Mutual Respect: Build relationships through
developing a culture of mutual respect and
inclusivity.
● Integrity: Conduct our work in an honest, moral,
ethical, and accountable manner.
● Innovation: Recognize that the status quo is
unacceptable if it is not improving the lives of
Sacramento’s children and youth, and thus, we
call for thinking outside of the box to better
support our youngest residents.
● Courage: Have the audacity to take risks, stand
up for what is right, and address the most
challenging situations is unquestionable.

Social Justice Principles:
● Analyze power in social relationships
● Promote systemic social change
● Make identity central
● Encourage collective action
● Embrace youth culture
Supports and Opportunities:
● Safety
o Emotional
o Physical
o Cultural
● Relationship-Building
o With adults
o With peers
● Skill-Building
o Challenging
o Interesting
o Leading to growth and mastery
● Youth Participation
o Input and decision-making
o Opportunities for leadership
o Sense of belonging
● Community Involvement
o Ability to impact community

I. Introduction
Local Data & Community Input Informing the Strategic Investment Plan This Strategic Investment Plan was informed by a multipronged approach to gathering local data and community input that began in early 2024 with a landscape analysis of child and youth needs and services. A series of community listening sessions and interviews were also conducted to gather feedback from youth, families, and service providers.

A common theme emerged: neighborhoods across Sacramento differ signiﬁcantly in their access to the social, economic, and environmental resources and conditions that allow children, youth, and their families to thrive. These disparities include varying availability of quality schools and afterschool activities, safe housing, healthy food, parks, clean air, transportation access, and economic opportunities. Such differences in neighborhood opportunity fundamentally shape young people’s experiences and outcomes related to the fund goals. Historic and present-day laws, policies, and practices rooted in racial discrimination and economic exclusion have contributed to these inequities, including restrictive zoning, racial covenants, redlining, displacement through urban renewal, and segregated public housing. As a result, not all young people in Sacramento have equal access to the local resources and conditions that enrich their development and maximize their potential. For more detailed information, see the SCF Research Findings and the SCF Community Engagement Findings.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 10 The SCF Commission sought a data-informed way to measure important differences in the landscape of opportunity for children and youth across neighborhoods. Two complementary methods for identifying neighborhood inequity are the Child Opportunity Index (COI)[iii] and the Sacramento Equity Explore Design (SEED) tool.[iv] The COI and the SEED Equity Index tool each aim to identify the quality of resources and conditions that inﬂuence the healthy development and life chances of children and youth in the City’s 152 census tracts (or neighborhoods, see Appendix T able 1).

These composite indices use more than 40 indicators across multiple domains to provide comparable measures of inequity across neighborhoods. Data encompassed across these indices include: the availability and quality of neighborhood institutions, such as quality schools and nonproﬁts; peer and adult inﬂuences that help shape children’s norms and expectations, such as the high school graduation rate and high-skill employment rate for adults; neighborhood social structure and economic resources, such as the poverty rate, broadband access, and mobility-enhancing friendship networks; environmental quality, such as air pollution; and resources for healthy living, such as green space, access to healthy foods, and walkability. “I've had 20 years of being in North Sacramento. There has been a historic disinvestment of infrastructure, facilities, and programming for residents.

The economic impact alone for the community is really an underlying factor for all ﬁve [fund goal] areas.”
- CBO focus group participant
I. Introduction
Figure 1 visualizes the distribution of
neighborhood opportunity with an overlay of
COI scores and SEED tool scores within the
City of Sacramento. These scores are used to
categorize neighborhoods into levels, ranging
from very low- to very high-opportunity (COI)
and from the lowest to highest equity quintile
(SEED tool), respectively, relative to other
neighborhoods in the area.

The SCF recognizes the beneﬁts of channeling
funds to support young people and families in
meeting their basic needs in neighborhoods
with the most limited conditions and fewest
resources for positive development and future
success. This approach is not about beneﬁting
one group or one neighborhood at the expense
of another. Rather, when strategies are tailored
to the needs of communities farthest from
resources, opportunities improve for all. The
SCF Commission recommends prioritizing the
unique needs and experiences of children and
youth in very low-opportunity neighborhoods
(red squares in Figure 1) or neighborhoods
within the lowest equity quintile (blue shading
in Figure 1). While these areas may receive
priority consideration in funding decisions, all
entities proposing to serve children and youth,
particularly youth most impacted by poverty,
trauma, and violence, are equally encouraged
to apply and contribute to the mission of the
SCF.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 11 Figure 1. Distribution of neighborhood opportunity in the City of Sacramento, by City Council District
I. Introduction
Children and Y outh Most Impacted by Poverty, T rauma, and Violence The City of Sacramento has a rich history of diverse communities and cultures, as well as vibrant neighborhood histories; however, many of our children and youth continue to struggle with poverty, trauma, and violence. Measure L prioritizes those children and youth with the greatest need for resources and supports. The proﬁle below provides a snapshot of current conditions disproportionately impacting a subset of Sacramento children and youth.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 12 Proﬁle of Children and Y outh Living in Sacramento:

The City of Sacramento includes almost 165,000 children and youth (ages 0-24 years) residents. ● 1 in 5 children and youth live in a household with income below the poverty line. [v] ● There are a total of 1,110 children and youth (0-21 years) in foster care; 242 of these youth were 18-21. [vi]
Mental Health and Emotional Wellness
● 41% of 11 Grade students report experiencing chronic sadness/hopelessness in the past 12 months.[vii]
● 3,034 children and youth were admitted to an Emergency Department for injuries related to self-harm. Seventy children and youth died by suicide (2020-23).[viii] Homelessness and Foster Youth
● The 2024 Point-in-Time (PIT) Homeless Count estimated that 10% of the unhoused in Sacramento were children under 18, and 7% were youth between 18 and 24.[ix] ● Those youth in, or transitioning out, of foster care are at a heightened risk for homelessness.

One out of every four (25%) of all unhoused individuals surveyed in the 2024 Sacramento PIT shared that they had once been in foster care or lived in a group home before they were an adult.[x]
Substance Abuse
● Fourteen percent of 11th graders in Sacramento self-reported using drugs or alcohol one more days in the past 30 days.[xi]
● In Sacramento, fentanyl deaths for youth under 25 nearly tripled from 2019 to 2023 (14 to 38 deaths).[xii]
Violence
● Between 2020-2022, there were 86 child and youth homicides in the city, including 26 homicides among children ages 0-17, an increase from zero between 2018-2019. Black youth (15-24) are almost nine times more likely to die from homicide than White youth.[xiii] ● Only half of Sacramento County students (grade 7-11) feel safe in school. LGBTQ+ students report the lowest percentages of feeling safe in school.[xiv] Early Childhood Development
● Less than half of the children (45%) served by First 5 Sacramento were read to at least ﬁve days a week.[xv]
● Child care spaces are available in Sacramento for only 28% of the children who need them.[xvi]
II. Strategies For Investment By Fund Goal
Goal 1. Support the mental
health and emotional
wellness of youth
Opportunity Statement: All children and
youth in Sacramento have fair and just
opportunity to reach their highest level of
mental health and emotional well-being.

The mental health and emotional wellness of children and youth is a critical aspect of development and foundational to lifelong health and overall well-being. Positive mental health enables young people to navigate the complexities of day-to-day life, build meaningful relationships, adapt to change, utilize relevant coping mechanisms, have their needs met, and realize their purpose and optimal potential. Yet rates of youth depression and anxiety, as well as youth suicide ideation, attempts, and deaths, even among younger youth, have been on the rise for years and remain unacceptably high.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 13 This section discusses the status of Sacramento’s children and youth in relation to each of the ﬁve fund goals and are accompanied by opportunity statements that envision future outcomes over the next ﬁve years. Recommended strategies to achieve each of these visions are discussed below. Strategies were identiﬁed through community input and demonstrated effectiveness, as well as alignment with the mission, vision, and goals of the SCF. Additional data can be found in Third Plateau’s SCF Research Findings Report.

In California, American Indian and Alaska Native youth ages 10-24 experienced the highest suicide death rate from 2018-2022; Black youth experienced the greatest increase in rate; and Latinx youth experienced the largest absolute number of deaths due to suicide. [xvii] A statewide survey in 2021 additionally found that 44% of lesbian, gay, bisexual, transgender, queer and/or questioning (LGBTQ) youth ages 13-24 had seriously considered suicide and 14% had attempted suicide in the past year.[xviii] Sacramento’s youth are disproportionately impacted: from 2018-2022, the suicide death rate among Sacramento area youth was 8% higher than the state overall; and, in a 2022-23 survey, more than 1 in 3 Sacramento City middle and high school students said they had experienced chronic sadness or hopelessness in the past 12 months.[xix]
The COVID-19 pandemic exacerbated existing mental health risk factors, while also increasing exposure to new stressors, especially for children and youth with minoritized and marginalized identities who face unique challenges due to inequities in insurance status, fear and distrust of health care providers, institutional and interpersonal racism, implicit bias, and difﬁculty accessing culturally relevant providers. Mental health problems and emotional distress can interfere with children’s functioning, learning, and behavior; older youth may use substances or act in ways that elevate their risk for unhealthy outcomes; and research suggests that unmet mental health needs contribute to youth homelessness and increased involvement with the foster care and juvenile justice systems. “I work in a psychiatric facility and I see so many adolescents that do not have coping skills, healthy habits, access to mental health education and mental health care...Mental health is so important. Mentally unwell adolescents don’t disappear. They become adults that feel helpless, experience homelessness.” - Y outh focus group participant
II. Strategies For Investment By Fund Goal
Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 14 Options for Strategies to Achieve Goal 1
The SCF supports youth-driven, culturally-afﬁrming, and trauma-responsive strategies that are coordinated, equitable, appropriate, timely, sustainable, and accessible, so that all children and youth have fair and just opportunity to develop and maintain positive mental health, as well as access to affordable and effective early intervention, treatment, and recovery care when, where, and in the ways they need it most. These include[xx]:
● Increasing mental health literacy: Increase knowledge and understanding of how to develop and maintain positive mental health, especially peer modeling programs, as well as skills that support how to effectively engage in help-seeking while also removing systemic barriers to access.
● Developing healthy cultural identities: Focus on promotion of strength-based, culturally grounded protective factors over reduction of risk to help build a sense of belonging while countering stigmatization of impacted populations and communities. ● Enhancing social, emotional, and behavioral learning: Promote social skills and emotional development by focusing on self-management, responsible decision-making, relationship skills, and social and self-awareness while enhancing connectedness to peers, adults, and community.
● Providing cognitive behavioral interventions: T each skills for emotional regulation, anxiety management, and problem solving to address disruptive thoughts and behaviors in ways that are culturally adaptive or tailored to meet the unique needs of young people and families.
● Reducing access to lethal means: Promote safety by removing or securing access to dangerous items such as guns, medications, or other household items that could be used to cause harm to oneself or others in a “moment of crisis. ”

Goal 2. Prevent and reduce
youth homelessness,
especially among youth
transitioning out of
foster care[xxi]
Opportunity Statement: All children
and youth in Sacramento have a safe
and stable place to live and the
resources needed to sustainably
meet their basic needs.

Housing has a profound impact on the lives of children and youth. Stable housing roots young people in communities, helping to meet basic human needs for safety, support, and belonging and enabling them to access opportunities that are necessary for healthy development and to achieve their optimal potential. Stable housing is linked to increased educational achievement for children and youth; greater family stability; improved job security and access to other family resources, including receipt of public beneﬁts; better health and mental health outcomes throughout life; and stronger communities, as young people can establish durable ties to neighbors and the places they live.[xxii] By contrast, children and youth experiencing inadequate housing, frequent housing transitions, and homelessness, especially youth experiencing homelessness without a parent or guardian, are more likely to endure threats to their health, safety, and well-being, including: missing school, resulting in higher rates of problem behavior and dropping out, experiencing poverty, and becoming involved in the juvenile justice system; mental health problems, including suicidal ideation and attempts; substance misuse; violence exposure and injury, including physical and sexual assault and sex and labor trafﬁcking; and unhealthy survival strategies, including stealing, selling drugs, or exchanging sex for basic needs.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 15 “In my situation, I experienced homelessness because I didn't have the ability to afford an apartment when the pandemic happened. No one checked in on me, and my foster family was collecting AB20 money. I had no job. So, making sure youth have these funds up until they're 21 and have housing stability to reduce youth homelessness [is important].”
- Y outh focus group participant
Differing deﬁnitions of homelessness and varied research methodologies mean that no single data source provides a complete picture of youth homelessness. In California, depending on the source, annual numbers of children and youth experiencing homelessness can range from 26,000 to 226,000.[xxiii] In Sacramento County, an estimated 340 unaccompanied children and youth were found to be homeless and unsheltered during the 2022 point-in-time count, with an additional 213 young people staying in emergency shelters, transitional housing programs, or safe havens; transition age (TA) youth ages 18-24 accounted for the overwhelming majority (94%) of this population.[xxiv] Youth who identify as LGBTQ; pregnant and parenting youth; youth with special needs or disabilities; and minoritized youth, particularly Black and American Indian and Alaska Native youth; as well as youth with a history of involvement with the foster care and juvenile justice systems, particularly TA youth exiting foster care, have elevated risk of experiencing homelessness.[xxv] II. Strategies For Investment By Fund Goal

II. Strategies For Investment By Fund Goal
Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 16 Options for Strategies to Achieve Goal 2
The SCF supports additional and coordinated investments in cross-system strategies that focus on root causes, advance equity, and are informed by the strengths and perspectives of youth, so that all young people have a safe and stable place to live, as well as access to the resources needed to exit homelessness and meet their basic needs as they prepare for and enter adulthood. These include [xxvi]:
● Direct, unrestricted cash transfers: increase access to cash assistance, including one-time payments to help avert a potential crisis, as well as longer-term income payments to make housing and other basic necessities more affordable ● Prioritizing family support and reuniﬁcation: intervene early to avoid a young person separating from their family in the ﬁrst place, and support youth experiencing homelessness to return home to family when safe and appropriate ● Expanding housing programs: when family reuniﬁcation is not possible, offer coordinated short- and long-term housing options, including both rapid re-housing assistance and permanent supportive housing tailored for youth with a demonstrated need for the most intensive services
● Improving supportive crisis responses: increase local crisis housing capacity so that no young person remains unsheltered, including ﬂexible shelter responses, host homes, and other safe, low-barrier crisis housing options
● Street outreach: build relationships with youth experiencing homelessness to provide street-based services such as survival aid and resources to move youth into stable housing and prepare them for independence

Goal 3. Prevent and reduce
youth substance abuse
Opportunity Statement [xxvii, xxviii]: All children
and youth in Sacramento have access to the
supports and services they deserve to
address unhealthy patterns of substance use.

Addressing early exposure to and frequent use of substances among youth is important for healthy brain development and can prevent both short-term harm and lifelong chronic substance use disorders. Unhealthy patterns of using substances—such as nicotine, alcohol, cannabis, illicit drugs, and prescription drugs—often co-occur with mental health and wellness problems and can lead to negative impacts on educational success, including repeated absences, suspension, and expulsion; physical and mental health dangers, including driving while impaired; stressed or fractured family and peer relationships; and increased involvement with the juvenile justice system; and can also develop into substance use dependence, other chronic diseases, and contribute to social and ﬁnancial insecurities in adulthood.

The youth substance use landscape has shifted over the years. With few exceptions, use of substances continued an overall downward trend from 2020 to 2021 and largely held steady in 2022 and 2023[xxix]; however, substance use, including misuse of prescription opioids, remains a salient public health challenge.[xxx] Sacramento, like many regions across the country, continues to confront a concerning epidemic of opioid overdose deaths, including and increasingly among youth. While the opioid overdose death rate in Sacramento County is nearly equivalent to the state rate among older youth ages 20-24, the rate among youth ages 15-19 is nearly 40% higher in Sacramento County than the state overall.[xxxi] Deaths involving illicitly manufactured fentanyl, an especially potent synthetic opioid, are particularly concerning given the social media proliferation and marketing to youth of counterfeit pills that may contain fentanyl or other illicit drugs that increase overdose risk. Increases in cannabis potency, alcohol by volume, vapor products that ease access to nicotine and cannabis, and multiple substance use also mean that for youth who use, the risks of harm are higher than ever before.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 17 “[It's] unnerving to be walking through the hallway and smelling weed, or in classrooms. [It's] hard to get into the bathroom because girls are smoking and vaping...It's socially acceptable to post pics of them vaping - but why is it so accessible? School is not doing anything about it.”
- Y outh focus group participant
Biological and personality factors interact with multiple sources of life stress to place youth at unequal risk of substance use problems. Exposure to these socially based stressors, such as poverty, hunger and food insecurity, community violence and trauma, family instability, homelessness, and discrimination, is more common among youth with disadvantaged social status and those with minoritized and marginalized identities, who may be more vulnerable to unhealthy coping responses owing to the chronicity of adverse stress exposures and overwhelmed psychosocial coping resources.

Individual-level interventions, medical care, and treatment can address consequences of these socially based stressors, while upstream interventions, such as those that seek to improve the conditions in which young people live via changes in policies, housing, neighborhood conditions, and increased socioeconomic status, can reduce exposure to the social drivers of substance use vulnerability.[xxxii] II. Strategies For Investment By Fund Goal

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 18 Options for Strategies to Achieve Goal 3
The SCF supports holistic, equitable, culturally appropriate, and youth-friendly prevention, early intervention, and treatment strategies that empower youth to make their own decisions around substance use and take ownership, so that all children and youth in Sacramento have access to the supports and services they need and deserve to make healthy choices and thrive even in the face of challenges. These include:
● Screening, brief intervention, and referral to treatment: Focus on wellness-based responses, rather than disciplinary ones, that offer screening to assess the severity of use, brief interventions focused on motivational interviews to promote awareness and behavior change, and referral to treatment for unhealthy substance use and specialty care.
● Integrating harm reduction: Help youth improve their knowledge and decision-making around substance use to reduce stigmatization of use and minimize negative health, social, and legal harms, including lifesaving practices like carrying naloxone and testing substances before trying them.
● Developing positive coping skills: Empower young people with healthy coping mechanisms such as mindfulness, relaxation techniques, exercise, creative expression, and problem-solving skills, leveraging peers themselves as resources and support. ● Build youth power to address socially based stressors: Empower young people to mobilize and dismantle oppressive systems in their communities such as poverty, trauma, or lack of access to mental health services that play a role in creating vulnerability to unhealthy substance use.

II. Strategies For Investment By Fund Goal

Goal 4. Prevent and reduce
youth violence
Opportunity Statement: All children and youth
in Sacramento grow up with safety and without
the fear, threat, or reality of community
violence harming them or their loved ones.

In too many communities—especially communities of color and low-wealth communities that have long suffered from disinvestment, lack of critical services, high levels of poverty, and racial and economic segregation—gun and community violence tragically and unjustly curtail opportunities for children and youth to participate, prosper, and realize their full potential. Research shows that youth exposure to and engagement in violence can have profound negative impacts on a broad range of physical and mental health outcomes, experiencing additional or other forms of violence, and myriad challenges across the lifespan, including barriers to education, employment, and housing. These consequences contribute to the cyclical nature of violence by increasing risk factors in the environments that surround youth and removing protective factors that could promote safe, healthy, and hopeful relationships, families, and communities.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 19 “One of the issues is that for our young people, there's not a lot of options and opportunities for things to do...especially once they hit the 10-14 age range. Y ou're not just going to go to the park or if you were at the park, it isn't safe in a lot of different places. Even though now they can ride the bus for free, there's not a lot for them to do on a regular basis. Once in a while, there's an event or activity, but… during the school year, there doesn't seem to be a lot of space for that group to just be. Without that, they'll go into spaces where they can't and that'll lead to some issues.” - Caregiver focus group participant
The COVID-19 pandemic contributed to record increases in gun and community violence in cities across the country.[xxxiii] Between 2020-2022, there were 26 homicides among children ages 0-17 within the city limits compared to zero homicides from 2018-2019.[xxxiv] The health and safety burden of this violence is grossly uneven, reﬂecting the concentration of violence in speciﬁc neighborhoods and within small networks of young people who are at the center of risk for causing harm. Compared with the state overall, children and youth in Sacramento have a more than three-fold higher rate of homicide. Older youth ages 15-24 account for the largest share of these deaths, with a homicide death rate in 2022 that is nearly double the overall rate among children and youth in the city. Two in three homicides involving Sacramento’s children and youth in 2022 were among young people identiﬁed as Black or Latinx, with Black youth experiencing a homicide death rate nearly three times higher than the overall rate for children and youth in the city.[xxxv] Despite mounting recognition of violence as a preventable public health problem, the tendency to rely on reactive and punitive responses to youth violence and problem behaviors remains common. In non-violence situations where there is no public safety risk, such as classroom disruption, use of profanity, misbehavior on public transit, ﬁghting or truancy, harsh discipline policies and law enforcement-involvement can be counterproductive. Actions like school suspension or expulsion and ticketing or arrest, often push vulnerable youth away from school and employment, potentially into the juvenile justice system. This effect, particularly impacting youth with minoritized and marginalized identities, foster youth, and those with disabilities, contributes to the identiﬁed “school-to-prison pipeline. ”
II. Strategies For Investment By Fund Goal

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 20 Options for Strategies to Achieve Goal 4
The SCF supports community-directed strategies that address three key elements of violence prevention and response. First, strategies should target the unhealthy conditions that cause unequal vulnerability to violence. Second, programs should focus on those youth that are at the highest risk of violence. Finally, individual and community healing and transformation in the aftermath of violence should be centered as an important part of prevention. These strategies are intended to ensure all young people can grow up with safety and without the fear, threat, or reality of violence harming them or their loved ones. These include:
● Community-based violence intervention: Establish strong relationships and intervene with young people at the center of risk for violence, leveraging people and organizations with inﬂuence and credibility to provide:
○ Intensive life coaching and supportive services for active offenders ○ Street outreach to interrupt and mediate imminent violent conﬂicts ○ Crisis response and direct support for victims of violence ● School-based safety programming: Create school environments that are socially predictable, consistent, safe, and positive by supporting children and youth with conﬂict mediation skills and restorative justice practices rather than punitive measures. ● Workforce development and employment: Invest in improving employment outcomes, including civilian job corps, paid internships and summer jobs for youth, soft skills training, and job placement.
● Youth leadership and empowerment: Strengthen and expand civic engagement training for youth to activate their lived experiences and hone their leadership and advocacy skills.

II. Strategies For Investment By Fund Goal

Goal 5. Support the healthy
development of children
ages 0 to 5
Opportunity Statement: | All young children in
Sacramento have the care, relationships, and
resources needed to thrive and to begin school
safe, healthy, and empowered to succeed.

There is a strong body of evidence afﬁrming the importance of early childhood for every person’s future development, health, and well-being. Early childhood is marked by rapid brain development, which supports cognitive skills and is linked to physical and emotional development, including heart and lung function, digestion, immune response, and emotion regulation. This is also the time when the brain is most “plastic” or ﬂexible, allowing young children to adapt to a wide range of exposures. The ways in which development proceeds are fundamentally shaped by a child’s early environment, interactions, and experiences, especially their relationships with parents and caregivers. Stable and strong early foundations provide opportunities to affect lifelong learning, behavior, and physical and mental health.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 21 ““[There] already wasn't enough places for high-quality learning, then pandemic happened and all supports went online. [We] lost childcare centers and places where kids could go and have a half day of a good learning experience. [They are] still getting built back up; some never came back.”
- City staff focus group participant
Research identiﬁes three key factors for building stronger early foundations in children: 1) constant, responsive relationships between children and adults; 2) healthy core skills of executive function and self-regulation; and 3) low stress, especially the absence of toxic stress and adverse childhood experiences.[xxxvi] Providing resources and supports to families of young children aimed at reducing stress, developing positive parenting skills, and securing basic needs further builds the foundation for healthy development. For example, affordable, quality childcare is a critical component in achieving these goals but is in short supply in Sacramento. The median annual cost of care in Sacramento County ranges from $10,806 (for a family childcare home) to $17,073 (for a childcare center), leaving many families with young children to live in a constant, stressful scramble to ﬁnd quality care and early learning and school readiness opportunities.[xxxvii]
A child’s readiness to learn and read when they enter kindergarten is critical to lifelong learning, and can be strengthened through parent involvement, exposure to books, and quality preschool. Young children who do not have the opportunity to develop school readiness skills before entering Kindergarten continue to show gaps in learning throughout their education. Disparities that start in early school readiness are reﬂected in third grade learning; only 16% of Black children and 26% of Latinx children meet or exceeded the standard of English Language Arts, compared to 57% of White children and 51% of Filipino children.[xxxviii]
II. Strategies For Investment By Fund Goal

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 22 Options for Strategies to Achieve Goal 5
The SCF supports strategies that promote young children’s healthy development by reinforcing the capabilities and resources of parents and caregivers, so that all children ages 0-5 in Sacramento have the care, relationships, and resources they need to thrive and to begin school safe, healthy, and empowered to succeed. These include:
● Promoting early learning and school readiness: Support early childhood literacy and learning to prepare young children for early school success, such as summer school programs for children entering kindergarten and programs that provide books free of charge.
● Supporting responsive relationships: Build caregivers’ capabilities and resources to engage in supportive interaction and “sensitive caregiving, ” characterized by prompt and adequate response to a child’s signals and needs.
● Championing positive parenting skills and peer support: Support caregivers to build positive parenting skills to successfully manage the stressors of parenting young children, including home visitation programs and parent-to-parent programs. ● Providing economic supports to reduce sources of life stress: Create the conditions in which families are able and enabled to meet basic needs and build ﬁnancial assets to withstand unexpected losses or emergencies, such as cash assistance and family support navigators.
● Expanding childcare access: Provide resources and opportunities, such as tuition vouchers and navigation and enrollment support, for families to access high-quality childcare for their young children.

II. Strategies For Investment By Fund Goal

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 23 II. Strategies For Investment By Fund Goal
Cross-Cutting Considerations and Approaches
The SCF recognizes the interconnections among the ﬁve goal areas and their relationships to common barriers and enablers to positive child and youth development. Integrated strategies that can address underlying causes and provide foundational supports are therefore strongly recommended.

Regardless of the individual fund goal, successful strategies include coordination and intentional cross-system collaborations in communities and across levels of government. The SCF Commission recommends programming that includes one or more of the following cross-cutting considerations related to service provision, delivery, and access:

Service Providers | In considering who provides services, effective strategies typically are led by:
● Peers, centering youth voice: Programs engage youth in authentic partnership, centering young people as the experts and leveraging peer-to-peer models where youth can support one another.
● Caring, trusted adults: In addition to peer-to-peer approaches, programs staff caring, responsive adults who create safe spaces and are held accountable. ● People with shared experiences and identities: Programs engage trusted messengers in mentorship roles who have shared backgrounds and lived experiences as the youth and communities they serve.

Service Delivery | In considering how services are delivered, effective strategies typically are:
● T ailored to youth needs: Programs center around unique youth needs, especially those identiﬁed by youth themselves, and allow youth to ﬁnd support when, where, and in the way they need it.
● Strengths-based: Programs take an assets-driven approach and view the voices and critical insights of youth, especially impacted youth, as a necessary strength. ● Culturally responsive and linguistically ﬂuent: Programs are culturally afﬁrmative and linguistically accessible. This includes valuing and recognizing identity while building belonging. ● Trauma-informed and healing-focused: Programs center around healing and consider the impacts of trauma and traumatic stress. Offerings are restorative and non-punitive. ● Holistic with wrap-around supports: Programs prioritize wrap-around services to help young people in meeting complex needs through comprehensive and coordinated resources and supports.

Service Accessibility | In considering how young people and families utilize services, effective strategies typically are:
● Accessible: Programs are accessible to all youth, including youth with disabilities. ● Place-based: Programs are located or deeply rooted in the communities they serve and mindful of transportation access and barriers.
● Free, low-cost: Programs are offered for free or at a low-cost. When possible, programs offer stipends, compensation, or training credits for participation. ● Located in safe, trusted, neutral spaces: Programs leverage existing trusted and neutral community spaces.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 24 II. Strategies For Investment By Fund Goal
2024-2029 Strategic Investment Plan Logic Model
This Strategic Investment Plan aims to make an impact in Sacramento over the next ﬁve years by supporting children and youth to fully participate, prosper, and achieve their optimal potential. The SCF Strategic Investment Plan Logic Model in Figure 2 provides a high-level illustration of the key components of SCF implementation. It identiﬁes the "inputs" as outlined in Measure L and this plan, as well as the ﬁve fund goals under which the SCF will ﬁnance program strategies for families, children, and youth. The model shows how these programs are expected to produce positive outcomes aligned with the Citywide Youth Development Plan, and how those outcomes contribute to long-term impacts for Sacramento's children and youth. Throughout the next ﬁve years, the implementation and management of the Strategic Investment Plan should adhere to the values, social justice principles, and support and opportunity frameworks identiﬁed in the Citywide Youth Development Plan.

Figure 2. SCF Strategic Investment Plan Logic Model
SCF
INPUTS
• Measure L Funds
• SCF Grantees
• YPCEGrant
Management
• SCF Planning &
Oversight
Commission
• Sacramento Y outh
Commission
• Ongoing Community
Engagement
• Grantee Capacity
Building & Community
of Practice
• Performance
Metrics/
Y outh-Focused
Evaluation
Sacramento Children's Fund
Strategic Investment Plan Logic Model I 2024-2029
VISION: All children and youth in Sacramento, especially those most impacted by poverty, trauma, and violence, will have equitable access to the power, conditions, opportunities, and experiences that enable them to fully participate, prosper, and achieve their optimal potential.

SCF Program
GOALS
• Support the mental
health and emotional
wellness of youth
• Prevent/reduce
homelessness,
especially among
youth transitioning
out of foster care
• Prevent/reduce
youth substance
abuse
• Prevent/reduce
youth violence
• Support healthy
development of
children 0-5
City-Aligned

OUTCOMES
• Children and youth
succeed at school
• Y outh develop 21st
Century skills
• Y oung people are
active and engaged
community members
• All youth have equal
services and supports
• Families are
empowered to
engage in their
children's health
development
• Children 0-5 are
ready to learn
Long-T erm
IMPACT
Children and
youth will fully
participate,
prosper, and
achieve their
optimal potential
Citywide Y outh Development Plan & Framework for Children and Y outh Programs III. Investment Recommendations
The following recommendations[1] were developed by the SCF Commission with input from the Sacramento Youth Commission. These recommendations aim to establish an equitable, sustainable, and transparent process for using the SCF dollars to support the City of Sacramento’s children and youth. This Strategic Investment Plan assumes SCF supported programs and services will build on YPCE’s existing programs and infrastructure and align, leverage, and coordinate with other public and private resources. This plan prioritizes children and youth who are most impacted by poverty, trauma, and violence, and it will be critical for YPCE and future grantees to coordinate with schools and County systems (e.g., MediCal, Child Protective Services, Probation, Sacramento County Ofﬁce of Education, and First 5) to ensure SCF investments have maximum impact.

These recommendations follow the values outlined in the Citywide Youth Development Plan & Framework for Children and Youth Programs and underscore the importance of youth voice and the meaningful engagement of the residents of Sacramento in the planning, implementation, and evaluation of the SCF, i.e., “Nothing about us, without us. ” T aking the learnings from this ﬁrst strategic planning process, it is recommended that the City support ongoing community and youth engagement throughout the next ﬁve years of the SCF implementation.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 25 Grants for Children and Y outh Programs
The primary investment strategy is funding programs and direct services for children, youth, and their families that align with at least one of the fund goals. Given the complex needs of children and youth who are experiencing any of the ﬁve challenges outlined above, the SCF Commission encourages programs to be comprehensive, evidence-based, and innovative, addressing multiple goals as appropriate. This plan addresses the funding allocations for the next ﬁve ﬁscal years (FY24/25 through FY28/29) and includes the distribution of SCF funds accrued since FY23/24.

Grant Funding Structure
The SCF Commission recommends that funding available for grant making during the next ﬁve ﬁscal years should be structured in the following ways.

Multi-year grant cycles
The distribution of funds should be structured so that grants will be awarded through two separate competitive funding cycles.

The ﬁrst grant cycle will be for 3 years, whereby grantees will apply to a competitive RFP for up to three years of funding. Funding will be dispersed annually, contingent upon grantee performance and fund availability. Grantees in the ﬁrst funding cycle will be eligible to reapply for the second round of funding, in an open bid process.

The second grant cycle will be for 2 years, whereby grantees will apply to a competitive RFP for up two years of funding. Funding will be dispersed annually, contingent upon grantee performance and fund availability.
[1]YPCE staff will make good faith efforts to implement the recommendations made by the SCF Commission, upon approval by the City Council, recognizing operational constraints and resource needs may necessitate reasonable adaptations and ﬂexibility in implementation.

III. Investment Recommendations
Funded Grants
The primary investment strategy for the SCF is funding programs and direct services for children, youth, and their families that align with at least one of the SCF goals. Given the complex needs of the most disadvantaged children and youth, we encourage programs to be comprehensive, evidence-based, and innovative, addressing multiple goals as appropriate.

Guaranteed income grants
The SCF Commission recommends multi-year grant funds be dedicated to support one or more grantees to provide guaranteed cash transfer programming for current or former foster youth ages 18-24. T o optimize beneﬁcial outcomes and improve economic security, funded programs should follow best practice by offering all participants optional wrap-around services, such as ﬁnancial literacy courses, assistance in housing or job searches, or guidance in accessing other social safety net beneﬁt programs. Given that guaranteed cash transfer payments are meant to supplement, rather than replace, the public beneﬁts that young people may be eligible for or already receiving, public beneﬁts counseling should be provided to all participants, before and during program enrollment, so that young people can make informed decisions regarding their initial and ongoing participation. The SCF Commission recommends that 20% of each grant cycle be dedicated to providing guaranteed cash transfer programming; however, it is understood that multiple factors will impact exact percentage allocations and other grantmaking decisions, including the number and type of grant proposals eligible for funding and annual ﬂuctuations in the CBOT and the City’s General Fund.

Open grants
The SCF Commission recommends the remaining grant cycle funding be awarded to a mix of proposals providing program strategies that address the ﬁve fund goal areas. This means that each grant cycle should fund a range of programmatic strategies that complement each other and have the potential to make the greatest impact for children, youth, and their families in Sacramento. The SCF Commission recommends that these individual grants be funded at a minimum of $25,000 annually and a maximum of $500,000 annually.

Grant Criteria
SCF grant proposals should be assessed through the City’s competitive RFP and proposal selection process to ensure they are consistent with Section 120 of the Sacramento City Charter and meet the following criteria.

The following criteria are required for any SCF supported programs. 1) Goal Alignment | Align with at least one of the ﬁve fund goals. Programs that demonstrate capabilities to advance multiple fund goals may be given priority .[2] [2] Being given “priority” is not a guarantee that an application advancing multiple program goals will be awarded funding, nor does it guarantee that an applicant who receives such priority will receive funding instead of other applicants who only advance one program goal. The advancement of multiple program goals will be included in the grant application scoring matrices, along with other scoring criteria.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 26 III. Investment Recommendations
2) Most Impacted Populations | Reach children, youth, and families in the City of Sacramento who are most impacted by poverty, trauma, and violence, such as:
● Children, youth, and families who are low-income
● Children, youth, and families who are Black, Indigenous, Latino/e, Southeast Asian ● Youth or families who are unhoused
● Children and youth who identify as LGBTQ+
● Youth in or transitioning out of foster care
● Youth who are not in school or working
● Children and youth who have been involved in the juvenile or criminal legal systems ● Children and youth who are ﬁrst generation immigrants or refugees ● Children and youth with disabilities
3) Underserved Populations | Demonstrate the ability to reach and serve those children, youth, and families that are not otherwise connected to programs or services. 4) Organizational Status | Be a public agency (including the City through its ofﬁces and departments) or nonproﬁt organization with a 501(c)(3) tax exemption status.

The following criteria are preferred[3] for any SCF supported programs. 5) Priority Neighborhoods | Primarily serve youth in neighborhoods with the lowest levels of equity and/or the lowest levels of opportunity for children, as identiﬁed using the following tools:
● The Child Opportunity Index (COI) will be used to prioritize programs serving youth in neighborhoods with "very low" child opportunity.[4]
● The Sacramento Equity Explore Design (SEED) tool will be used to prioritize programs serving youth in neighborhoods in the lowest quintile on the Sacramento Equity Index, indicating the lowest levels of equity.[5],[6]
● Welfare T ax Exemption for Low Income Affordable Housing within the City of Sacramento.* 6) Citywide Youth Development Plan & Framework Alignment | Align with, and are informed by, the Citywide Youth Development Plan & Framework for Children and Youth Programs, including its values, social justice principles, and research-based supports and opportunities.[7] Speciﬁcally, the grant award criteria should include:
● Promote equity, justice, and accountability with a concerted application of resources toward those youth in greatest need.
[3] Meeting the preferred criteria does not guarantee an applicant will be awarded funding, nor does it guarantee that an applicant who satisﬁes the “preferred criteria” will receive funding instead of applicants who do meet the preferred criteria. The preferred criteria will be included in grant application scoring matrices, along with other scoring criteria. [4] The COI measures and maps the quality of resources and conditions that matter for children's healthy development in the neighborhoods where they live. The COI is a composite index comprised of 44 indicators in three domains (education, health and environment, and social and economic) and 14 subdomains.
[5] The Sacramento Equity Explore Design (SEED) Geographic Information System (GIS) T ool applies a Sacramento Equity Index by rank percentile, using the following data: People of Color, linguistic isolation, income, employment, housing cost burden, educational attainment, disability status, policing and incarceration, technology access, health insurance, neighborhood redlining information, and pollution burden. [6] “Sacramento Equity Explore Design,” The City of Sacramento, Ofﬁce of Diversity and Equity and Information T echnology-Geographic Information System, May 24 2024, https://experience.arcgis.com/experience/ed1c486357884c06877c31f1fe4ee5c1 [7] “Y outh Development Guide,” 2001.
* The Welfare T ax Exemption for Low Income Affordable Housing was added by the Sacramento City Council.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 27 III. Investment Recommendations
● Implement the Youth Development Framework practices in all program design, operations, and evaluation.
● Align, leverage, and/or coordinate with other public and private resources.[8] ● Partner with existing programs, especially small, local community-based organizations (including those who are BIPOC-led/serving and/or have an annual budget under $250,000). 7) Local | Be located in Sacramento County, including the City of Sacramento.

Allocations by Grantee Type | It is recommended that community-based organizations receive approximately 50% of programmatic grant funding* . Community-based organizations are well positioned to leverage and complement public programs, while expanding programmatic reach to children and youth most impacted by poverty, trauma, and violence, and who have not historically been served by existing programming.

Grant Selection Process
The selection of SCF grants must be based on an open, transparent, and competitive process and should align with YPCE’s current granting process. In addition, the SCF Commission makes the following recommendations to ensure a transparent and fair process, YPCE and the selection committee should:
• Conduct a robust outreach effort to inform grassroots organizations within the communities of focus about the RFP processes, especially those organizations that have not been previously funded by the City.
• Maximize competition by reducing administrative burden and promoting a diverse group of grant applicants.
• Provide technical assistance to CBOs as needed in the application process. • Include two members from the SCF Commission in the review of applications. • Implement transparent processes. Post the outcomes of the selection process on the Measure L web page within 90 days of the ﬁnalization of the RFP process.

Grant Administration with an Equity Lens
SCF grants will be managed by the City of Sacramento following existing grants management policies.

The City should review administrative processes to ensure all organizations that meet the SCF criteria outlined above can successfully apply for and meet the requirements associated with the City’s grant administration process, and speciﬁcally, that smaller community-based organizations will not be excluded by administrative requirements. In addition, the SCF Commission recommends that the City intentionally implement best practices for managing SCF grants for ensuring equitable and impactful grant-making, including:[9]
• Reduce administrative burden of grant management. Reduce administrative burden to minimize the need to use SCF for program services (e.g., streamlining proposal and reporting asks).
[8] Scoring criteria will take into account the level of matching funds or in-kind services proposed. All public agencies (other than the City) are already required to provide matching funds, so this preference will not apply to them. [9] Best Practices for grant-making and supporting CBO capacity building with an equity lens include: https://www.trustbasedphilanthropy.org/practices; https://www.changelabsolutions.org/sites/default/ﬁles/2021-9/CA_CBOs_Covid_Report_FINAL_20190908_0.pdf ; https://www.geofunders.org/resources/reimagining-capacity-building-navigating-culture-systems-power-1340 *This recommendation was modiﬁed by the Sacramento CIty Council. The original SCF commission recommendation was that CBOs receive approximately 65% of programmatic grant funding.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 28 III. Investment Recommendations
• Provide advanced payment for funding. Provide a payment of up to 50% annual grant award upon execution of the contract to ensure programs have the resources necessary to plan, staff, and execute program services in a timely manner.
• Balance trust-based practices with accountability measures, ensuring the City receives agreed upon output/outcomes data and can monitor and terminate grants, as needed. • Be responsive to emerging needs and events. Keep a pulse on local community needs and revisit investment strategies, as needed, to adapt to the changing environment. • Gather and take action on grantee feedback. Solicit feedback to support continued program improvement, year over year. Share ﬁndings with SCF Commissioners to support adjustments and improvements to the Strategic Investment Plan.
• Encourage, facilitate, and leverage collaboration, as possible. Support collaborative efforts across organizations and convene partners to creatively address shared challenges. • Prioritize efforts that demonstrate they are successfully expanding access for those youth in greatest need and the hardest-to-reach communities, including those who have not previously been engaged in services.

Management of the Sacramento Children’s Fund
Sacramento Children’s Fund management should follow the intent of Measure L and maximize its collective impact in supporting children and youth in Sacramento. Recommendations for critical aspects of the SCF management are detailed below, including: ongoing community engagement; grantee capacity building; grant and performance measurement; and an external evaluation of the Strategic Investment Plan that centers the voices of the youth and families.

Ongoing Engagement & Capacity Building
The SCF Commission recommends robust communication and engagement strategies be integrated into the management of the SCF. This engagement should take place on multiple levels within Sacramento and its communities.

Community Engagement | Culturally appropriate and accessible materials should be developed to inform and promote SCF programming within Sacramento’s priority neighborhoods and populations.

SCF community engagement should build public recognition of the Fund programming, its goals, and accomplishments, and serve to increase access to programming among those children, youth, and families, especially those that may not have been previous connected to City youth services. This ongoing community engagement should facilitate contact points and outlets for which to seamlessly gather input for the next strategic investment planning process. Special attention should be given to conducting communication and engagement through the methods and media that are most effective at reaching youth and their families.

Social, Educational, and Youth Services Engagement | The SCF Commission recommends that the SCF staff have ongoing engagement with the social service, educational, and youth-focused organizations and institutions that make up the local infrastructure for serving Sacramento’s families, children, and youth. The focus of the SCF is to serve the children and youth most impacted by poverty, trauma, and violence, and it is expected these participants of SCF programming will have complex needs and may require multiple layers of support. YPCE staff should actively engage with relevant entities, agencies, Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 29 III. Investment Recommendations
and task forces that are working towards supporting children, youth, and their families in Sacramento.

This includes school districts, libraries, and County social support agencies in order to leverage the established infrastructures, planning, and coordination of services.

Grantee Capacity Building | The SCF Commission recommends that the SCF support ongoing engagement with grantees as valued partners in serving the children, youth, and families of Sacramento. Ongoing grantee engagement should facilitate coordination, alignment, leveraging, and collaboration across SCF-funded programs focused on shared challenges and opportunities through mutually reinforcing activities, continuous communication, and a backbone system of support.

Grantees should be provided with resources to build and sustain their administrative and programmatic capacity with the intention of maximizing their individual and collective effectiveness in supporting children, youth, and their families in Sacramento. The SCF Commission recommends coordinating an ongoing grantee community of practice to include trainings, strategic organizational support, networking, and sharing of best practice around the fund goal areas, as well as holding a grantee convening at least annually. This ongoing engagement with grantees is critical in identifying ongoing and emergent issues impacting children and youth in Sacramento and increasing the effectiveness of grantees to develop creative and collaborative solutions for addressing them in concert.

SCF Measurement and Evaluation
Monitoring and measuring the work and impacts of the SCF will be integral to providing data for continuous improvement and grantee learning regarding how to best serve the families, children, and youth of Sacramento. In addition to measuring the work of the individual grantees’ programs, it will be important to learn from this inaugural Strategic Investment Plan and the overall impact of the SCF for Sacramento.

Grantee Performance and Outcome Measurement
The SCF Commission recommends that SCF grantee requirements align with YPCE’s grantee performance measurement process and their Citywide Youth Development Plan and Framework to reduce the need for a parallel measurement system and to ensure transparency in achieving citywide outcomes. The YPCE grant team will routinely review key performance indicators such as the selection of CBOs, recruitment and enrollment of intended youth, services provided, progress on program benchmarks, and feedback from participants, CBOs, caretakers and parents, and the community.

Performance measurement results should inform any technical assistance required to support the success and sustainability of funded programs. YPCE will work with grantees to identify strategy-speciﬁc indicators that contribute to the city-aligned outcomes, ensuring that these indicators are feasible to collect and can measure change over the course of the grant period.

In addition to grant-level outcome measures, initiative-wide indicators should also be measured and reported to track how SCF are advancing the Citywide Youth Development Plan and Framework.

When available, these indicators should be disaggregated to highlight the status of those most impacted by poverty, trauma, and violence.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 30 III. Investment Recommendations
Youth-Focused External Evaluator
In addition to YPCE’s grantee performance measurement process, the SCF Commission recommends that the City use available administrative resources to hire an external evaluation contractor to evaluate the implementation and outcomes of this ﬁve year Strategic Investment Plan as a whole. This approach is crucial for understanding the collective impact of SCF programming and informing the next plan. This contractor should have demonstrated experience conducting evaluations in a manner that is culturally competent, trauma informed, and centers the experience of children, youth, and their families in its assessment of initiatives.

The Sacramento Citywide Youth Plan explicitly centers youth voice and provides opportunities for input, decision-making, and leadership. As a requirement, the evaluator should have experience integrating youth voice into evaluation processes (e.g., using a youth evaluation advisory board, implementing Youth Participatory Evaluation, conducting Photovoice, etc.) and experience working with Sacramento communities. The evaluation design should utilize creative and effective approaches to measure the overall implementation of the SCF Strategic Investment Plan, including alignment to the vision, values and strategies recommended, such as the quality and level of community and youth engagement, and success in reaching and serving those youth that have the greatest needs, reducing disparities in access and outcomes, and applying a racial equity lens to the implementation.

Estimated Funds Available
The amount of budget available for the SCF is expected to vary annually, with cannabis sales and revenue generated from the City’s resulting Cannabis Business Operation T ax (CBOT). The annual budgets available for this Strategic Investment Plan are estimated below in T able 1. These estimates are based upon the SCF allocation from the 23/24 CBOT revenue and do not account for annual accrued interest or potential roll-over of unspent funds.

T otal Estimated Fund | This Strategic Investment Plan covers the ﬁscal years 24/25 to 28/29, with the allocation from ﬁscal year 23/24 also being available for the SCF. The SCF will have an estimated total budget of approximately $44 million dollars.

Administrative Expenses | Measure L takes into account the expenses needed to administer the SCF, including “strategic planning, grant making, grants management, data collection and evaluation, technical assistance, organizational capacity-building, communications, community engagement, and service performance and impact evaluation. ” Measure L limits the amount of funds available to the City to cover these administrative costs associated with managing the SCF. More resources are allocated to administrative costs in the ﬁrst two years of the SCF in order to establish stafﬁng, administrative processes, and facilitate the strategic investment planning process. The mandated cap on using the SCF for administrative purposes per year includes the following: (2023-24) maximum of 20%; (2024-25) maximum of 15%; and (2025-26 and beyond) maximum of 10%. The SCF will have an estimated total budget of about $5.7 million dollars to cover administrative expenses over the course of this Strategic Investment Plan.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 31 III. Investment Recommendations
During this investment period, the SCF will support three full-time staff that will be housed in YPCE and include one Program Specialist and two Administrative Analysts. In order to ensure that this plan is fully implemented—including providing ongoing community engagement, grantee capacity building, and a youth-focused evaluation—administrative expenses should be used to cover the cost of external consultants as needed.

T able 1 | Recommended SCF Allocation by Expenses and Available Budget Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 32 Fiscal Y ear T otal Estimated
Fund
Administrative
Expenses
(% of T otal)
Multi-Y ear Grants
T otal
Funding
Guaranteed
Income Grants
(20%)
Open Grants
(80%)
23/24 $8,786,500 $1,757,300 (20%) $7,029,200 $1,405,840 $5,623,360 24/25 $8,786,500 $1,317,975 (15%) $7,468,525 $1,493,705 $5,974,820 25/26 $8,786,500 $878,650 (10%) $7,907,850 $1,581,570 $6,326,280 26/27 $8,786,500 $878,650 (10%) $7,907,850 $1,581,570 $6,326,280 27/28 $8,786,500 $878,650 (10%) $7,907,850 $1,581,570 $6,326,280 TOTAL $43,932,500 $5,711,225 (13%) $38,221,275 $7,644,255 $36,903,300 *Note: estimated annual totals from General Fund/CBOT are for illustration purposes only.

Multi-Year Grants | The majority of the SCF funding is budgeted to fund competitive grants that provide services to families, children and youth. Over the course of this investment period, it is estimated that $38 million dollars will go directly to multi-year grants (or 87% of the total fund). The SCF Commission recommends that approximately 20% of these annual grant funds be reserved for funding guaranteed basic income grants for foster youth. It is estimated that the SCF will provide approximately $7.6 million dollars over the next ﬁve years for guaranteed basic income programs. The remaining funds are recommended to go to open grants for programming that address the ﬁve SCF fund goals. This will amount to an estimated $37 million dollars for child and youth programs and services.

IV. Commission Oversight & Public Accountability
As an important component of this Strategic Investment Plan implementation, the SCF Commission recommends the City provides timely and ongoing updates to both the SCF Commission and the Sacramento Youth Commission. These updates should include but not be limited to:
● The status of SCF grant management process;
● Changes in the forecasted or actual contributions of the fund resulting from the CBOT; ● Planned and implemented engagement with grantees and community members; and ● Emerging issues impacting the health and wellbeing of children and youth in Sacramento.

Speciﬁc data and reporting requirements are outlined below. All updates and reports should be presented in accessible and digestible formats in order to provide maximum transparency to the Commissions, the public, and especially non-technical audiences.

Annual Service Performance Reporting
Measure L stipulates that the City will develop an annual report evaluating all services funded by the Sacramento Children’s Fund, assessing those services’ performance and progress toward youth outcome metrics established in this Strategic Investment Plan. These annual reports should include the following content.

Summary of Funding Cycle | At the conclusion of each funding cycle, YPCE will update the Commission with a summary of funding that includes a list of all organizations/agencies receiving grants, including:
a) Name of organization, b) SCF outcomes proposal is intended to address, c) Neighborhood and population of focus of proposal, d) Amount of funding requested, and e) If awarded, amount and period of funding.

Financial Reporting | On an annual basis, YPCE staff will provide a ﬁnancial update to the SCF Planning and Oversight Commission. Updates should include:
● Status of expenditures (i.e., administration, grant spending, allocation of grant spending) ● Status of grantee and contractor contracts/budgets
● Estimated amount of total funding for new ﬁscal year from CBOT ● Estimated amount of administrative budget
● Estimated amount available for multi-year and guaranteed basic income allocations ● Estimated amount of interest/roll over from previous year balance Summary of Grantee Performance Metrics | YPCE will provide an annual summary of performance metrics from SCF’s multi-year grantees. At a minimum, this summary should include: a) total number of youth, children, and families served, c) types of services and programming received, d) how the program participants have been identiﬁed as those that are most impacted by poverty, violence, or trauma; and e) resident neighborhoods of those being served.

Summary of Fund Implementation, Engagement & Evaluation Activities | YPCE staff, in collaboration with the engagement and evaluation contractors, will provide at a minimum, annual updates that will include: a) summary of SCF engagement and youth-focused evaluation activities, including the number of participants/grantees and communities represented; b) summary of evaluation activity, including proﬁles of programs, demonstrating the impact that they are having on Sacramento’s children and youth.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 33 IV. Commission Oversight & Public Accountability
Y outh Impact Evaluation Reporting
In addition to annual reports, Measure L mandates that the City produce evaluation reports at the three and ﬁve year mark of the investment period. In addition to assessing progress in program performance and youth outcome metrics, the SCF Commission recommends that the City work with an external evaluator to assess the implementation of the SCF Strategic Investment Plan, including how well the City’s grant management practices and the community engagement aligns with the objectives of Measure L and the recommendations in this plan. 3-Year Evaluation Report | This report will include an evaluation summary of the implementation and outcomes of the 5-year Strategic Investment Plan at Year 3. This report should include an assessment of grantee progress in providing programming and their measured outcomes for the children and youth most impacted by poverty, violence, and trauma. In addition, the evaluation should assess how well the implementation of the SCF is aligned with the recommendations within this Strategic Investment Plan through an equity lens. The purpose of the 3-year report will be to update the Commissions on the status of the SCF, provide actionable feedback to the grantees and City that support improvements to processes and programming, provide recommendations for modifying the SCF funding in the remaining two-years, if needed, and provide data to inform the next cycle of strategic planning for the SCF.
5-Year Youth Impact Evaluation Report | This report will document the achievements and impacts across the 5-year Strategic Investment Plan funding period to assess the impact of the SCF for the City and Sacramento, and those children and youth most impacted by poverty, violence, and trauma. This report should include an assessment of the community engagement activities and how well the implementation of the Strategic Investment Plan reﬂects the objectives of Measure L. The purpose of this report is to inform the public on the progress of the SCF and highlight the impact on the children, youth, and families that beneﬁted from SCF supported programs and services.

Commission Review
The SCF Commission, in consultation with the Sacramento Youth Commission, will provide ongoing oversight to the implementation of the fund. The Commissions should hold at least one joint meeting per year speciﬁcally to review and accept the Annual Service Performance Reports as well as the Youth Impact Evaluation Reports. The Commissions will make recommendations to the City Council as a result of its review of reports. It is recommended that the SCF Commission start the process of creating the next Strategic Investment Plan in January 2028, after the review of the Year 3 Evaluation Report ﬁndings. For the purposes of planning the next Strategic Investment Plan, the SCF Commission should hold monthly meetings and hold multiple joint meetings with the Youth Commission to ensure they are actively engaged in the planning process.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 34 APPENDIX, T able 1
Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 35 Census T racts, Districts, Zip Codes, and Neighborhoods with Sacramento Equity Index of 0-20 and/or COI “Very Low”
SEED
Rank
SEED Rank
Percentile
COI
“V ery
Low”
Census T ract District Zip Code Neighborhood
1 0.66 Y es Census T ract 37 5 95820 South Oak Park, North City Farms, Central Oak Park
2 1.32 Y es Census T ract 65.01 2 95838 Del Paso Heights 3 1.97 Y es Census T ract 69.02 2 95815 Old North Sacramento, Noralto 4 2.63 No Census T ract 28 5 95817, 95820 Central Oak Park 5 3.29 Y es Census T ract 44.01 6 95820 Lawrence Park
6 3.95 Y es Census T ract 68.01 2 95815 Richardson Village, Noralto 7 4.61 Y es Census T ract 66 2 95815, 95838 Hagginwood, South Hagginwood, Old North Sacramento
8 5.26 Y es Census T ract 44.02 5 95820 South Oak Park
9 5.92 Y es Census T ract 47.02 6 95823 N/A
10 6.58 Y es Census T ract 63 2 95815, 95838 Cannon Industrial Park, Hagginwood, South Hagginwood
11 7.24 Y es Census T ract 50.02 5 95823, 95828 Parkway 12 7.89 Y es Census T ract 67.04 2 95838 Robla
13 8.55 Y es Census T ract 96.40 8a 95823 Valley Hi / North Laguna 14 9.21 Y es Census T ract 49.07 5 95823 Parkway
15 9.87 Y es Census T ract 43.02 8, 7 95832 Meadowview
16 10.53 No Census T ract 69.01 2 95815 Woodlake, Johnson Business Park, American River Parkway, Erikson
Industrial Park
17 11.18 No Census T ract 53.01 4 95811, 95814,
95816
Southern Paciﬁc / Richards, Dos Rios
T riangle, East Sacramento
18 11.84 Y es Census T ract 46.04 6 95824 N/A
19 12.50 Y es Census T ract 68.02 2 95815 Noralto, Old North Sacramento, South Hagginwood
20 13.16 No Census T ract 7 4 95814 Downtown, Old Sacramento 21 13.82 Y es Census T ract 74.13 2 95821, 95660 Del Paso Park 22 14.47 Y es Census T ract 48.02 6 95828 Glen Elder
23 15.13 Y es Census T ract 45.02 5 95823 Parkway
24 15.79 Y es Census T ract 62.02 2 95815, 95821 Ben Ali, Swanston Estates 25 16.45 Y es Census T ract 32.04 6 95824 Avondale, Fruitridge Manor 26 17.11 Y es Census T ract 32.02 6 95824 Fruitridge Manor 27 17.76 Y es Census T ract 42.02 8 95822, 95832 Meadowview 28 18.42 Y es Census T ract 45.01 5 95824 South City Farms 29 19.08 Y es Census T ract 68.03 2 95815 Willis Acres, Noralto 30 19.74 Y es Census T ract 55.02 2 95815, 95825 Swanston Estates, Ben Ali, Arden Fair, Erikson Industrial Park
Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 36 31 20.39 Y es Census T ract 48.01 6 95828 Southeast Village, Glen Elder 32 21.05 Y es Census T ract 49.06 5 95823 Parkway
33 21.71 Y es Census T ract 64 2 95838 East Del Paso Heights, Village Green, Parker Homes, Raley
Industrial Park
34 22.37 Y es Census T ract 47.01 6 95823 N/A
35 23.03 Y es Census T ract 41 5 95822 Woodbine, Brentwood 36 23.68 Y es Census T ract 32.03 6 95824 Southeast Village, Glen Elder 37 24.34 Y es Census T ract 67.05 2 95838 Norwood T ech, Oak Knoll, Johnston Heights, Strawberry
Manor
39 25.66 Y es Census T ract 49.09 5 95823 Parkway
40 26.32 Y es Census T ract 46.03 6 95824 Fruitridge Manor 42 27.63 Y es Census T ract 70.01 3, 2, 1 95833, 95384 Gardenland, South Natomas, American River Parkway
43 28.29 Y es Census T ract 70.22 3 95834 South Natomas 46 30.26 Y es Census T ract 42.03 8 95822, 95832 Meadowview 47 30.92 Y es Census T ract 96.34 5 95823 Valley Hi / North Laguna 51 33.55 Y es Census T ract 49.08 5 95823 Parkway
53 34.87 Y es Census T ract 52.01 6 95819, 95826 CSUS, College T own 55 36.18 Y es Census T ract 67.03 1 95838 Glenwood Meadows, Pell/Main Industrial Park
57 37.50 Y es Census T ract 49.10 5 95823 Parkway
61 40.13 Y es Census T ract 43.01 8 95832 Meadowview
62 40.79 Y es Census T ract 70.21 3 95834 South Natomas 67 44.08 Y es Census T ract 49.04 5 95823 Parkway
68 44.74 Y es Census T ract 96.33 8 95823 Valley Hi / North Laguna 96 63.16 Y es Census T ract 70.24 3 95833 South Natomas, River Gardens 77 50.66 Y es Census T ract 67.06 2 95838 West Del Paso Heights, Norwood I-80
APPENDIX, T able 1 cont.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 37 Endnotes
[i] “Land Acknowledgment” , Sacramento Native American Health Center (SNAHC), n.d. https://www.snahc.org/wp-content/uploads/2021/10/Sacramento-Land-Acknowledgment.pdf. [ii] “Land Acknowledgement. ” The Association of Ramaytush Ohlone, n.d. https://www.ramaytush.org/land-acknowledgement.html. [iii] Noelke, C., McArdle, N., DeVoe, B., Leonardos, M., Lu, Y., Ressler, R.W., & Acevedo-Garcia, D. 2024. “Child Opportunity Index 3.0 T echnical Documentation. ” 2024. https://www.diversitydatakids.org/child-opportunity-index. [iv] “Sacramento Equity Explore Design, ” The City of Sacramento, Ofﬁce of Diversity and Equity and Information T echnology-Geographic Information System, 2024, https://experience.arcgis.com/experience/c34d9a1597cf426086fbd7e8dea7016c. [v] “Poverty Status in the Past 12 Months” , United States Census Bureau, Accessed July 2024:
https://data.census.gov/table/ACSST5Y2022.S1701?q=poverty%20in%20Sacramento%20city. [vi] Webster, D, et al. “CCWIP Reports. ” California Child Welfare Indicators Project (CCWIP), 2024. https://ccwip.berkeley.edu/childwelfare/reports/PIT/MTSG/r/ab636/s. [vii] “Public Dashboards” , The California School Climate, Health, and Learning Survey (CalSCHLS), 2023. https://calschls.org/reports-data/public-dashboards/f882f1e2-dfc0-4448-b90b-f49cef6e6d3f/. [viii] “EpiCenter: California Injury Data Online, ” California Department of Public Health, Injury and Violence Prevention Branch, 2023. https://skylab4-dev.cdph.ca.gov/epicenter/
[ix] “2024 Homelessness Point-in-Time Count Results” , Sacramento Steps Forward, 2024. https://sacramentostepsforward.org/wp-content/uploads/2024/06/PIT-Report-2024-06-04-Final-with-Cover.pdf [x] “2024 Homelessness Point-in-Time Count Results” , Sacramento Steps Forward, 2024. https://sacramentostepsforward.org/wp-content/uploads/2024/06/PIT-Report-2024-06-04-Final-with-Cover.pdf [xi] “Public Dashboards” , The California School Climate, Health, and Learning Survey (CalSCHLS), 2023. https://calschls.org/reports-data/public-dashboards/f882f1e2-dfc0-4448-b90b-f49cef6e6d3f/. [xii] “Fentanyl Deaths, Sacramento County, ” Sacramento County Coroner, Accessed: April 2024, https://www.arcgis.com/apps/dashboards/0661fb44435b4611bf52be84708c4591. [xiii] “EpiCenter: California Injury Data Online, ” California Department of Public Health, Injury and Violence Prevention Branch, 2023. https://skylab4-dev.cdph.ca.gov/epicenter/.
[xiv] “Public Dashboards” , The California School Climate, Health, and Learning Survey (CalSCHLS), 2023. https://calschls.org/reports-data/public-dashboards/f882f1e2-dfc0-4448-b90b-f49cef6e6d3f/. [xv] “Sacramento County Trend Report” , First Five Sacramento, n.d. https://ﬁrst5sacramento.saccounty.gov/Results/Pages/SacramentoCountyTrend.aspx. [xvi] “Child Care Data T ool” , California Child Care Resource and Referral Network, 2021. https://rrnetwork.org/research/child-care-data-tool.
[xvii] “EpiCenter California Injury Data Online” , California Department of Public Health (CDPH), 2010. https://epicenter.cdph.ca.gov/. [xviii] “2022 National Survey on LGBTQ Youth Mental Health California” , The Trevor Project, 2022. https://www.thetrevorproject.org/wp-content/uploads/2022/12/The-Trevor-Project-2022-National-Survey-on-LGBTQ-Youth-Menta l-Health-by-State-California.pdf.
[xix] “Poverty Status in the Past 12 Months” , United States Census Bureau, Accessed July 2024:
https://data.census.gov/table/ACSST5Y2022.S1701?q=poverty%20in%20Sacramento%20city. [xx] “Promoting Mental Health and Wellbeing in Schools” , CDC. https://www.cdc.gov/healthyyouth/mental-health-action-guide/pdf/DASH_MH_Action_Guide_508.pdf. [xxi] “California to help provide housing for homeless youth across 52 counties” , Governor Gavin Newsom, 2024. https://www.gov.ca.gov/2024/07/02/california-to-help-provide-housing-for-homeless-youth-across-52-counties/. [xxii] “Housing Instability for Young People and Families: New Data, Longstanding Inequities, ” The Anna E Casey Foundation (AECF), 2024. https://www.aecf.org/blog/prioritizing-housing-security-for-young-people-and-families-during-the-pand. [xxiii] “You Count – California Youth Homeless Data” , California Homeless Youth Project, 2024. https://experience.arcgis.com/experience/7227e954a08a4d2cb990949aa029275d/. [xxiv] “Unaccompanied Homeless Youth (Point-in-Time Count), by Age Group and Shelter Status” , KidsData, 2022. https://www.kidsdata.org/topic/1839/homeless-youth-pit/table#fmt=2329&loc=2,344&tf=160&ch=1122,487,1388,1325,1326,1327 &sortColumnId=0&sortType=asc.
[xxv] “Youth and Young Adults” , National Alliance to End Homelessness, 2023. https://endhomelessness.org/homelessness-in-america/who-experiences-homelessness/youth/.

Sacramento Children’s Fund Strategic Investment Plan 2023/24-2028/29 | Page 38 Endnotes (Continued)
[xxvi] “Promoting Mental Health and Wellbeing in Schools” , CDC. https://www.cdc.gov/healthyyouth/mental-health-action-guide/pdf/DASH_MH_Action_Guide_508.pdf. [xxvii] “We Elevate California” , Elevate Youth California. https://elevateyouthca.org/about/. [xxviii] “HCS News Release” , HCS, 2024. https://www.dhcs.ca.gov/formsandpubs/publications/oc/Pages/2024/24-14-EYC-4-10-24.aspx. [xxix] “Reported drug use among adolescents continued to hold below pre-pandemic levels in 2023, ” National Institute on Drug Abuse, Accessed: July 2024,
https://nida.nih.gov/news-events/news-releases/2023/12/reported-drug-use-among-adolescents-continued-to-hold-below-pre-pand emic-levels-in-2023.
[xxx] California Overdose Surveillance Dashboard, California Department of Public Health, Accessed: April 2024, https://skylab.cdph.ca.gov/ODdash/?tab=CTY.
[xxxi] California Overdose Surveillance Dashboard, California Department of Public Health, Accessed: April 2024, https://skylab.cdph.ca.gov/ODdash/?tab=CTY.
[xxxii] Amaro H, Sanchez M, Bautista T, Cox R. “Social vulnerabilities for substance use: Stressors, socially toxic environments, and discrimination and racism” , Neuropharmacology. 2021 doi: 10.1016/j.neuropharm.2021.108518. [xxxiii] “Gun Violence and COVID-19 in 2020, ” Everytown for Gun Safety Support Fund, Accessed: May 2024, https://everytownresearch.org/report/gun-violence-and-covid-19-in-2020-a-year-of-colliding-crises/. [xxxiv] “Data from 2020-2022” , California Department of Public Health, Injury and Violence Prevention Branch, 2023. https://skylab4.cdph.ca.gov/epicenter/.
[xxxv] “Data from 2020-2022” , California Department of Public Health, Injury and Violence Prevention Branch, 2023. https://skylab4.cdph.ca.gov/epicenter/.
[xxxvi] “Three Principles to Improve Outcomes for Children and Families, ” Center on the Developing Child at Harvard University, 2021, https://developingchild.harvard.edu/resources/three-early-childhood-development-principles-improve-child-family-outcomes/#stren gthen-skills; “What Are Adverse Childhood Experiences?” First 5 California, n.d. https://www.ﬁrst5california.com/en-us/articles/what-are-adverse-childhood-experiences/. [xxxvi] “Annual Cost of Child Care, by Age Group and Facility Type, Sacramento County, ” KidsData, powered by PRB, Accessed: August 2024,
https://www.kidsdata.org/topic/1849/child-care-cost/table#fmt=3094&loc=344&tf=141&ch=984,985,222,223&sortColumnId=0&so rtType=asc.
[xxxviii] “English Language Arts/Literacy and Mathematics, Sacramento City Uniﬁed, ” California Assessment of Student Performance and Progress, 2022-2023,
https://caaspp-elpac.ets.org/caaspp/DashViewReportSB?ps=true&lstT estYear=2023&lstT estType=B&lstGroup=5&lstSubGroup=76& lstGrade=3&lstSchoolType=A&lstCounty=34&lstDistrict=67439-000&lstSchool=0000000&lstFocus=a.

SACRAMENTO CHILDREN’S FUND (SCF)

REQUEST FOR PROPOSALS (RFP)

GRANT PERIOD: January 1, 2025 through June 30, 2028
RFP RELEASED ON: November 6, 2024
RFP CLOSES ON: December 6, 2024 at 5 p.m. PDT

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CONTENTS
OVERVIEW .................................................................................................................................................... 4 GRANT INFORMATION ................................................................................................................................. 5 SUBMISSION INSTRUCTIONS ..................................................................................................................... 5 BACKGROUND ............................................................................................................................................. 5 FUNDING ALLOCATIONS ................................................................................................................................ 7 GRANT PERIOD ............................................................................................................................................. 7 ELIGIBLE APPLICANTS .............................................................................................................................. 7 PAST PERFORMANCE .............................................................................................................................. 8 NUMBER OF APPLICATIONS ............................................................................................................................. 8 FUND GOAL ALIGNMENT ............................................................................................................................ 8 USE OF FUNDS ............................................................................................................................................. 11 MATCH REQUIREMENT .................................................................................................................................. 12 AUDITED FINANCIAL STATEMENTS .................................................................................................................. 12 PAYMENT METHOD ...................................................................................................................................... 13 GRANT REQUIREMENTS .............................................................................................................................. 13 GRANT AGREEMENT.................................................................................................................................... 13 REPORTING REQUIREMENTS .......................................................................................................................... 14 RFP PROCESS OVERVIEW ........................................................................................................................... 15 CONFIRMATION OF RECEIPT OF PROPOSAL .................................................................................................... 15 DISQUALIFICATION ...................................................................................................................................... 15 PROPOSAL RATING PROCESS ........................................................................................................................ 16 SUMMARY OF KEY DATES ............................................................................................................................. 16 FUNDING INFORMATION ........................................................................................................................... 17 PRIORITY POPULATIONS ................................................................................................................................ 17 FUNDING STRATEGIES BY FUND GOAL .................................................................................................... 17 Goal Area 1: Support the mental health and emotional wellness of youth ....................................... 17 Goal Area 2: Prevent and reduce youth homelessness .............................................................. 18 Goal Area 3: Prevent and reduce youth substance abuse ........................................................ 18 Goal Area 4: Prevent and reduce youth violence ....................................................................... 19 Goal Area 5: Support the healthy development of children ages 0 to 5 .................................. 20 SCORING PROCESS OVERVIEW ................................................................................................................ 21 RATING FACTORS AND MAXIMUM POINTS ..................................................................................................... 21 PREFERENCE POINTS .................................................................................................................................... 21 SCORING RUBRIC ....................................................................................................................................... 23 EVALUATION OF PROPOSAL ......................................................................................................................... 24 PROPOSAL INSTRUCTIONS......................................................................................................................... 25 PROPOSAL SUBMISSION PROCESS AND TIPS ..................................................................................................... 25 APPLICATION CHECKLIST ............................................................................................................................. 26

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ORGANIZATION AND PROPOSAL COVER PAGE ..................................................................................... 27 NARRATIVE ................................................................................................................................................. 27 UNIVERSAL NARRATIVE QUESTIONS ................................................................................................................. 27 Program or Project summary ........................................................................................................... 27 Organization Background ............................................................................................................... 27 Program/Project Design ................................................................................................................... 27 ACTIVITY PROJECTIONS TABLE ...................................................................................................................... 28 FUND GOAL SPECIFIC NARRATIVE QUESTIONS ....................................................................................... 28 PROJECT SPECIFIC NARRATIVE QUESTIONS (IF APPLICABLE) ..................................................................... 28 OUTCOMES AND IMPACT ............................................................................................................................. 28 BUDGET TABLE AND BUDGET NARRATIVE ................................................................................................. 28 BUDGET TABLE ............................................................................................................................................ 29 BUDGET NARRATIVE .................................................................................................................................... 29 PREFERENCE POINTS (OPTIONAL) ............................................................................................................. 29 ATTACHMENT 1: ORGANIZATION AND PROPOSAL COVER PAGE ....................................................................... 30 ATTACHMENT 2: PROPOSAL NARRATIVE ........................................................................................................ 32 ATTACHMENT 3: ACTIVITY PROJECTIONS TABLE ........................................................................................ 37 ATTACHMENT 4: BUDGET TABLE ..................................................................................................................... 40 ATTACHMENT 5: BUDGET NARRATIVE ............................................................................................................. 45 ATTACHMENT 6: PREFERENCE POINTS (OPTIONAL) .......................................................................................... 46 EXHIBIT A: SEED/COI TOOL OPPORTUNITY NEIGHBORHOODS ........................................................................ 48 OTHER CITY RIGHTS AND DISCLOSURES ................................................................................................... 51 GENERAL SERVICE REQUIREMENTS ................................................................................................................ 51 CONFLICT OF INTEREST ................................................................................................................................. 52 TERMS AND CONDITIONS OF AGREEMENT ...................................................................................................... 52 ACCEPTANCE OR REJECTION OF RFP PROPOSALS ......................................................................................... 52 CONFIDENTIALITY ........................................................................................................................................ 53 RESERVATIONS AND RIGHTS BY THE CITY OF SACRAMENTO ............................................................................... 53 APPENDIX A: GRANT AGREEMENT SAMPLE ............................................................................................. 55

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OVERVIEW
The Sacramento Children’s Fund (SCF) is seeking program proposals from non-profit organizations and public agencies to provide services to children and youth in Sacramento, California. The City will allocate funding as outlined in the SCF Strategic Investment Plan (SIP) to support programming taking place between January 1, 2025 - June 30, 2028. The City intends to award SCF funds to a portfolio of programs and projects most likely to target the children and youth (aged birth – 24 years) most impacted by poverty, trauma, and violence.

All applicants are strongly encouraged to read the Strategic Investment Plan in addition to this RFP before starting the application process.

Grants awarded through this Request for Proposals (RFP) will be for up to 3.5 years with an initial one- and a half year funding period from January 1, 2025 - June 30, 2026, and up to two additional one-year funding periods available from July 1, 2026 - June 30, 2027, and July 1, 2027 – June 30, 2028. Renewals will be based upon performance review and fund availability.

Successful applicants will offer programs and services that advance the goals outlined in the SIP.

Therefore, all applicants are strongly encouraged to read the SIP in addition to this RFP before starting the application process. The Sacramento Children’s Fund will release a separate RFP for Guaranteed Basic Income (GBI) in Spring 2025. Applicants proposing GBI programming should wait to apply in the Spring.

The SCF is funded via the City’s General Fund, calculated by an annual allocation of 40% of Local Cannabis Business Tax (CBOT) revenue. Estimated annual allocations will total $8-10 million and will fund programs and services through an open, transparent, and competitive grant process. Funding will be available to non-profit and government agencies only – no funding will be provided to for-profit entities.

All final awards are subject to City Council Approval.

As a result of this RFP, the City anticipates distributing approximately $17.9 million to Community- Based Organizations (CBOs) and public entities.

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GRANT INFORMATION

SUBMISSION INSTRUCTIONS
Prospective applicants should review this RFP in full, which includes all information necessary to prepare the application before beginning the proposal submission process.

Proposal Submittal Deadline Date and Time: Applicants must submit proposals electronically via the City’s online portal, Grant Management System by 5 p.m. PDT on December 6, 2024.

Proposals that are mailed, e-mailed, or faxed will not be accepted. Proposals not received by the Proposal Submittal Deadline are late and will not be considered.

We strongly encourage you to submit your proposal well in advance of the deadline to avoid submitting late due to unforeseen technical issues.

Deadline for Questions: Applicants may submit questions online through the GMS portal. Please click on the "Questions" tab of the GMS portal homepage to submit a question or review questions and answers for this RFP. To ensure open and equitable access to grant information, all questions must be posted there. The City will make its best effort to answer questions within 24-72 hours. The City will accept questions until 5 p.m. PDT on November 22, 2024. Thereafter, staff will publish answers to all questions received by 5 p.m. PDT on November 29, 2024.

Optional Bidder’s Conference: Interested applicants are strongly encouraged to use the Q&A function on GMS (outlined above) to ask questions up until the deadline. However, the City of Sacramento will host one optional Bidder’s Conference on November 14, 2024, at 11 a.m. PDT to provide an overview about the RFP process and answer questions. No preference will be given to applicants who attend. You may register here
.

Staff Contact: For technical support or help using the GMS, send an email to City staff at [email protected].

BACKGROUND
The Sacramento Children’s Fund (Measure L)
In November 2022, after years of youth-led community organizing and advocacy, voters in the City of Sacramento approved the Sacramento Children and Youth Health and Safety Act. Also known as Measure L, this Act established the Sacramento Children’s Fund (SCF or “the Fund”) as a dedicated stream of sustained funding to support positive youth development and youth violence prevention programs for Sacramento children and youth less than 25 years of age.

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Strategic Investment Plan
The Sacramento Children’s Fund’s current Strategic Investment Plan is structured around the five fund goals and outlines various strategies to achieve the desired outcomes for each goal, prioritizing methods that address the specific needs and experiences of children and youth most affected by poverty, trauma, and violence. The strongest applications will align with and reference the Strategic Investment Plan.

Mission, Vision, and Guiding Principles
Mission Statement:

The SCF provides a dedicated stream of sustained funding to support positive youth development and youth violence prevention programs for Sacramento’s children and youth from birth to age 24.

Vision Statement:

Guiding Principles:

City of Sacramento Racial Equity Statement
The City of Sacramento affirms racial equity as a core value in which race does not affect life outcomes.

We acknowledge historical racial inequities and are committed to transparent, deliberate, and actionable solutions that will remedy those inequities and serve all our diverse communities.

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FUNDING ALLOCATIONS
The following table provides a summary of projected funding allocations by grantee type, based on an estimated total of $8.7 million annually. The table reflects estimated funding post administrative costs and a 20% allocation to Guaranteed Basic Income. Please refer to Sacramento Children’s Fund Strategic Investment Plan for more information, which can be found on the City’s Measure L website.

Please note: the City will conduct a separate procurement process for Guaranteed Basic Income (GBI) funds in the Spring of 2025.

The total estimated funding for this RFP is $17.9 million dollars, with approximately 50% allocated to CBOs and 50% allocated to the City and non-City public entities.

GRANT PERIOD
Applicants can apply for up to three and a half years of funding to support programs and services that advance the goals of the SCF. Grant funded programs may begin as early as January 2025. After an initial

1.5-year funding period (January 1, 2025 - June 30, 2026), funding will be renewed annually, contingent upon grantee performance, contract compliance, and fund availability (see Reporting Requirements pg.14).

Grantees will not receive their first disbursement of funds until the contract is fully executed; meaning all required information and documents, including insurance requirements, must be satisfied before the program can commence. Fund disbursement is not immediate or automatic; the process includes several steps and takes time. Grantees should be prepared to wait up to 8 weeks after agreement execution before any funds are disbursed and plan accordingly.

ELIGIBLE APPLICANTS
All eligible applicants shall:

 Have an organizational budget at or above $50,000 in the current or most recent fiscal year;

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 Have at least one year of experience providing direct services to children or youth (birth through 24 years) in the last five years; and
 Must be either a public agency or a community-based organization (CBO). CBOs must submit an exemption letter from the Internal Revenue Service (IRS) certifying the organization’s status as a 501(c)(3) non-profit corporation. To obtain this letter, call the IRS at 1-877-829-5500. (Note: in some cases, it can take over two weeks to obtain this letter).  Provide proof of the required liability insurance, if funded.  Demonstrate the operational capacity and ability to fulfill all program and administrative requirements and deadlines outlined in this RFP.
 If a previous or current City grantee, must be in good standing with the City. See Past Performance, below.
 Align their program with at least one of the five fund goals.  Reach children, youth, and families in the City of Sacramento who are most impacted by poverty, trauma, and violence.
 Demonstrate the ability to reach and serve those children, youth, and families that are not otherwise connected to programs or services.

PAST PERFORMANCE
For applicants that have received grant funds from the City within the past five years, the applicant must also be in good standing with the City. This means the grantee provided all requested data and fulfilled the scope of work requirements under any prior grant agreements and has not experienced any past performance or compliance issues on those agreements. This good standing requirement also applies to any subgrantees of the applicant.

NUMBER OF APPLICATIONS
An applicant can submit more than one proposal requesting funding, as long as the proposals are requesting funding for substantially different programs or projects. Substantially different programming is defined as a proposal for a distinct program or project that primarily implements a different strategy and has a distinct program design, staffing, program location, and/or target population receiving services.

Applicants may submit separate proposals for their own program or project and be part of a collaborative proposal as long as the proposals are substantially different. Applicants may not receive funds as a stand-alone organization and as part of a collaborative for the same program.

Applicants may not submit the same proposal more than one time under different funding strategies.

FUND GOAL ALIGNMENT
Proposals that are selected to receive funding through this RFP process must advance the goals of the Sacramento Children’s Fund. The SIP recognizes the interconnections among the five goal areas and

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their relationships to common barriers and enablers to positive child and youth development, therefore cross cutting strategies and applications that address multiple fund goals are highly encouraged.

GRASSROOTS OR EMERGING 501(C )(3) APPLICANT
The grassroots or emerging applicant designation assists grassroot organizations in building their capacity. Apply as a grassroots or emerging applicant if:
 Organizational budget is at or above $50,000 and under $200,000 in the prior fiscal year.

Grassroots or Emerging Applicant Grant Funding Parameters  Grant request amount must be between $25,000 and $500,00 each year for up to three and a half years.
 To ensure applicant builds sufficient organizational capacity to implement and manage the proposed program, as well as meet all contractual and reporting requirements, up to 15% of the total grant request may be allocated to indirect costs (e.g., management, accounting, and general office expenses).
 Most recent Profit & Loss and Balances Sheet from prior fiscal year.

COMMUNITY BASED ORGANIZATION (CBO) 501(C )(3) APPLICANT Apply as a Community Based Organization applicant if:
 Organizational budget is at or above $200,000 in the current or most recent fiscal year.  Organization has the fiscal and management capacity to support subcontractors (if applicable, such as instructors that are independent contractors) by issuing payments in a timely and professional manner.

CBO Applicant Grant Funding Parameters
 Grant request amount must be between $25,000 and $500,000 for each year up to three and a half years.
 Up to 10% of the total grant request may be allocated to indirect costs.  One audited financial statement from the past 3 fiscal years.

NON- CITY PUBLIC ENTITY APPLICANT
Apply as a non-City Public Entity if:
 Applicant is a state or local government agency other than the City of Sacramento. Examples include public libraries, school districts, and county government entities.  Applicant has the fiscal and management capacity to support subcontractors (if applicable, such as instructors that are independent contractors) by issuing payments in a timely and professional manner.

Non-city Public Entities Grant Funding Parameters

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 Grant request amount must be between $25,000 and $500,000 per year for up to three and a half years.
 Non-city public entity applicants must demonstrate a cash match for each dollar requested from the SCF.
 Up to 10% may be allocated to indirect costs, calculated as a percentage of the total grant request.  One audited financial statement from the past 3 fiscal years.

CITY APPLICANT
Apply as City Entity if:
 Applicant is the City of Sacramento.
 Applicant has the fiscal and management capacity to support subcontractors (if applicable, such as instructors that are independent contractors) by issuing payments in a timely and professional manner.

City Entities Grant Funding Parameters
 Grant request amount must be between $25,000 and $500,000 per year for up to three and a half years.
 Up to 10% may be allocated to indirect costs, calculated as a percentage of the total grant request.  One audited financial statement from the past 3 fiscal years.

COLLABORATIVE APPLICANT
The City of Sacramento strongly encourages collaboration between non-profits and/or public entities to create and sustain partnerships that maximize the cost-effectiveness and quality of service delivery.

The collaborative should examine how the involvement of other partners will be best coordinated within the model. Collaborative applicants will be required to provide a Letter of Intent signed by all collaborative partners during the proposal submission process; the City will require a formal MOU signed by all collaborative partners prior to grant award.

Note: When applying as a collaborative applicant with a non-city public entity, the 100% cash match is still required per Measure L.

Apply as a collaborative applicant if:
 The partnership consists of two or more organizations/agencies, each contributing substantial participation toward a mutual goal.
 Substantial participation includes providing direct services, planning, and coordinating services, and having equal partnership in decision making around program design and implementation.  The lead agency of a collaborative will be the agency that contracts with the City and is paid the grant proceeds.

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 Collaboratives must choose a lead agency that has the fiscal and management capacity to support the other partners or subcontractors by issuing payments to them in a timely and professional manner.
 The City will not consider applications in which the lead agency simply acts as a fiscal pass-through.

Collaborative Grant Funding Parameters
 Grant request amount must be between $25,000 and $500,000 per year for up to three and a half years.
 Up to 15% may be allocated to indirect costs, calculated as a percentage of the total grant request.  100% Cash match required for collaborative applications only when the partnership includes a non- city public entity.

SUMMARY TABLE OF FUNDING PARAMETERS BY APPLICA NT TYPE

USE OF FUNDS
Ineligible Uses o f Funds
• Any service that only incidentally benefits children and youth • Fundraising or lobbying activities
• Grant application preparation expenses
Grassroots or
Emerging
Applicant
Community
Based
Organization
501(c)(3)
Non-city
Public
Entity
Applicant
City
Applicant
Collaborative
Applicant

Minimum Grant
Request* $25,000 $25,000 $25,000 $25,000 $25,000
CASH MATCH None None 100% None
**Dependent on
status of
partners
Maximum Indirect
Rate 15% 10% 10% 10% 15%
Financial Statements Profit/Loss &
Balance Sheet
Audited Financial
Statement
Audited Financial
Statement
Audited
Financial
Statement
Audited Financial
Statement for
Lead Agency
* Each year for up to three and half years.
**C ollaborative applicants that include a non-city public entity will require a 100% cash match for their portion

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• Expenses incurred or obligated outside of the specified grant period • Acquisition, lease, or maintenance of any capital item or real property that is not for primary and direct use by youth
• Services for which a fixed or minimum level of expenditure is mandated by state or federal law, to the extent of that fixed or minimum level of expenditure

MATCH REQUIREMENT
The City of Sacramento will administer grants with following requirements:
• 501(c)(3) - no match requirement
• City - no match requirement
• Non-City public entities - 100% cash match requirement • Before receiving money from the Sacramento Children’s Fund, any non-city public agency must demonstrate a cash match for each dollar it receives from the fund.

AUDITED FINANCIAL STATEMENTS
Applicants are required to provide a copy of their agency’s audited financial statements as part of their application. The audit is required for only the lead agency of a Collaborative. Audited financial statements must be from within the past three years (July 1, 2020 to present). If an Applicant is a public agency, other than the City of Sacramento, the applicant must submit proof of the existence of an independent single audit.

If your agency is in the process of obtaining your audited financial statements, but the audit and financial statements will not be complete before the grant deadline, you will be able to submit proof of a contract with a Certified Public Accountant as part of your application submission. In lieu of the audited financial statements, provide a copy of your contract or engagement letter with a CPA as proof that an audit of your agency will be conducted, and include the expected date of completion as part of proof.

All agencies selected for funding must provide audited financial statements to SCF before entering into contract for services. Small & Emerging Applicants are not required to submit audited financial statements to apply for funding. Small & Emerging applicants may submit their most recent fiscal year Profit & Loss statement and Balance Sheet. If the program is recommended for funding, SCF may require that the agency complete and submit a certified public accountant Review of Financial Statements for their agency prior to the start of new programming.

Audited Financial Statements require that:
• The cover letter explains what information must be returned to the CPA office before the audit report (and other letters) can be finalized.
• The opinion letter, otherwise known as the independent auditor’s report, states whether the financial statements are presented in accordance with accounting principles accepted in the United States.

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• The management letter, also known as the internal control letter, communicates deficiencies and weaknesses in a company’s organizational structure.

PAYMENT METHOD
SCF grant programs can extend for up to three and a half years. However, the City reserves the right to terminate grant agreements at any time for non-compliance, including unsatisfactory reporting and performance history. Therefore, if the applicant is awarded a three-and-a-half-year contract, release of funds for year two and three will be contingent upon timely and satisfactory reporting and year one performance.

•
First year and half of agreement: The City will advance up to 25% of grant funds upon initial grant agreement execution. The City will disburse the remaining funds on a quarterly reimbursement basis upon satisfactory submission of reporting requirements (see Reporting Requirements, pg. 14), including a mid-year progress report and financial documentation demonstrating that the grantee appropriately expended all funds previously advanced.

• Second year and third year of agreement (if applicable) contingent upon performance and fund availability:

As long as the grantee has demonstrated satisfactory performance in the previous year, the City will release up to 25% of grant funds for each subsequent year. The remaining funds will be dispersed on a quarterly reimbursement basis upon satisfactory submission of all reporting requirements including a mid-year progress report, final report for the previous year, and financial documentation demonstrating that the grantee appropriately expended all funds previously advanced.

GRANT REQUIREMENTS

GRANT AGREEMENT
The City requires selected non-City applicants to enter into a grant agreement (see Appendix A: Grant Agreement Sample, pg. 55-67). The City will not modify or waive agreement provisions. While the agreement contains myriad provisions, applicants should take special note of the insurance requirements which are as follows:

1) General commercial liability insurance with limits of not less than $1 million per occurrence 2) If the program requires use of a motor vehicle, automobile liability insurance with limits of not less than $1 million
3) Workers’ compensation insurance with limits of not less than $1 million

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4) If the program qualifies as a professional service for which the provider needs a state license such as a mental health counselor, professional liability insurance with limits of not less than $1 million
5) Name the City as an additional insured for the general commercial liability and automobile policy per the terms of the policy if required by the grant agreement or by submitting an Additional Insured Endorsement certificate

501(c)(3) applicants recommended for funding will be expected to comply with Labor Peace Agreement requirements that prohibit the discouragement of employee unionization per City Council direction.

Please note: the actual award of grant funding is dependent upon final City Council approval and successful negotiation of the scope of services and budget attachments to the grant agreement, which will be based on the proposal and amount of grant funding available. If the scope and budget attachments cannot be completed within a reasonable period as determined by the City, the City may terminate negotiations and not award the grant.

REPORTING REQUIREMENTS
Quarterly, mid-year, and end-of-year reports, as well as participant surveys and expenditure reports, serve as critical elements in the City’s grant monitoring and oversight process. Grantees unable to demonstrate sufficient progress towards program objectives or grantees unable to demonstrate spending in accordance with the agreement’s budget could be subject to the withholding of future funds and/or the early termination of the agreement.

Grantees will be required to collect information specified by the City, including but not limited to, participant information, administer a participant survey and submit reports that demonstrate the implementation of grant activities and progress/completion of program goals, for each year of the contract period, as follows (reporting templates will be provided):

• Quarter 1 Report (expenditures, participants, activity status) • Mid-Year Progress Report (expenditures, participant data, activity status, progress towards objectives, survey status, program highlights)
• Quarter 3 Report (expenditures, participant data, activity status) • End-of-Year Report (expenditures, participant data, activity status, assessment of objectives, survey status, program highlights and challenges)

Expenditure reporting must align with the agreement budget and must include documentation corroborating all expenses including time sheets and receipts with written justification as to the purpose of the expenditure. Should the City find the documentation submitted to be insufficient or the grantee

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used City funds for ineligible costs, the City reserves the right to terminate the agreement, withhold future payments, and/or seek reimbursement.

Grantees shall track grant monetary expenditures as a standalone project, activity code, or assigned project to prevent the commingling of other organization expenses not related to the grant-funded program.

To ensure successful management of the proposed program, applicants (especially grassroots, emerging or small applicant types) are encouraged to propose a reasonable amount in their budget allocations to administer the program, which includes staff time and data collection tools/technology required to meet grant agreement reporting requirements.

RFP PROCESS OVERVIEW

CONFIRMATION OF RECEIPT OF PROPOSAL
The City will only accept proposals submitted on, Grant Management System by 5 p.m. PDT on or before the proposal submission due date indicated in this RFP (December 6, 2024). The Grants Management System does NOT send a confirmation email upon submission of an application. After clicking the Submit Application button, a successfully submitted application will change from Draft to Pending Staff Review in the Application Status field. At any point prior to the application deadline, you may click the Recall Submission button to resume editing and the Application Status will revert to Draft status. If you recall your application to make additional edits, you must click the Submit Application button again
prior to the dea dline to re-submit your application. If your application has a status of Draft, then your application was not submitted. Please note that the Grants Management System does not currently allow users to download a full copy of their completed application. Instead, you must click on the View this Item button to view each item in the Application Checklist.

DISQUALIFICATION
Any of the following will result in an automatic disqualification:
• Failure to submit an application via the Grant Management System by 5 p.m. PDT on December 6, 2024.
• Not qualifying as a public agency or a 501(c)(3) non-profit corporation in good standing with the Secretary of State and the Attorney General Registry of Charitable Trusts. • Not otherwise meeting the eligibility requirements set forth above (see Eligible Applicants, pg. 7). • Failing to propose a use of funding that meets one of the five fund goals.

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PROPOSAL RATING PROCESS
Proposals that meet the minimum qualifications will advance to the Proposal Rating Process. To oversee the Proposal Rating Process, the City will convene a Grant Advisory Team comprised of diverse and non-conflicted careholders. Members will read and rate proposals in accordance with the prescribed rating factors (see Scoring Process Overview, pg.15-16).

Members of the Grant Advisory Team will base their scores on how well an applicant addresses the items listed under each rating factor within the proposal (including the proposed budget). Following the Proposal Rating Process, the City will organize Final Rater Review Meetings if necessary, where the Grant Advisory Team will develop funding recommendations for the City’s consideration.

At the conclusion of this process, the City will notify applicants whether their proposal will be recommended for funding. City staff will bring proposals recommended for funding to City Council for final approval. Staff anticipates the City will act on the City Council’s final funding recommendations in early 2025 and then proceed to prepare the grant agreements. Throughout this process, applicants are not to contact members of the City Council, members of the Grant Advisory Team or City staff to discuss their proposals. The City reserves the right to interview one or more applicants, and interviews with all applicants may not be required.

SUMMARY OF KEY DATES
The following table depicts a timeline of key dates related to the SCF RFP process.

Activity Date
RFP Release Date November 6, 2024
RFP Q&A* Nov. 6, 2024 – Nov 22, 2024
Pre-Proposal Meeting (Bidders’ Conference) Nov 14, 2024, 11a.m. - 12:30p.m.

RFP Q&A Ends November 22, 2024 by 5p.m.

Application Deadline: Proposals Due December 6, 2024 by 5p.m.

Proposal Review December 2024
Programs Recommended for Funding Announced January 2025 Recommendations brought to City Council for approval January/February 2025

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Contracting and Negotiations Begins February 2025
Program Year/ Contract Begins** January 1, 2025
*GMS technical support is ongoing. Programmatic Q&A is limited to the above referenced dates. **Contract negotia tion may extend into the new year however the C ity will accept eligible expenses starting January 1, 2025

FUNDING INFORMATION

PRIORITY POPULATIONS
The following sections are taken directly from the Sacramento Children’s Fund Strategic Investment Plan.

Priority will be given to proposals that serve children, youth, and families in the City of Sacramento who are most impacted by poverty, trauma, and violence, such as:
o Children, youth, and families who are low-income
o Children, youth, and families who are Black, Indigenous, Latino/e, Southeast Asian o Youth or families who are unhoused
o Children and youth who identify as LGBTQ+
o Youth in or transitioning out of foster care
o Youth who are not in school or working
o Children and youth who have been involved in the juvenile or criminal legal systems o Children and youth who are first generation immigrants or refugees o Children and youth with disabilities
o Children or youth exposed to violence

FUNDING STRATEGIES BY FUND GOAL
Proposed uses of SCF must address the fund goals set forth in the Sacramento Children’s Fund Strategic Investment Plan. Recommended strategies to achieve each of the fund goals are discussed below.

GOAL AREA 1: SUPPORT THE MENTAL HEALTH AND EMOTIONAL WELLNESS OF YOUTH The SCF supports youth-driven, culturally affirming, and trauma-responsive strategies that are coordinated, equitable, appropriate, timely, sustainable, and accessible, so that all children and youth have fair and just opportunity to develop and maintain positive mental health, as well as access to affordable and effective early intervention, treatment, and recovery care when, where, and in the ways they need it most. These include:
1)
Increasing mental health literacy: Increase knowledge and understanding of how to develop and maintain positive mental health, especially peer modeling programs, as well as skills that support how to effectively engage in help-seeking while also removing systemic barriers to access.

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2) Developing healthy cultural identities: Focus on promotion of strength-based, culturally grounded protective factors over reduction of risk to help build a sense of belonging while countering stigmatization of impacted populations and communities. 3) Enhancing social, emotional, and behavioral learning: Promote social skills and emotional development by focusing on self-management, responsible decision-making, relationship skills, and social and self- awareness while enhancing connectedness to peers, adults, and community. 4) Providing cognitive behavioral interventions: Teach skills for emotional regulation, anxiety management, and problem solving to address disruptive thoughts and behaviors in ways that are culturally adaptive or tailored to meet the unique needs of young people and families. 5)
Reducing access to lethal means: Promote safety by removing or securing access to dangerous items such as guns, medications, or other household items that could be used to cause harm to oneself or others in a “moment of crisis”.

GOAL AREA 2: PREVENT AND REDUCE YOUTH HOMELESSNESS
The SCF supports additional and coordinated investments in cross-system strategies that focus on root causes, advance equity, and are informed by the strengths and perspectives of youth, so that all young people have a safe and stable place to live, as well as access to the resources needed to exit homelessness and meet their basic needs as they prepare for and enter adulthood. These include [xxvi]:
1)
Direct, unrestricted cash transfers: increase access to cash assistance, including one-time payments to help avert a potential crisis, as well as longer-term income payments to make housing and other basic necessities more affordable.
2) Prioritizing family support and reunification: intervene early to avoid a young person separating from their family in the first place, and support youth experiencing homelessness to return home to family when safe and appropriate.
3) Expanding housing programs: when family reunification is not possible, offer coordinated short and long-term housing options, including both rapid re-housing assistance and permanent supportive housing tailored for youth with a demonstrated need for the most intensive services. 4) Improving supportive crisis responses: increase local crisis housing capacity so that no young person remains unsheltered, including flexible shelter responses, host homes, and other safe, low-barrier crisis housing options.
5) Street outreach: build relationships with youth experiencing homelessness to provide street-based services such as survival aid and resources to move youth into stable housing and prepare them for independence.

GOAL AREA 3: PREVENT AND REDUCE YOUTH SUBSTANCE ABUSE
The SCF supports holistic, equitable, culturally appropriate, and youth-friendly prevention, early intervention, and treatment strategies that empower youth to make their own decisions around substance use and take ownership, so that all children and youth in Sacramento have access to the

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supports and services they need and deserve to make healthy choices and thrive even in the face of challenges. These include:
1) Screening, brief intervention, and referral to treatment: Focus on wellness-based responses, rather than disciplinary ones, that offer screening to assess the severity of use, brief interventions focused on motivational interviews to promote awareness and behavior change, and referral to treatment for unhealthy substance use and specialty care.

2) Integrating harm reduction: Help youth improve their knowledge and decision-making around substance use to reduce stigmatization of use and minimize negative health, social, and legal harms, including lifesaving practices like carrying naloxone and testing substances before trying them.

3) Developing positive coping skills: Empower young people with healthy coping mechanisms such as mindfulness, relaxation techniques, exercise, creative expression, and problem-solving skills, leveraging peers themselves as resources and support.
4) Build youth power to address socially based stressors: Empower young people to mobilize and dismantle oppressive systems in their communities such as poverty, trauma, or lack of access to mental health services that play a role in creating vulnerability to unhealthy substance use.

GOAL AREA 4: PREVENT AND REDUCE YOUTH VIOLENCE
The SCF supports community-directed strategies that address three key elements of violence prevention and response. First, strategies should target the unhealthy conditions that cause unequal vulnerability to violence. Second, programs should focus on those youth that are at the highest risk of violence. Finally, individual and community healing and transformation in the aftermath of violence should be centered as an important part of prevention. These strategies are intended to ensure all young people can grow up with safety and without the fear, threat, or reality of violence harming them or their loved ones. These include:
1)
Community-based violence intervention: Establish strong relationships and intervene with young people at the center of risk for violence, leveraging people and organizations with influence and credibility to provide:
o Intensive life coaching and supportive services for active offenders o Street outreach to interrupt and mediate imminent violent conflicts o Crisis response and direct support for victims of violence 2) School-based safety programming: Create school environments that are socially predictable, consistent, safe, and positive by supporting children and youth with conflict mediation skills and restorative justice practices rather than punitive measures.

3) Workforce development and employment: Invest in improving employment outcomes, including civilian job corps, paid internships and summer jobs for youth, soft skills training, and job placement. 4) Youth leadership and empowerment: Strengthen and expand civic engagement training for youth to activate their lived experiences and hone their leadership and advocacy skills.

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GOAL AREA 5: SUPPORT THE HEALTHY DEVELOPMENT OF CHILDREN AGES 0 TO 5 The SCF supports strategies that promote young children’s healthy development by reinforcing the capabilities and resources of parents and caregivers, so that all children ages 0-5 in Sacramento have the care, relationships, and resources they need to thrive and to begin school safe, healthy, and empowered to succeed. These include:
1) Promoting early learning and school readiness: Support early childhood literacy and learning to prepare young children for early school success, such as summer school programs for children entering kindergarten and programs that provide books free of charge. 2)
Supporting responsive relationships: Build caregivers’ capabilities and resources to engage in supportive interaction and “sensitive caregiving,” characterized by prompt and adequate response to a child’s signals and needs.
3) Championing positive parenting skills and peer support: Support caregivers to build positive parenting skills to successfully manage the stressors of parenting young children, including home visitation programs and parent-to-parent programs.
4) Providing economic supports to reduce sources of life stress: Create the conditions in which families are able and enabled to meet basic needs and build financial assets to withstand unexpected losses or emergencies, such as cash assistance and family support navigators. 5)
Expanding childcare access: Provide resources and opportunities, such as tuition vouchers and navigation and enrollment support, for families to access high-quality childcare for their young children.

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SCORING PROCESS OVERVIEW

RATING FACTORS AND MAXIMUM POINTS

Members of the Grant Advisory Team will use the rating factors listed below and the maximum point values below to score each application. Applications that receive an average score of 70 points or less will not be recommended for funding.

Rating Factor Maximum Points
1) Program Summary Not Scored
2) Organization History, Capacity & Staffing Qualifications 15 3) Program or Project Design 50
4) Outcomes and Impact 15
5) Budget and Budget Narrative 20
Maximum Points 100
Preference Points Potential Preference
Points
SEED/COI Opportunity Neighborhoods or Welfare Tax Exemption 10 Maximum Score with Preference Points 110

PREFERENCE POINTS
Preference points will not be partially awarded. The onus is on the applicant to sufficiently prove their eligibility for preference points. Applicants applying for preference points must fill out Attachment 6- Preference Points.

An applicant can earn ten (10) preference points by qualifying for one of the following categories. Note:
qualifying for both of these categories will not result in the award of additional preference points.

1) If applicant’s proposed program or project delivers services in one of the opportunity neighborhoods identified by the SEED/COI tools (See Exhibit A – SEED/COI Opportunity Neighborhoods).

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QUALIFYING AS PROGRAM OR PROJECT THAT SERVES SEED/COI IDENTIFIED OPPORTUNITY

NEIGHBORHOODS
• Fill out Attachment 1 Narrative – Preference Point Section. Complete the SEED/COI Areas Served Ta ble to identify the opportunity neighborhoods your program or project will serve. • Describe how the program or project serves participants who live or go to school in one of the SEED/COI opportunity neighborhoods and list the neighborhood. Include the location of services (i.e. schools, community centers, libraries, parks etc.), frequency of services and target population. Provide evidence of your organization’s presence in the identified neighborhood.

Examples of evidence include but are not limited to:
o Existing MOUs, contracts or agreements with schools, community centers or facilities located in the identified opportunity neighborhoods
o Proof of address for existing project or program location where services are rendered o Past performance data indicating at least 50% of program participants live or go to school in one or more of the identified opportunity neighborhoods

Programs or projects located in or serving
participants in the identified opportunity
neighborhoods will receive an additional 10
preference points. For a list of qualifying
neighborhoods, see Exhibit A
Figure 1. Distribution of neighborhood opportunity in the City of Sacramento, by C ity C ouncil District

Figure 1. Distribution of neighborhood opportunity in the City of Sacramento, by C ity Council District

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2) If applicant is a 501(c)(3) organization that meets the eligibility requirements of SCF and serves residents of a low-income affordable housing development in the City of Sacramento that received a California Welfare Tax Exemption for low- income affordable housing in the last tax year (Revenue and Taxation Code section 214).

QUALIFYING AS A CALIFORNIA WELFARE TAX EXEMPT LOW INCOME AFFORDABLE

HOUSING APPLICANT
• Identify the low-income affordable housing development where your program or project intends to provide services. Describe how the program or project serves residents of the identified low-income affordable housing development. Include the location of services (i.e. schools, community centers, libraries, parks etc.), frequency of services and target population.

Provide evidence of your organization’s presence in the identified neighborhood. • Applicant is a registered 501(c)(3) organization that provides services to residents of a low- income affordable housing development in the City of Sacramento and received the California Welfare Tax Exemption in the last tax year. Examples of evidence include:
o Copy of the 2023 Tax Roll from the Sacramento County Assessor listing the identified low-income affordable housing development as tax exempt under the California Welfare Tax Exemption for low-income affordable housing per the IRS Revenue and Taxation Code Section 214
o Other substantial proof of California Welfare Tax Exemption status for identified housing development
o MOU or agreement with housing development that outlines services and location o Past performance data indicating program participants are residents of identified housing development. Other evidence of applicant’s presence and service delivery at identified housing development

SCORING RUBRIC
The scoring general rubric is below.

No
Evidence
0 Poor
up to 25%
Fair
25% to 50%
Good
50% to 75%
Very Good
75% to 100%
The response
does not
address the
rating criteria.

The response is
vague or
incomplete and
only partially
The response
addresses some,
but not all of the
rating criteria or
The response is
reasonably
comprehensive and
clearly addresses
The response is
detailed,
comprehensive, and
addresses all of the
rating criteria listed

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addresses the
rating criteria.
is non-specific
and lacking focus.
many of the rating
criteria listed above.
above in a way that
demonstrates a
thorough
understanding of the
intent of the program.

EVALUATION OF PROPOSAL
The following specific criteria and the points for each criterion, for a total of 100 points, will be used in evaluating and rating the proposals:
1) ORGANIZATION HISTORY, CAPACITY & STAFFING...................................... 15 POINTS • Past experience administering similar programs or projects and demonstrated understanding of the intent of the proposed program and capacity needed for program delivery. • Demonstrated experience working with diverse communities including the identified priority populations and youth most impacted by poverty, trauma and violence. • Organization has achieved success, and accomplishments demonstrate capacity for effective delivery of proposed services.
• Professional background and qualifications of team members proposed to deliver direct services. • Cultural humility and or lived experience of staff reflect communities proposed to be served. 2) PROGRAM OR PROJECT DESIGN ...................................................................... 50 POINTS • A clear and specific outline of the proposed services, including: the primary fund goal and any secondary fund goals addressed; frequency of programming; average number of clients to be served daily and over the course of the year; location of services in Sacramento County; and extent of proposed services to be delivered.
• Cleary demonstrates how the program or project addresses the fund goals and utilizes evidence informed strategies specific to those goals.
• Demonstrated outreach and engagement strategies that are effective and culturally relevant.

Evidence of past performance or competency with the community and target population served including recruitment and retention strategies
• Demonstrated alignment with Citywide Youth Development Plan. • Clearly demonstrates with evidence how the program or project will serve the identified priority populations and Sacramento youth most impacted by poverty, trauma and violence. • Top scoring applications will effectively address multiple fund goals and/or utilize cross-cutting strategies. (Reference SIP pg.23)
3) OUTCOMES AND IMPACT…................................................................................. 15 POINTS • Applicant describes how program will serve Sacramento most impacted by poverty, trauma and violence.

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• Applicant demonstrates how the program will promote equity, justice, and accountability through the application of resources toward those youth in greatest need. • Applicant clearly describes the intended participants that the program is designed to address and their needs, providing accurate, current, and specific data where possible to demonstrate need.
• Applicant identifies outcomes that have been achieved through the proposed services before and is able to link projected outcomes to intended impacts identified in the core needs/funding strategies.
• Applicant demonstrates the ability to reasonably account for/track outcomes. 4) BUDGET TABLE AND BUDGET NARRATIVE............................................. 20 POINTS • Program provides a clear budget that describes staffing and associated direct costs required for successful program implementation.
• Expenses are reasonable and commensurate with the scale of services proposed. • Additional resources are identified to support the program, with reasonable plan for securing matching funds.
• Program aligns, leverages, and/or coordinates with other public and private resources. • Total program budget of RFCY funding and additional matching funding is realistic and reasonable for proposed level of services.
• The ratio between the organization’s total grant requests and their organization’s overall current year budget is appropriate based on program design and other factors.

PROPOSAL INSTRUCTIONS

PROPOSAL SUBMISSION PROCESS AND TIPS
The City of Sacramento is exclusively using Grant Management System (GMS) to accept responses to this RFP. To access the submission portal and register for an account, please visit the grant program page. Applicant agencies must identify one primary contact responsible for submitting your materials and serving as your main point of contact, although you are welcome to share the login information with key collaborators at your organization.

Grant Management System:

This user guide is designed to help potential grant applicants who are interested in applying for City of Sacramento grant opportunities at Grant Management System.

If you have questions or need tech support using the Grants Management System, please send an email to [email protected]
and you will receive a response within one business day.

Proposal Submission and Acknowledgements:

Verify that the information is complete, all forms have been submitted and submit the online proposal.

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You may enter your application over multiple sessions. Remember to save often and log out when you have finished a session. Please review the elements of your application including all uploads before submitting. It is recommended that you wait until the entire application is complete before submitting.

Once you submit, you will not be able to edit any of your work. More information is provided on each of these steps on the following pages. Be sure to read these instructions carefully.

APPLICATION CHECKLIST
Supporting Documents
1) Copy of IRS Letter Certifying Tax Exempt Status (501(c)(3) non-profits only) 2) City BOT Exemption Certificate: Letter from the City’s Revenue Division confirming an exemption from the business operations tax
3) Proof of Good Standing with the California Attorney General Registry of Charitable Trusts 4) Proof of Good Standing with the California Secretary of State 5) Financial Statements
 If applying as a grassroots or emerging applicant, upload a Profit/Loss & Balance Sheet. All other applicant types must upload an Audited Financial Statement. The audit is required for only the lead agency of a Collaborative. Audited financial statements must be from within the past three years (July 1, 2020, to present). If an Applicant is a public agency than the City of Sacramento, the applicant must submit proof of the existence of an independent single, other audit.
6) Organizational Budget
 Please upload a copy of your applicant agency's most recent fiscal year organizational budget 7) Board Roster
 Please upload a copy of your current active board of directors roster indicating officers and professional affiliations.
8) Letter of Intent (Only applicable to Collaborative Applicants)  Please upload a copy of the letter of intent signed by all collaborative partners supporting the proposal.
 If this does not apply to your proposal, please click the Not Applicable checkbox below the file upload area and Mark Complete
9) Non-Binding Letter(s) of Intent of MOU (optional)
 Applicable if proposing to subcontract or partner with agencies for service provision such as a school. If selected, all partners may be required to be a party to the contract. Applicable as evidence to support preference points for Welfare Tax Exemption for Low Income Affordable Housing and SEED/COI tool.
 If this does not apply to your proposal, please click the Not Applicable checkbox below the file upload area and Mark Complete.
10) Proof of Insurance (optional)
 The insurances and endorsement certificates are not required for proposal submission.

However, if awarded, the following insurance requirements are required. You may upload now, which could help speed grant agreement processing:

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Proposal Required Documents
Please upload the following:

Attachment 1 – Organization and Proposal Cover Page
Attachment 2 – Narrative
Attachment 3 – Activity Projections Table
Attachment 4 – Budget Table
Attachment 5 – Budget Narrative
Attachment 6 – Preference Points – Optional

ORGANIZATION AND PROPOSAL COVER PAGE
The Organization and Proposal Cover Page details the Organization, program, award request and fund goal(s) the applicant is applying under. See Attachment 1- O rganizatio n and Pro po sal C o ver Page.

NARRATIVE
The proposal narrative must include the following elements presented in the order listed below. See Attachment 2- Narrative.

All applicants must answer the universal narrative questions in addition to the fund goal or project specific narrative questions.

UNIVERSAL NARRATIVE QUESTIONS

PROGRAM OR PROJECT SUMMARY
Provide a clear and concise summary of the program or project.

ORGANIZATION BACKGROUND

Describe the organization's history, capacity and staffing qualifications including experience providing the services proposed in your application. Describe the staffing plan for the proposed program or project.

Provide information on how many people will be directly working on the project and their qualifications to work effectively with the target population.

PROGRAM/PROJECT DESIGN

Program Structure
State the Primary Fund Goals and any additional fund goals and respective strategy(ies) that the proposed program or project addresses. Describe the program or project design, type of services, average length of participation, location of services, and how services will be delivered. If the program design reflects evidence-informed/based practices, addresses multiple fund goals or utilizes cross cutting strategies (pg. 23) please describe.

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Program Participants
Identify the target population and how the program or project will serve Sacramento children and/or youth from birth through 24 years old most impacted by poverty, trauma and violence (pg. 12). Include evidence of applicant’s experience providing services to the target population. Describe the plan to recruit, engage, and retain children and youth in services to reach the program or project’s goals.

Program Partners
List the other partners that will support the program. If the program or project includes subcontractors or consultants, specify their roles, responsibilities, and qualifications. If services delivered at a public facility (e.g., schools, community centers, libraries), describe history of relationship with public institution.

ACTIVITY PROJECTIONS TABLE
All applicants must complete the Activity Projections Table as part of the application. See Attachment 3 - A ctivity Projections Ta ble.

FUND GOAL SPECIFIC NARRATIVE QUESTIONS
All applicants must complete the fund goal specific narrative questions for the proposal’s primary fund goal. If the proposal addresses multiple fund goals, be sure to answer the fund goal specific narrative questions for the primary fund goal AND any additional fund goals the proposal addresses. See Attachment 2 – Narrative.

PROJECT SPECIFIC NARRATIVE QUESTIONS (IF APPLICABLE)
In addition to the universal narrative questions and fund goal specific narrative questions, be sure to answer the project specific narrative questions. See Attachment 2 – N arrative (if applicable).

OUTCOMES AND IMPACT
All applicants must complete the Outcomes and Impact section as part of the application. See Attachment 2- Narrative.

BUDGET TABLE AND BUDGET NARRATIVE
The program budget is an important component of the proposal that should be clearly linked to support the proposed program, with reasonable and justifiable expenses for staffing and program costs.

The budget proposed should be an appropriate and accurate projection of the program expenses for each program year for which funds are requested.

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BUDGET TABLE
All applicants must complete the Budget Table (see Attachment 4: Budget Table) as part of the application. The Budget Table asks applicants to provide budget information for full program budget, funding request budget, and any matching funding (if applicable). Please only complete a budget table for Program Year 2 and Program Year 3 if the budget differs from the previous program year.

IMPORTANT: The initial funding period for this grant is 1.5 years from January 1, 2025 – June 30, 2026.

Applicants should fill out a Program Year 1 budget that reflects the initial 1.5 years period. Applicants should fill out an additional Program Year 2 budget table (July 1, 2026 – June 30, 2027) and Program Year 3 budget table (July 1, 2027 – June 30, 2028) ONLY if the budget differs from the previous program year.

While some applicants may use different line items as a part of their own budget processes, the line items in the Budget Table are the line items that applicants must use. Applicant should note the following:
• List total cost for each line item. Detailed expenses will be provided in the budget narrative. • Report amounts in whole dollars only.
• The City does not require applicants to request funds for every line item. If you are not requesting funds for a certain line item, simply list $0.

BUDGET NARRATIVE
All applicants must complete the Budget Narrative. See Attachment 5 - Budget Narrative. The purpose of the Budget Narrative is to provide support and explanation for the amounts requested in the Budget Table.

PREFERENCE POINTS (OPTIONAL)
Only applicants applying for preference points need to fill out the Preference Points section of the application. See Attachment 6 Preference Points and Exhibit A: SEED/CO I O pportunity Neighborhoods.

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ATTACHMENT 1: ORGANIZATION AND PROPOSAL COVER PAGE
The Organization and Proposal Cover Page must include the following information:

Organization Information (Applicant):

Primary Contact for Grant
Organizational Type: Choose an item.

Name of Organization:

Click here to enter text.

Title:

Click here to enter text.

Organization Address:

Click here to enter text.

Name
Click here to enter text.

Phone Number:

Click here to enter text.

Email Address:

Click here to enter text.

Collaborative Partner Organization
Organizational Type: Choose an item.

Name of Organization:

Click here to enter text.

Title:

Click here to enter text.

Organization Address:

Click here to enter text.

Name
Click here to enter text.

Phone Number:

Click here to enter text.

Email Address:

Click here to enter text.

Program Budget:

Program Budget:
$ Click here to enter text.

Total Amount of Grant Funds Requested:
$ Click here to enter text.

SCF Fund Goals:

Choose one (1) primary fund goal for which the proposal is being submitted for funding consideration and enter that information below:

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☐ Goal 1: Support the Mental Health and Emotional Wellness of Youth ☐ Goal 2: Prevent and Reduce Youth Homelessness
☐ Goal 3: Prevent and Reduce Substance Abuse
☐ Goal 4: Prevent and Reduce Youth Violence
☐ Goal 5: Support the Healthy Development of Children Ages 0-5 What other fund goals are addressed by your program? (Check all that apply) ☐ Goal 1: Support the Mental Health and Emotional Wellness of Youth ☐ Goal 2: Prevent and Reduce Youth Homelessness
☐ Goal 3: Prevent and Reduce Substance Abuse
☐ Goal 4: Prevent and Reduce Youth Violence
☐ Goal 5: Support the Healthy Development of Children Ages 0-5

Note: If the program addresses multiple fund goals, be sure to answer the fund goal specific narrative questions for the primary fund goal AND any additional fund goals the program or project addresses in Attachment 2- Narrative.

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ATTACHMENT 2: PROPOSAL NARRATIVE

PROGRAM SUMMARY (NOT SCORED)
1) Provide a clear and concise summary of the program or project. The summary should describe the program or project in terms of who will be served, numbers to be served, types of services, location and frequency of services, and the purpose of the program and outcomes to be achieved.

This Program or Project Summary will be used to describe the proposed program or project throughout the review process and will not be scored (150-word limit).

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ORGANIZATION HISTORY, CAPACITY & STAFFING QUALIFICATIONS (15 POINTS) 2) Describe the Organization's experience providing the services proposed in your application.

Include information on years of service in the community being served and any partnerships or collaboration with other organizations or systems of care (200 words).

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3) Describe the staffing plan for your proposed program or project. Identify (300 words):
a. The person who will have primary responsibility for managing the program or project and discussing their experience managing similar projects.
b. Describe the plan for recruiting and training the staff who will deliver the program. c. Provide information on how many people will be directly working on the project and their qualifications to work effectively with the target population.

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PROGRAM OR PROJECT DESIGN (50 POINTS)
4) State the Primary Fund Goals and any additional fund goals and respective strategy(ies) that the proposed program or project addresses. Describe the program or project design, type of services, average length of participation, location of services, and how services will be delivered; include the role of each partner within a Collaborative Applicant proposal. If the program design reflects evidence-informed/based practices, or cross cutting strategies (page 15 of the RFP) please describe. In describing the program design, include (1,000 words):
a. How the program aligns with the Citywide Youth Development Plan (“Plan”) by outlining at least, two (2) program practices that correspond with one or more youth development supports and opportunities.
b. How social justice principles are integrated into those program practices (Find examples here)

As part of the Program/Project Design Narrative, fill out Attachment 2 - Narrative and Attachment 3 - A ctivity Projections Table)

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5) Identify the target population and how the program or project will serve Sacramento youth aged 0-24 most impacted by poverty, trauma and violence (page 12 of the RFP). Include evidence of applicant’s experience providing services to the target population including data from past program performance. Describe (
500 wo rds):
a. The plan to recruit, engage, and retain children and youth in services to reach the program or project’s goals.
b. Any existing referral systems with entities primarily serving the target population (page 12 of the RFP). Specify how the program activities or project design are age- and/or developmentally appropriate for target population

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6) List the other partners that will support the program. If the program or project includes subcontractors or consultants, specify their roles, responsibilities, and qualifications. Identify the other partners not included in the program budget that are critical to the success of the program and present how these partners support the proposed program or project. If services delivered at a public facility (e.g., schools, community centers, libraries), describe the history of relationships with public institutions
(1,000 words).

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Program Name Roles and Responsibilities
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a. For Collaborative Applicants, describe the approach to shared leadership and planning, the collaborative structure, and the kinds and frequency of communication among the collaborative’s members. Specify if staff time will be dedicated to supporting the collaborative’s operations including the number of FTE and the responsibilities of staff person(s) (500 words).

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FUND GOAL SPECIFIC PROGRAM DESIGN NARRATIVE QUESTIONS (REQUIRED) 1) In addition to the universal narrative questions above, the following specific prompts/questions apply to specific Fund Goals. If the proposal addresses multiple Fund Goals, be sure to answer the

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Fund Goal Specific narrative questions for the primary Fund Goal AND any additional Fund Goals the program or project addresses.
a. FOR PROGRAMS THAT SERVE GOAL AREA 1: SUPPORT THE MENTAL HEALTH AND EMOTIONAL WELLNESS OF YOUTH (500 words).
i. Describe how the program incorporates culturally-affirming, and trauma- responsive strategies.
ii. Explain how the program incorporates fund goal specific evidence informed strategies listed under Funding Information pg. 17-20.
iii. Describe how the services are equitable and accessible so that all young people may participate

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b. FOR PROGRAMS THAT SERVE GOAL AREA 2: PREVENT AND REDUCE YOUTH HOMELESSNESS (500 words).
i. Describe how the program provides youth experiencing homelessness with access to resources needed to exit homelessness and meet basic needs. ii. Explain how the program incorporates fund goal specific evidence informed strategies listed under Funding Information pg. 17-20.
iii. Describe how the program will provide street-based outreach and build relationships with youth experiencing homelessness.

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c. FOR PROGRAMS THAT SERVE GOAL AREA 3: PREVENT AND REDUCE YOUTH SUBSTANCE ABUSE (500 words).
i. Describe how your program incorporates holistic, equitable, culturally appropriate, and youth-friendly prevention, early intervention, and treatment strategies that empower youth to make their own decisions around substance use. ii. how the program incorporates fund goal specific evidence informed strategies listed under Funding Information pg. 17-20.
iii. Describe how you plan to recruit, engage, and retain children and youth in your services to reach your program’s goals? How do you keep youth engaged in programming?

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d. FOR PROGRAMS THAT SERVE GOAL AREA 4: PREVENT AND REDUCE YOUTH VIOLENCE (500 words).
i. Describe how your program incorporates community-directed strategies that target the unhealthy conditions that cause unequal vulnerability to violence, focus on those youth that are at the highest risk of violence and address individual and community healing and transformation in the aftermath of violence. ii. Explain how the program incorporates fund goal specific evidence informed strategies listed under Funding Information pg. 17-20.

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iii. Describe how you plan to recruit, engage, and retain children and youth in your services to reach your program’s goals?

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e. FOR PROGRAMS THAT SERVE GOAL AREA 5: SUPPORT THE HEALTHY DEVELOPMENT OF CHILDREN AGES 0 TO 5 (500 words).
i. Describe how your program supports strategies that reinforce the capabilities and resources of parents and caregivers, so that all children ages 0-5 in Sacramento have the resources they need to thrive and begin school safe, healthy, and empowered to succeed.
ii. Explain how the program incorporates fund goal specific evidence informed strategies listed under Funding Information pg. 17-20.
iii. Describe the elements of the program that ensure a high-quality learning environment for participants including high-quality adult-child engagement and high-quality developmental activities. If not already addressed, describe how parents/caregivers are engaged in the program.

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PROJECT SPECIFIC DESIGN NARRATIVE QUESTIONS (IF APPLICABLE) 2) In addition to the universal narrative questions above, the following specific prompts/questions apply to Capital Improvement Project proposals.
a. FOR CAPITAL IMPROVEMENT PROJECTS (500 words).
i. Describe how the project will directly impact Sacramento children, youth and their families most impacted by poverty, trauma and violence. ii. Which specific community needs, problems, or issues does the project seek to address related to the five Fund Goals? Identify the specific community, and the resources the project will contribute to that community. iii. Project Deliverables: Describe the specific and/or measurable accomplishments this project will achieve when completed, demonstrating effective use of SCF funds.
iv. Project Timeline: Provide a general project timeline. Do not list specific dates or months due to uncertainty about when projects may begin.

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3) For Collaborative Applicants, describe the approach to shared leadership and planning, the collaborative structure, and the kinds and frequency of communication among the collaborative’s members. Specify if staff time will be dedicated to supporting the collaborative’s operations including the number of FTE and the responsibilities of staff person(s) (500 words)

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Collaborating Organization Roles and Responsibilities
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OUTCOMES AND IMPACT (15 POINTS)
4) State how the SCF target population your program serves directly benefit from the proposed services? (200 words)

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5) How will your organization document participant enrollment, participation, and other indicators that are relevant to your program such as number of participants, participation over time, number of referrals provided, etc.? How will your program gather and assess participant outcomes throughout the grant period? (300 words)

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6) List your program’s projected outcomes. Describe annual outcomes and performances for the past one to three years. Explain any fluctuations in outcome and performance year-to-year. (300 words)

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ATTACHMENT 3: ACTIVITY P ROJECTIONS TABLE
Provide an estimate on the overall activities in this section that correspond to the detailed activities you will provide throughout the year and a half. Do not provide a detailed list of each and every expected activity that would constitute a completed Scope of Work.

ACTIVITY PROJECTIONS TABLE
The activity types that are available are dependent upon the SCF fund need selected. There are two activity types that are available:
• Individual Activities
• Group Activities

For Individual and Group Activities, you will be required to provide the following information:
• Activity Name
• Activity Category: Select the most appropriate activity category from the drop-down list. • Average # of Sessions: Project the estimated number of sessions that will be offered for this activity during the first year and a half of the program.

For projects, project the estimated number of sessions/hours of service to be offered or available for use by children, youth or families. • Average # of Hours per Session: Project the estimated number of hours per session this activity will be offered. For projects, projects the estimated length of session (hour of use) is used by children, youth or families during one program year once project is complete. • Total # of Program Hours: Provide the total number of hours that a participant is expected to complete for this activity. For the Supportive Services category, provide an average estimate per participant. For projects, provide the average estimate a service will be utilized by 1 participant.

SERVICE LOCATION (IF APPLICABLE)
To complete the Activities Projections, provide information on the service site location. If your program is operating at multiple locations, provide information for each program site location. Do not include service site locations where only brief activities will take place.

LOCATIONS OF PROGRAM ACTIVITIES
For each service location, provide the following information:
• Location Name: Provide a clear name for the site (do not use acronyms). • Address: Including Street Address, City, and ZIP code. o Note: SCF uses this information to inform the Planning and Oversight Commission and Sacramento City Council of potential program locations and to determine locations of services throughout the city of Sacramento. Please be sure to include accurate information in this section to be able to map potential service locations.
o To find the Sacramento City Council District of your site location, visit: District Mapping • Location Type: Provide a description of service location

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ACTIVITY PROJECTIONS:

Name of Program
Activities
Category
(select from
menu below)
Average No. of
Sessions
Average No. of
per Session
(hours)
Total No. of Program Hours
Choose an item.
hours

hours
Choose an item.
hours

hours

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SERVICE LOCATION(S) OF PROGRAM ACTIVITIES (IF APPLICABLE):

Location Name Address Location Type

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ATTACHMENT 4: BUDGET TABLE
Applicant Agency: (Insert Name of Agency/Organization)
Year 1.5 FY: (Dates: 01/01/2025 - 06/30/2026)
Programmatic Period: (Insert Program Period of Year 1, i.e. mm/dd/yyyy - mm/dd/yyyy)

Budget Line Item A. Program Budget B. Funding Request C. Matching D. In-Kind I. DIRECT COSTS-PERSONNEL
Total Direct Service Staff Salaries $0.00 $0.00 $0.00 $0.00 Total Direct Service Staff Fringe & Benefits $0.00 $0.00 $0.00 $0.00 II. DIRECT COSTS-OTHER
Total Equipment/Furniture $0.00 $0.00 $0.00 $0.00
Total Facility Rental $0.00 $0.00 $0.00 $0.00
Total Food $0.00 $0.00 $0.00 $0.00
Total General Office Supplies $0.00 $0.00 $0.00 $0.00
Total Participant Incentives $0.00 $0.00 $0.00 $0.00
Total Program Supplies $0.00 $0.00 $0.00 $0.00
Total Staff Training $0.00 $0.00 $0.00 $0.00
Total Travel/Transportation $0.00 $0.00 $0.00 $0.00

III. YOUTH WAGES AND STIPENDS
Total Youth Wages $0.00 $0.00 $0.00 $0.00
Total Youth Wages Fringe $0.00 $0.00 $0.00 $0.00
Total Youth Stipends $0.00 $0.00 $0.00 $0.00
IV. ADMINISTRATIVE/INDIRECT COSTS
Total Admin/Indirect Costs $0.00 $0.00 $0.00 $0.00
V. SUBCONTRACTORS
Total Subcontractors $0.00 $0.00 $0.00 $0.00
VI. PROGRAM EVALUATION
Total Program Evaluation $0.00 $0.00 $0.00 $0.00
VII. OTHER
Total Other $0.00 $0.00 $0.00 $0.00

TOTAL EXPENSES $0.00 $0.00 $0.00 $0.00

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DIRECT COSTS – PERSONNEL
Total Direct Service Staff Salaries: List all direct service staff for the project including line staff, supervisory staff that supervises line staff, and support/clerical staff that work directly on the proposed program. • Create a separate line item for EACH individual staff working directly on the program including Title, Total Annual Salary/Wages, FTE dedicated to program, and percentage included in the funding request.

Examples: Workforce Development Trainer, $40,000/year, 0.5 FTE (100%) / Afterschool Program Manager, $50,000/year, 0.5 FTE (50%) Total Direct Service Staff Fringe & Benefits: This line item represents benefits (health, dental, retirement, etc.) as well as mandatory employment costs such as FICA (includes Social Security at 6.2% and Medicare at 1.45%), SDI, and unemployment taxes. Show calculations for each expense included the Fringe and Benefits and the percentage included in the funding request.

Examples: FICA: $100,000 (personnel) x 7.65% = $7,650 (60%) / Health benefits: $3,600/year x 4 employees = $14,400 (45%)

DIRECT COSTS - OTHER
All items listed must directly benefit and support the operation of the proposed program. Applicant should use best judgement to determine if an explanation of why the specific item is needed should be included. Show the percentage included in funding request.

Direct costs that support the program include:
• Equipment/Furniture: Durable goods such as computers and furniture. o Example Laptops for program participants: $500/laptop x 25 participants = $12,500 (100%) • Facility Rental: Pro-rated costs of space rental, utilities, building maintenance and other occupancy costs for delivery of program o Example Recording Studio: $25/hour x 200 hours = $5,000 (25%) • Food: Meals, snacks and food for regular programming and special events. All expense except special events can be shown as a cost per participant for the duration of the program. List special event food separately. o Example Snacks: $300/participant x 50 participants = $15,000 (50%) • General Office Supplies: Paper, pens, toner, and other reasonable office supply expenses. Cost per month is acceptable without itemizing each item.
o Example Office Supplies: $50/month x 10 months, $500 (10%) • Participant Incentives: Monies or other non-cash incentives, such as gift certificates, provided to a program participant as a reward for completing a program or achieving a programmatic milestone. Detail how many participants are projected to receive incentives and amount of incentive.
o Example Gift Cards for: $25/card x 100 cards = $2,500 (75%)

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• Program Supplies: Art supplies, workbooks, sports equipment, and other reasonable program supply expenses that are required for the proposed program. Use general categories (e.g., art supplies, sports equipment, science materials, writing supplies). Cost per participant for the duration of the program is acceptable, but not required. o Example Art Supplies: $200/participant x 50 participants = $10,000 (50%) • Staff Training: Training of direct service staff including costs of trainers and training materials. o Example Trauma-Informed Practices Training: $1,000/training x 1 training (10%). Costs include trainer’s time and training materials. • Telephone/Internet/Communications: Mobile phone, telephone, internet and postage. o Example Wi-Fi: $65/month x 9 months = $585 (10%)
• Travel/Transportation: Expenses for field trips and access to programs. The basis for the calculation as well as the purpose for all travel should be provided. Travel expenses for staff are allowed when directly benefiting children and youth. Funds cannot be used for travel to trainings or professional development conferences. Local travel estimates should be based on organization’s current policies for mileage. Note that any transportation of participants will require the grantee (or the subcontractor company) to carry $1 million in automobile insurance.
o Ex ample Field Trips: $15/participant x 40 participants x 3 field trips = $1,800 (50%). Field trips will be to local museums where the art ties into program’s art classes.

YOUTH WAGES AND STIPENDS
Youth Wages: This line item is for programs that offer youth an hourly wage or stipend for internships or employment experiences. Enter a separate line item for each unique hourly wage. Do not enter a range for wages. As with other direct costs, applicant should use best judgement to determine if an explanation of any paid position for youth is necessary.

Example: Peer Tutors: $14/hour x 4 hours x 40 weeks x 10 tutors = $22,400 (100%). Cost includes direct tutoring and monthly trainings.

Youth Stipends: Stipends are used to support youth participants enrolled in the program in limited duration work experiences and internships.

Please enter a separate line item for each unique stipend profile and stipend amount. Do not enter a stipend range. Do not include incentives for program participation in this line item. These should be included in the line item Participant Incentives under Other Direct Costs.

Example: Peer Tutor Training Stipends: $50/participant x 25 participants x 3 trainings = $3,750 (100%)

ADMINISTRATIVE/INDIRECT COSTS
Administrative/Indirect costs by applicant designation are:
• Collaborative Applicants: Up to 20% of total grant request • Up to 20% of total grant request
• Up to 25% of total grant request

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• Grassroots or Emerging: Up to 35% of total grant request Administrative/indirect costs cannot exceed the limits stated above, including the administrative/indirect costs charged by subcontractors.

Examples of allowable expenses in the administrative/indirect line item include audit, bookkeeping, payroll/finance, facilities maintenance, insurance, rent, storage, utilities, and allocated personnel costs (Executive Director’s time or any other staff who works minimally on the funded program). Individual expenses that comprise the total administrative/indirect costs do not need to be itemized; however, if requested, applicant should be able to clearly demonstrate the individual expenses that were included in this line item.

Important Note: An audit conducted by an external party is required when an agency’s annual operating budget is $250,000 or higher.

SUBCONTRACTORS
Subcontractors are described as organizations or individuals/sole proprietors that provide specialized services to target populations to help enhance the program. For proposal awarded through this RFP, each subcontractor must operate under a signed contract, MOU, or Letter of Agreement (LOA) with the grantee.

Any potential changes in subcontractors, scopes of work and budgets should be brought to the City’s attention before implementation.

Subcontractors should meet the same contracting requirements of the City of Sacramento that are required of the grantee. It is the legal obligation of the grantee to monitor the subcontractor’s progress and to ensure accountability. However, City staff has the right to conduct file reviews of subcontractor agencies and program observations of the subcontractor.

List the organization or individual name of each subcontractor/potential subcontractor and provide a brief description (1-2 sentences) of the scope of work. For each and every subcontractor, show a line-item budget using the same format as the applicant budget. Subcontractor is only required to complete Column B (Funding Request) and may leave Column A (Program Budget) and Column C (In-Kind) blank.

If subcontractor is an individual, show hourly rate, number of hours in subcontract, and total subcontract amount. Include a brief description of the scope of work.

PROGRAM EVALUATION
This line item should reflect the staff time dedicated to the implementation of the program evaluation and the cost of any additional technology needed to successfully implement the program evaluation. Include the following information for the staff member who is taking primary responsibility for the program evaluation implementation: title, total annual salary/wages, FTE dedicated to program evaluation, and percentage included in the funding request.

Example: Afterschool Program Manager, $50,000/year, 0.05 FTE (50%)

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OTHER
This category is for any other expense that does not fall within any of the previous line items. Provide as much information as needed to demonstrate how the expense supports the program. Include the calculation of how total cost of item(s) were done and the percentage included in the funding request. Additional lines may be added to budget table for applicable categories.

MATCHING FUNDS (IF APPLICABLE)
Only fill out the matching funds column if you are applying as a non-city public entity. This line item should reflect a dollar-for-dollar cash match to requested SCF funding. Name and describe the matching fund source and the longevity and security of the funds in the Budget Narrative.

PROGRAM YEAR 2 AND PROGRAM YEAR 3 BUDGET TABLES (AS NEEDED) Provide an explanation for any line item in the Program Year 2 budget for the program that varies more than 20% from the same line item in the Year 1 budget for the program. Follow the same guidelines required for narrative justifications of the Year 3 program budget above.

Please fill additional Budget Tables as needed.

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ATTACHMENT 5: BUDGET NARRATIVE
What fund goals are addressed by your program? (Check all that apply) ☐ Goal 1: Support the Mental Health and Emotional Wellness of Youth ☐ Goal 2: Prevent and Reduce Youth Homelessness
☐ Goal 3: Prevent and Reduce Substance Abuse
☐ Goal 4: Prevent and Reduce Youth Violence
☐ Goal 5: Support the Healthy Development of Children Ages 0-5

The Budget Narrative is to provide support and explanation for the amounts displayed in the Budget Table spreadsheet. Please follow guidelines and examples listed in Attachment 6- Budget Ta ble (Cannot exceed 1500 words).

For the Year 1 program budget, present a narrative for each line item in the total program budget. In general, each budget narrative and calculation statement should describe, in as much detail as required for clarity, what the specific item is and how the amount shown in the budget was calculated. In the case of non-personnel line items, applicant should use best judgment to determine if explanation of why the specific item is important to the program should be included.

NOTE: Year 1 Budget should reflect the initial 1.5-year period of January 1, 2025 – June 30, 2026. “Programmatic Period” refers to the dates of the proposed program, and for each funding year period, the date range must fall within the dates of the City’s fiscal year, with the exception of the first 6 months of programming from January 1, 2025 – June 30, 2025. The Programmatic Period should reflect the dates when the program is working with children and youth directly. Expenditures resulting from preparations for program delivery, capacity building or for post-program work (e.g., data analysis, staff reflection meetings, clean-up) can be included in the budget. However, grant funds cannot be used for activities that occur before January 1, 2025. Please type in box below:

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ATTACHMENT 6: PREFERENCE POINTS (OPTIONAL)
An applicant can earn ten (10) preference points by qualifying for one of the following categories. Note qualifying for both will not result in additional preference points.

If applicant’s proposed program or project delivers services in one of the opportunity neighborhoods identified by the SEED/COI (see Exhibit A):

QUALIFYING AS PROGRAM OR PROJECT THAT SERVES SEED/COI IDENTIFIED OPPORTUNITY NEIGHBORHOODS 1) Fill out the Table below to identify the SEED/COI neighborhoods your program or project intends to services. Reference Exhibit A for a list of qualifying zip codes and neighborhoods.
2) Describe how the program or Project serves participants who live or go to school in one of the SEED/COI opportunity neighborhoods and list the neighborhood. Include the location of services (i.e. schools, community centers, libraries, parks etc.), frequency and target population. (500 words)
3) Provide one piece of the following documentation as proof:
a) Existing MOUs, contracts or agreements with schools, community centers or facilities located in the identified opportunity neighborhoods
b) Proof of address for existing project or program location where services are rendered. c) Past performance data indicates that at least 50% of program participants live or go to school in one or more of the identified opportunity neighborhoods.
d) Other evidence of applicant’s presence and service delivery in identified neighborhoods.

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AREAS SERVED
Name of Program Zip Code Neighborhood
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If applicant is a 501(c)(3) organization that meets the eligibility requirements of SCF and serves residents of a low- income affordable housing development in the City of Sacramento that received a California Welfare Tax Exemption for low-income affordable housing in the last tax year (Revenue and Taxation Code section 214):

QUALIFYING AS A CALIFORNIA WELFARE TAX EXEMPT LOW INCOME AFFORDABLE HOUSING APPLICANT 1) Identify the low-income affordable housing development where your program or project intends to provide services. Describe how the program or project serves residents of the identified low-income affordable housing development. (300 words) Click here to enter text.
2) Applicant is a registered 501(c)(3) organization that provides service to residents of a low-income affordable housing development in the City of Sacramento and received the California Welfare Tax Exemption in the last tax year. Provide one piece of the following documentation as proof:
a) Copy of the 2023 Tax Roll from the Sacramento County Assessor listing the identified low-income affordable housing development as tax exempt under the California Welfare Tax Exemption for low-income affordable housing per the IRS Revenue and Taxation Code Section 214
b) Other substantial proof of California Welfare Tax Exemption status for identified housing development c) MOU or agreement with housing development that outlines services and location d) Other evidence of applicant’s presence and service delivery at identified housing development

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EXHIBIT A : SEED/COI TOOL OPPORTUNITY NEIGHBORHOODS
Census Tracts, Districts, Zip Codes, and Neighborhoods with Sacramento Equity Index of 0-20 and/or COI “Very Low”
SEED
Rank
SEED
Rank
Percentile
COI
“Very
Low”
Census Tract District Zip Code Neighborhood
1 0.66 Yes Census Tract 37 5 95820 South Oak Park, North City Farms, Central Oak Park 2 1.32 Yes Census Tract 65.01 2 95838 Del Paso Heights
3 1.97 Yes Census Tract 69.02 2 95815 Old North Sacramento, Noralto 4 2.63 No Census Tract 28 5 95817,
95820
Central Oak Park
5 3.29 Yes Census Tract 44.01 6 95820 Lawrence Park
6 3.95 Yes Census Tract 68.01 2 95815 Richardson Village, Noralto 7 4.61 Yes Census Tract 66 2 95815,
95838
Hagginwood, South Hagginwood, Old North Sacramento
8 5.26 Yes Census Tract 44.02 5 95820 South Oak Park
9 5.92 Yes Census Tract 47.02 6 95823 N/A
10 6.58 Yes Census Tract 63 2 95815,
95838
Cannon Industrial Park, Hagginwood, South Hagginwood
11 7.24 Yes Census Tract 50.02 5 95823,
95828
Parkway
12 7.89 Yes Census Tract 67.04 2 95838 Robla
13 8.55 Yes Census Tract 96.40 8a 95823 Valley Hi / North Laguna 14 9.21 Yes Census Tract 49.07 5 95823 Parkway
15 9.87 Yes Census Tract 43.02 8, 7 95832 Meadowview
16 10.53 No Census Tract 69.01 2 95815 Woodlake, Johnson Business Park, American River Parkway, Erikson Industrial Park
17 11.18 No Census Tract 53.01 4 95811,
95814,
95816
Southern Pacific / Richards, Dos Rios Triangle, East Sacramento 18 11.84 Yes Census Tract 46.04 6 95824 N/A
19 12.50 Yes Census Tract 68.02 2 95815 Noralto, Old North Sacramento, South Hagginwood 20 13.16 No Census Tract 7 4 95814 Downtown, Old Sacramento

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21 13.82 Yes Census Tract 74.13 2 95821,
95660
Del Paso Park
22 14.47 Yes Census Tract 48.02 6 95828 Glen Elder
23 15.13 Yes Census Tract 45.02 5 95823 Parkway
24 15.79 Yes Census Tract 62.02 2 95815,
95821
Ben Ali, Swanston Estates
25 16.45 Yes Census Tract 32.04 6 95824 Avondale, Fruitridge Manor 26 17.11 Yes Census Tract 32.02 6 95824 Fruitridge Manor 27 17.76 Yes Census Tract 42.02 8 95822,
95832
Meadowview
28 18.42 Yes Census Tract 45.01 5 95824 South City Farms 29 19.08 Yes Census Tract 68.03 2 95815 Willis Acres, Noralto 30 19.74 Yes Census Tract 55.02 2 95815,
95825
Swanston Estates, Ben Ali, Arden Fair, Erikson Industrial Park 31 20.39 Yes Census Tract 48.01 6 95828 Southeast Village, Glen Elder 32 21.05 Yes Census Tract 49.06 5 95823 Parkway
33 21.71 Yes Census Tract 64 2 95838 East Del Paso Heights, Village Green, Parker Homes, Raley Industrial Park
34 22.37 Yes Census Tract 47.01 6 95823 N/A
35 23.03 Yes Census Tract 41 5 95822 Woodbine, Brentwood 36 23.68 Yes Census Tract 32.03 6 95824 Southeast Village, Glen Elder 37 24.34 Yes Census Tract 67.05 2 95838 Norwood Tech, Oak Knoll, Johnston Heights, Strawberry Manor 39 25.66 Yes Census Tract 49.09 5 95823 Parkway
40 26.32 Yes Census Tract 46.03 6 95824 Fruitridge Manor 42 27.63 Yes Census Tract 70.01 3, 2, 1 95833,
95384
Gardenland, South Natomas, American River Parkway
43 28.29 Yes Census Tract 70.22 3 95834 South Natomas
46 30.26 Yes Census Tract 42.03 8 95822,
95832
Meadowview
47 30.92 Yes Census Tract 96.34 5 95823 Valley Hi / North Laguna

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51 33.55 Yes Census Tract 49.08 5 95823 Parkway
53 34.87 Yes Census Tract 52.01 6 95819,
95826
CSUS, College Town
55 36.18 Yes Census Tract 67.03 1 95838 Glenwood Meadows, Pell/Main Industrial Park 57 37.50 Yes Census Tract 49.10 5 95823 Parkway
61 40.13 Yes Census Tract 43.01 8 95832 Meadowview
62 40.79 Yes Census Tract 70.21 3 95834 South Natomas
67 44.08 Yes Census Tract 49.04 5 95823 Parkway
68 44.74 Yes Census Tract 96.33 8 95823 Valley Hi / North Laguna 96 63.16 Yes Census Tract 70.24 3 95833 South Natomas, River Gardens 77 50.66 Yes Census Tract 67.06 2 95838 West Del Paso Heights, Norwood I-80

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OTHER CITY RIGHTS AND DISCLOSURES

GENERAL SERVICE REQUIREMENTS
If awarded a SCF grant, the grantee shall:

1. Appoint one representative to serve as the primary point of contact.

2. Obtain and maintain insurance as required by the City throughout the term of the agreement.

3. Limit service delivery within City of Sacramento boundaries and to City of Sacramento residents, unless otherwise requested.

4. Comply with all reporting requirements and allow the City and its contracted evaluator to conduct at least one on-site monitoring visit per year.

5. Attend SCF grantee convenings to maximize collaboration and the coordination of Sacramento children and youth services.

6. If the provision of services occurs on school campuses:
a. Obtain the written consent of the campus(es) to perform services on the campus prior to application submission
b. Enter into a written agreement with the campus(es), no later than thirty (30) days following the commencement of services and promptly provide a fully executed copy of the agreement(s) to the City
c. Notify the City if any party terminates, amends or suspends the agreement A grantee's failure to maintain a proper agreement shall, in addition to all other remedies available to the City, constitute grounds for the City to withhold payment or terminate the agreement.

7. If the grantee uses subcontractors:
a. Enter into a written agreement with the subcontractor(s), no later than thirty (30) days following the commencement of services and promptly provide a fully executed copy of the agreement(s) to the City
b. Notify the City if any party terminates, amends or suspends the agreement

8. To the extent required by law, practice non-discrimination in providing services, hiring personnel, and recruiting volunteers, and at the sole discretion of the City, provide a Personnel Practices Plan acceptable to the City in a timely manner.

9. Establish and enforce standards of conduct for applicant employees and volunteers that reflect public conventions and morals.

10. Prior to hiring staff, volunteers, or subcontractors, conduct a criminal background check requiring fingerprinting and the Department of Justice conducting a criminal record review for each person if he or she would hold a supervisory position or have disciplinary power over any minor. Grantee shall demonstrate to the satisfaction of City that it has acceptable protocols in place for the screening of employees, volunteers and subcontractors.

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11. Comply with church/state restrictions, including:
a. Protecting against the discrimination of any employee or applicant for employment based on religion and shall not limit employment or give preference in employment to persons based on religion.
b. Protecting against the discrimination of any person applying for public services based on religion and shall not limit such services or give preference to persons based on religion.

12. Follow all other local laws, ordinances, codes, regulations, and decrees.

CONFLICT OF INTEREST
Conflicts of interest may occur, whether directly or indirectly, when an employee, officer, board member, or volunteer of the Applicant is related to, married to, involved in an intimate relationship with, or are living with an employee or elected official of the City of Sacramento or if any of these individuals have an ownership or financial interest in the organization applying for funding. While a conflict of interest may not disqualify the applicant from receiving a SCF grant, any potential conflict of interest must be disclosed to the City Manager, or authorized designee, when the application is submitted and before grant funds will be awarded to a qualified Applicant.

Applicant acknowledges the following:

1. A conflict of interest may arise if an employee, officer, board member, or volunteer of the Applicant, is also an elected official or is employed by the City of Sacramento or is the spouse, partner, dependent child, member of the household, or has an intimate relationship, with an elected official or employee of the City of Sacramento.

2. A conflict of interest may arise if an employee, officer, board member, or volunteer of the Applicant has a financial or ownership interest in the Applicant’s organization, and that person is also an elected official or is employed by the City of Sacramento or is the spouse, partner, dependent child, member of the household, or has an intimate relationship, with an elected official or employee of the City of Sacramento.

3. Applicant shall disclose the names of any employees, officers, board members, or volunteers, who may give rise to a conflict of interest in the proposal when submitting the application.

4. Failure to disclose a conflict of interest, or potential conflict of interest, will be deemed a material misrepresentation by the Applicant.

TERMS AND CONDITIONS OF AGREEMENT
The City reserves the right to negotiate all terms of a Funding Agreement including length, scope of services, and grant award. A Funding Agreement with the successful candidate shall not be binding until it is signed by the authorized representatives of both City and the service provider. Selection as a service provider does not guarantee that City will award a grant to any eligible provider.

ACCEPTANCE OR REJECTION OF RF P PROPOSALS
The City reserves the right to reject any items or groups of items offered in response to this RFP.

Failure to furnish all information requested or to follow the format requested herein may disqualify the

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proposer. Any false, incomplete, misleading, or unresponsive statements in a proposal may also be sufficient cause for a proposal’s rejection. The City reserves the right to waive any minor informality or irregularity in any response. The City may, for any reason, decide not to award grants as the result of this RFP.

CONFIDENTIALITY
Responses to this RFP become the property of the City of Sacramento. All responses become a matter of public record and shall be regarded as such. Each applicant should be aware that, although the California Public Records Act recognizes that certain confidential trade secret information may be protected from disclosure, the City of Sacramento might not be able to establish that the information that an applicant submits is a trade secret. If the request is made for information marked “Confidential”, the City will give notice to allow the applicant to seek protection from disclosure by a court of competent jurisdiction.

Any response which contains language purported to render all or significant portions of the response as “Confidential”, “Trade Secret”, or “Proprietary” shall be regarded as non-responsive.

RESERVATIONS AND RIGHTS BY THE CITY OF SACRAMENTO

1. The attached grant agreement is subject to changes by the City.

2. Applicants submitting a proposal agree that by submitting a response to this RFP, they authorize the City to verify all information given.

3. The award of a grant by the City to an organization which proposed to use sub-applicants for the performance of work under the grant agreement resulting from this RFP should not be interpreted to limit the City’s right to approve subcontractors.

4. The City reserves the right, after grant award, to amend the resulting agreement, including updates to the scope of work and evaluation components, as needed through the term of the contact to best meet the needs of all parties,

5. If any provisions of the RFP shall be held to be invalid, illegal or unenforceable, the validity, legality and enforceability of the remaining provisions shall not in any way be affected or impaired thereby.

6. The City reserves the right to revise or amend any part of this RFP up to the due date and time for accepting proposals. Such revisions and amendments, if any, shall be announced by addendum to this RFP. Copies of such addendums shall be furnished to all applicants who have obtained Qualification documents after the RFP advertisement. If the revisions and addendums require changes, the due date set for RFP proposals may be postponed by such number of days as in the opinion of the City shall enable applicants to revise their proposals. In any case, the due date shall be at least five working days after the last addendum, and the addendum shall include an announcement of the new due date, if applicable.

7. The City reserves the right to select the proposals which in its sole judgment best meets the needs of the City.

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8. The City reserves the right to consider an applicant's financial standing as a basis for denying eligibility, including, in City's estimation, the financial ability or lack of financial ability of any applicant to carry out and successfully complete the proposed services.

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APPENDIX A: GRANT AGREEMENT SAMPLE

This Grant Agreement (“Agreement”), dated _______________2025 (the “Execution Date”), is between the City of Sacramento, a municipal corporation (“City”), and ___________________________________, \an unincorporated association doing business as _____________________ (“Grantee”).

Background

A. In December 2017, the Sacramento City Council adopted a Citywide Youth Development Campaign Plan that is intended to guide the City in the design, operations, and evaluation of its children and youth programs. The Plan lays out a set of goals that the City will strive to achieve through its own programs and through strategic partnerships.

B. The Sacramento City Council allocated funding for a grant program to support youth engagement and summer programming during the fiscal year 2021 and 2022 for specified non-profit community-based service providers which offer youth programs within or serving disadvantaged neighborhoods.

C. The City issued a Request for Proposals seeking non-profit community-based organizations willing to offer youth development programs for fiscal year 2021-22 and 2022-23. Grantee submitted a proposal which included proposed services and costs. City and Grantee have reviewed the proposal and may have negotiated changes to the scope of services and costs. Grantee has been selected to receive a grant to fund a youth development program as specified under the provisions of this Agreement.

Agreement

City and Grantee enter into this Agreement for the purpose of establishing each party’s rights and obligations with regard to the disbursement and expenditure of the City Funds (defined below) for the Authorized Activities (defined below) as follows:

1. Term. This Agreement takes effect as of ________________ (the “Effective Date”) and expires on ______________, 2026[or 2027] (the “Expiration Date”).
(a) This Agreement may be extended by mutual agreement of the parties if Grantee is unable to fully implement the program due to COVID-19 restrictions on in-person gatherings and the parties desire to continue the program with the grant funding, or if Grantee has not spent all of the grant funding by the planned Expiration Date. Grantee may request a time extension so that the term of this Agreement expires no later than _____________. The request must be in writing and explain the reason for the extension. The City will decide, in its sole discretion, whether to grant the extension and will notify Grantee of that decision.

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(b) Either party may terminate this Agreement early by giving the other party notice in accordance with Section 10 at least 30 calendar days before the termination date set forth in the notice. In addition, this Agreement is subject to early termination with a shorter notice period under Section 9.

2. Grant Funds – Services and Budget. Grantee has been awarded a grant in the amount of not to exceed $ ______________ (the “City Funds”) solely to carry out the activities listed in Attachment 1 (“Authorized Activities”) in accordance with the budget listed in Attachment 2 (“Approved Budget”). The Authorized Activities and the Approved Budget are based on compliance with the terms of City’s Request for Proposals for Youth Development Plan Funding (RFP) and Grantee’s Proposal, which are incorporated as part of this Agreement by this reference.

In the event of any conflict between Attachments 1 and 2 and City’s RFP and Grantee’s Proposal, the terms of the Attachments and this Agreement shall control and prevail.

Grantee shall perform all services performed under this Agreement in the manner and according to the standards currently observed by a competent practitioner of Grantee’s profession in California.

Grantee shall assign only competent personnel to perform services under this Agreement. Grantee shall notify City in writing of any changes in Grantee’s staff assigned to perform the services under this Agreement prior to any such performance.

Grantee shall not assign any rights or duties under this Agreement to a third party without the express prior written consent of City. Grantee agrees that the City shall have the right to approve any and all subcontractors to be used by Grantee in the performance of the Authorized Activities this Agreement before Grantee contracts with or otherwise engages any such subcontractors unless they are identified in Attachment 1. Notwithstanding the foregoing, to the extent set forth and described in the Authorized Activities, Grantee may work with collaborative service partners, which may include any entity that will share resources that impact the delivery of the services (such as school sites and other non-profit community service organizations), provided that Grantee shall ensure that it obtains all necessary permits to conduct the Authorized Services at such sites.

3. City Funds Disbursement. The City will disburse 25% of the City Funds for the first year of the term within 30-90 days of the Execution Date. The City will disburse the remaining funds on a quarterly reimbursement basis upon satisfactory submission of reporting requirements (see Reporting Requirements, pg. 14), including a mid-year progress report and financial documentation demonstrating that the grantee appropriately expended all funds previously advanced. The same fund allocation applies to the second year and third year (if applicable) contingent upon performance and fund availability: As long as the grantee has demonstrated satisfactory performance in the previous year, the City will release 25% of grant funds for the subsequent year.

4. Restrictions on Use of City Funds. Grantee may expend the City Funds only for Authorized Activities based on its Proposal that are provided during the Term of this Agreement, subject to the following limitations:

(a) Grantee may not use the City Funds for: (i) its overhead, general organization, and administrative expenses which are not directly related to performing the Authorized

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Activities; (ii) building maintenance, utilities, and similar operating costs of a facility unless it is used primarily by the grant program participants; (iii) fundraising and lobbying activities; (iv) expenses associated with the preparation of the Proposal, negotiating the terms of this Agreement, and costs incurred prior to the Execution Date unless included in the Approved Budget; or (vi) expenses not listed in the Authorized Budget.

(b) Grantee shall not adjust any line item expenditure in the Approved Budget by more than 10% without the prior written approval of the City Representative listed in Section 10.

Grantee shall submit requests for line item adjustments in accordance with the notice procedures in Section 10.

(c) Grantee may not use the City Funds to supplant (displacing or replacing) funds provided by other entities or held by Grantee prior to the Execution Date to provide other youth services already being funded by those entities or donations received by Grantee for such other youth services.

(d) This Section 4 will survive the expiration or termination of this Agreement.

5. Accounting and Reporting.
(a) Grantee shall keep all City Funds received under this Agreement separate from all other funds under its control.

(b) Grantee shall maintain records of all matters related to this Agreement including, but not limited to, books, financial records, supporting documents, statistical records, personnel records, property records, and all other pertinent records sufficient to reflect properly: All direct and indirect costs of whatever nature claimed to have been incurred and anticipated to be incurred in performance of this Agreement and all other matters covered by this Agreement. The records shall document all financial transactions, including but not limited to contracts, invoices, time cards, cash receipts, vouchers, canceled checks, bank statements and/or other official documentation evidencing in proper detail the nature and propriety of all charges paid with the City Funds. Grantee shall submit to the City, at such times and in such forms as the City may require, such records pertaining to matters covered by this Agreement.

(c) Grantee shall allow its records related to the services provided under this Agreement for inspection and audit by City. At City’s election, the City Accounting Manager or City Auditor, at all reasonable times, may audit Grantee’s books, records, and accounts to determine whether the Grantee has complied with the terms of this Agreement. City shall have the right for any reason whatsoever to perform, or cause to be performed an independent audit. Such audits may cover programmatic as well as fiscal matters. Grantee will be afforded an opportunity to respond to any audit findings, and have the responses included in the final audit report. Costs of such independent audits shall be borne by the City. This Section 5(c) will survive the expiration or termination of this Agreement.

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(d) Within the time period specified in Attachment 1, Grantee shall provide City with a progress reports which lists the number of youth participating in the program and other matters regarding the program as listed in the Authorized Services.

(e) Within 60 calendar days after either completion of the Authorized Services or the Expiration Date, whichever occurs first, Grantee shall provide City with a final report that lists the program accomplishments and expenditure of the City Funds. Grantee’s failure to provide the final report or Grantee’s unauthorized use of City Funds may result in the Grantee being barred from being eligible for City grant funding in future years.

(f) If the City Accounting Manager or City Auditor determines that the City Funds were expended by Grantee for uses not listed in the Authorized Budget or in violation of the restrictions listed in Section 4, upon receipt of the written demand issued by City which details the unauthorized expenditures, Grantee shall reimburse City for the amount of the unauthorized expenditures. Reimbursement shall be made by check payable to the City and delivered to the City Representative at the address set forth in Section 10 within 30 days from the date of the demand for repayment. This Section 5(f) will survive the expiration or termination of this Agreement.

6. Inspection, Monitoring, Evaluation and Program Changes. At any time during normal business hours, and as often as may be deemed necessary, Grantee agrees that the City, and/or any of its authorized representatives shall have access to and the right to examine its offices and facilities engaged in performance of services under this Agreement. No prior notice to Grantee of such inspection by City shall be required.

Grantee shall furnish all data, statements, records, information, and reports necessary for the City to monitor, review and evaluate the performance of the Authorized Services. Grantee shall cooperate with the City in the conduct of any evaluation of Grantee's youth development program and services. Grantee shall further cooperate to incorporate minor modifications to the program that may be discovered as necessary and appropriate as a result of feedback from the monitoring and evaluation process. City shall have the right to request the services of an outside agent to assist in any such evaluation, which services shall be paid for by the City.

Grantee recognizes and agrees that an evaluation of the Authorized Services may be completed after the expiration of the first year or the Term. In the event funding for a second year is included in this Agreement, Grantee acknowledges and agrees that such additional funding may be determined based on the results of the evaluation process and City may request changes to the Authorized Services and Approved Budget for the second year or services.

7. Non-Discrimination. Grantee shall not discriminate against any program participant on the grounds of sex which includes gender identity and gender expression, race, color, religion, ancestry, national origin, disability, medical condition, genetic information, marital status, sexual orientation, citizenship, primary language or immigration status. The foregoing is based on Section

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51 of the CA Civil Code, which is incorporated herein by reference as if set forth herein in full, and includes any other applicable federal, state, or local law prohibiting discrimination.

If Grantee is a religious organization, Grantee may not require program participants to engage in any activity or ceremony associated with education or advocacy of that organization’s religious beliefs or creed. However, the program offered by Grantee under this Agreement may be held within a church building or a building that may include religious statutes or displays associated with that organization’s beliefs or creed.

8. Criminal Background Check. Grantee and all of its employees, volunteers and subcontractors which will have supervisory or disciplinary authority over minors or will have direct contact with minors providing services under this Agreement are required to be fingerprinted and checked for certain types of criminal convictions before providing services per California Public Resources Code Section 5164 and California Education Code Section 10911.5.

Grantee shall require its employees, volunteers and subcontractors providing services under this Agreement to minors to submit to being fingerprinted for the criminal conviction review by the State Department of Justice. City may require Grantee to submit evidence of Grantee’s compliance with this requirement at any time during the Term of this Agreement.

If any at time after the criminal conviction review process has been completed, Grantee or any of its employees, volunteers or subcontractors is arrested for a felony or misdemeanor involving moral turpitude, Grantee shall immediately notify the City Representative listed in Section 10.

City may suspend the right of such person(s) to continue to provide services under this Agreement until the charges are dismissed or there is a settlement or conviction, and City may terminate this Agreement in lieu of suspension at its sole discretion.

9. Suspension and Termination. City shall have the right, at any time, to temporarily suspend Grantee’s performance hereunder, in whole or in part, by giving a written notice of suspension to Grantee. If City gives such notice of suspension, Grantee shall immediately suspend its activities under this Agreement, as specified in such notice.

This Agreement may be terminated prior to the Expiration Date by either party by giving thirty (30) days’ notice to the other in writing of its intent to terminate the Agreement for its convenience. Upon such notice, Grantee shall cease any further work related to this Agreement.

Nothing in this Agreement shall be deemed to be a waiver of the City's right to recover from Grantee any portion of the City Funds that have not been spent in accordance with this Agreement or that have not been spent as of the date of notice.

City may terminate this Agreement for breach prior to the Expiration Date if the City Manager or the City Manager’s designee determines that any of the following circumstances has occurred:

(a) Grantee has failed submit records when requested or improperly used the City Funds(see Sections 4 and 5);

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(b) Grantee has made any material misrepresentation of any nature with respect to any information or statements furnished to City in connection with this Agreement;

(c) There is pending litigation with respect to the performance by Grantee of any of its duties or obligations under this Agreement that may materially jeopardize or adversely affect Grantee’s ability to implement the Authorized Services;

(d) Grantee has violated the non-discrimination provisions or the religious restrictions in Section 7;

(e) Grantee has failed to conduct criminal background checks as provided in Section 8;

(f) Grantee or has failed to perform or has performed unsatisfactorily any term of this Agreement, including failure to submit the required reports and documents after the first year of the term; or

(g) Grantee has completed the Authorized Services and submitted the required reports in accordance with Sections 5 and 6, so there are no further obligations by any party under this Agreement.

10. Representatives and Notices. Grantee shall assign a single program coordinator who shall have overall responsibility for the performance of this Agreement by Grantee. Should circumstances or conditions require a substitute Grantee coordinator, Grantee shall notify the City Representative identified below.

Any notice under this Agreement must be in writing and will be considered properly given and effective only when mailed or delivered in the manner provided by this Section 10 to the persons identified below or their successors. If mailed, the notice will be effective on the second calendar day from the date it is deposited in the United States Mail addressed as set forth below with postage prepaid. A notice sent in any other manner (e.g., e-mailed or hand-delivered) will be effective or will be considered properly given when actually delivered.

If to Grantee:

If to City:

Youth Development Policy Manager

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City of Sacramento
915 I Street, 3rd floor
Sacramento CA 95814

Any party may change its address for these purposes by giving written notice of the change to the other parties in the manner provided in this Section 10.

11. Indemnity. Grantee shall defend, hold harmless, and indemnify City, its officers, employees, and agents from and against any and all actions, damages, costs, liabilities, claims, demands, losses, judgments, penalties, costs and expenses of every type and description, including, but not limited to, any fees and/or costs reasonably incurred by the City’s staff attorneys or outside attorneys and any fees and expenses incurred in enforcing this provision (collectively, “Liabilities”), including Liabilities arising from personal injury or death, damage to personal, real or intellectual property or the environment, contractual or other economic damages, or regulatory penalties, arising out of or in any way related to Grantee’s acts or omissions under this Agreement, whether or not (i) such Liabilities are caused in part by a party indemnified hereunder or (ii) such Liabilities are litigated, settled or reduced to judgment, except that the foregoing indemnity does not apply to liability for any damage or expense for death or bodily injury to persons or damage to property to the extent arising from the sole negligence or willful misconduct of the City, its officers, employees, agents, or independent contractors who are directly responsible to City. The provisions of this Section 11 will survive the expiration or termination of this Agreement.

12. Insurance. During the term of this Agreement, Grantee) shall maintain at its sole expense insurance coverage as follows:

(a) Commercial General Liability Insurance providing coverage at least as broad as ISO CGL Form 00 01 on an occurrence basis for bodily injury, including death, of one or more persons, property damage, and personal injury, arising out of activities performed by or on behalf of Grantee, products and completed operations of Grantee, and premises owned, leased, or used by Grantee, with limits of not less than one million dollars ($1,000,000) per occurrence.

The policy must provide contractual liability and products and completed operations coverage for the term of the policy. The policy must not include an exclusion for sexual abuse, physical abuse, or molestation.

(b) Automobile Liability Insurance is required if Grantee provides transportation for program participants providing coverage at least as broad as ISO Form CA 00 01 for bodily injury, including death, of one or more persons, property damage and personal injury, with limits of not less than one million dollars ($1,000,000) per occurrence. The policy shall provide coverage for owned, non-owned and/or hired autos as appropriate to the operations of Grantee.

No automobile liability insurance is required if Grantee certifies as follows:

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“Grantee certifies that a motor vehicle will not be used in the performance of any work or services under this Agreement. If, however, Grantee requires any employees of Grantee to use a vehicle to perform services under this Agreement, Grantee understands that it must maintain and provide evidence of Automobile Liability Insurance providing coverage at least as broad as ISO Form CA 00 01 for bodily injury, including death, of one or more persons, property damage and personal injury, with limits of not less than one million dollars ($1,000,000
) per occurrence. The policy shall provide coverage for owned, non-owned and/or hired autos as appropriate to the operations of the Grantee.”

_________ (Grantee initials)

(c) Workers’ Compensation Insurance with statutory limits, and Employers’ Liability Insurance with limits of not less than one million dollars ($1,000,000). No Workers’ Compensation insurance shall be required if Grantee completes the following certification:

“I certify that my business has no employees, and that I do not employ anyone. I am exempt from the legal requirements to provide Workers' Compensation insurance.”

_________ (Grantee initials)

(d) The Commercial General Liability and Automobile Liability policies must contain, or be endorsed to contain, the following provisions:

(1) The City, its officials, employees, and agents must be covered by policy terms or endorsement as additional insureds.

(2) Grantee’s insurance coverage is primary insurance as respects the City, its officials, employees, and agents. Any insurance or self-insurance maintained by the City, its officials, employees, or agents is in excess of Grantee’s insurance and does not contribute with it.

(3) The City must be provided with 30 days’ written notice of cancellation or material change in the policy language or terms.

(e) Insurance must be placed with insurers with a Bests’ rating of not less than A:VI. Self- insured retentions, policy terms, or other variations that do not comply with the requirements of this Section 12 must be declared to and approved by City in writing prior to execution of this Agreement.

(f) Grantee shall furnish City with certificates and required endorsements evidencing the insurance required. The certificates and endorsements must be forwarded to the City Representative named in Section 10. Copies of policies must be delivered to City on demand. Certificates of insurance must be signed by an authorized representative of the insurance carrier.

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(g) For all insurance policy renewals during the term of this Agreement, Grantee shall send insurance certificates reflecting the policy renewals directly to:

City of Sacramento
c/o Exigis LLC
PO Box 947
Murrieta, CA
92564

Insurance certificates also may be faxed to (888) 355-3599, or e-mailed to:
[email protected]

(h) The City may withhold payments to Grantee or terminate the Agreement if the insurance is canceled or is not renewed as required by this Section 12.

(i) Grantee’s liability to the City is not in any way be limited to or affected by the amount of insurance coverage required or carried by Grantee in connection with this Agreement.

13. Conflicts of Interest. During the Term of this Agreement, Grantee, its officers, directors, employees, and agents shall not have or acquire any interest, directly or indirectly, that creates an actual or apparent conflict with the interests of City or that in any way hinders Grantee’s performance under this Agreement.

14. Miscellaneous.
(a) C ompliance with A pplicable Laws. Grantee shall conduct its affairs and carry on its operations in compliance with all applicable federal, state, and local laws. Grantee must be registered and in good standing with the Registry of Charitable Trusts maintained by the California Attorney General and the corporation must be registered, active, and in good standing with the Secretary of State corporation filings.

(b) Assignment. Grantee may not assign or otherwise transfer this Agreement or any interest in it without City’s written consent, which the City may grant or deny in its sole discretion.

An assignment or other transfer made contrary to this Section 14(b) is void.

(c) Successors and Assigns. This Agreement binds and inures to the benefit of the successors and assigns of the parties. This Section 14(c) does not constitute the City’s consent to any assignment of this Agreement or any interest in this Agreement.

(d) Independent Contractors. Grantee may assign employees and volunteers or contract with third parties to perform the Authorized Services at its exclusive discretion and the services of such assigned employees, volunteers and third parties shall be at the sole expense of Grantee and they shall not be entitled to any benefits payable to employees of City.

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Sacramento City CouncilMay 20, 2025

Sacramento City Council
May 20, 2025