2016 TOHONO OODHAM APPLICATIONS 4.PDF

Last updated: 02/08/2016
Page 1
General information
Organization Maricopa County Education Service Agency
Contact First name Marc
Contact Last name Kuffner
Contact e-mail marc.kuffner@mcesa.maricopa.gov
Contact phone number 602-506-2068
Address
Street 4041 N Central Ave, Suite 1200
City Phoenix
State AZ
ZIP Code 85012
From what tribe is the organization requesting the grant?
Tohono O’odham Nation
Total grant amount request
35,000
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a) Explain the perceived need and explain how the proposal will address that need.
Many small schools in Maricopa County have limited resources to serve their students.
One of the areas that often lacks support is information technology. Maricopa County Education
Service Agency (MCESA) proposes the Rural and Small School Network to leverage existing
county resources and create an education cloud computing environment that will effectively
address technology challenges at a minimal cost to schools.
Currently MCESA is the fiscal agent for 38 school districts in Maricopa County. All
financial support is offered through a software platform called Visions. The Visions environment
provides school districts a financial system of record, including payroll, accounts payable, and
other financial aspects. This consortium was created to support schools fiscally where partner
districts do not have resources to provide technological services to their schools. Additionally
ten school districts throughout the county participate in Engineering STEM Identity (ESI), a
program funded by the U.S. Department of Education. ESI utilized interactive video
conferencing to allow 6-8th science students to interact with other students, MCESA support
staff, and STEM professionals. MCESA provides technical support to teachers, administrators,
students, MCESA staff, and STEM professionals to ensure all scheduled interactions can take
place without technological issues. The Rural and Small School Network will leverage staff and
experiences from ESI and the Visions environment to best serve teachers, administrators, and
students. Funding will provide proof of concept with two pilot schools so that the systems can be
tested before being taken to scale across the county.
MCESA provides technical support but because many of the small schools are in remote
areas of the county, they cannot be served until a MCESA IT professional physically arrives. The
funding requested enables MCESA to deliver timely technology assistance to rural areas by
using interactive video conferencing and cloud computing technologies. MCESA has
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successfully provided classroom support to rural schools via interactive video technology
through a STEM education program funded by the U.S. Department of Education. With a cloud
computing infrastructure, MCESA will be able to give additional IT support to schools so that
more of their resources can be expended for direct student instruction in all subject areas.
Once a remote support system is put in place schools districts will enjoy monetary
savings, have increased data security, have less down time and increased system and network
availability, and a reduction in travel time which will lead to more man hours resolving technical
issues. Additionally, MCESA will work closely with the partner school districts to build trust
regarding data security. Data sharing agreements and protocols will be drafted and executed to
protect school district data in compliance with FERPA.
Benefit for Teachers: Teachers will be able to dedicate more time to teaching, and will not need
to wait hours for technical support to arrive. When a technology issue arises mid-lesson,
technology support will happen immediately. District partners have had teachers need to switch a
lesson or delay testing because of technology issues previously. Remote technological support
would provide immediate support for nearly all common issues that arise in the classroom.
Benefit to Students: Student learning will not be impeded by all technology issues as they are
currently. A MCESA IT professional will be available immediately to offer initial support. More
technology will be available to students when they need it because proper maintenance will
occur regularly through the cloud.
b) Describe the population who will benefit from the proposal if approved.
The Rural and Small School Network will be piloted with an elementary partner school
district in a remote location of the County. MCESA proposes a proof of concept starting with a
single school district which provides cost savings, increased security, increased system
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availability, and reduces administration time by porting IT footprint to MCESA environment.
Table 1 describes the initial population who will benefit from the proposed program. While the
initial district size is small, the infrastructure that is built will allow us to add on any number of
schools in subsequent years by adding only application licenses.
Table 1. Partner Demographics
LEA Schools (#) Students (#) Free & Reduced Lunch (%) Grades
Elementary School 1 37 ≥80 K-8
District
c) Include a budget of the requested funds, with the total amount requested clearly notated.
Requested Budget
Server Hardware $7,500
Server Software $6,500
Storage $11,000
Software Components $6,000
Application Licenses $4,000
Total Requested $35,000
d) Other substantially related funding requests
There are no other funding requests substantially related to this program.
e) Previous 12% distribution awards
Table 2 discloses previous 12% distribution awards MCESA has received. None of the
previous awards are related to this proposal.
Table 2. Previous 12% Distribution Awards
Year Program Tribe Funds
Awarded
2010 Books for Home Reading Libraries-Reading Fort McDowell $8,000
for the Stars Yavapai Nation
2011 Continued funding for Books for Home Fort McDowell $8,000
Reading Libraries-Reading for the Stars Yavapai Nation
2012 Volunteer Program for Reading for the Stars Gila River Indian $68,835
Community
2012 MCESA-Reading for the Stars Fort McDowell $5,000
Yavapai Nation
2015 Building Futures Fort McDowell $7,500
3

f) Contact persons.
Designated Contact Person Alternate contact person:
Marc.kuffner@mcesa.maricopa.gov Email: Valerie.keim@mcesa.maricopa.gov
Phone: 602-506-2068 Phone: 602-372-7289
Address: 4041 N. Central Ave, Suite 1200 Address: 4041 N. Central Ave, Suite 1200
Phoenix, AZ 85012 Phoenix, AZ 85012
Fax: N/A Fax: N/A
g) Priority area.
This proposal falls under the Economic Development priority area in an education context.
h) Non-profit organization governmental letter.
Maricopa County is the proposing applicant. Governmental letter is not necessary.
4

Last updated: 05/10/2016
Page 1
General information
Organization National Kidney Foundation of Arizona
Contact First name James
Contact Last name Ivie
Contact e-mail jivie@azkidney.org
Contact phone number 602-840-1644
Address
Street 360 E. Coronado Road, Suite 180
City Phoenix
State Arizona
ZIP Code 85004
From what tribe is the organization requesting the grant?
Tohono O’odham Nation
Total grant amount request
80,000
1 of 1


Funding Proposal / Request for $20,000, $40,000, $60,000 or $80,000
Tohono O’odham Nation 12% Gaming Distribution for Fiscal Year 2017
Explain the perceived need and explain how the proposal will address that need:
Chronic kidney disease (CKD) is a progressively debilitating health problem that causes
fluid retention, swelling in the extremities, nausea, difficulty urinating, shortness of breath,
fatigue, diminished appetite, and generalized skin irritation/itching. CKD is a public health
problem affecting more than 26 million American adults, which represents over 13% of the adult
population. Racial and ethnic minorities are disproportionately affected by CKD, especially
African Americans, Hispanics, American Indians, and Asians/Pacific Islanders. CKD increases
the risk of kidney failure that necessitates dialysis to survive and the risk of cardiovascular
mortality. Public health projections indicate that the prevalence of CKD will increase in the
United States over the next 15 years among adults age 30 and older. The current prevalence is
13.2% of that population. By 2020, prevalence will increase to 14.4% and, by 2030, prevalence
will increase to 16.7%. Here in Arizona, over 600,000 adults may have an early stage of CKD
but only about 10% know it. Over 8,000 Arizonans have been on dialysis each year since 2011
and that number continues to grow. On average, 1,365 dialysis patients died each year between
2003 and 2013. During that same time period, there was an average of 2,126 new starts on
dialysis, which represents an average net increase of 761 patients per year. There were 88
Arizona dialysis facilities in 2003. Now there are over 120 dialysis facilities. Dialysis is among
the most expensive negative health outcomes of chronic disease progression. The cost of
medical care related to kidney failure and dialysis ($42 billion) consumed 28% of the Medicare
budget in 2013, up from 6.9% in 1993.As a general estimate, dialysis costs about $90,000 per
patient per year. Increasing the dialysis population by 761 net new patients per year costs $68.5
million annually in Arizona. Delaying the start of dialysis by one month for one patient would
save $7,500. Delaying the start of dialysis by one month for 761 patients would save $5.7
million. Preventing the need for dialysis in 100 patients would save $9 million annually. These
trends have prompted a call to action within the renal community: “From a national burden
perspective, we estimate that the population prevalence of CKD will increase in coming decades,
suggesting that development of interventions to slow CKD onset and progression should be
considered.”1
The National Kidney Foundation of Arizona has developed an intervention model called
Path to Wellness (PTW) that cultivates community engagement for chronic disease prevention.
The model establishes recurring cycles of 1) outreach to target communities; 2) free
comprehensive screening services; and 3) follow-up opportunities for further education and
engagement with health resources. 1) Target communities are defined as those that are poor,
underserved, and at increased risk of diabetes, cardiovascular, and kidney diseases. Underserved
populations often contend with more barriers to health care resources than the mainstream
population due to language differences and cultural traits that constrain communication, trust and
understanding. For those reasons, outreach involves continuous cultivation of partnerships with
community leaders and organizations that have communication networks capable of attracting
the interest of hard to reach populations. 2) Free quarterly screening events can process up to
200 people with the help of over 60 volunteers per event. Our volunteer pool includes over 250
people who represent dozens of different organizations. Our use of point-of-care testing devices
provides blood and urine test results in a matter of minutes, which are reviewed onsite by
volunteer physicians. 3) All screening participants are offered free enrollment in chronic disease

self-management workshops. Uninsured participants are introduced to health insurance
marketplace navigators who offer help to apply for AHCCCS or other insurance options they
may be eligible for. Help is also given to connect participants with primary care resources such
as local community health centers or free clinics such as the Mission of Mercy. The goals of
PTW are to improve early identification of at-risk people, facilitate their connection to health
care resources, and slow the progression of chronic diseases in order to reduce kidney failure
and the need for dialysis.
Describe the population who will benefit from the proposal if approved:
The Path to Wellness (PTW) program was launched in 2013. Since that time, over 1,000 people
have been engaged with screening appointments. Two-thirds of the screening participants were
women. With regard to age, 26% were under 40, 54% were 40 to 60 years old, and 20% were
over 60. The racial breakdown has been 56% Hispanic, 20% Caucasian, 13% African American,
4% Asian, and 6% mixed race or other (including Native American). 65% had no health
insurance. 59% had no doctor or clinic to go to. 18% had used a hospital emergency room in the
past year. Participants self-reported an average of five chronic disease risk factors and 15%
reported more than eight risk factors. At least one-third of screening participants were found to
have abnormal lab results derived from blood and urine testing. Onsite testing also determined
that 38% of participants were “disengaged and overwhelmed” or “becoming aware but still
struggling” with their health problems. PTW has a solid track record of reaching poor,
uninsured segments of the population who are the most at-risk and the least engaged with
health resources. Those segments of the population are often racial/ethnic minorities with
limited access to healthcare and/or who are not proficient in English. One consequence of those
circumstances is that minority groups are more likely to delay care and refuse recommended
services due to mistrust and misunderstanding. An important goal of PTW is to encourage and
guide people towards progressively greater engagement with available resources and to
facilitate growth in the confidence and skills needed to support a healthy lifestyle. Sustained
engagement depends on trust and tangible results (positive health outcomes) and opportunities to
nurture trust are created with each cycle of PTW.
The population that will benefit most from this proposal is substantially represented by
the thousand or more people who have already benefitted as described above. NKF AZ intends
to expand its reach ever more deeply into those at-risk communities in order to increase the
racial/ethnic diversity of participants. This is being accomplished through relationship-building
with other community organizations that serve those hard-to-reach populations and reach them
through their own familiar and trusted networks of communication with messaging that is both
culturally and linguistically appropriate.
Heart disease, diabetes and kidney disease are among the leading killers of chronic
disease patients in Arizona, and Centers for Disease Control and Prevention data show that
American Indians, African Americans, Hispanics and Asians are disproportionately impacted by
these diseases.2 Most patients do not learn about the relationships between these conditions until
their most advanced stages, which underscores the need to concentrate resources in underserved
communities that are most affected by these diseases. African Americans have a higher rate of
kidney failure than any other group of people, nearly four times higher than Caucasians. While
African Americans make up about 13 percent of the population, they account for 32 percent of
the people with kidney failure in the United States. Native Americans have a rate of kidney
failure that is two to three times higher than Caucasian Americans. One out of five Native

Americans has diabetes, compared with one in 20 adults in the total U.S. population. Hispanics
have a rate of kidney failure that is one and a half times higher than non-Hispanic Americans. In
2011, more than 14 percent of new kidney failure patients were Hispanic and nearly two in five
Hispanics are uninsured. The risk of diabetes is 18% higher among Asian Americans than white
Americans. Asian Americans get diabetes at a much lower body weight than white Americans.
In other words, the risk for diabetes rises sharply with even a small amount of weight gain above
the appropriate target for their ethnicity. Asian Americans are more likely to report that their
regular doctors did not understand their background and values; did not listen; spend as much
time; or involve them in decisions about care as much as they wanted. These are the hard-to-
reach populations that PTW engages with and these are the people who will benefit most from
the program. Ultimately, early identification of people who are at risk creates opportunities to
prevent or slow disease progression. Even though such engagement may result in a reduction
in undiagnosed conditions and health care costs, it is the individual patients who benefit most
when the burden of disease and associated complications is reduced or prevented. And the
benefits are increased medical stability and enhanced quality of life.
List any other funding requests that have been made for this or substantially related proposals
and provide the status of those requests:
A St. Luke’s Health Initiatives Innovation Grant proposal was submitted last fall to fund Path to
Wellness but was not approved. The John C. Lincoln Health Foundation also declined to fund
the program last fall. A grant application was submitted to the Ft. McDowell Yavapai Nation in
May 2016 for development of public education materials about the “triple threat” of diabetes,
heart, and kidney diseases but no decision has been made on that proposal.
Indicate whether the entity has already received a 12% distribution from the Tohono O’odham
Nation or other Arizona tribes, along with the amount and date awarded:
NKF AZ has not received a 12% distribution from the Tohono O’odham Nation. In July 2011,
NKF AZ was awarded $170,000 by the Gila River Indian Community (GRIC) to fund our
transportation assistance program for dialysis patients statewide over a span of two years. NKF
AZ was awarded $2,000 in October 2012 by the Ft. McDowell Yavapai Nation to support our
dental assistance program for kidney patients. NKF AZ was awarded $180,000 in June 2014
from GRIC to again fund our transportation assistance program over a span of two years. The
GRIC funding period ends in June 2016.
Identify a designated contact person and alternate contact person for follow-up, including e-mail
address, phone number, mailing address, and fax number for these persons:
James Ivie, PhD, LCSW / Director of Patient Services
National Kidney Foundation of Arizona / 360 E. Coronado Rd., #180, Phoenix, AZ 85004
jivie@azkidney.org / (602) 840-1644 / FAX: (602) 845-7955
Alternate contact person: Jeffrey Neff / CEO / same address
jeffreyn@azkidney.org / (602) 840-1644 / FAX: (602) 840-2360
Indicate which priority area (from the above list) the proposal falls under:
This proposal addresses the priority areas of education and health care.

If the proposal is from a non-profit organization, include the name of the city, town, or county an
agreement will be made with if funds are granted. A letter from the governmental entity
acknowledging its agreement to work with the non-profit is not necessary for the initial proposal.
However, it is necessary for those non-profits selected to receive grant funding.
Maricopa County has agreed to be the fiscal agent if we are awarded a grant.
Include a budget of the requested funds, with the total amount requested clearly notated:
We request $80,000 to fund four quarterly cycles of the Path to Wellness program. Each cycle
consists of outreach to target populations, comprehensive screening services, follow-up
engagement with health resources, and outcome assessment. If full funding is not available,
NKF AZ will gratefully accept funding for one quarterly cycle at $20,000, two cycles at
$40,000, or three cycles at $60,000.
PROJECT BUDGET:
Category Cost per Cost for all
Quarter 4 Quarters
Laboratory services:
Phlebotomy & point-of-care device operation $2,250 $9,000
Equipment acquisition, rental, & maintenance:
Point-of-care testing devices $2,500 $10,000
Other testing equipment $600 $2,400
Supplies for up to 200 people per screening:
Testing supplies $9,000 $36,000
Lunches for up to 60-70 volunteers $250 $1,000
Other rental costs:
Cargo van $200 $800
Venue use of space $300 $1,200
Screening workspace furnishings $250 $1,000
Outreach to target populations:
Multi-media community outreach $1,500 $6,000
Translation & interpreter services $500 $2,000
Follow-up calls to participants $150 $600
Educational materials: $100 $400
Post-screening workshops: $2,100 $8,400
Data entry & outcome assessment $300 $1,200
TOTAL AMOUNT REQUESTED*: $20,000 *$80,000
References
1Hoerger TJ, Simpson SA, Yarnoff BO, Pavkov ME, Burrows NR, Saydah SH, Williams DE.
The future burden of CKD in the United States: A simulation model for the CDC CKD initiative.
American Journal of Kidney Disease. 2015; 65 (3): 403-411.
2Flack J, Fung G, Rogers N (2010): Cardiovascular disease, chronic kidney disease, and ethnic
minorities: A triple threat. http://cme.medscape.com/viewarticle/728430

Last updated: 05/11/2016
Page 1
General information
Organization Mission of Mercy
Contact First name Lisa
Contact Last name Glow
Contact e-mail LGlow@amissionofmercy.org
Contact phone number 602-861-2233
Address
Street 360 E. Coronado Rd., Suite 160
City Phoenix
State Arizona
ZIP Code 85004
From what tribe is the organization requesting the grant?
Tohono O’odham Nation
Total grant amount request
75,000
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Access to Care:
Bridging the Healthcare Gap in the West Valley
Proposal created for the Tohono O’odham Nation
May 2016
(a) Need and how Mission of Mercy (MOM) will address the need.
Arizona is facing a healthcare crisis. Currently 17.9% of individuals living in Maricopa County exist below the
federal poverty level. Arizona’s children rank 47th nationally for uninsured. This year, the Arizona Republic
reported that one-in-four adults living in Arizona is classified as medically underinsured. Even with the
Affordable Care Act (ACA), one-in-five Arizona families continues to lack adequate access to basic
healthcare, and half of all adults, ages 19-64, had no health insurance for at least part of last year. Since the
implementation of the ACA, premiums have increased 16-46%, leaving tens of thousands of working poor
families unable to maintain their coverage. Due to the expansion of Medicaid in Arizona, several low-cost
and free clinics have closed their doors. Other sliding-fee clinics have severely cut back their free services
as their patient population has shifted to an Arizona Health Care Cost Containment System (AHCCCS)
reimbursement model. This alarming dynamic has left thousands of low-income and working poor families,
the homeless and veterans who cannot wait months or years for a VA Hospital appointment, “medically
homeless.” Without access to quality healthcare, our uninsured and underinsured neighbors cannot thrive.
The West Valley has been affected by this crisis. Cities such as Avondale, Goodyear, Maryvale and Glendale
have poverty rates of 13.8%, 7%, 29% and 12% respectively. In 2015, Avondale, Goodyear and Glendale
ranked 4.1, 2.8 and 3.6 (5 being the highest need) on the Dignity Health Community Need Index, an
assessment tool that maps the level of community health need for zip codes in the U.S. Further, rates of
chronic illness (i.e. heart disease, obesity and diabetes) have skyrocketed in these cities. The health of
thousands of vulnerable families in the West Valley is at risk, and Mission of Mercy (MOM) has become a
last resort. MOM is Maricopa County’s only 100% privately funded free mobile medical clinic with no
qualification process or co-pays.
Since 1997, MOM’s mission has been to restore dignity to the sick, working poor, uninsured and underinsured
by providing free healthcare and “healing through Love.” In the simplest of terms, we provide a no-cost
medical home for Maricopa County’s uninsured and underinsured families and individuals for as long as they
need it – no questions asked. Our highly efficient mobile healthcare delivery model, appropriately called
“Access to Care,” is 100% privately funded and uses no public or tax dollars. Our effective model is volunteer-
driven, with more than 300 dedicated volunteers (medical and non-medical), one full-time medical director
and five part-time medical support staff delivering direct care to our patients.
MOM currently operates six free mobile clinics out of churches, schools and community centers in
neighborhoods of severe unmet need in Avondale, Central Phoenix, Maryvale, Mesa, South Phoenix and
South Central Phoenix. MOM’s two mobile medical vans travel to the different clinic locations and carry
prescription medications for patient distribution.
In 2015, more than 15,000 patient visits were provided by MOM, along with more than 20,000 free
prescription medications. Approximately 60% of patients consider MOM their medical home, where they
benefit from a continuum of medical care focused on treating the “whole person” through individual primary
care visits. Specifically, MOM patients receive:

 Diagnosis, treatment and follow-up care for acute and chronic conditions such as hypertension, asthma,
cardiac/lung disease (COPD), obesity and, most predominately, diabetes;
 Prescription medications and 1:1 patient education as indicated by diagnosis;
 Specialized screenings, tests, labs and follow-on supportive services such as mammograms and diabetic
education classes;
 Referrals to appropriate specialty care practitioners for advanced care not available at MOM clinics;
 Free diagnostic imaging and laboratory testing through our Compassionate Care Partnerships with local
West Valley anchor hospitals (Dignity Westgate and Banner Estrella) and Sonora Quest Labs;
 Community Connections Health Literacy and Education Program providing onsite chronic disease
management and healthy lifestyle choices education (i.e. Living with Diabetes and Stanford University’s
Chronic Disease Self-Management Program (CDSMP) classes); and
 Onsite benefits eligibility navigation to assist patients to confidentially pre-qualify for services such as
AHCCCS, Supplemental Nutrition Assistance Program (SNAP), Women, Infants and Children (WIC) and
referrals to other social and behavioral health services.
MOM opened its Maryvale clinic in 1998 and Avondale clinic in 2010. These two clinics combined annually
serve more than 1,200 West Valley patients. Demand for services at these clinics has steadily increased; this
fiscal year to date, we have already seen an average 3% increase in patient visits at both clinics from the
previous year, with 3,400 free individual patient visits provided. With MOM as their medical home, West
Valley patients benefit from: (1) Primary Medical Care – addressing acute and chronic medical and Rx needs;
(2) Targeted Care – serving the specialized needs of children and adults with chronic illnesses, particularly
diabetes, hypertension and obesity; (3) Supportive services to increase health literacy and improve long-term
health outcomes; and (4) Referrals to social service providers who offer free or reduced-cost services.
MOM respectfully requests a grant of $75,000 from the Tohono O’odham Nation to support direct medical
care at our West Valley clinics – Avondale ($40,000) and Maryvale ($35,000). At an average cost of $68/per
patient visit, the Tohono O’odham Nation’s support will cover 1,100 patient visits, including medications, labs
and diagnostic radiology – all provided at no cost to our patients. The Nation’s funding will also help support
the expansion of our Community Connections program, which offers culturally appropriate, interactive health
education to help patients manage chronic diseases. The two biggest areas of focus for Community
Connections are diabetes and hypertension education, which impact about 60% of MOM’s patient population.
(b) Population who will benefit from the proposal if approved.
MOM serves Arizona’s 1-in-4 uninsured and underinsured children and adults of all ages. These are the
working poor and the medically homeless who have fallen through the cracks of our healthcare system. They
are the elderly, refugees, undocumented workers and veterans – many of whom cannot afford the exorbitant
premiums and co-pays of healthcare plans, or they cannot access plans on the national healthcare exchange
at all. MOM’s patient population also faces social determinants of health that make it difficult for them to
access high-quality healthcare; the majority identify as racial and ethnic minorities and have low income,
limited English proficiency, low educational attainment and low health literacy. More than 60% of MOM’s
patients suffer from chronic illnesses such as heart disease, obesity and diabetes that require close
monitoring and management. Without a quality medical home, these vulnerable families and individuals suffer
undiagnosed and untreated chronic illness; unnecessary and costly hospital emergency room care for
illnesses that have gone untreated and have become acute; lost jobs; stress on fragile family units; and, in
many cases, preventable premature death.

(c) Budget of the requested funds.
MOM requests $75,000 to support our West Valley clinics (Avondale and Maryvale) in fiscal year 2017 (July
1, 2016 – June 30, 2017).
EXPENSES Avondale Maryvale Total for Amount Amount Provided
Clinic Clinic West Requested from by Other Donors
Valley TO Nation
Clinics
Personnel Expenses--Medical and Program 89,289
Staff 90,128 49,161 139,289 50,000
Donated Medical Services, Medications, 239,994
Supplies, In-Kind 155,290 84,704 239,994 -
Fundraising Expense 6,027
3,900 2,127 6,027 -
Medications & Supplies 3,241
12,450 6,791 19,241 16,000
Occupancy 16,331
10,567 5,764 16,331 -
Office Expense 8,986
10,344 5,642 15,986 7,000
Insurance 1,000 8,328
6,036 3,292 9,328
Depreciation (Equipment and Van) 11,328
7,330 3,998 11,328 -
Other Expenses 1,244
805 439 1,244 -
Postage & Printing 1,408
911 497 1,408 -
Professional Fees 10,883
7,042 3,841 10,883
Meetings/Travel/Training 428
924 504 1,428 1,000

HQ Allocation for Office Support Costs 24,684
15,972 8,712 24,684 -
TOTAL BUDGET 422,171
321,699 175,472 497,171 75,000
Other sources of income include private foundation grants, individual giving, event revenue and in-kind
donations. Our Avondale and Maryvale clinics’ budgets represent 34% of our total operating budget. We
average 74 patient visits per clinic day at all six clinics at a cost of $5,052 per day. Our hard-cost per patient
visit is $68, which is matched by in-kind donations totaling approximately $140 per patient visit. Each patient
on average seeks care 3.4 times per year and receives 1.3 life-saving prescriptions each visit.
(d) Other funding requests that have been made for this or substantially related proposals and the
status of those requests.
MOM has requested funding and in-kind support for our West Valley clinics (Avondale and Maryvale) from
the following: The City of Avondale ($4,000 anticipated), The City of Goodyear ($10,000 pending); The Order
of Malta ($15,000 anticipated); Board of Visitors ($75,000 pending); Sundt Foundation ($5,000 anticipated);
APS Foundation ($10,000 anticipated); and Express Scripts ($5,000 pending). MOM also anticipates
significant operating revenue from individual donors and event revenue from our December 2016 “Mercy in
the Morning” fundraising event as well as support from annual donors.
(e) Indicate whether the entity has already received a 12% distribution from the Tohono O’odham
Nation or other Arizona tribes, along with the amount and date awarded.
MOM has not received funding from the Tohono O’odham Nation. In 2011, MOM received a three-year
$150,000 grant from the Gila River Indian Community for a diabetes care and prevention program.
(f) Identify a designated contact person and alternate contact person for follow-up, including email
address, phone number, mailing address and fax number for these persons.
Designated Contact Person: Catherine Amiot, Alternate Contact: Lisa Glow, Director of
Executive Director Sustainable Resources
Mailing Address: 360 East Coronado Road, Suite Mailing Address: 360 East Coronado Road, Suite
160, Phoenix, AZ 85004 160, Phoenix, AZ 85004
camiot@amissionofmercy.org lglow@amissionofmercy.org
Tel: 602-861-2233 Tel: 602-448-2270
Fax: 602-861-2244 Fax: 602-861-2244
(g) Priority area the proposal falls under: Healthcare
(h) Fiscal agent with which an agreement will be made if funds are granted: Maricopa County

Mission of Mercy Arizona
Bridging the Gap
for Health & Wellness
2014 Impac t Summar y
Healing through Love & the Restoration of Dignity

OUR MISSION
Mission of Mercy is part of Arizona’s health care solution, providing free primary health care and prescription medications to the uninsured, underinsured
and those who are grappling to stay in the health safety net. We’re committed to providing a clear and unconstrained pathway for individuals and
families to access health care; as such, Mission of Mercy is a nonprofit that receives no state or federal funding. Simply put, we provide a medical home
to all those entrusted to our care.
Since 1997, Mission of Mercy’s Arizona
program has provided more than
184,195 free individual patient visits

OUR COMMITMENT
Restoring Dignity
At the core of Mission of Mercy’s work is one very powerful, yet simple, commitment:
to provide Healing Through Love and the Restoration of Dignity to everyone entrusted
to our care.
We treat our patients with respect and see every clinic interaction, from the moment
a patient walks through the door to the time they pick up their prescriptions and
schedule their next visit, as an opportunity to deliver more than medicine.
Empowering Patients
Patient education plays a vital role at our clinics because so many of our patients
are dealing with chronic health conditions such as asthma, diabetes and high blood
pressure, which require ongoing management. Our medical team and interpreters
work seamlessly to ensure that patients understand how to manage their care between medical appointments, as well as what steps they can take to
improve their overall health and wellness. The goal of Community Connections is to identify partnerships that provide health literacy, patient education
and family support services, and “connect” patients directly with them. Now in its third year, the program was initially funded by a generous grant from
the Diane & Bruce Halle Foundation.
Strengthening Communities
The spirit of collaboration is a powerful force at the heart of all great endeavors and, now more than ever, its presence is filling our clinics and the communities
we serve. As a result, our partnerships with other organizations providing patient support services stronger than ever; our network of pro-bono and in-
kind medical partners continues to expand; and we continue to serve as the primary care provider for thousands of uninsured and underinsured families.
In response to the dramatic changes in health care delivery brought about by the implementation of the Affordable Care Act in 2013, we have strategically
leveraged our stellar community partner network and funder relationships to ensure Mission of Mercy is part of the health care solution.

MERCY IN ACTION: 2014 HIGHLIGHTS
Since the passage of the Affordable Care Act, we have experienced new
opportunities to help bridge the health care gap through innovative
partnerships with community organizations, hospitals and other health
care providers. In 2014, we leveraged an unprecedented amount of
medical care, health education and chronic disease management to a
growing number of patients who use Mission of Mercy as their medical
home. We have experienced firsthand that thousands in our community
still count on Mission of Mercy as their lifeline for accessing health care.
Our 2014 program highlights include:
■ Provided 15,224 free doctor visits – the highest in our
17-year history
■ Our on-site pharmacy team distributed 22,617 free prescription
medications, representing a 6% increase
■ Our newest clinic at the Murphy School District in South
Phoenix is now serving 100 families each month - 8% of
patients are children
■ 765 patients received additional education on oral health,
nutrition, flu prevention, hyper-tension and heart health
through our Community Connections program
■ Recorded an astounding 18,140 hours of volunteer service
from nearly 350 pro-bono doctors, nurses, interpreters and
clinic support volunteers, valued at $858,865

LOOKING AHEAD: 2015 INITIATIVES 87.4% of all donated revenue and
As the unpredictable healthcare landscape continues to evolve, we are support is used to deliver patient
pursuing innovative ways to strengthen our community’s Health Care Safety
Net. One opportunity is to create patient referral partnerships with hospitals care and program services
whereby MOM serves as the primary care “medical home” for uninsured and (June 30, 2014 audited financial report.)
underinsured patients who use hospitals for their routine health care. This
partnership would reduce/avert unnecessary hospital visits while providing
patients with a long-term, no cost alternative. In addition, we are actively
expanding our bi-lingual chronic illness/wellness education programs while
exploring ways to strengthen our program by attracting wrap-around service
partners to provide ancillary patient health, wellness and dental services.
Below is a sampling of our 2015 Initiatives:
■ Increase “ER Diversion/Medical Home” hospital partnerships
In 2014, Mission of Mercy began a one-year pilot with Dignity Health
that uses a formalized referral process to direct uninsured patients in
need of a medical home to MOM clinics.
■ Increase efficiency by implementing new information technology to
connect clinics, volunteers and staff operations
Through Experience Matters, we secured a one-year Encore Fellow
specializing in IT to oversee the role-out of on-site volunteer scheduling
and patient outcome tracking system.
■ Expand Patient Education and Chronic Disease Management Programs
Through Community Connections we will offer on-site patient education
programs that will be overseen by a medically trained volunteer, to include:
• Living with Diabetes Patient Education (Bi-lingual classes)
• With Every Heartbeat is Life (Curriculum developed by the
National Heart Lung and Blood Institute)
• Chronic Disease Self-Management (Curriculum developed
by the Stanford Medical Center)

COMMUNITY HEALTH CLINICS –
A VITAL LINK FOR FRAGILE FAMILIES
Due to the rapidly rising cost of health insurance premiums, deductibles and out-
of-pocket expenses for doctor’s visits and prescription medications, one-in-four
adults now finds themselves underinsured and unable to afford the cost of basic
medical care. According to the Commonwealth Fund’s report, nearly 31 million
adults covered by employer health plans or private insurance policies routinely skip
needed health care due to financial concerns of how they will pay for it. This new
wave of underinsured are the new faces of our patients.
Did you know?
■ Every $1 donated to a free clinic returns $5 or more in patient services
■ Patients who use free clinics are less likely to rely on emergency rooms for
non-urgent health care, the most expensive form of care
Mission of Mercy: A Medical Home For All
A variety of unforeseen circumstances lead patients to our clinics. Whether for a single
acute care visit or their ongoing primary health care, we embrace the unique needs
of each patient. Our promise is to provide a dignified environment, a compassionate
and competent medical team and a safety net of supportive services to help patients
navigate their health needs and guide them in making healthy life choices.
■ In 2014, Mission of Mercy’s clinics were open 212 days
■ On average, each patient receives 2-3 free prescription medications per visit
■ Due to our highly efficient volunteer model, the cost of providing one patient
with a doctor visit and prescription medications is only $74

After the Affordable Care Act is fully implemented, there will
still be more than 30 million people who will be uninsured,
according to the Congressional Budget Office

STATEMENT STATEMENT OF OF ACTIVITIES ACTIVITIES
Fiscal Year ended June 30, 2014
Support and Revenue Amount % of Annual
Funding Campaign IN-KIND GIFTS & SERVICES
Sustainable Funding Initiative $285,137 15% Compassionate Community Partners include:
Unrestricted Gifts $52,059 3% Agua Fria Union High School District
Grants $427,225 23% Banner Health – Banner Estrella Medical Center
In-Kind Gifts/Pro Bono Services $1,112,042 59% Chandler Regional Medical Center
Total Revenue $1,876,463 100% Franciscan Renewal Center
Living Streams Church
Operating Expenses Mercy Gilbert Medical Center
Administrative $68,882 9% Sonora Quest Laboratories
Fundraising $225,175 12% Southwest College of Naturopathic Medicine
Program $1,482,406 79% Dignity Health
Total Operating Expenses* $1,876,463 100%
* Total Expenses include In-Kind Gifts/Pro-Bono Services.
30% New Patients
Adult Male
Returning Patients
Adult Female 54% 46%
59%
Children
3%
8%
Elderly

RECENT CORPORATE & FOUNDATION GIFTS Mission of Mercy is 100% privately
Fiscal Year, 2014
funded and does not receive any
Donor Amount
state or federal funding
Dignity Health 155,000
Diane & Bruce Halle Foundation 150,000
Virginia G. Piper Charitable Trust 122,000
Phoenix Rotary Club Charities 65,552
Anonymous Donors 55,000
BHHS Legacy Foundation 29,180
Sovereign Military Order of Malta-Western Association 25,000
Banner Health System 15,000
U.S. Airways 15,000
Sonora Quest Laboratories 10,000
All Saints of the Desert Episcopal Church 8,562
City of Avondale 8,000
Frys Food Stores/Kroger 7,000
Silicon Valley Community Foundation 5,500
Arizona Medical Network 5,000
Blood Systems, Inc. 5,000
Phoenix Suns Charities 5,000
Lina Juliber Charitable Foundation 4,000
Employees Community Fund of Boeing Mesa 3,000
Cardinals Charities 2,500
MyHealthDirect 2,500
TOTAL $697,794

OUR CLINICS
MARYVALE CHURCH OF THE NAZARENE
1st & 3rd Tuesdays, each month
3201 North 51st Avenue, Phoenix
BLACK FAMILY AND CHILD SERVICES OF ARIZONA
2nd & 4th Tuesdays, each month
1522 East Southern Avenue, Phoenix
SHEPHERD OF THE VALLEY LUTHERAN CHURCH
Every Wednesday
1500 West Maryland Avenue, Phoenix
CHRIST THE KING COMMUNITY CENTER
Every Thursday
1616 E. Broadway, Mesa
FIRST SOUTHERN BAPTIST CHURCH OF AVONDALE
Every Monday
1001 North Central Avenue, Avondale
MURPHY EDUCATION & HEALTH CENTER
2nd & 4th Friday, each month (by appointment only)
3140 West Buckeye Road, Phoenix

ARIZONA LEADERSHIP
COUNCIL MEMBERS
Susan Connor
Alice Ehmann
Tony Ehmann
Kim Fleurquin
Greg Hjartarson
Henry Konerko, Ph.D
Peter A. Liefer, Sr.
Colonel Mike Lynch, USAF (Ret.)
Pastor Jack Marslender
Rachel Oesterle
Arizona Leadership Council Advisors
Earl J. Baker, MD Claudia Critchfield
Marisue Garganta Judy Walruff, Ph.D
ARIZONA MEDICAL TEAM ARIZONA EXECUTIVE TEAM
Brad Smith, NMD, Medical Director Catherine L. Amiot, Executive Director
Jill Utley, MD, Assistant Medical Director Paula Carvalho, Program Manager
Roselynde Bryant, NMD, Assistant Medical Director Dianne Aguilar, Community Connections Coordinator
Debi Lynch, RN, Assistant Nursing Director Ana Berlanga, Volunteer Coordinator
Ann Collins, RN, Assistant Nursing Director Diana Navarrette, Administrative Assistant
Donna Castrenze-Steele, RN,
Assistant Nursing Director Rachel Oesterle, Strategic Initiatives
Lyndsey Waugh, Development & Communications
Lisa Weyer, Grants Manager

Mission of Mercy Arizona Executive Office
360 East Coronado Road | Suite 160 | Phoenix, AZ 85004
amissionofmercy.org/arizona | (602) 861-2233

18 YEARS OF BRINGING THE DOCTOR TO THE PEOPLE
SPRING 2008
MOM exceeds
100,000 patient SUMMER 2014
visits; 4th site opens MOM achieves
SUMMER 2000 in South Phoenix 175,000 patient
MOM reaches visits
10,000 individual FALL 2015
patients served SPRING 2012 MOM launches free mammogram program
Community Connections offers patient w/Mobile On-Site Mammography
education and support services
FALL 1997 FALL 2010 SPRING 2013 SPRING 2016
First Arizona clinics Fifth clinic in West Sixth clinic opens MOM provides
open in Central Valley opens. in the Murphy 200,000th
Phoenix and Additional mobile School District patient visit
Mesa unit acquired
SPRING 2003 WINTER 2012
MOM surpasses MOM exceeds
50,000 patient visits 150,000 patient
SUMMER 1998 visits WINTER 2014
Maryvale clinic opens MOM partners with Dignity Health to provide
medical home for uninsured patients
FALL 2006
New mobile medical unit acquired

Last updated: 05/12/2016
Page 1
General information
Organization Maricopa Health Foundation
Contact First name Kate
Contact Last name Fassett
Contact e-mail kfassett@maricopahealthfoundation.org
Contact phone number 602-687-9031
Address
Street 2910 E. Camelback Rd., Suite 180
City Phoenix
State AZ
ZIP Code 85016
From what tribe is the organization requesting the grant?
Tohono O’odham Nation
Total grant amount request
30,000
1 of 1



Tohono O’odham Nation 12% Gaming Distribution RFP Maricopa Health Foundation May 2016
Background. Maricopa Health Foundation (MHF), Maricopa Integrated Health System (MIHS), and District
Medical Group (DMG) have developed a partnership that provides patients and the community with access to
an unrivaled array of high quality programs and services. DMG, the exclusive physician group that partnered
with MHF and MIHS to create the first domestic violence (DV) advocacy program in an Arizona hospital and
healthcare system, the Mariposa – Wings to Safety (Mariposa) program.
Incorporated in 1994, the mission of MHF is to provide philanthropic support to MIHS programs, education,
research and capital improvement projects that advance patient welfare, improve quality of care, and increase
community access to health care. MHF's vision is to be the recognized leader in securing the philanthropic
support necessary for MIHS to be the preferred health care provider in the delivery of excellent health care to
all the people of Maricopa County and to be the leading academic research provider utilizing its entire network
to propel the delivery of innovative, comprehensive medical services throughout our community.
MIHS is the only public teaching hospital and health care system in Arizona. MIHS is committed to offering
comprehensive and safe care to all of those who live in Maricopa County, regardless of circumstance, through
a seamless continuum of care that keeps our community healthy, self-sufficient and effectively treats illness.
MIHS has provided the full spectrum of wellness-oriented healthcare in an academic environment to
thousands of low-income and at-risk members of the community for 140 years.
DMG is a not-for-profit organization dedicated to innovation in healthcare delivery that: 1) improves access to
care for adults, children and families in Maricopa County regardless of circumstance; 2) supports the highest
standards of quality; and 3) through medical education, prepares the next generation of physicians for the
State of Arizona. DMG consists of over 650 credentialed providers and is the exclusive provider of medical
professionals for MIHS.
One key to the continuing success of Mariposa is collaboration. Together, MHF, MIHS, and DMG have
demonstrated the commitment to the program from being the first to implement this unique program to ongoing
support. The three organizations partner in strategic planning and implementation for Mariposa and MHF
takes a lead role in future sustainability.
Narrative
A. Explain the perceived need and explain how the proposal will address it.
Community need/opportunity. According to the WHO, DV falls under the umbrella of Interpersonal Violence
(IPV), which is defined, in part, as violence between family members and intimate partners. IPV can
encompass a wide-range of abusive behaviors in a variety of settings; it is a common problem our society and
is associated with long-term effects on physical and mental health and quality of life. According to the Centers
for Disease Control and Prevention in 2010, 1 in 4 women and 1 in 7 men have experienced DV; therefore,
more than 804,048 women and 453,689 men in Arizona will experience DV in their lifetime. IPV, and
specifically DV, is a global health issue with local impact on community.
Many individuals do not seek shelter, which can be the most expensive form of addressing domestic violence.
Therefore, working with patients in a place they currently receive medical care may reach more people. DMG
has found that offering these services in a medical setting lends credibility to the importance of this issue and
offers a safe place to report the violence. Mariposa, therefore, is optimally positioned to administer a program
designed to provide the range of services needed across the continuum of care to ensure safety and well-
being.

Tohono O’odham Nation 12% Gaming Distribution RFP Maricopa Health Foundation May 2016
Mariposa – Wings to Safety (Mariposa) program. Mariposa addresses DV through providing prevention,
intervention and education services. Since its inception in 2005 and through June 2015, Mariposa provided
services to 52,950 individuals, including: 1) education and counseling (primary prevention) to 45,378 patients
and community members, with a special focus on mothers, newborns and children; 2) advocacy services to
4,434 victims of DV; 3) support groups to 3,138 attendees; and 4) annually training 125 – 235 medical
residents who will be prepared to conduct IP safety questions in their future practice.
Mariposa’s comprehensive program includes:
 Complete pre/postnatal education and postpartum discharge planning – topics include the added
stressors and changes that can be expected as a new child enters the home and ways to ensure safety
and prevent child abuse and neglect and family violence.
 Provide screening and counseling with women and families through the Maricopa Medical Center’s
Emergency Department – includes meeting with patients at risk for domestic violence, and their
children, completing screening, education and links to community resources.
 Conduct Mariposa support groups - topics include healthy relationships, preventing family violence and
child abuse and neglect, safety planning, and awareness of community resources.
 Assist patients with requesting orders of protection. Mariposa is a program of the only Arizona hospital
that works with Maricopa County Family Court to provide patients with domestic violence injuries the
opportunity to file for and receive an order of protection on-site at the hospital, in a safe environment.
This service can address safety issues in real-time without delay or need for further appointments,
travel, etc.
 Complete referrals to the Family Learning Centers as needed. In these clinic-based resource centers,
families: a) attend educational groups; b) peruse reference materials on many health-related topics,
including healthy parenting; c) work with FLC staff to learn about additional community resources and
complete referrals as appropriate; and/or d) read, learn and play with their children. These centers are
a valuable resource for families and advocates working to prevent family violence of any type.
 Train medical residents – topics includes DV and child abuse and neglect prevention, importance of
screening, relationship between DV and child abuse and prevention, and available resources.
 Respond to referrals from various health clinics as requested – can include education and linkages to
community resources.
Impact. Short-term benefits include: 1) reproductive age women, men and their families learn about the cycle
of violence, cues indicating the potential of abuse, and non-violent ways of handling stress; 2) reproductive
age women and men develop a safety plan and learn the importance of protecting their children; 3)
reproductive age women and men identify resources that are available to help keep themselves and their
children safe; and 4) medical residents learn to talk with patients about preventing domestic violence and child
abuse and neglect, the relationship of child abuse and neglect with domestic violence, and about available
resources for support.
Long-term benefits include: 1) reproductive age women and men will utilize their safety plan and community
resources to prevent child abuse and neglect; and 2) medical residents will incorporate domestic violence and
child abuse and neglect prevention information into their future practices.
Collaboration. Mariposa brings the public health, medicine, education and legal communities together to
implement the comprehensive program. The program works collaboratively with DV prevention organizations,
child abuse and neglect prevention agencies, domestic violence shelters, Maricopa County Family Court,
police departments, prosecutors, family advocacy centers, medical providers, home visiting and family support
providers, governments and associations, policymakers and advocacy networks, higher education, and

Tohono O’odham Nation 12% Gaming Distribution RFP Maricopa Health Foundation May 2016
community groups. Mariposa works with partners and community resources to build on, rather than duplicate,
efforts.
Although Mariposa works closely with other community resources, it is the only hospital-based domestic
violence program in Arizona, providing prevention, intervention and education services. The program provides
unique services. One such example is being one of only a few in the country that offer patients of domestic
violence injuries the opportunity to apply for and receive an order of protection on-site at the hospital, through
its partnership with the Maricopa County Family Court.
B. Describe the population who will benefit from the proposal if approved.
Mariposa provides prevention, intervention and education services to the Maricopa County community,
including women, men, children, families, medical residents, community organizations and groups. Throughout
the MIHS system, the client base is 73% ethnically/racially diverse, of which represents Hispanic, African-
American, Native Americans and others.. Over 30% of patients are non-English speaking. Services and
materials are all offered in English and Spanish, including offering one of the only free family violence support
groups in the region for monolingual Spanish-speaking participants. The Mariposa team is bi-lingual in English
and Spanish.
Culturally and Linguistically Appropriate Services (CLAS). MIHS incorporates the national CLAS standards into
patient care and services with the purpose of advancing health equity and eliminating health care disparities
among at-risk populations. Having provided health care for patients from a wide range of ethnicities, MIHS has
been recognized locally and nationally numerous times as a leader in the provision of CLAS to patients
including HRSA’s Multicultural Program Certificate of Recognition. MIHS has a model interpretive services
program and was one of the first in Maricopa County to integrate these services into a care plan. MIHS
mandates cultural competence awareness training for all staff and fulfilling these requirements is part of
employee’s annual skills list and performance evaluation. MIHS developed a Spanish Bilingual Assistant
Certification Program that has become Arizona’s standard for certification of medical interpreters. The MIHS
Community Relations Department provides guidance in the area of language and cultural competency.
C. Include a budget of the requested funds, with the total amount requested clearly notated.
The requested funds, in total of $30,000, will be for salary support for the Mariposa program. In FY2016,
salary (including wages and fringe benefits) totaled $121,737, including 3 advocates for a combined 2.2 FTE.
This request is to fund a portion of an advocate’s salary, allowing an advocate to provide critical prevention,
intervention and education services, including training to medical residents and organizational staff.
MHF is in a solid financial position as an organization to support Mariposa and administer the requested grant
award with MIHS and DMG in FY2017. MHF, however, has commitments to a number of programs and
initiatives in addition to Mariposa. This award would provide dedicated resources to the Mariposa program.
MHF, MIHS, and DMG have developed a robust sustainability plan for Mariposa, which will continue to mature
over time with both short- and long-term goals. Mariposa has been supported by additional grants,
foundations, and through fundraising events. Annually, MHF hosts a golf tournament in support of Mariposa;
our expectation is that this will generate $50,000 in unrestricted funds annually.
Current secure revenue for FY2016 includes: 1) $9,060.48 Arizona First Things First; 2) $699 South Phoenix
Healthy Start; 3) $20,000 Centene Foundation; 4) $20,000 Seasons for Sharing; and 5) $52,298.04 from the
MHF golf tournament. Foundation proposals pending or to be submitted include: 1) $50,000 Thunderbirds
Charities, just awarded; 2) $25,000 Child Abuse Prevention License Plate, submitted; and 3) this proposal -

Tohono O’odham Nation 12% Gaming Distribution RFP Maricopa Health Foundation May 2016
$30,000. MIHS and DMG financially support Mariposa annually in salary reimbursement and in-kind resources
for IT support, program space, and professional staff (ex: grant management, accounting).
FY16 program expenses include: 1) $121,736.90 salary and ERE for 4 individuals totaling 2.20 FTE; 2)
$2,842.62 consulting fees; 3) $287 for mileage reimbursement; 4) $1,250 for computer support; 5) $2,315.26
for rent; and 6) $20,279.06 for professional staff.
D. List any other funding requests that have been made for this or substantially related proposals
and provide the status of those requests.
Foundation proposals pending or to be submitted for the Mariposa program funding requests include: 1)
$50,000 Thunderbirds Charities, just awarded; 2) $25,000 Child Abuse Prevention License Plate, submitted;
and 3) this proposal - $30,000.
E. Indicate whether the entity has already received a 12% distribution from the Tohono O’odham
Nation or other Arizona tribes, along with the amount and date awarded.
Maricopa Health Foundation and the Mariposa – Wings to Safety program have not received funding from the
Tohono O’odham Nation or any other Arizona tribe.
F. Identify a designated contact person and alternate contact person for follow-up, including
email address, phone number, mailing address and fax number for these persons.
Contact person: Kate Fassett: kfassett@maricopahealthfoundation.org; 480-688-2657 (phone), 602-714-5525
(fax); 2910 E. Camelback Road, Suite 180, Phoenix, AZ 85016
Alternate contact person: Cheri Tomlinson: cheri.tomlinson@mihs.org; 602-344-2629 (phone), 602-344-1974
(fax); 2601 E. Roosevelt Street, Phoenix, AZ 85008
G. Indicate which priority area (from the above list) the proposal falls under.
The proposal falls under the Health Care priority area.
MHF is dedicated to innovation in healthcare delivery, supporting the welfare of patients and improving health
of the Maricopa County community. Mariposa is the only program of its kind in the region, a hospital/clinic-
based family violence advocacy center bringing the public health, medicine and legal communities together to
implement the comprehensive program. Seeking to improve access to care for the citizens of Maricopa
County, regardless of circumstances, this program provides prevention, intervention and education services to
ensure safety and well-being. Mariposa prepares the next generation of physicians for the State of Arizona
through medical education incorporating domestic violence and child abuse and neglect prevention training,
and provides ongoing support to residents, physicians and nurses through outreach and education and being
available to provide care to patients.
H. If the proposal is from a non-profit organization, include the name of the city, town or county
an agreement will be made with if funds are granted. A letter from the governmental entity
acknowledging its agreement to work with the non-profit is not necessary for the initial
proposal. However, it is necessary for those non-profits selected to receive grant funding.
Maricopa County, letter to be attached with full application.

Last updated: 05/13/2016
Page 1
General information
Organization Marc Community Resources, Inc.
Contact First name Randy
Contact Last name Gray
Contact e-mail randy.gray@marccr.com
Contact phone number 480-969-3800
Address
Street 924 N Country Club Drive
City Mesa
State Arizona
ZIP Code 85201
From what tribe is the organization requesting the grant?
Tohono O’odham Nation
Total grant amount request
40,000
1 of 1