GRIC 2015 APPLICATIONS 2.PDF

Maricopa County — Formal (2015-03-25)

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Created Monday, February 16, 2015
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General information
General information | Organization VALLEYLIFE
General information | Contact First name Ann
General information | Contact Last name Polunsky
General information | Contact e-mail apolunsky@valleylifeaz.org
General information | Contact phone number 602-216-6385
Address
Address | Street 1142 W. Hatcher Rd.
Address | City Phoenix
Address | State AZ
Address | ZIP Code 85021
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$45,000
The Gila River Indian Community offers multi-year awards. If your organization is requesting a
multi-year grant for this project or program, enter the amount to be requested each year.
Amount
Year 1 $15,000
Year 2 $15,000
Year 3 $15,000
Year 4 $
Year 5 $
Page 1

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 2/26/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Steve Chucri
Mailing Address: 301 W. Jefferson St., 10th Floor
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Amanda Nash Signature:
Applicant Information
Department/Organization Name: VALLEYLIFE
Application Contact Person: Ann Polunsky Title: Grant Writer
Phone Number: 602-216-6385
Mailing Address: 1142 W. Hatcher Rd.
City: Phoenix State: Arizona Zip Code: 85021
Email Address: apolunsky@valleylifeaz.org
Project Information
Project Name: Eat Well Feel Great Nutrition Program
Purpose of Grant: To educate staff and members to implement healthier eating habits to reduce illness.
Priority Funding Area Healthcare
Annual amount requested $15,000
Number of years that funding is requested (1-5) 3
Total amount requested (annual amount x # of $45,000
years)
Has your organization received funding from Gila 2009 - 49,500
River Indian Community in the Past? If yes,
please list each year and amount
Geographic area served Maricopa County
For Office Use Only:
Data Entry
Receipt
Evaluation

Gila River Indian Community Grant Application

Gila River Indian Community Grant Application
Narrative
Please structure your proposal to provide the following information in the order indicated. List the heading first
and then provide the narrative in paragraph form. Please be thorough but strive for brevity.
1. Briefly describe the organization’s mission, history and goals.
2. Describe the goals and activities of the proposed project.
3. Describe how the proposed project satisfies one or more of the priority funding areas identified by the
Gila River Indian Community.
4. Identify the needs/problems to be addressed, target population and number of people to be served by
the project.
5. Define the project as a new or continuing program.
6. Provide a brief timeline including start and finish dates. Indicate if the timeline is flexible.
7. Identify other organizations, partners or funders participating in the project and their roles.
8. Would you be able to implement the proposed plan if your organization received partial funding for this
project?
9. Describe your plan for project sustainability beyond the grant period.
10. Describe your plan to document progress and results.
11. Indicate any application to and/or awards made by a tribe other than the Gila River Indian Community
for state shared revenues for this and any other project.

Gila River Indian Community Grant Application
Project Budget
Budget Period: July 1, 2015 – June 30, 2018
Proposed Budget Expense Amount Amount In Kind Total Budget
requested from requested or contributions
(list each budget item) GRIC secured from
other funders
1. Dietician $45,000 $75,000 $0 $120,000
2. Click here to enter text. $0 $0 $0 $0
3. Click here to enter text. $0 $0 $0 $0
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Total Budget $45,000 $75,000 $0 $120,000

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. Dietician contract fees at $40/hr (1,125 hours over 3 years)
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Other explanation: Click here to enter text.

VALLEYLIFE
March 2015
A. NARRATIVE
1. Organization Mission, Goals and History
VALLEYLIFE’s mission is to enhance the quality of life of people with disabilities (called
members).
Agency goals are:
• To provide safe, healthy and comfortable living accommodations for persons with disabilities
• To improve members independent living, social and recreational skills
• To train and assist members with securing employment.
VALLEYLIFE was founded by Bernice Kussell in 1947 to provide a higher level of services for
children with developmental disabilities who were living at the Arizona State Hospital. Housed
in her home, Mrs. Kussell’s project expanded in 1951 to become the Valley of the Sun School,
the first agency in Arizona to serve children with developmental disabilities. Over the years, the
school grew, ultimately becoming a habilitation center. The agency attained its 501C3 status in
1953.
In 1989, the school moved to a larger building at 1142 W. Hatcher Rd. where programs could be
expanded and more individuals - now also adults - could be served. In 2009, the agency was
rebranded as VALLEYLIFE, now serving primarily adults. Currently, a staff of approximately
420 employees delivers services to over 450 individuals annually with a wide range of
developmental and physical disabilities.
2. Project Goals
The goals of the Eat Well Feel Great Nutrition Program are:
 To introduce members to new and healthier food choices
 To offer healthier options for meals in the group homes
 To reduce the number of illnesses and hospital visits for diet-related causes.
The activities for this project are:
 A weekly hands-on nutrition class for members and staff, which includes the preparation
of a healthy dish and factual information about its health benefits.
 Regular visits to the group homes by our dietician to perform a nutritional screening of the
members and shopping/cooking habits of the staff. Through routine follow-up meetings, staff is
taught the proper selection of fresh vegetables, fruits and meats, how to read and understand
labels and how to plan healthy meals.
3. Gila River Funding Priorities
This project fulfills Gila River’s funding priority of “Healthcare” for a very vulnerable population of
persons with disabilities. Since many members are in wheelchairs and are sedentary, they are
extremely susceptible to illness with little provocation. Fried or heavy food is enough to cause
an emergency trip to the hospital.

4. Need
A preponderance of digestive-related illnesses and a disproportionate number of visits to the
emergency room has prompted the retention of a dietician to implement a nutrition program,
called Eat Well Feel Great, to educate both members and staff about the importance of healthy
eating. The target population consists of 110 members residing in our group homes, who have a
variety of health conditions in addition to their disabilities, such as diabetes, high blood pressure,
hypoglycemia, digestive issues and dental problems, all of which are diet-related.
It is the responsibility of the staff in each group home to plan, shop and prepare meals for the
members living in that home. These meals include breakfast, lunch (brown bag or sit down),
dinner and snacks. In many cases these meals have become redundant, high in calories and low
in nutritional value.
While the care-takers who serve our members are well trained in providing treatment for their
medical needs, they are not cooks or nutritionists. Meals served in a group home often reflect
foods the members and staff have grown accustomed to preparing and eating over the years.
Limited cooking skills, cultural differences and lack of nutritional awareness of staff also serve
as barriers to healthy diets in our group homes.
The use of packaged foods, while easier for staff to prepare, are not only unhealthy, but quite
costly. In addition, the turnover rate among care-taking staff requires that they be integrated into
the nutrition program as part of their training.
As a result of these issues, VALLEYLIFE management determined that many of these problems
could be addressed by greater attention to proper nutrition. We have already seen some initial
benefits from the program through increased acceptance by members, who will at least try eating
healthy foods, and increased comfort among staff in preparing healthier meals and managing
special diets. Most significant are the changes for our diabetics who have been convinced to eat a
healthier diet and are exhibiting fewer symptoms of the disease.
5. Continuing Project
This is a continuing project. It was implemented one and half years ago. Little by little, we have
overcome the initial resistance to the changes suggested (i.e. eliminating fast foods, not purchasing pre-
packaged foods with lots of chemical additives, using fresh or fresh frozen vegetables) and achieved buy-
in from both staff and members.
6. Timeline
 Every Thursday – Nutrition class for 20+ members and staff, reaching an unduplicated
number of 48 members, who attend as often as possible.
 Ongoing regular monthly visits to 18 group homes identified as having a high level of
health issues. These visits include shopping trips, reviewing the health manual developed
by our dietician and menu planning. (The members at seven homes are on feeding tubes.)
This timeline is flexible depending on agency and member needs. The timeline for this grant is 3 years.

7. Other Organizations, Partners or Funders
Other funders for this project are: BHHS Legacy Foundation, Safeway Foundation,Wells Fargo
Foundation. Aetna Foundation was a founding grantor and is again being solicited to continue support.
Partners: Diabetic Counselors at doctors’ offices
8. Partial Funding
As a result of leveraging several grants, VALLEYLIFE is able to continue the program with partial
funding.
9. Project Sustainability
As more and more healthy habits are instituted in our group home programming, the intense need for
nutritional oversight will decrease allowing us to sustain this program with less funding. In addition, the
goal of the program is to incorporate this program into the regular budget of the agency, requiring little or
no grant money to sustain it.
10. Documenting Results
 A pre- and post-survey is completed by members attending each nutrition class. Information
attained is charted on a spreadsheet to note successful outcomes at the end of the year.
 Data is being gathered and tracked about the health condition of each member residing in our
group homes. This data includes: Weight, cholesterol, LDL, HDL, Triglicerides, Fasting Blood
Glucose, Laxative Use and Hospital Visits
 Supervisors are surveyed semi-annually to attain feedback on their response to how the program
is running in their homes. Adjustments are made as a result.
11. Applications to Other Tribes
No other applications are outstanding or being submitted at this time.

Despite Barriers VALLEYLIFE
VALLEYLIFE was founded in 1947 by Bernice Kus- Changing Lives. Creating Community.
Despite the many barriers our
sell. She opened her private residence to infants
members face, we believe they and children with developmental disabilities. At this
time, Phoenix had few programs dedicated to serv-
ing this needy population. From this humble begin-
ning, VALLEYLIFE has grown to be one of the larg-
est service providers for people with disabilities in
this metropolitan area.
Our mission: To enhance the quality of life of peo-
ple with disabilities by providing diversified pro- Eat Well,
grams that promote the highest standards utilizing
our programs in vocational, residential, Home &
Community based services & adult day services.
Feel Great
can achieve a healthy lifestyle
that includes proper nutrition.
The key to success is educa-
tion.
VALLEYLIFE
1142 W Hatcher Road
Phoenix, AZ 85021
Phone: 602.371.0806 602.371.0806
Fax: 602.944.8749
E-mail: apolunsky@valleylifeaz.org
www.valleylifeaz.org
To find out more about our Eat
Well, Feel Great Program
contact the Development De-
partment at 602-216-6385.
An Arizona 501(c)(3) non profit corporation

Eat Well, Feel Great
VALLEYLIFE’s Solution
The Problem Our Issues
The increasing obe- Through VALLEYLIFE’s EAT WELL,
sity of American VALLEYLIFE operates 25 group FEEL GREAT Program, a
men and women homes serving 109 adults with dis- professional dietitian:
has been widely abilities, called members. Currently 1) Develops healthy eat-
Good nutri- publicized but there it is the responsibility of each group ing habits for our mem-
tion is impor- is little attention home to plan, shop and cut meals for bers and staff through
given to the fact that the members living in that home. In hands-on cooking and
tant at any persons with physi- many cases these meals have be- educational activities, and
age cal, emotional and come redundant,
sensory disabilities high in calories 2) Meets with group home
are nearly twice as and low in nutri- staff on-site to monitor the diets of
likely to be obese as the general tional value. members with special dietary needs.
population. A survey conducted by They often re- Nutrition Class
the Centers for Disease Control flect foods the
members and Members participate in a weekly nutri-
shows that:
staff have grown tion class. The dietician
 27.4% of adults with disabili- accustomed to focuses on introducing
ties are obese, compared to preparing and eating over the years. nutritional information
through the preparation
16.5 % of adults without dis- of a healthy dish. Reci-
abilities. A review of menus has shown a high pes are distributed so
proportion of high fat and sodium the dish can be repli-
 Obesity between the sexes foods, such as pizza, luncheon meat, cated in the group
found 25.5% men and 29.1% hot dogs, canned soups, prepared homes.
women with disabilities are meats and prepackaged dinners.
obese compared to their coun- Limited cooking skills, cultural differ- Group Home Visits
terparts at 17.7% men and ences and lack of nutritional aware- The dietician visits each group home a
15.3% women. ness of staff also serve as barriers to minimum of once a month and works
healthy diets in our group homes. In with staff individually on:
 The greatest difference is addition to being unhealthy, the cur-  Managing restricted diets.
among persons 45-64 years rent process has become quite  Proper selection of fresh vegeta-
old. In this age group 34.4% costly. bles, fruits and meats
of persons with disabilities are  Reading labels
obese compared to The outcome of the above practices  Understanding ingredients
19.5% of those is a preponderance of digestive-  Comparing weights and prices on
without disabilities. related illnesses with a disproportion- food products
ate number of visits to the emer-  Planning healthy meals/menus
gency room. based on seasonal foods
 Simple healthy cooking techniques.

Our mission:“to enhance the quality of life of people with
disabilities”
VALLEYLIFE provides programs and services to people with disabilities living
and working in the Greater Phoenix Area.
Our history:
• Established in 1947 by Bernice Kussell
• Became Valley of the Sun School and Habilitation Center in 1949
• Re-branded as VALLEYLIFE in 2009
1142 West Hatcher Road,
Phoenix, Arizona 85021 • A 501(c)3 not-for-profit organization, Federal Tax ID# 86-0135840
(602) 371-0806
www.valleylifeaz.org Our programs and services:
Check out what’s happening at • Serve over 600 individuals annually in programs tailored to meet each
VALLEYLIFE! participants specific needs
www.facebook.com/valleylifeaz • Provide a safe and stable permanent residency at 25 groups homes in the
metropolitan Phoenix area
www.youtube.com/valleylifeaz • Provide adult day services at 11 locations in the Valley
• Provide vocational services to more than 300 individuals annually in a
www.twitter.com/valleylifeaz variety of settings
• Offer individualized in-home support
Our 2014 accomplishments: Who we serve:
• Placed 57 individuals in competitive Other Disability
community employment with an average Age-related Disability*
starting wage of $10.48/hr Visual Impairment
Epilepsy/Seizure Disorder
• Created a comprehensive nutrition program Downs Syndrome
that has resulted in measurable health Cerebral Palsy
improvements Autism
• Started a new aqua-therapy program Behavioral Health Diagnosis
• Renovated 6 group homes to better fit the needs Cognitive Disability
of its residents 0 50 100 150 200 250
* Alzheimer’s, Parkinsons, Dementia, etc.
Our financial overview (Fiscal Year 2014: July 1, 2013-June 30, 2014):
• With an annual operating budget of just over $15 million, VALLEYLIFE’s overhead remained one of the
lowest in the Valley of the Sun at less than 8%.
• Program funding was received from the Arizona Department of Economic Security (AZDES), the Division
of Developmental Disabilities (DDD), the Regional Behavioral Health Authority, grants and donations,
Arizona Working Poor Tax Credit donations, fundraising events, and revenue from our commercial printing
companies, Williams Express Document and Print Services and Southwest Foil and Embossing.
• The fiscal year was closed in the positive. For detailed financial information, please see our 990 report.
For more information about VALLEYLIFE, please visit our website at www.valleylifeaz.org, or contact our
Marketing & Communications Manager, Jennifer Outlaw at (602) 216-6378 or joutlaw@valleylifeaz.org.

Created Tuesday, February 17, 2015
Page 1
General information
General information | Organization Bob Ramsey Executive Education
General information | Contact First name Linda
General information | Contact Last name Hess
General information | Contact e-mail linda.hess@asu.edu
General information | Contact phone number 602-496-1305
Address
Address | Street 502 E. Monroe St, Suite C-105
Address | City Phoenix
Address | State Arizona
Address | ZIP Code 85004
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$80,625.00
The Gila River Indian Community offers multi-year awards. If your organization is requesting a
multi-year grant for this project or program, enter the amount to be requested each year.
Amount
Year 1 $80,625.00
Year 2 $
Year 3 $
Year 4 $
Year 5 $
Page 1

Gila River Indian Community Grant Application
Narrative
Please structure your proposal to provide the following information in the order indicated. List the heading first and
then provide the narrative in paragraph form. Please be thorough but strive for brevity.
1. Briefly describe the organization’s mission, history and goals.
2. Describe the goals and activities of the proposed project.
3. Describe how the proposed project satisfies one or more of the priority funding areas identified by the Gila River
Indian Community.
4. Identify the needs/problems to be addressed, target population and number of people to be served by the
project.
5. Define the project as a new or continuing program.
6. Provide a brief timeline including start and finish dates. Indicate if the timeline is flexible.
7. Identify other organizations, partners or funders participating in the project and their roles.
8. Would you be able to implement the proposed plan if your organization received partial funding for this project?
9. Describe your plan for project sustainability beyond the grant period.
10. Describe your plan to document progress and results.
11. Indicate any application to and/or awards made by a tribe other than the Gila River Indian Community for state
shared revenues for this and any other project.

Gila River Indian Community Grant Application
Project Budget
Budget Period: 1/1/2016-12/31/2016
Proposed Budget Expense Amount Amount In Kind Total Budget
(list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. Up to 25 Scholarships at $3,225 $80,625.00 $0 $0 $80,625.00
each
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Total Budget $0 $0 $0 $0

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
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Other explanation: Click here to enter text.

NARRATIVE
Proposition 202, Gila River Indian Community Grant Application
March 2, 2015
1. OUR MISSION, HISTORY AND GOALS
Bob Ramsey Executive Education, a center within the School of Public Affairs in the College
of Public Programs, is dedicated to improving the effectiveness of the people and
organizations that serve communities. Through the center's programs and seminars, public
service professionals can enhance their management and leadership competencies and can
earn the Certified Public Manager®, Certified Municipal Clerk, or Master Municipal Clerk
credential. The center also assists governments and agencies with their staff development
initiatives.
2. PROPOSED PROJECT, GOALS AND ACTIVITIES
Arizona State University’s Bob Ramsey Executive Education is the only nationally
accredited provider in Arizona of the Certified Public Manager® (CPM) Program. The
program is accredited by the National CPM Consortium and is designed to improve the
effectiveness of government agencies by developing the following competencies in its
managers:
 Personal and Organizational Integrity
 Managing Work
 Leading People
 Developing Self
 Systemic Integration
 Public Service Focus
 Change Leadership
The Certified Public Manager® (CPM) Program is a systematic and comprehensive approach
to management development in government. It is designed to help public organizations
develop middle and top-level management teams capable of successfully managing changing
roles and resource challenges. Individual managers learn both current management theory
and job-related techniques in order to improve their performance and broaden their
understanding of political and administrative environments.
The Certified Public Manager® Program currently is offered in a classroom format in
Phoenix. Cochise County has expressed a desire to develop its managers through the
Certified Public Manager® Program but does not have the resources to send their employees
to Phoenix on a weekly basis or to pay for a program delivery in Cochise County.

We request funding for 25 full or partial scholarships to enable us to offer a Certified
Public Manager® Program in Southeast Arizona. The goal of this project is to develop
the management and leadership competencies of public managers in that region.
3. SATISFACTION OF PRIORITY AREA
The Certified Public Manager® Program will meet the education priority funding area.
Bob Ramsey Executive Education is a professional development center within the School of
Public Affairs, which is part of the College of Public Service and Community Solutions at
Arizona State University. Bob Ramsey Executive Education is the only nationally accredited
provider of the Certified Public Manager® Program in the State of Arizona. The National
Certified Public Manager® Consortium establishes the accreditation requirements.
Participants are required to do extensive reading as part of the CPM program and are
expected to come to class prepared to participate in group discussions. As a result, many of
them learn as much from one another as they do from the instructors.
The Certified Public Manager® Program is comprised of five sequential courses:
Contemporary Management Systems Decision Ethics
Public in the Approach to Management and
Organizations Public Public Management
Organization Management Simulation
The first two courses cover a broad range of public management topics, with an emphasis on
practical application. Topics include:
 Critical Issues
 Leadership
 Managing in a Political Environment
 Organizational Behavior
 Managing Human Performance
 Managing Financial Resources
 Managing the planning process
 Managing Programs
 Competition/Collaboration in the Public Sector
 The Change Process
The third course examines public organizations as systems. The fourth course provides

participants with tools for making decisions in a public environment. The fifth course is a
capstone course which will require participants to apply the concepts from the program
through either a role-play simulation or an organization-specific project.
Throughout the program, participants must complete work-related projects to augment their
coursework. These work-related projects provide a major benefit of the CPM program.
Participants are able to immediately apply their newly acquired knowledge and skills. This
enables managers to retain what they have learned in the classroom.
4. PERCEIVED NEED, TARGET POPULATION, AND NUMBER OF PEOPLE
In April 2014, Cochise County expressed an interest in the Certified Public Manager®
Program but indicated that they do not have the training budget to pay for the program.
In October 2014, Bob Ramsey Executive Education met with Jen Marson of the Arizona
Association of Counties. Ms. Marson indicated that as she tours the counties throughout
Arizona, she is told by various counties that they are interested in a more localized delivery
of the Certified Public Manager® Program. She reiterated Cochise County’s interest in a
local program. Cochise County has a population of 135,537.
We estimate the need for a minimum of 25 registrations to be able to deliver a Certified
Public Manager® Program in Southeast Arizona. Registrations would be open to public
managers from counties neighboring Cochise County as well.
5. NEW OR CONTINUING PROGRAM.
The Certified Public Manager® Program has been in existence for over 30 years. Over forty
states (including Arizona) have a nationally accredited program. Arizona State University
developed its CPM program in 1979; it is Bob Ramsey Executive Education’s oldest and
most comprehensive management development program. Over 2000 public managers have
earned the CPM designation through ASU.
Although the Certified Public Manager® Program is not a new program, a program delivered
in Southeast Arizona for the benefit of public managers in that region would be new.
6. TIMELINE FOR IMPLEMENTATION
October 2015: Grant Awarded
October 2015: Announcement of Scholarship Availability
January 2016: Sample start date for the CPM Program
September 2016: Sample end date for the CPM Program and Graduation

The timeline will depend on the start date of the first course. The start date will be
determined through conversations with stakeholders such as Cochise County. We estimate
the program to be completed approximately 9 months after the start of the program
7. OTHER ORGANIZATIONS, PARTNERS OR FUNDERS PARTICIPATING IN THE
PROJECT AND THEIR ROLES.
No other organizations or partners would participate in the management of this project.
However, stakeholders in the region, such as Cochise County, will help determine a timeline
that best fits their needs.
8. IMPLEMENTATION OF PROPOSED PLAN BASED ON PARTIAL FUNDING
At a program fee of $3,225 per participant, a minimum of 25 participants is needed to deliver
a Certified Public Manager® Program in Southeast Arizona. If an award of less than
$80,625 were received, the funded amount would be distributed as 25 partial scholarships.
The 25 scholarship recipients (or their employers) would be required to pay for the unfunded
portion of the program fee.
9. PROJECT SUSTAINABILITY.
The Certified Public Manager® Program is already proven as a sustainable project. The
Arizona program was developed by Arizona State University in 1979, and Bob Ramsey
Executive Education currently delivers the CPM Program twice per year in a classroom
format and twice per year in an online format. Over 2,000 public managers have earned their
certification through ASU.
Additionally, Bob Ramsey Executive Education has customized the Certified Public
Manager® Program for organizations throughout Arizona and abroad.
10. DOCUMENTATION OF PROGRESS AND RESULTS.
A Certified Public Manager® Program Coordinator will monitor and document the progress
and results of each participant. From the time participants are admitted into the Certified
Public Manager® Program, they will be expected to complete a minimum of 240 hours of
program requirements in order to earn the CPM credential. Attendance and participation will
be required for every class, as well as completion of all out-of-class assignments. The CPM
Program Coordinators are responsible for tracking the participant’s progress in each course.
The participant must complete and pass each course before beginning the next one.
If individual participants are unable to complete a course, they are offered the opportunity to
finish the program at a later date. This policy would include recipients of scholarship funds.
If a scholarship recipient is not able to complete the program at a later date, then every effort
is made to award the remaining scholarship funds to a different individual.

Bob Ramsey Executive Education utilizes online assessments and evaluation tools for every
program. These evaluations are submitted electronically to participants at the end of each
module, gathered, and analyzed for continued improvement on course content. We have
experience with reports and filing for grants and have always met the grantor’s required
schedule of reporting.
11. ANY APPLICATION TO AND/OR AWARDS MADE BY A TRIBE OTHER THAN
THE GILA RIVER INDIAN COMMUNITY FOR STATE SHARED REVENUES
FOR THIS AND/OR ANY OTHER PROJECTS/PROGRAMS.
We plan to submit an application to Fort McDowell Yavapai Nation and Tohono O’odham
Nation in 2015 to request scholarship funding for possible Certified Public Manager®
Programs in other Arizona regions. However, no other application is being submitted for a
Certified Public Manager® Program in Southeast Arizona.

Created Wednesday, February 18, 2015
Updated Thursday, February 19, 2015
Page 1
General information
General information | Organization Arizona State University American Indian Initiatives
General information | Contact First name Annabell
General information | Contact Last name Bowen
General information | Contact e-mail annabell.bowen@asu.edu
General information | Contact phone number 4807278325
Address
Address | Street PO Box 877705
Address | City Tempe
Address | State AZ
Address | ZIP Code 85287
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$60,000.00
The Gila River Indian Community offers multi-year awards. If your organization is requesting a
multi-year grant for this project or program, enter the amount to be requested each year.
Amount
Year 1 $20,000.00
Year 2 $20,000.00
Year 3 $20,000.00
Year 4 $
Year 5 $
Page 1

Gila River Indian Community Grant Application

Gila River Indian Community Grant Application
Project Budget
Budget Period: Year 1 (12 months)
Proposed Budget Expense Amount Amount In Kind Total Budget
requested from requested or contributions
(list each budget item) GRIC secured from
other funders
1. TNT day travel – Meals $680 $0 $0 $680
2. TNT day travel – Vehicle Rental $560 $0 $0 $560
3. TNT day travel – Gas $200 $0 $0 $200
4. TNT overnight travel - Meals $1,360 $0 $0 $1360
5. TNT overnight travel – Vehicle $560 $0 $0 $560
Rental
6. TNT overnight travel- Gas $400 $0 $0 $400
7. TNT overnight travel- Lodging $1,440 $0 $0 $1440
8. TNT weeklong tour - Meals $2250 $0 $0 $2250
9. TNT weeklong tour- Charter Bus $5400 $0 $0 $5400
10. TNT weeklong tour-Lodging $5400 $0 $0 $5400
11. Indirect Costs 8.5 % $1551.25 $0 $0 $1551.25
12. 30% Coodinators Time Annually $0 $0 $15,000.00 $15,000.00
13. 50% Student Workers Time $0 $0 $10,000.00 $10,000.00
Annually
14. Click here to enter text. $0 $0 $0 $0
15. Click here to enter text. $0 $0 $0 $0
16. Click here to enter text. $0 $0 $0 $0
17. Click here to enter text. $0 $0 $0 $0
Total Budget $19801.25 $0 $25,000.00 $44,801.25

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. TNT Day Travel – Meals
*All travel expenses is in accordance with the Arizona State Univesity Travel policy
This expense will cover the cost for meals for students and staff participating in day travels for the ASU TNT
Tours.
2. TNT Day Travel – Vehicle Rental
This expense will cover the cost for transportation for students and staff participating in day travels for the ASU
TNT Tours.
3. TNT Day Travel – Gas
This expense will cover the cost for fuel to school destinations.
4. TNT overnight travel – Meals
*All travel expenses is in accordance with the Arizona State Univesity Travel policy
This expense will cover the cost for meals for students and staff participating in overnight travels for the ASU
TNT Tours.
5. TNT overnight travel – Vehicle Rental
This expense will cover the cost for transportation for students and staff participating in overnight travels for the
ASU TNT Tours.
6. TNT overnight travel- Gas
This expense will cover the cost for fuel to school destinations.
7. TNT overnight travel- Lodging
This expense will cover the cost for lodging for students and staff for overnight travels for the ASU TNT Tours.
8. TNT weeklong tour – Meals
This expense will cover the cost for meals for students and staff participating in the week-long travels for the
ASU TNT Tours.
9. TNT weeklong tour- Charter Bus
This expense will cover the cost for transportation for students and staff participating in week long travels for
the ASU TNT Tours.

Gila River Indian Community Grant Application
10. TNT weeklong tour-Lodging
This expense will cover the cost for lodging for students and staff for the weel long travels for the ASU TNT
Tours.
11. Indirect Costs 8.5 %
12. Click here to enter text.
13. Click here to enter text.
14. Click here to enter text.
15. Click here to enter text.
16. Click here to enter text.
17. Click here to enter text.
Other explanation: Click here to enter text.

Arizona State University Tribal Nations Tour (TNT)
American Indian Initiatives
1. Briefly describe the organization’s missions, history and goals.
The Arizona State University’s Office of the President on American Indian
Initiatives reflects the university’s vision to evolve a model for the 21st century
education that is simultaneously dedicated to overall excellence, enhancing
access and making a meaningful impact on society’s biggest challenges. Within
this framework, ASU is uniquely positioned to welcome, prepare, and graduate
the highest number of American Indian students and to learn, serve and
collaborate with Indian tribal governments to provide students with greater future
opportunities for achievement. The office’s mission is to:
▪ Provide quality support services that empower every American Indian
student to successfully graduate.
▪ Design, promote, support and build relevant American Indian programs
across ASU.
▪ Build and strengthen relationships between ASU and Indian tribal
governments; and
▪ Attract the next generation of American Indian university students by
heightening awareness of the benefits of higher education.
This proposal is submitted to support the ASU Tribal Nations Tour (TNT) to help
increase college readiness knowledge and resources to Tribal communities.
2. Describe the goals and activities of the proposed project.
ASU Tribal Nations Tour
Goals & Objectives
▪ To create an open dialogue between ASU American Indian students,
faculty, and staff and American Indian youth in Tribal Communities to
encourage participants to prepare for college and to work towards a
successful academic career.
▪ To provide information on Admissions, Financial Aid, Student & Cultural
Engagement and American Indian Student Support Services.
▪ To provide options in higher education by including community college,
trade and vocational schools.
▪ To create awareness and share information to parent/guardians to provide
higher education knowledge to support his/her child to become successful
in their post-secondary career path.
The goals and objectives will be implemented by creating innovative strategies and
activities to increase postsecondary enrollment by building k-12 partnerships within
1

Tribal communities and to help create a college readiness environment. The
presentations are facilitated by ASU American Indian students by having a one-on-one
approach to foster relationships and to build trust with American Indian students. This
will establish rapport and confidence in American Indian students to begin
communicating their academic goals. In addition, the students speak on their cultural
traditions and teachings and how it aides in their academic success. Students
presenting, come from diverse majors and they speak on what they plan to do with their
degree and will discuss the variety of career opportunities they can pursue.
3. Describe how the proposed project satisfies one or more of the priority
funding identified by the Gila River Indian Community.
The proposed project of the ASU Tribal Nations Tour satisfies the area of education
outlined as one of the priority funding components. The project will provide knowledge
in understanding the emerging trends in higher education. The ASU Tribal Nations Tours
presentations are presented by ASU American Indian students from various tribes that
emphasizes academic career paths and they share their personal testimonies to
demonstrate that with planning and hard work, college is accessible. In addition,
admissions and financial aid information is shared.
4. Identify the needs/problems to addressed, target population and number of
people to be served by the project.
The ASU Tribal Nations Tour recruitment effort is designed to specifically address the
problems that hinder American Indian access to higher education. First, American
Indian population often resides in rural communities isolated from opportunities for
professional development and access to accurate information on higher education.
Second, the socio-economic status of most American Indian families are in the low-
income bracket. Third, many American Indian students are first generation scholars,
with limited knowledge of higher education from their families. We give direct guidance
and preparation information to address their college readiness needs. This information
is also shared with their families in order to build a supportive environment for the
student. We address the following key areas: Admission, Financial Aid, Student Cultural
Engagement, and American Indian Student Support Service. The ASU Tribal Nations
Tour will approximately serve 4000 + participants yearly.
5. Define the project as a new or continuing program.
The ASU Tribal Nations Tour (TNT) was established in 2010. The program was
supported by a College Access Challenge Grant (CACG) from the Arizona Governor’s
Office during the timeframe of 2010 - 2013. The grant helped in promoting and
expanding the existing ASU Tribal Nations Tour to becoming a well-received college
readiness outreach program serving Arizona Tribal communities. Therefore, the ASU
Tribal Nations Tour is a continuing program that has worked to build relationships
between ASU and Tribal Nations to enhance ASU’s capacity to outreach to American
Indian students. The program has been proven to be successful.
2

6. Provide a brief timeline including start and finish dates. Indicate if the
timeline is flexible.
Based on ASU’s academic year/calendar.
Also based on the K-12 schools academic year/calendars, therefore the timeline is
flexible.
Preparation Fall Semester Summer Spring
Steps June - July Semester
Aug- Dec
Jan - May
-Week long ASU TNT
- Coordinate -ASU TNT & ASU - Visits
Tour before ASU
visits with Athletics throughout
classes begin
schools collaboration visit the spring
to a Tribal semester
- Identify -Visits throughout the community.
student fall semester
participation
- Prepare/gath
er materials
for visits
7. Identify other organizations, partners or funders participating in the project
and their roles.
The ASU Tribal Nations Tour has been supported by key stakeholders within the
university such as Admissions, ACCESS ASU, ASU American Indian Student Support
Services, ASU Athletics, Financial Aid and the Office of the President. This
demonstrates the ability to collaborate effectively across campus to better serve
American Indian students. In addition, it has built partnerships between ASU and Tribal
Nations to address the need and importance of college readiness for their students. The
shared relationships has been instrumental in establishing the ASU Tribal Nations Tour
to be recognized as an unique k-12 college readiness outreach program providing direct
services to Arizona Tribal communities.
8. Would you be able to implement the proposed plan if your organization
received partial funding of this project?
3

Yes, we will be able to implement the ASU Tribal Nations with partial funding.
9. Describe your plan for projects sustainability beyond the grant period.
The contributing partners within the university and Tribal Nations are key sustainable
resources who are committed to encouraging and promoting higher education for
students even beyond the grant period. ASU’s is committed to diversity and inclusion
in excellence therefore, the support of outreaching to Tribal Nations to encourage
college preparedness will always be recognized as a sustainable education practice to
maintain. In addition, the ASU’s Office of the President has continued to provide
funding support for the ASU Tribal Nations Tour.
10. Describe your plan to document progress and results.
We will be able to measure the effectiveness of the ASU Tribal Nations Tour by soliciting
feedback of our presentations from student participants and staff by administering an
evaluation. This will also help us to identify challenges students have when preparing
for college and we can use the information received to improve and expand the
efficiency of our program. We would also be able to collect student/participant
information by having them fill out ASU contact cards that requests their demographic
profile in order for ASU to continue to track them. In addition, we will include anecdotal,
personal stories that student participants convey about the Tribal Nations Tour
involvement to document the impact of the program.
11. Indicate any application to and/or awards made by a tribe other than the Gila
River Indian Community for state shared revenues for this and any other
project.
ASU American Indian Student Support Services has received funding from Fort
McDowell to support their Mentor @ ASU program and their Graduate Pathways
Program received funding from the To’hono O’odham Nation.
The ASU Office of Public Affairs received funding from Salt River Indian
Community to support their Tribal Governance Leadership Forum.
4

Created Wednesday, February 18, 2015
Page 1
General information
General information | Organization Sun Lakes Fire District
General information | Contact First name Paul
General information | Contact Last name Wilson
General information | Contact e-mail pwilson@slfd.org
General information | Contact phone number (480) 895-9343
Address
Address | Street 25020 S. Alma School Rd.
Address | City Sun Lakes
Address | State Arizona
Address | ZIP Code 85248
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$182310
The Gila River Indian Community offers multi-year awards. If your organization is requesting a
multi-year grant for this project or program, enter the amount to be requested each year.
Amount
Year 1 $91155
Year 2 $91155
Year 3 $
Year 4 $
Year 5 $
Page 1

Created Thursday, February 19, 2015
Page 1
General information
General information | Organization Maricopa County Public Health
General information | Contact First name Kaila
General information | Contact Last name Johnson
General information | Contact e-mail kailajohnson@mail.maricopa.gov
General information | Contact phone number 602-372-0674
Address
Address | Street 4041 N. Central Avenue, Suite 1400
Address | City Phoenix
Address | State AZ
Address | ZIP Code 85012
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$120,000.00
The Gila River Indian Community offers multi-year awards. If your organization is requesting a
multi-year grant for this project or program, enter the amount to be requested each year.
Amount
Year 1 $40,000.00
Year 2 $40,000.00
Year 3 $40,000.00
Year 4 $
Year 5 $
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Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 3/2/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Steve Chucri
Mailing Address: 301 W. Jefferson, 10th Floor
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Click here to enter text. Signature:
Applicant Information
Department/Organization Name: Maricopa County Dept. of Public Health Office of Nutrition and Physical Activity
Application Contact Person: Julie Scholer, M.Ed., MPA Title: Nutrition & Physical Activity Program Supervisor
Phone Number: (602) 506-9325
Mailing Address: 4041 N. Central, Ste. 700
City: Phoenix State: Arizona Zip Code: 85012
Email Address: JulieScholer@mail.maricopa.gov
Project Information
Project Name: Power of Produce (POP) Club
Purpose of Grant: The Power of Produce (POP) Club is an incentive program that incorporates economic development,
education and healthcare objectives. It will empower more than 18,725 children, ages 5 to 12 years, throughout
Maricopa County to come to farmers’ markets, learn to make healthy food choices, connect with growers and
introduce the children to where their food comes from. It will encourage the children to increase their consumption of
fresh (and local) fruits and vegetables and even to grow their own. And it will improve health and shopping behaviors
from an early age. Generating a projected $74,028 in new revenue to market farmers, POP Club will also support the
viability and heritage of local farmers and farming. Funding is requested from the Gila River Indian Community to
support a Program Coordinator contracted by Maricopa County DPH / ONPA to oversee the execution of the program
at each of the markets, develop and work with POP Club volunteers to help schedule and carry out the program
activities each week at the individual markets, maintain records, including for token redemption and reimbursement
and conduct evaluations. Funding is further requested to support materials and supplies, promotion and outreach.
Finally, funding from GRIC for this project will also be used to reimburse growers for tokens redeemed: 8,164
participant purchases in Year 1 x $2; 11,800 participant visits in Year 2 x $2; 17,050 participants in Year 3 x $2.
Priority Funding Area Education
Annual amount requested $Year One - $37,993; Year Two - $46,631; Year Three - $65,073
For Office Use Only:
Data Entry Receipt Evaluation

Gila River Indian Community Grant Application
Number of years that funding is requested (1-5) 3 years
Total amount requested (annual amount x # of $149,696
years)
Has your organization received funding from Yes: 2014 – Parent Ambassadors - $50,000; 2012 – Mobile STD svcs.
Gila River Indian Community in the Past? If yes, - $150,000;
please list each year and amount
Geographic area served Maricopa County

Gila River Indian Community Grant Application
Narrative
Please structure your proposal to provide the following information in the order indicated. List the heading first and
then provide the narrative in paragraph form. Please be thorough but strive for brevity.
1. Briefly describe the organization’s mission, history and goals.
2. Describe the goals and activities of the proposed project.
3. Describe how the proposed project satisfies one or more of the priority funding areas identified by the Gila River
Indian Community.
4. Identify the needs/problems to be addressed, target population and number of people to be served by the
project.
5. Define the project as a new or continuing program.
6. Provide a brief timeline including start and finish dates. Indicate if the timeline is flexible.
7. Identify other organizations, partners or funders participating in the project and their roles.
8. Would you be able to implement the proposed plan if your organization received partial funding for this project?
9. Describe your plan for project sustainability beyond the grant period.
10. Describe your plan to document progress and results.
11. Indicate any application to and/or awards made by a tribe other than the Gila River Indian Community for state
shared revenues for this and any other project.

Gila River Indian Community Grant Application
Project Budget
Budget Period: Click here to enter text.
Proposed Budget Expense Amount Amount In Kind Total Budget
(list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. Contract Program Coordinator $39,000 $0 $0 $39,000
2. Reusable shopping bags $14,250 $0 $0 $14,250
3. 17,320 wooden tokens $1,731 $0 $0 $1,731
4. 19,000 membership buttons $5,618 $0 $0 $5,618
5. 25,000 b/w flyers / 4 up $0 $0 $2,500 $2,500
6. 1,000 4-color 8 ½ x 11” flyers $0 $0 $1,000 $1,000
7. 6 easy-up tents $1,500 $0 $0 $1,500
8. 12 6’ tables $720 $0 $0 $720
9. 6 banners $1,200 $0 $0 $1,200
10. 19,000 printed Passport booklets $0 $0 $4,750 $4,750
11. 185 color posters 8 ½ x 14”; $0 $0 $416 $416
lamination
12. Print, broadcast, social media ads $4,500 $0 $0 $4,500
13. Food Demos - 1 per /mo. @ mkts. $3,900 $0 $0 $3,900
14. Misc. supplies $3,250 $0 $0 $3,250
15. ONPA Admin support $0 $0 $6,582.51 $6,582.51
16. Reimbursement to growers for $74,028 $0 $0 $74,028
token sales
17. Click here to enter text. Click here to $0 $0 Click here to
enter text. enter text.
Total Budget $149,696 $0 $15,248.76 $164,945.16

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. Professional and Outside Svcs.: Program Coordinator contracted by Maricopa County DPH / ONPA to oversee the
execution of the program at each of the markets, develop and work with POP Club volunteers to help schedule and carry
out the program activities each week at the individual markets, maintain records, including for token redemption and
reimbursement and conduct evaluations. Year 1: 3 markets, 20 hrs. wk @ $20 /hr. / 30 weeks - $12,000; Year 2: 4
markets, 20 hrs. wk @ $20 /hr. / 30 weeks - $12,000; Year 3: 6 markets, 25 hrs. wk @ $20 /hr. / 30 weeks - $15,000; Sub-
total P&O: $39,000
2. Reusable printed shopping bags, including GRIC logo, issued each year to POP Club members to help them shop and
lift up awareness about supporting a healthy environment by bringing your own shopping bag to the market each week.
It will also hold any materials from the weekly activities. Number of bags is based on estimated total number of children
participating at all markets by year. Year 1: 4,300 bags @ $.75 / each = $3,225; Year Two: 6,100 bags x $.75 / each =
$4,575; Year Three: 8,600 bags x $.75 / each = $6,450; Sub-total bags: $14,250
3. 17,320 Reusable wooden tokens – printed, with POP Club logo, $2, to be used at participating POP Club markets only.
Amounts are based on number of individual child visits expected in each year of the grant period. Tokens can carry over
from year to year, but numbers needed will be adjusted to reflect markets added, additional participants projected and
some replacement tokens (for unredeemed, lost etc.): Year One (3 markets) - 8,200 visits at a cost of $.10 / per $2 token
($820); Year Two (4 markets) - 3,659 additional visits plus 200 replacement tokens = 3,859 tokens x $.10/ each ($386);
Year Threes (6 markets) - 5,000 additional visits plus 250 replacement tokens = 5,250 tokens x $.10/each. ($525). Sub-
total tokens = $1,731
4. 19,000 POP Club membership buttons, one per child each year. Cost is based on estimated $.30/pc x # of participants
per year: Year One – 4,300 participants x $.30/ea. = $1,260: Year Two – 6,100 participants x $.30/ea. = $1,800; Year
Three – 8,525 participants x $.30/ea. = $2,558; Sub-total buttons = $5,618
5. ***25,000 flyers, printed in black and white, 4 up and cut into quarter-page cards for distribution to community
partners and recruitment of POP Club members: Year One - 5,000 full sheets printed x $.10 = $500; Year Two - 8,000 full
sheets printed x $.10/ea. = $800; Year One - 12,000 full sheets printed x $.10 / ea. =$1,200. Sub-total 4-up flyers =
$2,500*** in-kind expense

Gila River Indian Community Grant Application
6. ***1,000 flyers - 8.5 x 11", 4-color for distribution to community partners and recruitment of POP Club members;
Year One - 200 x $1/ea. = $200; Year Two - 300 x $1 ea. = $300; Year Three = 500 x $1/ea. Sub-total 4-color flyers =
***$1,000 in-kind expense
7. Six Easy-up 10’ x 10’ tents for the POP Club activity booths: $250 / each, 1 per market. Year 1: 3 tents @ $250/ea. =
$750; Year Two 1 tent @ $250 / ea. = $250; Year Three: 2 tents @ $250 / ea. = $500. Sub-total tents: $1,500
8. 12 six-foot tables (2 per participating market) for activities, information displays @ $60 / each. Year One – 3 markets,
6 tables @ $60/ea. = $360; Year Two – 1 market added, 2 tables @ $60/ea. =$120; Year Three – 2 markets added, 4
tables @ $60/ea. = $240; Sub-total tables = $720.
9. Six POP Club 8 ft. x 2 ft. color banners, 1 per participating banner, to identify the POP Club Activity Booth at $200 / ea.
Year One – 3 markets @ $200 = $600; Year Two – 1 additional market @ $200/ea. = $200; Year Three, 2 additional
markets @ $200/ea. = $400. Sub-total banners = $1,200.
10. ***19,000 Passport booklets @ $.25/ea. – one per child each year, to keep a record of participation, based on
projected # of members each year: Year One - 4,300 participants x $.25/ea. = $1,075; Year Two - 6,100 participants x
$.25/ea. = $1,525; Year Three - 8,600 participants x $.25/ea. = $2,150. Sub-total Passport booklets = $4,750*** in-
kind expense
11. ***185 4-color posters - 8.5 x 14", color for distribution to community partners and recruitment of POP Club
members at $1.25 / each: Year One – 50 posters @ $1.25/ea. = $63; Year Two – 60 posters @ $1.25/ea. = $75; Year
Three – 75 posters @ $1.25/ea. = $94. Sub-total posters = $231*** in-kind expense ***Plus lamination for 185 posters
@ $1/ea.: Year One =$50; Year Two = $60; Year Three = $75; Sub-total lamination = $185.*** in-kind expense Sub-total
posters and lamination = $416***in-kind expense
12. Paid advertising on behalf of all the participating markets in youth-oriented and targeted magazines, neighborhood
newsletters and to enhance social media ads, to recruit POP Club members: Year One - $1,000; Year Two - $1,500; Year
Three- $2,000. Sub-total paid advertising = $4,500
13. Purchases of food and supplies for food demonstrations – using market produce to show how to prepare, and create
interest in tasting (new) foods in new ways. Once a month at each market – six times per year at $50/per
demonstration. Year One – 3 markets x 6 months x $50 / month = $900; Year Two – 4 markets x 6 months x $50 / month
= $1,200; Year Three – 6 markets x 6 months x $50 / month = $1,800. Sub-total food demonstrations = $3,900.

Gila River Indian Community Grant Application
14. Misc. supplies – rubber stamps for stamp pads, stamp pads, ink, pens, markers, office supplies @$250 / market per 6
mo. season: Year One – 3 markets = $750; Year Two – 4 markets = $1,000; Year Three - 6 markets = $1,500. Sub-
total Misc. Supplies = $3,250.
15. ***Administrative services to implement the program, linkages and connections to other farmers’ market programs
supported by ONPA, marketing and communications expertise, printing and assessment and evaluation expertise. 1%
of Program Evaluator = $423.82 (Salary); Total Benefits = $161.98 (Fixed Benefits = $80.14 + Variable Benefits = $81.84)
= $585.80/year 1% of Communications Specialist = $581.40 (Salary); Total Benefits = $216.67 (Fixed Benefits= $104.40 +
Variable Benefits= $112.27) = $798.06/year 1% of Food Systems Coordinator = $593.34 (Salary); Total Benefits =
$218.97 (Fixed Benefits= $104.40 + Variable Benefits= $114.57) = $812.31/year In-kind Contribution Year One amount:
$ 2,194.17; In-kind Contribution Year Two amount: $ 2194.17; In-kind Contribution Year 3 - amount: $ 2,194.17. Sub-
total In-Kind Contribution ONPA Administrative support:*** $ 6,582.51
16. Purchases made with the $2 POP Club tokens must be reimbursed to growers – they cannot afford to give their
produce away, and the markets are unable to bear the cost of reimbursement for this program. ONPA is therefore
requesting GRIC’s consideration to provide funding for the following, based on projections of how many POP Club
tokens will be redeemed (at 100%): Year One - 8,164 individual POP Club member market visits / tokens issues x
$2/token = $16,328; Year Two -11,800 market visits / tokens issues x $2/token = $23,600; Year Three – 17,050 market
visits / tokens issues x $2/token = $34,100; Sub-total farmer reimbursements = $74,028.
17. Click here to enter text.
Other explanation: Click here to enter text.

Narrative
1. Briefly describe the organization’s mission, history and goals.
The Maricopa County Department of Public Health (MCDPH) was established in 1930. Its
mission is “to protect and promote the health and well-being of Maricopa County residents and
visitors.” MCDPH serves the third largest local public health jurisdiction in the United States,
with more than 3.8 million residents (2010 census: Maricopa County encompasses over 9,200
square miles, roughly the size of the state of Massachusetts, composed of a mix of urban,
suburban, and rural areas including the whole or parts of five sovereign American Indian
Reservations and is home to the city of Phoenix, the nation’s sixth largest city (population
1,445,632).
This grant is requested on behalf of the Office of Nutrition and Physical Activity (ONPA), a
program of the Community Transformation Division within MCDPH. ONPA provides
leadership in nutrition and physical activity knowledge and promotion in order to influence
community health in the individual, environmental, and regulatory sectors. The vision of ONPA
is “to improve the quality of life in Maricopa County by promoting a culture of healthy eating
and active living.”
ONPA serves Maricopa County’s nutrition and physical activity needs by delivering programs
that promote health and prevent chronic disease through collaboration with community-based
partners. The ONPA strategies include policy, systems and environmental initiatives for wellness
and disease prevention. Staff includes registered dietitians, health educators, health professionals
and community food system coordinators who provide education and resources to help
community members make smart nutrition choices, access healthy food and strengthen regional
economic development. ONPA staff provides cost-free, classroom-based nutrition instruction
using evidence-based curricula to students, parents, and school staff in support of schools’ local
wellness policies. ONPA also works to educate and connect children to the origins of their food
by promoting and encouraging the growth of school-based gardens and assisting schools with
Farm to School components such as the inclusion of local food in their breakfast, lunch and
snack menus. ONPA also strives to expand healthful food options for vulnerable families and
individuals at corner retail and convenience stores, neighborhood farmers’ markets, farm stands,
and workplaces throughout the county.
2. Describe the goals and activities of the proposed project.
Maricopa County’s Department of Public Health, Office of Nutrition and Physical Activity,
respectfully submits this request for consideration for funding to the Gila River Indian
Community for $149,696 over a period of three years to bring the Power of Produce (POP) Club
to six farmers’ markets across Maricopa County. We are requesting $37,993 for Year One;
$46,631 for Year Two; and $65,073 for Year Three.
POP Club is a nationally recognized program that started at the Oregon City Farmers’ Market in
May 2011 to empower children to come to farmers’ markets, learn to make healthy food choices,
introduce them to where their food comes from and encourage them to increase their
consumption of fresh (and local) fruits and vegetables.

POP Club is now being implemented in markets across the US and in Canada. With the support
of the Gila River Indian Community (GRIC), this program will introduce more than 18,700
children, ages 5 to12 years old, throughout Maricopa County to the POP Club. This initiative is
an incentive program that will help create the next generation of good food eaters, farmers’
market shoppers, and improve health and shopping patterns from an early age. In addition it will
support the viability and heritage of local farmers and farming.
POP Club is an incentive program that incorporates economic development, education and
healthcare objectives. It will empower children throughout Maricopa County to make regular
visits to farmers’ markets, learn to make healthy food choices, connect with growers and
introduce them to where their food comes from. It will encourage the children to increase their
consumption of fresh (and local) fruits and vegetables and even grow their own.
ONPA projects that over the three year grant period POP Club will generate a minimum of
37,014 visits by children participating in the program. Each child will receive $2 in POP Club
tokens per visit. Redemption of these incentives is projected to result in at least $74,028 in new
income to small-scale farmers’ who vend at the participating markets. The program will also
increase the amount of parents shopping at the markets, and offer value-creating activities (POP
Club fun!) based around food, nutrition and food growing. Artists from the GRIC will be invited
to offer activities featuring music, storytelling around foods and agriculture, and traditional
crafts.
The POP Club will run for a period of six months each year, December through May, at each of
the participating markets, while the produce is at peak season and before the extreme summer
heat. POP Club will start at three markets and build up to six over the course of the three-year
grant period. ONPA will track the sales and evaluate the impact of the program in order to build
a model for replication at other markets around the county and state.
Participating Markets for the Project: the POP Club will operate during the markets’ normal
operating hours December – May.
Year One:
1. Phoenix Public Market, 721 N. Central, Phoenix, 85004 – Saturdays
2. Roadrunner Farmers’ Market, 3502 E. Cactus, Phoenix, 85032 - Saturdays
3. Uptown Farmers’ Market, 5757 N. Central Ave., Phoenix, 85012 - Saturdays
Year Two:
1) Phoenix Public Market
2) Roadrunner Farmers’ Market
3) Uptown Farmers’ Market
4) Ahwatukee Farmers’ Market, 4700 E. Warner, Phoenix, 85044 – Sundays
Year Three:
1. Phoenix Public Market
2. Roadrunner Farmers’ Market
3. Uptown Farmers’ Market
4. Ahwatukee Farmers’ Market

5. Avondale Farmers’ Market, location TBD in fall 2015 - Sundays
6. Orchard Community Learning Center Farm Stand, 911 W. Baseline, Phoenix 85040
– Saturdays
How the POP Club works –
Kids between the ages of 5 and 12 years of age:
• Join the club by signing their “Passport to Health.” Each child receives an individual
booklet (their “Passport”) at the start of the market season. They write their name in the
Passport and it is stamped every time they visit the market. The markets keep the
Passports for the children on-hand at their central Information Booth to track
participation.
• Receive a POP Club reusable shopping bag. The bag will be printed with the logo of the
Gila River Indian Community as well as a reference, in wording preferred by GRIC, to
any funding support the tribe might provide.
• Receive a POP Club Button to wear or keep handy at home to display membership in the
program.
• Receive a stamp in their Passport and $2, in the form of wooden tokens, every time they
come to the market. The tokens can be used to purchase fresh, local, fruits and
vegetables, food plants and food seeds.
• Participate in POP Club activities such as Seed Planting, Salad-Making, Flour-Grinding
and pancake-making, Jam-Making, fun with Worm Bins, Crawly Critters and fun bugs,
Make Your Own Favorite Farmer a Button, native crafts, music and storytelling and
more!
Funding is requested from the Gila River Indian Community to support a Program Coordinator
contracted by Maricopa County DPH / ONPA to oversee the execution of the program at each of
the markets, develop and work with POP Club volunteers to help schedule and carry out the
program activities each week at the individual markets, maintain records, including for token
redemption and reimbursement and conduct evaluations. Funding is further requested to support
materials and supplies, promotion and outreach. Finally, funding from GRIC for this project will
also be used to reimburse growers for tokens redeemed: 8,164 participant purchases in Year 1 x
$2; 11,800 participant visits in Year 2 x $2; 17,050 participants in Year 3 x $2.
In addition, ONPA will provide in-kind support for this program. ONPA will provide
administrative services to implement the program, linkages and connections to other farmers’
market programs supported by ONPA, marketing and communications expertise, printing and
assessment and evaluation expertise.
3. Describe how the proposed project satisfies one or more of the priority funding areas identified
by the Gila River Indian Community.
Bringing the Power of Produce (POP) Club to farmers’ markets in Maricopa County is in
alignment with three of the priority funding areas for the GRIC, including:

GRIC Priority 1 - Economic Development - programs and projects that promote and assist with economic
security, in particular, for local agricultural producers.
In Arizona, as is the case throughout the country, farmer livelihoods and food security are
intimately intertwined. Thirty-six percent of the total land area of our state is designated
farmland. However, of the 36% only 3% is harvested cropland. Of the operational farms working
this cropland, 79% of those Arizona farms gross less than $10,000 in annual sales.1 In short
many of the state’s food producers are not earning enough to be viable. Further, 17.2% of
Arizonans are living in poverty and 15.6% of Arizona households are food insecure.2 The
GRIC’s support for the POP Club will develop a new income stream for market farmers as well
as address hunger issues for low-income families by increasing access to healthy foods. The
program can be a valuable local economic development engine for the viability of our state’s
harvested cropland farmers. It will decrease poverty and create a new opportunity to address
food insecurity in our county while getting fresh healthy local food onto the tables of Arizona
families, including our most vulnerable children and adults.
GRIC Priority 2 - Education - programs and projects that provide hands- on learning, and any other type
of educational programs on any topic that enhances the general knowledge of participants or promotes
life-long learning.
The farmers’ markets are filled with great choices for healthy eating and snacking. And the POP
Club is an exciting program to get kids interested in healthy eating and living, and interested in
how and where their food is grown. POP Club’s educational components effectively connect the
next generation of consumers with where their food comes from and with the people who
produce it, as well as reinforcing healthy eating habits. The program teaches children how to
make wise spending choices each week with their POP Club tokens, including how to save them
up until they have enough to buy plants or even trees for a garden of their own at home.
Each market will set up a designated POP Club booth each week, easily identifiable by signage
and consistent location. The markets and POP Club Coordinator will work together to arrange
for different volunteer groups to staff the POP Club booth each week and bring a variety of
lessons to the kids. Weekly activities at the markets for the POP Club members will include
things like vegetable and fruit seed planting, how to make (and savor!) a fresh salad, flour-
grinding, making jam, building a worm bin, integrated pest management (aka Crawly Critters
and fun bugs), getting to know the farmers and feel at home at the market and promoting walking
and exercise to create a greater awareness about the prevention of Type 2 juvenile diabetes.
As an example, Oregon City holds a walking contest for the children which takes place over the
six month period of their program. POP Club kids who sign up to participate agree to walk thirty
minutes during the market day, and earn a ticket for a drawing for a prize (donated bike,
skateboard, gift certificates etc.) that will be awarded at the end of the season at the market.
POP Club encourages children to get excited about growing a home garden, teaching them how
to raise plants and seeds, water and care for them. The program encourages the kids to bring
back samples of their harvest to show the farmers from whom they bought the plants and starts.
And it encourages children to try new foods, eat the veggies they have grown as well as prepare
them. Simple recipes and cooking demonstrations, including kids teaching kids make it easy. In

addition, the whole family benefits from the food or plants POP Club members bring home.
Often siblings will pool their tokens to make a larger purchase. Parents have directly credited the
Oregon City Farmers’ Market POP Club for giving their children the idea and incentive for
getting the whole family involved with healthy eating and raising their own produce.
(http://orcityfarmers’market.com/pop-club/)
The program incorporates other reinforcement for the children’s education in addition to the
tokens, and a bag and membership button. They earn special ‘prizes’ - donated by a market
vendor or community partner - when they have reached certain benchmarks, for instance their
tenth or twentieth visit to the market. Children receive a stamp in their Passport for every visit
and when they have reached the target number of visits they receive the chance to choose a
surprise gift.
GRIC Priority 3 – Healthcare - to provide programs and projects that further: health promotion, disease
prevention, wellness activities, recreational activities that promote physical fitness, nutrition, other
programs that may assist in improving the overall health of participants or the community. These goals
mirror the priorities of the Maricopa County Dept. of Public Health.
ONPA’s priorities align with and complement other health improvement efforts at the tribal,
state and national levels. At the state level, Maricopa County’s priorities reflect those of the
Arizona Chronic Disease Strategic Plan 2012-2015. These also reflect those set forth by Healthy
People and the National Prevention Strategy, both national level efforts. The priorities provide
evidence-based recommendations that are most likely to reduce the burden of the leading causes
of preventable death and major illness.3 The priorities and recommendations include objectives
that the POP Club can specifically address through every aspect of the program:
• Attain high-quality, longer lives free of preventable disease, disability, injury, and
premature death.
• Achieve health equity, eliminate disparities, and improve the health of all groups.
• Create social and physical environments that promote good health for all.
• Promote quality of life, health development, and healthy behaviors across all life stages.
• Increase children’s awareness of the nutrition in everyday foods.
• Improve the quality of healthy food that kids eat by showing them easy and tasty ways to
eat better.
• Healthy and affordable food environments for all.
• Easy access to healthy food.
4. Identify the needs / problems to be addressed, target population and number of people to be
served by the project.
The needs / problems to be addressed: Social determinants of health as indicated in the
Maricopa County Community Health Assessment 2012 include four of the five County health
priorities (cardiovascular disease, diabetes, cancer, and obesity) that are significantly influenced
by physical activity and nutrition behaviors. It is therefore of utmost importance to consider
opportunities for both children and adults to be active and to find and purchase healthy foods as
disease interventions and prevention.

The Assessment report goes on to identify farmers’ markets and access to healthy local food as
integral to creating solutions. Additional influences include fruit and vegetable affordability and
eating less than 5 fruits and veggies per day as indicators of health status. The components of the
POP Club program are positioned to encompass early interventions to address affordability,
increased produce consumption and at least three of the following health priorities:
Obesity: The role of the Office of Nutrition and Physical Activity (ONPA) is critical in
impacting obesity-related health outcomes specific to healthy eating and active living.
Community members and MCDPH health professionals ranked obesity as the second most
important health problem in the 2012 Maricopa County Community Health Survey. The
prevalence of obesity among adults is 26% or one in four adults. The prevalence of obesity
among young children (ages 2 to 4) is 14.5% or 1 in 7 children. Arizona, as a whole, is ranked 7th
among states with the highest rates of obese 10 to 17 year-old children, with a rate of 19.8%.
Obese individuals are at increased risk for comorbidities such as breast cancer, heart disease, and
diabetes. Obesity disproportionately affects Hispanics (32.8%) as compared to Whites (22.8%).
The potential life years lost from heart disease and diabetes totaled 30,914 in 2010.
Diabetes: Diabetes is the seventh leading cause of death in Maricopa County. In 2010, the
prevalence of diabetes in Maricopa County resulted in 5,407 emergency room visits, 6,378
hospital visits, and 7,083 years of potential life lost. 4 Diabetes rates are higher in Blacks,
Hispanics, and American Indians. Community members in the Maricopa County Community
Health Survey ranked it as the most important health problem.
Since 1980, obesity prevalence among children and adolescents has almost tripled. (Centers for
Disease Control and Prevention)
In addition, reducing the prevalence of diabetes and hypertension by just 5% would save $124
million in Arizona alone ($9 billion nationally). After five years, the savings would soar to $351
million annually in Arizona ($24.7 billion nationally).
Interventions include increased physical activity as well as adapting healthy eating patterns – a
diet centered on more fruits, vegetables and whole grains — foods that are high in nutrition and
fiber and low in fat and calories.
Cardiovascular Disease: Cardiovascular disease is the second leading cause of death in
Maricopa County. In 2010, cardiovascular disease resulted in 21,413 emergency room visits,
58,176 hospital stays, and 5,143 deaths resulting in over 30,000 years of potential life lost.
According to the Mayo Clinic body of literature it can be caused by correctable problems, such
as an unhealthy diet, lack of exercise, being overweight and smoking.
High blood pressure is a major risk for cardiovascular disease, and one in four Maricopa County
residents has been told by their doctor that they have high blood pressure. The exact causes of
high blood pressure are not known, but several factors and conditions may play a role in its
development, including: smoking, being overweight or obese, lack of physical activity, too
much salt in the diet, too much alcohol consumption, older age and genetics. High blood
pressure was the fourth most important health problem chosen by community members in the
Maricopa County Community Health Survey. 30,914 potential years of life are lost from these
three nutrition-related diseases alone. (Maricopa County, 2010)

Further, the Behavioral Risk Factor Surveillance System (BRFSS) estimates that the median
intake of fruits and vegetables among Arizona adults is 1.1 and 1.7 times per day respectively –
well below national recommendations. About 23% of adults in Maricopa County eat “5 a day”
fruits and vegetables, with little variation based on income group. (The range varies from 23.0%
to 23.3%).5
Rates of food insecurity and low intake of fruits and vegetables present an alarming sense of
urgency to address food insecurity and increase purchases of fruits and vegetables among
consumers, starting at an early age. The POP Club is poised to help meet the need to increase
purchases of Arizona-grown fresh fruits and vegetables while expanding targeted access to
healthy foods by providing incentives at select farmers’ markets.
Target population: The target population for the POP Club is children ages 5 to 12 years
throughout Maricopa County who attend select farmers markets, with expected spill-over
benefits for younger and older siblings as well as parents and grandparents.
Number of people to be served: The statistics from the POP Club’s birthplace in Oregon City
indicate that in 2014, the fourth year of their nationally recognized program, they had 1,434 kids
participating in the POP Club. These children made 5,474 shopping trips to the Market,
generating $10,948 in new sales over a six month period with $2 POP Club tokens. (The
program organizers in Oregon report that since POP Club members are children, they are usually
brought to the market by their parents, who often become regulars at the market, making
additional purchases each week.)
The Oregon City Farmers’ Market has about forty vendors. The markets selected to participate in
the Arizona program have been chosen based on their location, ability to accept SNAP and the
Farmers’ Market Nutrition Program coupons (and therefore their involvement with and support
for services for low-income families), the family-centered activities already happening and the
amount of local growers that are on-site at the markets. The selection process also included the
size of the market, number of vendors, and estimated number of children who come to the
market now point during the month. Then ONPA projected a conservative increase in child
participation by at least 43% in Year Two and by at least 43% in Year Three.
ONPA projects that in Year One of the program 4,200 children will make 8,164 visits to the
three participating markets over the six month period, for a total of $16,328 in token
redemptions. In Year Two another market will be added. ONPA expects 6,000 children to visit
the four markets a total of 11,800 times, making $23,600 in purchases with their POP Club
tokens.
In Year three, two more markets will be added for a total of six markets in the program. This will
increase the expected number of children participating to 8,525 and the total number of their
market visits to 17,050 with the potential of $34,100 in purchases. During the program’s initial
three-year period, ONPA expects a total of 18,725 children to be involved, with the potential of
generating $74,028 in new income for Arizona fruit and vegetable growers.
5. Define the project as a new or continuing program.

Pop Club will be introduced as a new program in Maricopa County, modeled after the successful
initiatives established in several farmers’ markets across the country (Oregon, Washington,
Vermont, Michigan, Connecticut, Missouri, Idaho, Pennsylvania and Virginia) and Canada.
6. Provide a brief timeline including start and finish dates. Indicate if the timeline is flexible.
The timing is flexible – it is based on a conducting a three year program, six months out of every
year.
Projected Timeline:
Receive Funding; develop job description October 2015;
& begin recruitment for Contract
Program Manager
Hire Contract Program Manager November 2015; re-instate November 2016
& November 2017
Develop and order tokens, bags, November 2015; (update and re-order)
Passports, buttons and outreach materials November 2016 and November 2017 and
ongoing
Create training kit; schedule training with November 2015; (update and implement)
market managers; implement training November 2016 and November 2017
Promote program to community partners Nov/Dec 2015 – ongoing
and market customers
Recruit and schedule volunteers for Nov/Dec 2015 – ongoing
weekly activities
Create sales tracking and evaluation November 2015 with continual review
forms
Contract Program Manager conducts Dec. – May of each year
weekly visits to participating markets,
coordinates with market managers and
volunteers, community partners
Mid-season report, customer / vendor To be determined-approximately three
survey, parent / child reflection and months after six month period starts,
evaluation of progress continuous
End of season report, customer / vendor June 2016, June 2017, June 2018 –
survey, parent / child reflection and completed by ONPA
evaluation of progress
7. Identify other organizations, partners or funders participating in the project and their roles.
The POP Club program will be spearheaded by the Maricopa County Dept. of Public Health
Office of Nutrition and Physical Activity (ONPA). ONPA collaborates continually with
community-based organizations, Boys and Girls Clubs, Tempe Kid Zone, schools, food banks,
Community Action Programs, the Arizona Departments of Health Services, Education and
Economic Security and their associated nutrition, physical activity and public health programs;
Arizona Forward, housing and gardening groups, farmers’ markets, the Arizona Dietetics

Association, city governments and other divisions within the Maricopa County Dept. of Public
Health.
ONPA will work closely with all of these groups to:
• Create a graphic design, logo and social media campaign for the program;
• Provide outreach for the program;
• develop marketing and outreach materials;
• solicit culturally sensitive marketing expertise and translation of promotion materials into
Spanish;
• Solicit on-going program funding and resources.
ONPA Communication Specialist and Food Systems Team will develop training for market
managers and vendors for the program. The ONPA Evaluator will create and implement a
program evaluation plan.
Partners to provide classes and activities at the markets will include but are not limited to:
Valley Permaculture Alliance – vermiculture, integrated pest management, flour-grinding;
Community Exchange – rainwater harvesting; Four Directions Permaculture – permaculture
for kids, vermiculture, solar cooking, seed saving; JDRF Desert Southwest Chapter for
diabetes prevention activities, including nutrition messages, organizing walking and other
exercises; local farmers to talk about what they grow, why they are farmers, provide simple
recipes; Future Farmers of America – get children interested in all aspects of farming; ONPA
SNAP Ed Education teams, in markets in income-qualified areas can provide nutrition
education, recipes, incentive items, soil, seeds and lessons for gardening; Girl Scouts and
Phoenix Junior League’s “Kids in the Kitchen Program,” a program to teach children to cook.
Boy Scout Eagle Projects; Phoenix Children’s Hospital – nutrition education; Arizona’s
sports teams – to provide positive role models and lead in some physical activities, i.e. hula
hooping and fun activities around healthful eating; FitPHX Energy Zones through the City of
Phoenix, Gila River Indian Community and Native Health for crafts, storytelling and music
activities and to teach use of fresh produce in traditional cooking; University of Arizona
Cooperative Extension for nutrition education and gardening activities for children; local chefs
to teach food preparation, storage, and how to serve a beautiful meal; Desert Botanical
Gardens to offer activities on bugs, birds and desert gardening; International Rescue
Committee to teach use of fresh produce from countries native to their farmers; ONPA Dietetic
Interns to walk the markets with the POP Club members to introduce them to the different fruits
and vegetables that are in season; how they may be eaten and provide information about school
and community gardens; Sierra Club and ASU Sustainability / Real Food Challenge
volunteers to make the connection between local food production and environmental health;
local musicians to create songs with the children about food, and farms; local artists to work
with the children to create posters which could be developed into cards and framed art around
food and farming; local community college volunteers to create on-site games and activities, to
encourage the children to meet the farmers, i.e. creating ‘trading cards’ of the farmers that the
kids could get “autographed,” scavenger hunts, bingo games and more.
8. Would you be able to implement the proposed plan if your organization received partial funding
for this project?

Yes, MCDPH would be able to implement the proposed program if our organization received
partial funding for it, but on a smaller scale. ONPA would rework the plan to accommodate the
funding allotted and to develop the best process for building long-term sustainability. However,
to create long-term sustainability, it would be best to implement the program over several years
to build a strong support base.
9. Describe your plan for project sustainability beyond the grant period.
MCDPH is in the process of identifying long-term funding sources for this program and will be
working with community partners to accomplish this. We will continue to identify and seek
corporate and foundation funding in order to sustain and expand the POP Club program and its
incentive opportunities to encourage children as well as low-income families to shop at farmers’
markets for fresh, healthy, local produce.
10. Describe your plan to document progress and results.
Measures of success for the POP Club program will be tracked regularly and electronically by
the market and made available to GRIC as requested and required, in a timely manner. ONPA
will: a) keep spreadsheets documenting sales and track the number of participants; b) poll the
market vendors, market managers, customers – children and adults alike, and volunteer educators
about the impact of and their satisfaction with the program, mid-season and end of season, and c)
compile results into a report that is provided to GRIC as well as local print and broadcast media.
In addition, any concerns identified by vendors, children and parents will be addressed and
changes will be made at the earliest opportunity.
11. Indicate any application to and / or awards made by a tribe other than the Gila River Indian
Community for state shared revenues for this and any other project.
FY 2014 Gila River Indian Community Grant Applications
Organization Program Amount
Maricopa County Public Health Services Parent Ambassadors $ 50,000.00
FY 2014 Tohono O'odham Nation Grant Applications
Organization Program Amount
Maricopa County Public Health Services Parent Ambassadors $ 50,000.00
FY 2012 Tohono O'odham Nation Grant Applications
Organization Program Amount
Maricopa County Public Health Parent Ambassadors $ 26,400.00
FY 2011 Gila River Indian Community Grant Applications
Organization Program Amount

Maricopa County Public Health Mobile STD Services $ 150,000.00
References:
1 USDA ERS. State Fact Sheets. Arizona. 2012. http://www.ers.usda.gov/data-products/state-fact-sheets/state-
data.aspx?StateFIPS=04&StateName=Arizona#.VGuqpPnF8wo
2 USDA Economic Research Service. Household Food Insecurity in the United States 2013.
http://www.ers.usda.gov/topics/food-nutrition-assistance/food-security-in-the-us.aspx
3 Maricopa County Community Health Assessment / Healthy People goals
4 Barbara A. Ormond, Brenda C. Spillman, Timothy A. Waidmann, Kyle J. Caswell, and Bogdan Tereshchenko.
Potential National and State Medical Care Savings from Primary Disease Prevention. American Journal of Public
Health: January 2011, Vol. 101, No. 1, pp. 157-164. 10.2105/AJPH.2009.182287
5 Centers for Disease Control and Prevention (CDC). Behavioral Risk Factor Surveillance System (BRFSS). 2013.
http://apps.nccd.cdc.gov/brfss/display.asp?cat=FV&yr=2013&qkey=8681&state=AZ
Centers for Disease Control and Prevention (CDC). State Indicator Report on Fruit and Vegetables 2013.
http://www.cdc.gov/nutrition/downloads/state-indicator-report-fruits-vegetables-2013.pdf

POP Club Budget
GRIC portion
Item Basis 3 markets 4 markets 6 markets
Year 1 Year 2 Year 3 TOTAL
Professional and Outside Svcs.
Contract Program Manager
20 hrs. wk @ $20 /hr. / 30
Year 1 weeks $12,000 $12,000
20 hrs. wk @ $20 /hr. / 30
Year 2 weeks $12,000 $12,000
25 hrs. wk @ $20 /hr. / 30
Year 3 weeks $15,000 $15,000
Sub-total P&O
Materials and Supplies
4,300 x $.75; 6,100 x
Reusable bags $.75; 8,600 x $.75 3225 4575 6450 $14,250
17,320 Reusable wooden 8,200 x $.10; 3,859 x
tokens $.10; 5,250 x $.10 $820 $386 $525 $1,731
Printing
tents $250 / each. 1 per mkt. $750 $250 $500 $1,500
tables $60 / each. 2 per mkt. $360 $120 $240 $720
banners $200 / each; 1 per mkt. $600 $200 $400 $1,200
POP buttons $.30/pc x # of kids $1,260 $1,800 $2,558 $5,618
print / enhanced social
paid advertising - magazines, media ads $1,000 $1,500 $2,000 $4,500
$50 for food, 1 x per
month x 6 months x # of
food demos - once a month markets $900 $1,200 $1,800 $3,900
misc. supplies - stamps, stamp
pads, pens, markers, office $250 / mkt per 6 mo.
supplies Season $750 $1,000 $1,500 $3,250
Sub-total M&S:
8,164 Year 1 x $2; 11,800
Reimbursement to growers for Year 2 x $2; 17,050 Year
tokens redeemed: 3 x $2 $16,328 $23,600 $34,100 $74,028
Total per year GRIC: $37,993 $46,631 $65,073 $149,696

In-Kind Costs / MCDPH - ONPA:
Personnel
$423.82 (Salary); Total
Benefits = $161.98 (Fixed
***1% of Program Evaluator Benefits = $80.14 +
Variable Benefits =
$81.84) = $585.80/year $585.80 $585.80 $585.80 $1,757
$581.40 (Salary); Total
Benefits = $216.67 (Fixed
1% of Communications Specialist Benefits= $104.40 +
Variable Benefits=
$112.27) = $798.06/year $796.06 $796.06 $796.06 $2,388
$593.34 (Salary); Total
Benefits = $218.97 (Fixed
1% of Food Systems Coordinator Benefits= $104.40 +
Variable Benefits=
$114.57) = $812.31/year 812.31 812.31 812.31 $2,437
Printing:
4,300 x $.25; 6,100 x
19,000 Passport booklets $.25; 8,600 x $.25 $1,075 $1,525 $2,150 $4,750
5,000 x $.10; 8,000 x
25,000 flyers - 4 up; b/w $.10; 12,000 x $.10 $500 $800 $1,200 $2,500
200 x $1; 300 x $1; 500 x
1,000 flyers - 8.5 x 11"; color $1 $200 $300 $500 $1,000
posters - 8.5 x 14", color $1.25 / each $63 $75 $94 $231
lamination for posters $50 $60 $75 $185
SUB-TOTAL In-Kind MCDPH / ONPA: $4,081.67 $4,954.17 $6,212.92 $15,248.76
TOTAL PROJECT COST - GRIC + In-Kind: $42,074.67 $51,585.07 $71,285.42 $164,945.16