GRIC 2015 APPLICATIONS 3.PDF

Maricopa County — Formal (2015-03-25)

Extracted text (via pymupdf_layout) 125109 characters

Created Tuesday, February 17, 2015
Page 1
General information
General information | Organization Tumbleweed Youth Development Center
General information | Contact First name John
General information | Contact Last name Rubino
General information | Contact e-mail jack_rubino_2000@yahoo.com
General information | Contact phone number 602-510-9959
Address
Address | Street 3707 N 7th Street
Address | City Phoenix
Address | State AZ
Address | ZIP Code 85014
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$100,000
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 $100,000
Year 2 $
Year 3 $
Year 4 $
Year 5 $
Page 1

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: Click here to enter a date.
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.
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Amanda Nash Signature:
Applicant Information
Department/Organization Name: Tumbleweed Center for Youth Development
Application Contact Person: Jack Rubino Title: Volunteer Grant Writer
Phone Number: 602-510-9959
Mailing Address: 3707 North 7th Street
City: Phoenix State: Arizona Zip Code: 85014
Email Address: jack_rubino_2000@yahoo.com
Project Information
Project Name: Tumbleweed Emergency Housing Program for Homeless Youth
Purpose of Grant: Provide short term (90 days) housing for homeless youth
Priority Funding Area Public Safety
Annual amount requested $100,000
Number of years that funding is requested (1-5) 1
Total amount requested (annual amount x # of $100,000
years)
Has your organization received funding from Gila No
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: Click here to enter text.
Proposed Budget Expense Amount Amount In Kind Total Budget
requested from requested or contributions
(list each budget item) GRIC secured from
other funders
1. Salaries and Wages $46,000 $215,810.75 $0 $261,810.75
2. Employee Related Expenses $10,580 $41,570.80 $0 $52,150.80
3. Supplies $1,650 $5,674.27 $0 $7,324.27
4. Telephone $2,150 $7,213.90 $0 $9,363.90
5. Rent and Utilities $22,438 $89,753.17 $0 $112,191.17
6. Development & Admin Costs $10,000 $26,476.40 $0 $36,476.40
7. Direct Assistance to Youth $7,182 $9,439.95 $0 $16,621.95
8. Click here to enter text. $0 $0 $0 $0
9. Click here to enter text. $0 $0 $0 $0
10. Click here to enter text. $0 $0 $0 $0
11. Click here to enter text. $0 $0 $0 $0
12. Click here to enter text. $0 $0 $0 $0
13. Click here to enter text. $0 $0 $0 $0
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 $100,000 $395,939.24 $0 $495,939.24

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. Salaries and Wages: Covers salaries for two (2) Case Workers who will intereact directly with youth
participating in the Emergency Housing Program.
2. Employee Related Expenses: Cost of full time employee benefits associated with the Case Workers at 23%
of salaries.
3. Supplies: This item covers direct expenses for the program such as printer paper and toner, cleaning
supplies and other such items consumed directly by EHP.
4. Telephone: This expense covers the costs associated with conducting EHP including cells phones for
Tumbleweed staff to enable them to communicate as they move around Maricopa County.
5. Rent and Utilities: Expenses for 25% of the 28 beds in the EHP are covered by this element of cost.
6. Development & Admin Costs: This element of costs covers EHP cost to run this program and raise funds for
its on-going needs.
7. Direct Assistance to Youth: This element of cost covers assistance to youth in the form of bus passes, child
care, clothing, hygiene kits, and blankets.
8. Click here to enter text.
9. Click here to enter text.
10. Click here to enter text.
11. Click here to enter text.
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.

Gila River Indian Community Grant Application
Other explanation: Click here to enter text.

GILA RIVER INDIAN COMMUNITY GRANT APPLICATION – NARRATIVE SECTION
TUMBLEWEED CENTER FOR YOUTH DEVELOPMENT
February 2015
1. Briefly describe the organization’s mission, history and goals.
Tumbleweed is Arizona’s champion for homeless and forgotten youth. Since its founding by the
Soroptomist International of Phoenix in 1972, Tumbleweed has developed an unparalleled family
of Emergency Support, Housing Solutions, and Lifelong Success programs offering nearly 1,600
vulnerable youth an unbroken pathway from homeless to self-sufficiency each year.
More than half of these young people were abused as children, a trauma which is compounded by
violence, fear, and exploitation from living on the streets. Tumbleweed’s Emergency Support
programs offer a safety net for these youth including emergency shelters for teens and young
adults, 200 community-based “Safe Places” for teens in crisis, two drop-in Youth Resource
Centers, and street outreach teams that build trust with the local homeless populations and
provides them information about and access to Tumbleweed’s full continuum of programs.
Permanently ending youth homelessness requires much more than emergency support, however.
Tumbleweed’s Housing Solutions provide the safe supported housing, skill development, and
guidance these young people need to leave the streets for good. Housing Solutions include the
semi-independent Young Adult Program apartment community where homeless teens and their
young children live safely while preparing for adulthood; as well as community based Supported
Transitional Apartments, Resources and Training (START) housing program for homeless young
adults.
Tumbleweed’s Lifelong Success programs include academic re-entry through on-site high school
and high school equivalency (GED) programs; structured work readiness and employability skills
training; opportunities for paid training through community internships and Tumbleweed’s Youth-
In-Business social enterprise, TumbleTees; along with a comprehensive menu of skills programs.
2. Describe the goals and activities of the proposed project.
The goal of this grant is to continue funding Tumbleweed’s Emergency Housing Program. The
Emergency Housing Program was started last year and currently maintains 28 beds for emergency
housing for homeless youth ages 18-25. The program has been at or near capacity since inception
which clearly indicates a great need for this service in Maricopa County. Despite the obvious
need for the program, the Emergency Housing Program lacks natural funding and many

foundations do not support this age group. This program provides an essential service that will
help end youth homelessness in Maricopa County and is asking Gila River Indian Community to
partner with us in this effort.
Potential participants for the Emergency Housing Program are identified by Tumbleweed through
its Street Outreach efforts or case worker interaction with youth who come into our two Youth
Resource Centers (Tempe and Phoenix) for services. Typically our participants are involved in the
Emergency Housing Program for an average of 30 days and are allowed to stay up to 90 days in
certain cases. The Emergency Housing Program provides these street-dependent youth with a
safe environment in which they can take necessary steps towards stability and self-sufficiency.
The Emergency Housing Program provides the only emergency housing that is specifically
designed for youth in Maricopa County. This program has been integrated into Tumbleweed’s
continuum of care which provides youth not only a safe place for the night and their basic needs
met, but also connects them to programming that supplies case management, housing navigation,
and other community resources. In the upcoming year, we predict that the shelter will continue to
function with all 28 beds full most nights and, therefore, Tumbleweed’s Emergency Housing
Program expects to run at a 98% capacity with the number of unduplicated youth leveling out at
around 270. In total, we plan to provide 9,878 bed nights next year.
As this is an on-going program, the funds from the grant will go to sustain existing budgets to
ensure stability for the Emergency Housing program.
3. Describe how the proposed project satisfies one or more of the priority funding
areas identified by the Gila River Indian Community.
The Emergency Housing Program satisfies the Public Safety priority funding area of the Gila
River Indian Community because the Emergency Housing Program enables vulnerable youth to
find respite from the streets immediately for their own safety and the safety of the public. (See
below for more information on the needs/programs sought to be solved by the Emergency
Housing Program.)
4. Identify the needs/problems to be addressed, target population and number of
people to be served by the project.
Tumbleweed promotes safety, stability and well-being for youth and young adults who have
runaway, are homeless, and have experienced or been exposed to violence, neglect or trauma.
Last year, Tumbleweed served nearly 1,600 youth in its programs and reached out to over 2,500
youth through street outreach. Of the youth in Tumbleweed’s programs, 58% were between the
ages of 18 and 25. When compared to the prior year, Tumbleweed experienced a 20% increase in

unduplicated youth served through our Youth Resource Centers, a 63% increase in the overall
number of visits to the Youth Resource Centers, and a 139% increase in the number of street-
based contacts with homeless youth made by our Street Outreach Teams. Together, the Street
Outreach and Youth Resource Centers represent the most common points of entry for service for
homeless young adults in this age range.
Despite the growing prevalence of homelessness at this young adult age, these older youth
typically fall outside our community’s safety net. Data confirms the long held belief that this
population is often emotionally unprepared to navigate complex adult services and can be fearful
or mistrustful of adult services targeting the chronically homeless. Research consistently
demonstrates that young people living on the streets are at high risk of violence, exploitation,
substance abuse, and incarceration. Few are willing to utilize adult shelter resources and, without
this critical bridge to transitional housing resources and ultimately self-sufficiency, homeless
young people are at profound risk of prolonged experiences of chronic homelessness throughout
adulthood.
The overburdening of traditional adult shelter systems is complicated by young people’s
perceptions of these shelter environments. Most youth are unwilling to utilize adult shelters out
of fear for their safety or perceptions that they will not be understood. Local and national data
support youth’s concerns that they are at increased risk of victimization, exploitation, and theft in
traditional shelter environments commonly used by older chronically homeless individuals.
Tragically, many young people will report that they feel safer on the streets or outside than in a
mainstream adult shelter. Providing shelter specific to this age group is essential to engaging
these young adults in their own path toward self-sufficiency and to ensure their safety while they
do so.
The Emergency Housing Program currently has 28 beds and runs at or near capacity every night.
If the community is serious about eradicating youth homelessness, it is essential to provide
unique and specialized services for this vulnerable age group. The Emergency Program is one
such program and we invite Gila Rive Indian Community to support these youth in their path
toward stability and self-sufficiency.
5. Define the project as a new or continuing program.
Emergency Housing is a project that Tumbleweed started last year. The Gila River Indian
Community funding will help continue to sustain the program.

6. Provide a brief timeline including start and finish dates. Indicate if the timeline is
flexible.
The funds will go to program operating cost over a twelve month period.
7. Identify other organizations, partners or funders participating in the project and
their roles.
There is a private family foundation that enabled the startup of Emergency Housing Program last
year and which will continue supporting but at a lower level. In addition, the following funders
have provided support for the Emergency Housing Program: Nina Mason Pulliam Foundation,
Valley of the Sun United Way, and Tempe City Council.
8. Would you be able to implement the proposed plan if your organization received
partial funding for this project?
Yes. Tumbleweed can modulate the number of Emergency Housing Program beds it makes
available in order to accommodate partial funding.
9. Describe your plan for project sustainability beyond the grant period.
The private family foundation that enabled Tumbleweed to initiate Emergency Housing Program
last year has indicated its willingness to remain a funder but has requested that Tumbleweed seek
additional support from funders like the Gila River Indian Community.
10. Describe your plan to document progress and results.
Long term outcomes for the community include a decrease in the number of homeless youth and
an increase in the safety of those youth. Outcomes are aligned with Maricopa Association of
Governments’ (MAG) goals to end homelessness through the addition of shelter beds for youth,
with target goals to move youth into appropriate stable housing after increasing income through
employment (mainstream benefits) and increase self-sufficiency for youth in the program.
Through services provided, youth establish permanent connections with caring adults and peers
that help them create a sense of value and belonging, as well as a sense of control. It is our
experience that having achieved that, street-dependent youth are able to follow through with
utilizing mainstream benefits, becoming job-ready, and accessing housing.
Measurable outcomes for the upcoming year include:
Activities or Outputs % to be achieved Quantitative
Counts

Bed nights provided 98% occupancy, of 28 beds or 9,878 9,878
available bed count
Intake – unduplicated youth 40% <30 days, 30% 31-60 days, 30% 61- 270
90 days
Youth completing entry/exit plans 95% of 270 youth 257
Youth were connected to community 75% of 270 youth 203
resources/mainstream benefits
Youth gain employment 20% of 270 youth 54
Youth exit to safe places 40% of 270 youth 108
Life-skills workshops offered Workshops offered 70% of the days or 5 256
workshops per week
Tumbleweed uses our Homelessness Management Information Systems (HMIS) to track youth in
all our programs. In addition, all of the above outputs and outcomes will be tracked through our
own agency-wide software.
11. Indicate any application to and/or awards made by a tribe other than the Gila River
Indian Community for state shared revenue for this and any other project.
None.

Created Tuesday, February 17, 2015
Page 1
General information
General information | Organization The Victoria Foundation
General information | Contact First name Mary Rose
General information | Contact Last name Wilcox
General information | Contact e-mail grantparkaz@gmail.com
General information | Contact phone number 602-739-5900
Address
Address | Street 1122 East Buckeye Suite B5
Address | City Phoenix
Address | State Arizona
Address | ZIP Code 85034-4043
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$20,000.00
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 $
Year 2 $
Year 3 $
Year 4 $
Year 5 $
Page 1

Gil* River lndian tammunity {irant Application
Cover Sheet
Municipality lnformation
Date of Application : 3/ 1,/2015
Name of City, Town or County: Maricopa County
Mayor (City or Towni or Board of Supervisor's Chalrman (County): Steve Chucri
Mailing Address: 301 West Jefferson 10th Floor
City: Phoenix State: Arizona Zip Code:85003
Typed Name: Signature:
Applicant lnformation
Department/Organization Name: The Victoria Foundation
Application Contact Person: Mary Rose Wilcox Title: Operator of Grant Park
Phcne N u m ber: 602-7 03-17 65
Mailing Address: 200 East Fillmore Apt 126
City: Phoenix State: Arizona Zip Code:85004
Email Address: mrosewilcox@yahoo.com
Project lnformation
Project Name: Grant Park: Project Reconnect
Purpose of Grant: Project Reconnect is a community based program which aims to reengage disconnected
youth in Central City South. lmplementing a thoughtful and intentional GED/job training program, our goal is
to provide each participant with individualized enrichment courses that assess strengths, identifies areas of
improvement, develop goals, provides mentorship, and career advisement.
Priority Funding Area Economic Development
Annual amount requested s66,388.00
Number of years that funding is requested (1-5) 2
Total amount requested {annual amount x,# of 5L32,775.0O
vears)
Has your organization received funding from No
Gila River lndian Community in the Past? lf yes,
please list each year and amount
The geographic area seryes Grant Park location south of
Geographic area served downtown Phoenix called Central City South (CCS), and is
For Office Use Only:
Data Entry Receipt Evaluation

Gila River Indian Community Grant Applicatian
approximately two square miles bound by the Pacific
Railroad tracks on the north, the Maricopa Freeway (I-17)
to the east and south of Central on the east. It is part of
the Phoenix Enterprise CommuniVEnterprise Zone.

Grant Park: Project Reconnect
Briefly describe the organization's mission, history and goals-
For almost half a century, Pete C. Garcia has dedicated his life to providing opportunity to
individuals facing insurmountable chatlenges and obstacles. As a young man growing up in the
Marcos de Niza Projects, he saw firsthand the result of the social ills plaguing the underserved
Latino community. Raised by his mother Victoria, Pete learned early the importance of a strong
work ethic, the ability to overcome adversity, and most importantly, empathy for al!. ln 2008,
Garcia launched The Victoria Foundation. Named in honor of his mother, The Victoria
Foundation provide grants in four areas: arts/culture, economic development/affordable
housing, education, and faith based initiatives. An annual golf tournament provides the funding
to sustain a scholarship program that help young people obtain higher education.
ln June 201L the City of Phoenix closed five parks triggering an increase in vandalism, graffiti,
and playground equipment safety issues. The park became a haven for undesirables resulting in
an increase of alcohol and illegal drugs on site. The City of Phoenix implemented a new creative
approach forming a public/private partnership to keep the parks open.In February 2011, The
Victoria Foundation, lnc. entered into a five-year public/private partnership with the City of
phoenix, parks and Recreation Department. The Wilcox's' became the administrators of Grant
park Recreation Center. Over the past three years recreational programs like Diamondback
Jam, Late Night Basketball, sports leagues, and a fully functioning computer lab have been a
tremendous success and a model of how public/private partnerships can work to improve
communities during economic downturn. Grant Park prides itself on being fully operated by
residents of the Grant Park Neighborhood. However, in the last two years the Wilcox' have
noticed an upward trend of delinquency and dropout rates among the youth the park serves.
Prompting the development of Project Reconnect.
Describe the goals and activities of the proposed proiect
project Reconnect is a community based program which aims to reengage disconnected youth
in central city south. lmplementing a thoughtful and intentional 6ED/job training program, our
goal is to provide each participant with individualized enrichment courses that assess strengths,
identifies areas of improvement, develop goals, provides mentorship, and career advisement'
project Reconnect aims to address the issue of disconnected youth and school-to-prison
pipeline by utilizing a holistic approach to reengaging youth in Central City South. This approach
will include intake assessments and individualize goal planning. Ultimately resulting in a
combination of GED course work and vocational training. In some cases extra ESL and reading
and writing courses may be necessary.
ln the first year we plan to enrolt 20 participants in our GED/vocational training program and
will include another 20 participants in our mentorship program. Part of our program will include
quarterly socialization events and a graduation from our program after L2months. Socialization

events aim to connect our participants with community and business leaders. An example is
financial wellness mixer where Marisol Federal Credit Union educates about checking accounts
and saving for the future. Another example of a socialization event would be having lntel
engineers come and share a STEMS activity and careers.
Describe how the proposed project satisfies one or more of the priority funding areas
identified by the Gila River lndian Community
Project Reconnect will address two priority funding areas identified by the Gila River lndian
Community. First project reconnect will address the priority funding area of Education. This will
be done by identifying youth and young adults that have been disconnected by our public
education system. Providing them with opportunities to improve reading and writing skills, and
eventually take the GED or enroll in vocational training courses.
Second Project Reconnect aims to assist with job placement after competition of the program.
Our partnerships with the community and mentorship program will aide in job readiness.
ldentify the needs/problems to be addressed, target population and number of people to be
served by project.
There are two major problems identified in the Grant Park area which disproportionately affect
youth. First, is the issue of Disconnected Youth, and second is the School-to -Prison Pipeline.
According to a report by Maricopa County Education Service Agency in 2013, disconnected
youth is defined as young people ages L6-24 not in school and not working, 22.5o/o African
American, L8.5o/o Latino, L1..7o/o White, 8% Asian American. Arizona ranks 22"d (17.2%) in the
United States with the national average being L4.6o/o. The critical factors contributing to this
atrocity are poverty, adult unemployment, low levels of adult educational attainment and
involvement in corrections system. A study conducted by the Maricopa County Justice Planning
and Information Department on Maricopa County Disconnected Youth - The Population and
Economic lmpact {McHenry, 2013) projected that the full burden of Maricopa County
Disconnected Youth could cost in the billions. South Phoenix had the highest disproportionate
number of disconnected youth (7,4r'.21which includes Grant Park Neighborhood.
The second issue, the School-to-Prison Pipeline, is a national problem disproportionately
impacting the youth in the Grant Park neighborhood. The Pipeline theory posits hundreds of
school districts across the county employ discipline policies that push students out of the
classroom and into the criminaljustice system at alarming rates. This poliry encourages police
presence in schools, harsh tactics including physical restraint and automatic punishments that
result in suspensions and out-of-class time. Unfortunately, these policies are huge contributors
to the pipeline and disproportionate number of youth considered "disconnected". Yet,

alarmingly in the Grant Park neighborhood we are beginning to see youth "disconnected" as
early as L2 years old, that is sixth grade.
Define the proiect as a new or continuing program
Project Reconnect is a new project to Grant Park and The Victoria Foundation. We are asking
for two years of partial funding to test the success of this program in Central City South. Many
of the residents of the Grant Park Neighborhood do not qualify for "traditional programs." We
are testing a new approach.
Provide a brief timeline including state and finish dates
Our program is a twelve month program scheduled to begin in September of 2015 and continue
on until September of 2OtG recognizing our participants will enter our program with differing
skill levels and goals. Mentorship program will begin in May of 2OtS.lntake of GED program will
begin in September 2015. Classes will begin in the beginning of October with quarterly
socializations throughout the program.
Program success will be measured by number of participants who successfully complete Project
Reconnect and enter the workforce.
ldentify other organizations, partners or funders participating in the project and there rolls
We are currently identifying partners and funding for Project Reconnect. We will have more
information about our partners and funding after our annualfundraiser Barrio Fiesta scheduled
for April 30th 2015.
Would you be able to implement the proposed plan if your organization received partial
funding for this project?
We are currently seeking partial funding from GRIC and seeking out grants from charities to
supplement our Project Reconnect Budget and Grant Park operating budget. Our annual
fundraiser Barrio Fiesta aims to generate 30,000.00 in revenue. lf we receive partial funding will
work hard to raise the balance to implement the program has proposed.
Describe sustainability beyond the grant period
There is a huge demand for alternative programs for youth disconnected by the system in
Central City South. Therefore, we are looking at Project Reconnect as a two year pilot program.
After we measure our progress year one, we will work on ways to improve the program for our
participants in year two. With the current state of education in Arizona and immigration the
demand for Project Reconnect services will increase.
Describe you plan to document progress and results
The success of Project Reconnect will come directly from our case management. Each
participant will have a program file in which we will follow their journey to attain their

educational and career goals. We will record milestones, test scores, and participation in
socializations. Participant and mentor surveys will help us determine which areas of our
program need improvement.
Indicate any application to and/or awards made by a tribe other than the Gila River lndian
Community for state shared revenues for this and any other proiect.
The Salt River Pima Maricopa lndian Community has funded our Late Night Basketball Program
for the 2015 Program Year.

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Project Budget
Budget Period: September 2015 to September 2016
Proposed Budget Expense Amount Arnount ln Kind Total Budget
{list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. Program Coordinator so So So 554,743.00
2. Part time Teacher Szz,+sg.oo So $o s27,4s3.00
3. Part Time lT s14,341.00 $o s 514,341.00
4. Mentorship Program $o So s48,000.00 S48,ooo.oo
5. GED Program Software s10,206.00 So SO 510,206.00
5. Computer Maintanence s6,000.00 So So s6,000.00
7. Socializations 53,o0o.oo 5o So S3,ooo.oo
8. Program Graduation 53,000.00 SO SO 53,000.00
9. Century Link/ lnternet Provider 52,388.00 SO s $2,388.00
10. Office/Classroom/Lab rent So So 515,000.00 $15,00o.00
LL.: So 5o SO $o
L2. so SO 5o So
13. SO 5o So SO
14. $o So SO So
15. : $o So 5o SO
16. So $o So 5o
17. 5o so So So
Total Budget s66,388.00 5o s63,000.00 5184,131.00

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Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. Annual salary for a program Coordinator for Grant Park and Project Reconnect. This position will be funded partly by
the annual fundraiser, and the Grant Park Operating budget'
2. Salary for part time teacher to run GED Preperation Program
3. Salary for part time lT. The GED Program will be a computer based curriculum.
4. ltem for represents the in-kind donation of time our mentors will donate at minium. Our expectation is mentors
donate a minium of four hours per month with participant.
5. GED Program Software for 10 computers
6. Computer Maintenance cost of upgrading to an operating system that supports GED Program
7. ltem 7 respensents the cost of 3 socializations throught out the program.
g. ltem g represents the cost of the program graducation with includes a ceremony and dinner to follow for 150 people
9. ltem 9 represents the annual cost of internet with Century link.
10. ltem 10 represents the cost of office, classroom, and computer lab which is donated by The Victoria Foundation,
Wilcox family and CitY of Phoenix.
11. i._.i,"t.: , .,
12.:,:..",t'.
13, ,.-',1'i t','
t4.'..... ::. .','.
l-5. l
16. r.
17. t. :'l
Other explanation:

Grant Park: Project Reconnect Phoenix Program Budget
Name Category Budget Funding Source Notes
Program Coordinator Administration 54,743.00
Part time teacher Program Support 27,453.50
Part time lT Program Support 14,34L.0O ln Kind donation Pay Rate Sfq.OO
Mentorship Program Support 48,000.00 ln Kind donation
GED Program Software Operation 10,206.00 for 10 computers
Computer mainainence Operation 5,000.00
Socializations Program Activities 3,000.00
Program Graduation Program Activities 3,000.00
Century Link/ lnternet Provider Operation 2,388.00 High Speed wireless + Phone
Office and Lab rental Facilities ln kind donation

Grant Park Recreational Center Budget 2015
Name Cateogry Budget Funding source Notes
Late Night Basketball Programs 15,000.00 sRPMtc
Diamondback Jam Programs 7,000.00 Diamondback Charities
Park Corrdinator Program Staff 6,000.00 Annual Fundraiser Hourly rate 12.00 part time
Park aid Program Staff 34,560.00 Annual Fundraiser Hourly rate 12.00
Utilities Operation 6000.00 Annual Fundraiser
Liability lnsurance Operation 3000.00 Annual Fundraiser
Accounting Adm inistrative Administrative 8000.00 Private Donor
Holiday Fun Festival Programs 2,000.00 Private Donor
Art supplies/ Recreational equipment Programs 2000.00 Private Donor
Maintenance supplies Operations 2000.00 Private Donor
Computer lab maintance Programs 1000.00 Private Donor

Created Wednesday, February 18, 2015
Page 1
General information
General information | Organization Estrella Youth Sports
General information | Contact First name Joseph
General information | Contact Last name Bruyer
General information | Contact e-mail jbruyer@cox.net
General information | Contact phone number 6236948038
Address
Address | Street 17733 W Desert View Lane
Address | City Goodyear
Address | State Arizona
Address | ZIP Code 85338
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$1,000,000.00
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 $250,000.00
Year 2 $250,000.00
Year 3 $250,000.00
Year 4 $250,000.00
Year 5 $
Page 1

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 3/1/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Denny Barney
Mailing Address: Click here to enter text.
City: Click here to enter text. State: Arizona Zip Code: Click here to enter text.
Acknowledgement of Submission by Municipality Representative:
Typed Name: Click here to enter text. Signature:
Applicant Information
Department/Organization Name: Estella Youth Sports
Application Contact Person: Joseph Bruyer Title: Exectutive Strategic Development Officer
Phone Number: 6236948038
Mailing Address: 17733 W Desert View Lane
City: Goodyear State: Arizona Zip Code: 85338
Email Address: jbruyer@cox.net
Project Information
Project Name: Estrella Regional Park Sports Field Complex
Purpose of Grant: To assist in funding the new Estella Sports Field COmplex
Priority Funding Area Economic Development
Annual amount requested $250,000.00
Number of years that funding is requested (1-5) 4
Total amount requested (annual amount x # of $1,000,000.00
years)
Has your organization received funding from Gila No
River Indian Community in the Past? If yes,
please list each year and amount
Geographic area served Maricopa County, Goodyear, Avondale, Buckeye, and
For Office Use Only:
Data Entry
Receipt
Evaluation

Gila River Indian Community Grant Application
Tolleson

Gila River Indian Community Grant Application
Project Budget
Budget Period: Fall 2015 thru Fall of 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. Estrella Sportsfield Complex $1,000,000.00 $100,000.00 $400,000.00 $11,223,049.00
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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.
1. Phase 1 includes of the renovation of the two existing softball fields. The rehabilitation will include
replacement of the existing irrigation system, clay infields, grass outfields, and replacement of the outfield
fences. The improvements will also include lighting repairs and upgrades to the existing dugouts. The
estimated budget for Phase 1 is $746,126.00.
2. Phase 2 includes the new construction of 8 multi-purpose fields. This phase will include renovation of the
existing irrgation system , as well as drainage, grading, and grass installation. These 8 multi-purpose fields will
have state of the art lighting, soccer goals, football field posts, and a main thoroughfare between the fields
which will include hardscape features. This phase will also include demolition and improvements to existing
comfort stations along with expansion of adjacent parking areas. The estimated budget for Phase 2 is
$3,745,517.00
3. Phase 3 construction has been seperated into two Sub-Phases A and B. Phase 3A includes the new
construction of two softball fields and two baseball fields. The new field construction will include irrigations and
lighting systems. Phase 3A will also include a new ramada or similar feature to house equipment/scoring
functions, etc. Phase 3 will also include all associated infrastructure to support construction. Phase 3B
construction will include a new landscape plaza between between the Phase 1 fields and the proposed Phase
3 fields. Phase 3B will also include parking lot expansion and associated infrastructure to accommodate the
increase in parking requirements. The estimated budget for Phase 3 is $2,384,688.00.
4. Phase 4 construction will include the construction of 2 new little league baseball size fields, 1 new handicap
accessible field and related infrastructure to support construction. Plans also include the construction of 8 new
batting cages, and 4 lighted sand volleyball courts that will have sprinklers to help cool the athletes. The
estimated budget for Phase 4 is $3,063,514.00
5. Phase 5 construction will include the construction of a club house (office) building and related improvements
to the multi-use field area. This phase will also include expansion of the existing parking area and associated
infrastructure. The estimated budget for Phase 5 is $1,157,204.00
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Gila River Indian Community Grant Application
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Other explanation: Click here to enter text.

Gila River Indian Community Grant Application
Estrella Youth Sports
Narrative Section
1. Briefly describe the organization's mission, history, and goals.
Mission
“Estrella Youth Sports supports the community and encourages our children to become
positive role models through participation in youth sports.”
History and Goals
Estrella Youth Sports (EYS), a Non-Profit 501 (C) (3), came to life in November of 2006
as a way for a few kids in Estrella Mountain Ranch to get together and play a little
baseball as well as shoot a few baskets. As word began to spread throughout our
wonderful community, EYS took on a life of its own! We began our first session in
December of 2006 with 159 children from the ages of Pre-K to 4th grade. Our first
session included four separate baseball camps on Wednesdays, Thursdays and Fridays
as well as a basketball league that included 14 full teams! The basketball league
practiced on Tuesdays and Thursdays with all of the games played on Saturdays at
Westar Gym. The gym (and all of the practices) were a sight to see. We had
tremendous parental participation at the practices and camps, BUT, the Saturday
games were incredible! The gym was PACKED every weekend for the games and the
enthusiasm was unbelievable!! It was really awesome over the holidays when many
families had visitors in to watch the games.
Our second session ran from March 5th, 2007 to May 5th, 2007 and included basketball
and soccer for boys and girls ages 4 to 12, T-Ball for boys and girls ages 3 to 5,
cheerleading for girls ages 4 to 8 and an adult women’s basketball league. We had well
over 450 participants from Estrella Mountain Ranch as well as Rainbow Valley, Liberty,
and Goodyear with a total of 34 teams! During our second session we had the privilege
to play all of our basketball games at Estrella Foothills High School on Friday nights and
all of our soccer games at Estrella Foothills High School on Saturday mornings. The
kids absolutely loved playing at the high school! To top it off, we asked the high school
kids to referee for all of the games which further enhanced the experience for our kids!
EYS has truly been blessed by all of the support the community has shown for our
program. The Southwest Valley has embraced EYS and the principles EYS is built
upon. EYS has continued to grow at an incredible rate over the years: 2008 = 600

participants, 2009 = 800 participants, 2010 = 1,100 participants, 2011 = 1,400
participants and 2012 = 1,600 participants 2013 = 1700 participants,. Based on the
registration numbers for the Fall 2014 sports, we are on pace to have over 1,800
participants during the 2014 / 2015 school year. We are now providing opportunities for
children from the ages of Pre-K to 8th grade in basketball, baseball, flag football, cheer,
and soccer. For the more competitive groups, we have various “club” teams and
“developmental club” teams in baseball and basketball.
Since 2006, EYS has been awarded several grants as well as been the recipient of
many generous and large donations. In 2009, EYS was awarded a grant by the Arizona
Diamondbacks which entailed building a complete youth baseball stadium in Estrella
Mountain Ranch. In 2012, a private donor made a very generous donation to EYS to
utilize in a manner benefiting the children of the
Southwest Valley. EYS partnered with Estrella Mountain Church to develop a one acre
(plus) parcel of desert and turn it into a beautiful sports complex for children ages 3
years old to 8 years old. The complex has 2 multi-purpose fields and basketball courts
specifically designed for children and a baseball field is in the works in the near future.
EYS has also made the complex available for the children of Estrella Mountain Church
Pre-School so they are able to enjoy time playing during the school day.
As EYS has been blessed by our community and the residents of the Southwest Valley,
the community has also blessed EYS. We have many community businesses that have
become wonderful partners of EYS, including Amazon.com, Subway Corp, Tropical
Smoothie Café Corp, The Phoenix Suns, The Arizona Diamondbacks, Coca-Cola and
many, many more.
Speaking of Coca-Cola, as 2012 was an Olympic year, Coca-Cola continued its 100
year tradition of sponsoring the Olympic Torch Run. Of the 10,000 anonymous
nominations, Coca-Cola chose the Executive Director of EYS (through an 18 month
panel process) as the 2012 Coca-Cola Olympic Torch Bearer in London, England. The
nomination and eventual choice of Dale Kamarata as a Torch Bearer was based on the
community involvement and partnership that has been created since the inception of
EYS.
EYS truly exists to support the children of Estrella Mountain Ranch, the City of
Goodyear and the Southwest Valley based on our unwavering mission statement.
2. Describe the goals and activities of the proposed project.
Maricopa County is the largest county in Arizona with a population, based on the 2010
Census, in excess of 3.8 million residents. Geographically, at 9,226 square miles, the
County is one of the largest counties in the United States, larger than seven states.

Maricopa County Parks and Recreation Department (“MCPRD”), one of the largest
regional park systems in the nation, is comprised of ten (10) parks encompassing in
excess of 120,000 acres with an annual visitation in excess of two (2) million. The
area surrounding Estrella Mountain Regional Park continues to experience
population growth. Tourism and outdoor recreation continue to be some of the State’s
greatest sources of revenue. Recreational amenities include, but are not limited to
Tres Rios Golf Course located within Estrella Mountain Regional Park: an 18-hole,
par 71 golf course; Phoenix International Raceway: which hosts two (2) National
Association for Stock Car Auto Racing (“NASCAR”) events per year (April and
November); City of Goodyear Ballpark and Recreational Complex, which is home to
two major league baseball teams (Cleveland Indians and Cincinnati Reds) during
spring training (February – April); University of Phoenix Stadium (Glendale), home of
the Arizona Cardinals; The El Rio Watercourse Master Plan, which is a coordinated
effort between the Flood Control District of Maricopa County, City of Avondale, Town
of Buckeye and City of Goodyear, to preserve the heritage of the Gila River and
enhance environmental quality, wildlife conservation and recreational opportunities.
The Maricopa County Parks and Recreation Department desires to upgrade and
expand the existing “Sportsfield Complex” at Estrella Mountain Regional Park. The
term “Sportsfield Complex” refers to the existing and undeveloped sports fields,
lighting, parking and restroom facilities within the boundaries of Estrella Mountain
Regional Park. The development / rehabilitation project will be recreationally oriented
and will be open to the public.
Estrella Mountain Regional Park currently consists of a new nature center and 19,800
acres of desert and mountains with hiking and equestrian trails, picnic sites, ramadas,
playground, a multiuse track, a horse staging area, a rodeo arena, a volleyball court, 2
existing ball fields and an amphitheater. Estrella Mountain Regional Park currently
has a maintenance facility with office space available within the 6(f) boundary that is
intended to be continued on-site. Additional non-public uses are not within the future
plans of the property.
The “Sportsfield Complex” project will upgrade the existing two (2) softball / youth
baseball fields and turf area. The “Sportsfield Complex” upgraded amenities are to
include, but are not limited to, the following; expand and upgrade the existing (2)
softball / youth baseball playing fields with state-of-art lighting, fencing and repair of
the playing surface, the addition of batting cages, create (6) additional softball /
youth baseball fields, create (8) soccer / football / lacrosse / multi-use fields (lighted),
one hard surfaced ADA Handicapped Accessible Field, additional paved parking,
improved restroom facilities, spectator seating, concession facility, and associated

amenities.
The project is currently in the engineering phase with Ritoch / Powell and Associates,
a Civil Engineering and Surveying Consultant. Work on the project is scheduled to
commence during the Fall of 2015 with an estimated completion date of Fall 2019. The
project will consist of multiple phases that may run concurrently through the life of the
project. The new types of outdoor recreation opportunities and capacities that will be
created as a result of the acquisition and / or development are listed below:
1. Upgrade the (2) existing softball / baseball fields by refurbishment of surfaces,
modification of fence distances to achieve all sanctioned linear standards and
upgrade lighting to needed standards.
2. Construct (2) new fastpitch softball / youth baseball fields (without pitcher’s
mounds).
3. Construct (1) new synthetic, fully functional and purpose-specific youth handicap
baseball / softball field with all necessary modifications for ADA approved
participation.
4. Construct (2) new youth baseball fields with 210 foot fences (with pitcher’s
mounds).
5. Construct (2) new softball / baseball fields with fences to meet or exceed 300
linear feet from home plate.
6. Construct (8) full-size football / soccer / lacrosse / multi-purpose fields in the
main park that is described as “turf” area and surrounded by existing ramadas.
7. Construct (4) lighted sand volleyball courts
8. Construct (8) batting cages (softball / baseball)
The Maricopa County Parks and Recreation Department, through a series of land
patents with the Bureau of Land Management (“BLM”) (02-66-0070 dated December
30, 1965; 02-72-0037 dated December 9, 1971; 02-76-0037 dated July 28, 1976);
Warranty Deeds; and State Land Patents (6352,6353 and 6354 dated February 27,

1976) became entitled to use of the lands described as a recreational park and
related facilities. This land is currently known as Estrella Mountain Regional Park; and
pursuant to the Land Patents or management rights, the County is authorized to
enter into direct agreements with a Concessionaire to manage, operate and maintain
the Estrella “Sportsfield Complex”. An agreement is solely for the development,
operation, maintenance, management and improvement of the “Sportsfield Complex”
and is not intended to convey any interests in any property rights, except those
provided in the concessionaire contract.
The Maricopa County Parks and Recreation Department utilized an ITN (Invitation to
Negotiate: Serial 13-01-ITN) to choose the Concessionaire for the “Sports Complex” at
Estrella Mountain Regional Park. The County believes the public interest can best be
served by contract operation of the “Sports Complex” at Estrella Mountain Regional
Park. Through community partners, the Maricopa County Parks and Recreation Division
can address the challenges of resource and staffing reductions, increasing population,
heavy use and inadequate maintenance as they continue to take a toll on the outdoor
recreation systems statewide. Also, organizations are finding planning challenging due
to uncertainty regarding what these changes mean long-term for parks and recreation
organizations. Creative strategies that include a diverse array of collaborative
partnerships, identification and pursuit of sustainable funding sources, grants and public
/ private partnerships are being used to address these gaps.
The Complex will be open to the public or otherwise enhance public recreational
uses. No person shall be denied use of the “Sportsfield Complex” because of race,
sex, age, handicap, disability, color, religion, sexual orientation or national origin. The
Maricopa County Parks and Recreation Department and / or the Concessionaire
reserves the right to deny any person use of those portions of the “Sportsfield
Complex” when it is reasonably believed that such use poses a direct threat to the
health or safety of others. The Maricopa County Parks and Recreation Department
and / or the Concessionaire may restrict public access within the “Sportsfield
Complex” during hours of operation and non-operation for reasons of security or
health and safety.
3. Describe how the proposed project satisfies one or more of the priority funding
areas identified by the Gila River Indian Community.

• Estrella Youth Sports meets more than funding area through its non-profit status
and economic development impact. Aside from the development of a distressed
property and the health benefits of providing a safe and diverse out-door
experience, the infusion of 80,000 plus annual visitors to the “Sportsfield
Complex” will have a positive impact on the local economy. Examples of the
impact to local businesses are:
o Hotels
o Retailers
o Restaurants
o County revenues based on increased park entry fees
This project will promote environmental awareness through limited impact to the
local eco-systems through the reduction of overall water use, emphasized
irrigation system viability and control to precisely apply and document irrigation
usage. The project will implement all facets of Integrated Pest Management
Practices to improve the health, toxicity and reduce the need for unnecessary
pesticides. Organic sources of fertilizer will be a major contributor through a
unique partnership with a local farm which will promote soil microbe health and
eliminate the use of highly synthetic chemicals which permeate the water table.
4. Identify the needs/problems to be addressed, target population and number of
people to be served by the project.
• With the growing need to protect, maintain and increase access to public lands
and to allow for the greatest diversity of outdoor recreational users, the
completed “Sports Complex” is projected to increase annual visitation to the
Estrella Mountain Regional Park by 80,000 guests plus. The diverse and unique
nature of the park will bring an outdoor recreational facility to the Southwest
Valley that is currently not available. The surrounding areas were originally
farming communities and as the area began to grow, the density of people and
businesses naturally began to settle near the freeway (I-10). This has more or
less created a northern and southern area (for lack of a better term) for both
Goodyear and Avondale with the delineator being MC85 (Buckeye Road). Based
on the geographical size of the Southwest Valley (Avondale and Goodyear alone
are 162 square miles with 142,000 residence and the 9th fastest growing
population in the country), the residence of the area are truly underserved in
regards to publicly accessible outdoor recreational services and facilities. Many
of the residence in Goodyear, Avondale and the Southwest Valley reside in this
underserved area. The “Sportsfield Complex” at Estella Mountain Regional Park
will go a long way in erasing this deficiency. The entire park is surrounded by on-
going development encompassing the areas of Buckeye, Avondale, Goodyear,

Estrella and the Gila River Reservation. The park is neighbored by a community
(Estrella Mountain Ranch) with a current population of 12,000 residence and a
completion build-out of 50,000 residence. The community of Estrella Mountain
Ranch does not have a recreational facility within a reasonable service area of
the community which furthers the importance of the “Sportsfield Complex”.
Another community (Kings Ranch) is slated to begin development in the future.
Kings Ranch is just west of the “Sportsfield Complex” and will have a completion
build-out of 4,250 houses. Additional communities along the I10 corridor are
similarly deficient of adequate recreational opportunities within a reasonable
service area, thereby making the “Sports Complex” an outdoor hub for the area.
 The states ethnic and cultural diversity, changing young people's
recreational interest and the increase in local visitors (i.e.
staycations) requires changes in how out-door recreational
opportunities and facilities are designed and developed. The cities
and the surrounding area adjacent to the “Sportsfield Complex”
have a combined 45.1% minority population and children make up
32% of the population. When creating the concept for the
“Sportsfield Complex” great care was taken to ensure a diverse
array of out-door activities were designed into the master plan.
Along with the diverse array of activities, the master plan includes
ample opportunities for family gatherings in the form of
playgrounds, ramadas, BBQ’s, camp grounds, walking trails, biking
trails, etc.
5. Define the project as a new or continuing program.
This Sportsfield complex is a new program being built on an existing Maricopa County
park. The main goal of this program as set forth by the County is to revitalize an aging
County Park and restore its natural splendor through the enhancement of its facilities
and make it a new destination point in the West Valley.
6. Provide a brief timeline including start and finish dates. Indicate if the timeline is
flexible.
Programming, planning, and design have been under way for nearly a year for this
project. We are working with the local Civil Engineering firm of Ritoch, Powell, and
Associates to put forth a very flexible build out timeline due to the nature of funding for
the project. Phase I construction is expected to begin late Summer/Early Fall of 2015.

With the 5 year build phasing final completion is expected in the Fall 2020.
7. Identify other organizations, partners, or funders participating in the project and their
roles.
Estrella Youth Sports and The Maricopa County Parks and Recreation Department
is seeking a $1,000,000.00 grant via the Gila River Indian Community 12% Funding
Program. Through the ITN process, the County has selected Estrella Youth Sports
as the Concessionaire for the “Sportsfield Complex”. As a 501 (c) (3) non-profit
organization, Estrella Youth Sports will utilize creative strategies that include a
diverse array of collaborative partnerships, identification and pursuit of sustainable
funding sources, grants and public / private partnerships. Estrella Youth Sports has
already received a $100,000 private donation which will be used as a portion of the
match requirement. Estrella Youth Sports has secured in-kind commitments for
goods and services from contractors and vendors in the amount of $400,000 in
direct correlation with the Gila River Indian Community Grant.
8. Would you be able to implement the proposed plan if your organization received
partial funding for this project?
Estrella Youth Sports will be able to implement the proposed plan if only partial funding
for the project is received. We have received a great interest of financial support from
many local and national corporations. We are currently in discussion with partners
such as The Phoenix Thunderbirds, Phoenix Suns, Arizona Diamondbacks, Hickman
Egg Farm, Amazon, Arizona Sports and Tourism, Major League Baseball Players
Foundation, and the City of Goodyear.
9. Describe your plan for project sustainability beyond the grant period.
Estrella Youth Sports will have 1 Full-time and 1 part-time grant writer once the initial
construction begins. This team will be working with local and national groups that
donate funds to non-profit charities through grants, donations, foundations, and
endowments. We are also working closely with other government agencies such as
the City of Goodyear and Maricopa County Parks and Recreation Department.
Combining governmental agencies with non-profits groups form a strong coalition
when seeking out grants. The daily revenues from the Sportsfield Complex provide the
funds to operate the facility, while outside donors will primarily fund the growth of
additional phasing.

10. Describe your plan to document progress and results.
Upon selection of contractors for individual projects, we will work with our Civil
Engineering firm of Ritoch, Powell, and Associates to set detailed timelines for the
construction work. We will hold weekly meetings with the General and Sub-Contractors
to monitor progress. Estrella Youth Sports, along with Maricopa County Parks and
Recreation Department will set up escrow accounts with pre-set construction indicators
so that the money will only be dispersed to contractors as completion points are met.
Estrella Youth Sports will also have a representative onsite nearly every day and can
provide updates to the Gila River Indian Community as often as you would like.
11. Indicate any application to and/or awards made by a tribe other than the Gila River
Indian Community for shared revenues for this and any other project.
Estrella Youth Sports has not received or applied for funds for this or any other project in
the past.

Site Development Phasing Plan

Created Thursday, February 19, 2015
Page 1
General information
General information | Organization Heard Museum
General information | Contact First name Eric
General information | Contact Last name S Trevan
General information | Contact e-mail etrevan@heard.org
General information | Contact phone number 269-615-4366
Address
Address | Street 2301 North Central Avenue
Address | City Phoenix
Address | State AZ
Address | ZIP Code 85004
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$50,000
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 $
Year 2 $
Year 3 $
Year 4 $
Year 5 $
Page 1

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 2/28/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Chairman Denny Barney
Mailing Address: 301 West Jefferson Street
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Chairman Denny Barney Signature:
Applicant Information
Department/Organization Name: Heard Museum
Application Contact Person: Eric S Trevan Title: Director of Tribal Relations
Phone Number: 602-251-0251
Mailing Address: 2301 North Central Avenue
City: Phoenix State: Arizona Zip Code: 85004
Email Address: etrevan@heard.org
Project Information
Project Name: Free Admissions Program – School Tours for Students
Purpose of Grant: provide financial support towards the Heard Museum Free Student Tours
Priority Funding Area Economic Development
Annual amount requested $50,000
Number of years that funding is 1
requested (1-5)
Total amount requested (annual amount x $$50,000
# of years)
Has your organization received funding $100,000-2014
from Gila River Indian Community in the $1,000,000-2003
Past? If yes, please list each year and
amount
Arizona Primary
Geographic area served
Southwest Secondary
For Office Use Only:
Data Entry Receipt Evaluation

Gila River Indian Community Grant Application
Project Budget
Budget Period: 10/1/2015-9/30/2015
Proposed Budget Expense Amount Amount In Kind Total Budget
(list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. Free Admissions for Student $50,000 $25,000 $0 $75,000
Tours
2. Director of Education (50%) $0 $0 $23,815 $23,815
3. 2 Education Project Assist (50%) $0 $0 $28650 $28,650
4. Insurance and Staff Benefits $0 $0 $9,089 $9,089
(17%)
5. Art Material and Supplies $0 $2,500 $5,000 $7,500
6. Education Posters Design and $0 $5,000 $0 $5,000
Print
7. Panel Exhibit $0 $2,500 $5,000 $7,500
8. Teacher Artists and $0 $0 $6,450 $6450
Entertainment
9. Office Supplies $0 $0 $4,500 $4500
10. Postage $0 $0 $500 $500
11. Website Management $0 $0 $250 $250
12. Administrative Overhead 15% $0 $0 $25,238 $25,238
13. Click here to enter text. $0 $0 $0 $0
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. Note-All In Kind Is Heard $0 $0 $0 $0
Support
Total Budget $50,000 $35,000 $108,492 $193,492

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. $7.50 a student * 10,000 students
2. Allocation 50% of Salary for Management of Youth Education Programs
3. Allocation of 50% of Salary for each
4. 17% fringe benefit rate
5. Bonus Tours; Every Picture Tells a Story Exhibit Room; Summer Sundays; other special events
6. Teachers’ aids – 5 posters
7. Development of new panels in FY 2016 + upkeep on existing
8. Click here to enter text.
9. Click here to enter text.
10. Click here to enter text.
11. Click here to enter text.
12. 15% of total all other costs
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. All In kind is Heard Museum Support
Other explanation: Click here to enter text.

The Heard Museum
Phoenix, Arizona
Strategic Plan for the Period
FY’2015 - FY’2017
(October 1, 2014 - September 30, 2017)
Adopted by the
Heard Museum
Board of Trustees
May 8, 2014

I. EXECUTIVE SUMMARY
The Heard Museum is a treasure for the greater Phoenix area, the Southwest, and the Nation. Its
collections of American Indian art, objects, and related cultural items is rich and diverse, and has
attracted visitors and scholars for generations. As one the oldest cultural institutions in Phoenix,
the Heard Museum has also established a reputation and legacy both locally and nationally for
the quality of its collections, exhibitions, programs, and staff. However, like many museums
across the country, the Heard faces significant challenges, both programmatic and financial.
The essence of this Strategic Plan, which encompasses the next three fiscal years (FY’2015-
FY’2017), focuses on three strategic priorities designed to re-position the Heard Museum within
the community as an exciting and engaging venue, and to strengthen the museum’s financial
status. These strategic priorities seek to achieve: 1) Relevancy; 2) Sustainability, and; 3)
Audience Development. The three priorities are closely interrelated and will be developed
simultaneously. The success of the Strategic Plan is dependent on the advancement of all three.
The Strategic Plan provides an overall direction for the Museum and all aspects of its operations.
It focuses principally on museum management fundamentals including measurable goals and
objectives and a customer/audience-driven strategy for program development. This is what the
Museum requires. The Plan also sets the framework for the development of an annual Work
Plan, which in turn, informs the annual budget. The Work Plan will detail how the goals and
objectives will be accomplished and who on staff will be responsible for overseeing these efforts.
Selected new and innovative initiatives will be articulated in the annual Workplan, most
specifically in the strategic priorities of Relevancy and Audience Development. Management
will focus on new and exciting exhibits and programming that appeal to a broader and younger
demographic. Special attention will be paid to exhibits and programs that incorporate
experiential and interactive components, as well as opportunities for “shared experience”
activities specifically designed for Generation X and Millennials. Examples include the Heard
Museum participating in First Fridays this fall in the newly established Central Arts District; and
the development of events that appeal to this younger audience at a lower price-point than
current museum fundraisers such as Moondance.
Management will also review the total visitor experience at the Heard Museum, and re-configure
certain spaces for improved visitor navigation. Also, the Museum lacks a moderate-sized
changing exhibition venue of at least 7,000 square feet. The current available space of 3,500
square feet restricts the Museum from scheduling popular traveling exhibitions, many of which
require a minimum of 6,000 square feet or more. The Work Plan will include a proposal to
redesign existing galleries to create a larger, more secure, and climate-controlled changing
gallery of approximately 7,500 square feet.
Leadership is also aware of seasonal variation in visitorship. Exhibits and programs with an
emphasis on the collection and Southwest themes will be developed to target the interests of
outside visitors to Arizona in the prime tourism season between October and May. Exhibits and
programs, such as the upcoming Build!: Toy Brick Art at the Heard, will be developed to attract
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local audiences, and primarily families, during the summer season when children are on summer
vacation. The Heard Museum will continue to produce and present the scholarly exhibitions for
which it is known, balanced with popular traveling exhibitions.
Financial Sustainability is also a priority for the Heard Museum, and management will explore
creative ways to leverage its resources, as well as to build and grow an operational reserve and
Centennial Fund for capital improvements. Public-private partnerships with other institutions
will be considered and a special emphasis will be placed on building the endowment once an
operational reserve has been established. Management will also review opportunities to expand
the Heard Museum enterprises such as facility rentals, product licensing, and satellite shops.
The tasks to be identified in the Work Plan will inform, and be reflected in, the annual operating
budget. Once the Museum Board of Trustees approves the budget, the Work Plan will be
implemented.
II. UPDATED MISSION STATEMENT
When the Heard Museum was founded, its exhibits, programs, and collections had a world-wide
scope and its audience was primarily local. This continued through the 1970s. In the 1980s, the
Heard’s presentations shifted to a heightened concentration on American Indian tribes of Arizona
and the American Southwest, while still presenting indigenous art from around the world. This
focus provided a special opportunity to educate and inform visitors about Native communities,
their stories, cultures, and objects, and was reflected in the Museum’s mission statement. It has
been an approach that is particularly appreciated by the many visitors to Arizona from other
states and from abroad. Today, however, as the world grows smaller, and we recognize the need
to attract both a local, national and international audience, we feel that a measured, selective
return to relevant global subjects is worth testing through programming and occasional exhibits.
We will retain our emphasis on the cultural roots and heritage of the American Southwest that
embraces multiple cultures and cultural traditions.
The updated mission statement reads as follows:
“The mission of the Heard Museum is to educate visitors and promote greater public
understanding of the arts, heritage and life ways of the indigenous peoples of the
Americas, with an emphasis on American Indian tribes and other cultures of the
Southwest.”
III. STRATEGIC PRIORITIES
Based upon the above, this Strategic Plan reflects the following institutional priorities for the
Heard Museum:
1. Relevancy -- The Heard Museum must reinvigorate its programs, exhibitions, and
overall public posture to attract and retain visitors, friends, members, and contributors. It must
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build on its history, legacy, and resources, but strive to become a more relevant and exciting
Museum than it is today.
2. Sustainability -- The Heard Museum must build, optimize, and sustain all sources of
revenue -- earned and contributed -- that support its operations. In addition, it must generate and
set aside funds for reserves in order to provide access to discretionary funds and to ensure the
Museum’s future. Funding targets for the strategic planning period must be to first build an
operational reserve, followed by a capital improvement reserve, and contributions to the
museum’s endowment.
3. Audience Development -- The Heard Museum must actively strive to engage a larger
and more diverse audience of visitors, including tourists, young people, and area families with
children. To do so, the Museum must reposition itself to be more relevant to these audiences,
and market and advertise its uniqueness as an enjoyable and stimulating venue with which
people will want to be associated.
IV. STRATEGIC GOALS & OBJECTIVES
Goal 1: Increase and diversify Museum admissions through compelling exhibitions, engaging
public programs, and competitive pricing
Objectives
A. Launch a comprehensive market research initiative to identify and segment key
audiences in the Valley (including families), their cultural/entertainment interests, expendable
income, and other variables that will affect their potential patronage of the Museum. Focus on
factors that can contribute to a significant re-positioning of the Museum as a unique cultural
resource and desirable venue for area residents. (Timeframe: FY’2015).
B. Analyze market research findings and develop definitive program, participation, and
pricing plans and specifications to generate interest and appeal for a broader audience of area
residents, particularly in exhibitions and collections-related programs. Seek out cross-marketing
opportunities between exhibitions and events where feasible. Evaluate and test prior to eventual
full implementation. (Timeframe: FY’2015-FY’2016).
C. Based on the analysis, initiate a thorough review of planned and proposed Museum
exhibitions, focusing on content, interpretation, use of collections, scheduling, and related
program activities and products. Adjust schedules and content to ensure that exhibitions are
timely, compelling, educationally robust, engaging, and relevant, and review and update on a
periodic basis. (Timeframe: FY’2015-FY’2016).
D. Explore the use of technology and other methods in the development of exhibitions,
incorporating greater interactivity and experiential learning to enhance the visitor experience.
(Timeframe: FY’2015-FY’2017)
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E. Expand and formalize exit interviews and other steps to assess visitor satisfaction, and
ensure a regular feedback loop with visitors. Monitor results on a continuing basis in order to
make adjustments in program content, presentation, and exhibition approaches. (Timeframe:
FY’2015-FY’2017).
F. Drawing on market research findings, develop new admission pricing schedules and
promotional incentives that optimize admissions revenues, particularly at “high pay levels.” Test
and monitor to determine return. (Timeframe: FY’2015-FY’2016).
G. Drawing on the above, increase paid admissions from 115,000 visitors to 150,000
visitors annually by the end of the three-year planning period. This goal represents an increase in
revenue of $324,820 from the current FY’2014 budget. (Timeframe: FY’2016-FY’2017).
Goal 2: Expand the universe of members, volunteers, and contributors that provide assistance,
expertise, and financial support for the Museum
Objectives
A. Review and enhance as necessary member benefits, adjust membership pricing to be
competitive with other institutions, and expand membership promotion. Link all recruitment and
renewal efforts with market research outcomes noted previously to ensure message consistency
and optimal returns. Target membership growth across all categories to 7,250 members by the
end of the three-year planning period. Sustain retention rates at no less 70% per year. Evaluate
investments and returns on an annual basis. This goal represents an increase in revenue of
$173,313 from the current FY’2014 budget. (Timeframe: FY’2016-FY’2017).
B. Revisit the benefits, recognition, and visibility provided to Circle Members. Adjust
and/or update as indicated, in order to increase Circles Membership by 50 members by the end of
the three-year planning period. This goal represents an increase of $62,000 from the current
FY’2014 budget. (Timeframe: FY’2015-FY’2017).
C. Identify steps to recruit, engage, and retain young professionals as members and
volunteers at the Museum. Promotional options include invitations to special “young audience
events;” promotional pricing; and creation of special volunteer opportunities. Implement on a
test basis to assess messaging, areas of interest and pricing. Evaluate prior to instituting on an on-
going basis). (Timeframe: FY’2016-FY’2017).
D. Develop and test “special membership promotions” tied to specific audiences.
Examples include expanded family memberships; seasonal memberships for individuals who
reside for part of the year in Arizona; group discounts to employees of selected Valley
companies and organizations; internet-only discounts; and discounted promotions aimed at “high
pay” adult visitors (e.g. those who normally pay full admission). (Timeframe: FY’2016-
FY’2017).
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E. Redesign charitable giving opportunities for the Museum (including, but not limited
to, planned giving) in order to concentrate on areas where tax-deductible contributions can have
the most beneficial impact in the near-term while creating sustainable relationships with
prospects and donors. Begin systematic identification and cultivation of major giving prospects
to acquaint them with the aspirations and plans of the Museum, with a particular emphasis on
justifying unrestricted support, gifts targeted to special needs, and selected contributions to
support reserves and endowment. Aim to increase giving by 20% by the end of the three-year
planning period. This goal represents an increase in revenue of $493,073 from the current
FY’2014 budget. (Timeframe: FY’2015-FY’2017).
F. Develop a consolidated annual “development business plan” for all contributed
revenue activities at the Museum, including schedules, projections, costs, and support activities.
Review on a regular basis to support Museum-wide planning and budgeting. (Timeframe:
FY’2015-FY’2017).
G. Support on-going efforts by the Heard Museum Guild and Heard Museum Council to
recruit and engage new volunteers in service to the Museum, particularly in key areas related to
visitation and admissions-related activities. Identify Guild priorities on an annual basis through
joint discussions between Guild leadership and management. (Timeframe: FY’2015-FY’2017).
Goal 3: Sustain and increase earned revenue for the Museum through shop and café sales,
facility rentals, and other income-generating opportunities
Objectives
A. Sustain and seek to increase sales levels at the Heard Museum shop, both from on-site
sales and via the internet. Seek cumulative/gross sales increase of 12% by the end of the three-
year planning period. This goal represents an increase in revenue of $511,840 from the current
FY’2014 budget. (Timeframe: FY’2015-FY’2017).
B. Link potential new membership categories with shop sales discounts and potentially
other potential incentives. (Timeframe: FY’2015-FY’2017).
C. Sustain and seek to increase sales levels at the Museum Café and Cantina. Seek
cumulative/gross sales increases of 12% by the end of the three-year planning period. This goal
represents an increase in revenue of $82,760 from the current FY’2014 budget. (Timeframe:
FY’2015-FY’2017).
D. Sustain and seek to increase sales levels for private use/facility rentals at the Museum.
Seek cumulative/gross sales increases of 10% by the end of the three-year planning period. This
goal represents an increase in revenue of $41,000 from the current FY’2014 budget.
(Timeframe: FY’2015-FY’2017).
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E. Investigate the feasibility of potential income opportunities stemming from Heard-
organized traveling exhibitions, licensing related to reproduction of objects and/or artworks, or
other initiatives. Launch new ventures as indicated. (Timeframe: FY’2016-FY’2017).
F. Develop a consolidated annual “business plan” for all earned revenue activities at the
Museum, including schedules, projections, costs, and support activities. Review on a regular
basis to support Museum-wide planning and budgeting. (Timeframe: FY’2015-FY’2017).
Goal 4: Seek out collaborations with allied institutions, organizations, and native communities
that share the aims of the Museum
Objectives
A. Explore and evaluate potential collaborative arrangements with universities, schools,
colleges, and educational organizations with shared and supportive interests. In particular, look
for initiatives that can provide greater exposure for the Museum to the Arizona State University
(ASU) student body and faculty; that can facilitate access to key areas of ASU expertise; and that
can link academic degree programs, faculty research, internships, and work study with the on-
going programs and operations of the Museum. Investigate also the potential for public-private
partnerships and alliances. (Timeframe: FY’2015-FY’2017).
B. Explore collaborative arrangements with Native organizations including the Inter-
Tribal Council of Arizona in order to increase communication and potential cooperation with
Native communities and leadership in Arizona. In particular, look for opportunities to increase
participation of tribal leaders, educators, artists, and others in Heard Museum programs.
(Timeframe: FY’2015-FY’2017).
C. Establish an on-going and collaborative relationship with local, regional, and national
tourism organizations in order to promote the Museum as a principal visitor/tourist destination.
(Timeframe: FY’2015-FY’2017).
D. Continue collaborative discussions with the Greater Phoenix Chamber of Commerce
and other professional business organizations to identify ways to build visibility for the Museum
as a premier Phoenix institution of interest to employers, staff, and their families. (Timeframe:
FY’2015-FY’2017).
E. Initiate discussions with Valley Latino organizations to identify collaborative
opportunities such as events, programs, mutual support, admission discounts, and education.
(Timeframe: FY’2015-FY’2017).
F. Continue on-going collaborative educational efforts with area school districts, senior
citizen communities and organizations, civic and fraternal associations, and organizations,
designed to build visibility and enhance attendance. (Timeframe: FY’2015-FY’2017).
7
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Goal 5: Sustain and strengthen responsible, effective, and productive management and
governance practices that support and advance the mission of the Heard Museum
Objectives
A. Continue to apply sound fiscal and organizational management practices in the
direction and monitoring of all Museum operations. Review and strengthen data collection and
analysis policies and procedures in all areas to monitor key trends and developments and to
support timely decision-making. (Timeframe: FY’2015-FY’2017).
B. Enhance internal and external telecommunications and data systems to facilitate
improved sharing and use of information; to enable easier public access; and to ensure the most
cost-effective use of technology. (Timeframe: FY’2016-FY’2017).
C. Working with staff, develop an annual “Work Plan” that identifies key actions that
link with the Strategic Plan. As part of the Work Plan, establish clear and appropriate
performance targets (quantitative and qualitative) for all operating units of the Museum to
enhance efficiency and productivity. Review on an annual basis and adjust as needed.
(Timeframe: FY’2015-FY’2017).
D. Hold quarterly “all-staff open forum” discussions to announce program initiatives,
recent developments, attendance results and targets, and related items affecting the operations of
the Museum. (Timeframe: FY’2015-FY’2017).
E. Working through the current Committee on Trustees and with the input of
management, consider options and alternatives to improve and streamline governance practices
and procedures. Among these options, consider the expanded use of special purpose task forces
and/or ad-hoc committees of trustees and non-trustees to assume responsibility for time-limited
tasks, studies, and/or reviews. Concurrently, identify steps to increase diversity on the Board,
and to expand opportunities for Board members to become more actively involved in critical
development-related activities. (Timeframe: FY’2015-FY’2017).
F. Adopt and maintain policies and procedures that facilitate sustainability best practices
in the consumption and management of energy and other resources across the Museum.
(Timeframe: FY’2015-FY’2017).
----
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Narrative
Heard Museum
Free Admissions Program – School Tours for Students
Briefly describe the organization’s mission, history and goals
• Mission
The mission of the Heard Museum is to educate visitors and promote greater public
understanding of the arts, heritage and life ways of the indigenous peoples of the
Americas, with an emphasis on American Indian tribes and other cultures of the
Southwest.
• History
The Heard Museum is an institution of the Southwest. As a 501 (c) 3 organization, as
defined by the IRS, it has been in existence since 1929 and is 86 years old. The total
amount of employees is 111 with 76 representing full time employees. Nearly 30% of
the staff members are of Native heritage.
• Goals (Sourced from Heard Museum Strategic Plan)
Goal 1: Increase and diversify Museum admissions through compelling exhibitions,
engaging public programs, and competitive pricing
Goal 2: Expand the universe of members, volunteers, and contributors that provide
assistance, expertise, and financial support for the Museum
Goal 3: Sustain and increase earned revenue for the Museum through shop and café
sales, facility rentals, and other income-generating opportunities
Goal 4: Seek out collaborations with allied institutions, organizations, and native
communities that share the aims of the Museum
Goal 5: Sustain and strengthen responsible, effective, and productive management
and governance practices that support and advance the mission of the Heard Museum
Describe the goals and activities of the proposed project

The Heard Museum is requesting $50,000 from the Gila River Indian Community, which
will be used to provide free admissions to the Museum for area elementary and high
school students. In our most recent fiscal year 8,051 students visited the Museum as
part of school tours. Without free admission, many of the schools would not be able to
provide the cultural enrichment found in the exhibits at the Museum, nor would a new
generation of children learn the wonder of, and respect for, Native people and your
cultural heritage. These first hand experiences inspire a new understanding and impart
a factual history not otherwise available in most textbooks or media. As often as
possible, the tours are led by our American Indian Youth Guides.
As part of the students’ trip to the Museum, most schools like to include our Bonus
Tours for an interactive activity creating art. After their tour of our galleries, students
complete a take home project that directly relates to the tour. This is a fun and
educational way to create a lasting memory of the Heard Museum. Funding from Gila
River Indian Community will also help underwrite this element of the tours.
Describe how the proposed project addresses one or more of the priority funding areas
as identified by the Gila River Indian Community
• Education
The Heard Museum is an international leader providing education of arts and culture of
Native Americans throughout the southwest. An estimated 120,000 visitors visit
annually.
• Economic Development
The Heard Museum provides a $46,000,000 million dollar economic impact to the State
of Arizona. By providing education to Native American Art and Culture, the Heard can
continue to provide economic support to Native American Tribes and the State.
Identify the needs/problems to be addressed, target population and number of people to
be served by the project
• Need
The Heard Museum provides a deep understanding of Native American Arts and
Culture. Without free admission, many of the schools would not be able to
provide the cultural enrichment found in the exhibits at the Museum, nor would a
new generation of children learn the wonder of, and respect for, Native people
and your cultural heritage.

• Target Population
Primary Students in metropolitan Phoenix
Secondary Students in State of Arizona
Tertiary Students throughout the United States of America
• People Served
Total School Tours 200
Total Students 10,000
Define the program as a new or continuing program
The Free Admissions Program – School Tours for Students is an ongoing program
provided by the Heard Museum in order to provide free admissions to students. This
has been made possible by generous support and will continue perpetually as long as
financial support is provided.
Provide a brief timeline, including start and finish dates. Indicate if the timeline is flexible
• Start Date Current program
• Finish Date Perpetual (with ongoing financial support)
• Timeline Flexible
Identify other organizations, partners or funders participating in the project and their
roles
• Heard Museum
The Heard museum provides a majority of support for this program.
• Salt River Pima Maricopa Indian Community
The Heard Museum also received $35,000 from the Salt River Pima Maricopa Indian
Community as financial support.
• School Districts
Finally, we provide outreach to all school districts throughout the Phoenix metropolitan
area and work with them to coordinate the student tours.

Would you be able to implement the proposed plan if partial funding for this project?
Currently the Heard Museum has available funds and has placed this in the FY 2016
budget. However with additional budget constraints and ongoing recovery from the
great recession, the free student tours and the associated staff may not be implemented
in the future without generous support and improved visitorship. With the
implementation of the new strategic plan, the Heard Museum Board of Trustees
recommended increased visitorship as a requirement for sustainability.
Describe your plan for continued sustainability beyond the grant period
The Heard Museum realizes that a sustainable business model must be used in order
for long term stability. The Board of Trustees adopted a strategic plan that provides
focus on increased financial support and visitorship, which results in sustainable
revenues to support relevant programs. The strategic plan lists the following strategic
priorities:
1. Relevancy -- The Heard Museum must reinvigorate its programs, exhibitions, and
overall public posture to attract and retain visitors, friends, members, and contributors.
It must build on its history, legacy, and resources, but strive to become a more relevant
and exciting Museum than it is today.
2. Sustainability -- The Heard Museum must build, optimize, and sustain all sources of
revenue -- earned and contributed -- that support its operations. In addition, it must
generate and set aside funds for reserves in order to provide access to discretionary
funds and to ensure the Museum’s future. Funding targets for the strategic planning
period must be to first build an operational reserve, followed by a capital improvement
reserve, and contributions to the museum’s endowment.
3. Audience Development -- The Heard Museum must actively strive to engage a larger
and more diverse audience of visitors, including tourists, young people, and area
families with children. To do so, the Museum must reposition itself to be more relevant
to these audiences, and market and advertise its uniqueness as an enjoyable and
stimulating venue with which people will want to be associated.

Describe your plan to document progress and results
Biannual progress reports indicating number of students and tours provided by the
Heard Museum as well as financial statement showing how the funds were used for the
free student tours.
Indicate any application to and or awards made by a Tribe other than the Gila River
Indian Community for state shared revenues for this or any other project
• Salt River Pima Maricopa Indian Community
2014-$35,000, 2013-$35,000, 2012-$50,000, 2011-$50,000, 2010-$75,000, 2009-
$50,000, 2008-$75,000, 2007-$75,000, 2006-$100,000, 2005-$100,000, 2004-$100,000
• Pascua Yaqui Tribe 2011-$10,000

Created Thursday, February 19, 2015
Page 1
General information
General information | Organization Fighter Country Partnership
General information | Contact First name Ron
General information | Contact Last name Sites
General information | Contact e-mail rsites@fightercountry.org
General information | Contact phone number 6236959244
Address
Address | Street 500 N. Estrella Pkwy Suite B2 PMB 479
Address | City Goodyear
Address | State az
Address | ZIP Code 85338
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$378000
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 $
Year 2 $
Year 3 $
Year 4 $
Year 5 $
Page 1

Gilo River Indian Community Grant Application
Cover Sheet
Mu nicipa lity lnformation
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, L0'n Floor
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Su bmission by Mu nicipa lity Representative:
Typed Name: Click here to enter text. Signature:
Applicant Information
Depa rtment/Orga nization Na me: Fighter Country Pa rtnersh i p
Application Contact Person: Ron Sites Title: President / Executive Director
Phone Number: 623-882-2t91
Mailing Address: 500 N. Estrella Pkwy Ste 82 PMB 479
City: Goodyear State: Arizona Zip Code: 85338
Email Address: rsites@fightercountry.org
Project Information
Project Name: FCP's Top Three & Luke Fire House Renovation Project
Purpose of Grant: Support Luke AFB Families & Renovate Luke's Firestation
Priority Funding Area Healthcare
Annual amount requested s378,000
Number of years that funding is requested {1-5} 1
Total amount requested (annual amount x # of 5378,000
years)
Has your organization received funding from 2073 - S72,000
Gila River Indian Community in the Past? lf yes,
please list each year and amount
Geographic area served Mainly Maricopa County, but also provides Statewide support
For Office Use Only:
Data Entry Receipt Evaluation

FIGHTER COUNTRY PARTNERSHIF
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Gila River Indian Community Grant Application - 2015
Fighter Country Partnership' s
"Top Three Program" & Fire House Renovation Project
NARRATIVE
1, Briefly Describe the organization's mission, history and goals.
Fighter Country Partnership (FCP) supports the men, women, families and
mission of Luke AFB through programs and services targeting Health & Human
Services, Culture & Tradition and Mission Sustainability. The mission of Luke
AFB is to train the world's greatest fighter pilots and maintainers, and it requires
thousands of Airmen to accomplish that task.
Sequestration has created a situation that requires FCP to play a much more
important role with respect to its mission. Programs and services directly related
to training fighter pilots will not be reduced due to declining military budgets, but
programs that are not deemed "mission critical" will get reduced or eliminated.
FCP is filling those gaps, and enhancing the programs at the same time.
The majority of the programs FCP is funding/hosting are supporting the youth and
family demographic on the base. These programs will enhance their quality of
life while maintaining or increasing morale during this challenging new "military
economy".
As FCP continues to sustain its role in providing programs and services, they also
look to expand their mission into the areas of Facility Advancement and Relief
Projects. FCP will now start to assist Luke in renovating and building new
facilities at Luke AFB to further improve program and service areas and provide a
larger impact area to enhancing the quality of life as well.
2, Describe the goals and activities of the proposed project.
The goals of the FCP Top Three Program and Fire House Renovation project are
enhance the quality of life at Luke AFB and assist Luke in maintaining and/or
improving morale. The activities we will utilize to accomplish these goals will be
to support & fund Chaplain's marriage retreats, Youth Camps, Family Camps,
Deployed Family functions, Luke Appreciation Day at Rawhide, Luke Annual
Awards Programs, renovation of the Fire House at Luke AFB and much more.

FIGHTER COUNTRY PARTNERSHIP
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3, Describe how the proposed project satisfies one or more of the priority ,MB #479
ioodycar, Arizona
funding areas identified by the Gila River Indian Community r53:.tB
The Gila River Indian Community (GRIC) strives to support programs in specific
areas. FCP places Health Care, "Other" and Economic Development as the three
categories this proposed program will fall under.
The programs and services provided will support a healthy spirit, mind and body
for both the Airmen and their families, which falls under the category of
Healthcare.
The FCP "Top Three Program" would fall under the 'bther category" as a
Military Outreach Program. There are many programs and services that provide
great assistance and support, and it is a privilege to provide those resources to our
Military. The renovation project of the Fire House also falls within the 'bther"
category.
Lastly, programs and services that FCP provide can also be seen as an economic
development tool too. When our retiring military members look at installations
across the country and notice the fantastic community support Luke gets, it
encourages them to move close to Luke AFB. Arizona wants these military
families for many reasons including the stable economic households they
represent.
4, Identify the needs/problems to be addressed, target population and
number of people to be served by project
Sequestration has created a situation where services to military families at Luke
are being "significantly" reduced. Department of Defense funding in these areas
is either reduced or eliminated which threatens the morale of the Airmen at Luke
who need to accomplish a very important mission. The goal of the Top Three
program and Fire House Renovation Project is to enhance the quality of life and
assist in improving morale, and a fully funded program will definitely accomplish
this challenge.
The target population will be Luke Families (at Luke & Deployed), Single
Airmen in Dorms right out of Basic Training, Luke Fire Fighters and Chaplain's
Family Programs. This target population could exceed 3,000 easily if each
program/service is fully funded. It is also important to note that Luke contains the
Navy, Marines, Army and Reserves as well as the Air Force, so FCP programs
and services support military families from all branches.
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FIGHTER COUNTRY PARTNERSHIP
5, Define the project as a new or continuing program
FCP has the privilege and honor of "continuing" critical programs at Luke AFB
reduced or eliminated due to budget challenges while also bringing new and
innovative resources to the families. For example: The Chaplain's Monthly
Family Deployed Dinners have traditionally been on base, FCP is providing funds
to continue this vital program to the 150 Airmen deployed, but also improving the
program by bringing it off base to venues that encourage attendance. The
Families of Luke would truly enjoy a base Chaplain's event held at Rawhide or
the Equestrian Center at Wild Horse Pass. This is an amazing destination, and the
families of Luke deserve to enjoy those opportunities for the services they are
providing our country. While the program isn't new, the destination is. Thus, the
Top Three Program and Fire House are continuing initiatives but new programs
for the GRIC 12o/oTribal Grant process.
6, Provide a brief timeline including start and finish dates. Indicate if the
timeline is flexible.
FCP will start 2015 with support for the Luke Air Force Ball in September.
Throughout the year of 201 5-2016, we will support multiple events with the final
event being the 2016 Luke AFB Open House and Air Show. Each event is listed
within our "Top Three" document and within the grant application budget. The
timetable for the Fire House renovation project is immediate. The attached letter
from the Department of Defense and the Air Force has provided us with the
"green light" to start. So renovation could start in August once funding is
received and completed in three months. Timeline for each function could
become flexible if the direction from Senior Leadership at Luke AFB shifts.
7, Identifu other organizations, partners or funders participating in the
project and their roles
FCP has the benefit of working with dozens of great corporations who assist us in
our mission of supporting Luke AFB and their families. APS, DMB, Rio Salado
College, Univ of Phoenix, Empire Southwest, City of Peoria, City of Surprise,
and many others. The funding from these partners offsets the costs associated
with the programs/services FCP initiates. Dorm Resident events, 56th Med Group
Wellness Events, Air Force Ball, Luke Days Open House and many others are
programs within the "Top Three" that get supported through our sponsors.
Specific to the Fire House Renovation, Butler Design Group and Willmeng
construction have been at the table since the initiative started. SRPMIC supported
the Fire House Renovation project in2014 through thet 12o/o campaign which has
paid for architectural and engineering schematics.

FIGHTER COUNTRY PARTNERSHIP
8. Would you be able to implement the proposed plan if your organization
received partial funding for this project?
Yes. Partial funding would simply start to eliminate individual events we have
planned with the funds received. For example, if the funding was $60,000 less
than requested, we would eliminate the Chaplain's D ep lo ying/Re- Integrating
Marriage Retreats.
9, Describe your plan for project sustainabiliQ beyond the grant period.
Our plan for sustainability is continuous fundraising. FCP's future potential
funding sources are additional tribal nations, large Arrzona employers (SRP,
Banner, Wal-Mart, Dick's Sporting Goods, Phoenix International Raceway, etc.)
and other Foundations. The challenge of sequestration has created this shortfall in
dollars available for family programs at Luke and needed renovation projects.
10, Describe your plan to document progress and results.
FCP bases its success from the feedback from senior leadership at Luke and
general attendance. If the leadership approves of the program and is pleased with
the attendance, then FCP has met its goal of enhancing the quality of life. If base
leadership is not pleased with the program or attendance, then we will redirect our
attention towards other areas of need identified by the base. We will seek the
same feedback on the renovation project for the Fire House. FCP is very proud
that every program and service implemented to date has continued forward.
ll, Indicate any application to and/or awards made by a tribe other than
the Gila River Indian Community for the state shared revenues for this
and/or any other project.
The Salt River Pima Maricopa Indian Community has provided $2,700 in 2013
and $35,000 in2014. The 2014 request was to support the renovation of the Fire
House.

Gila River Indian Co mmu nity G rant Ap pli cati on
Project Budget
Budget Period: September 2015 to August 2016
Proposed Budget Expense Amount Amount ln Kind Total Budget
(list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. Luke Chaplain's Marriage Retreats s40,ooo SO SO s40,000
2. Youth Camps, Family Camps, s23,ooo 50 SO s23,000
Chaplain's Deployed Family Functions
3. FCP Operation Support s20,000 so so s20,000
4. Luke Days Open House & Air Show s20,000 So So 520,000
5. Luke Appreciation Day @ Rawhide s20,000 so 5o s20,000
6. Luke Awards Programs, Air Force S5s,ooo SO SO 555,ooo
Ball, Deployed & Re-lntegration Events
7. Luke Fire House #L Renovation s200,000 s0 s0 s200,000
Project (ltemized Budget attached to
application)
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Total Budget 5378,000 so 5o s378,000

Gila River Indian Community GrantApplication
Project Budget Detail
Please provide a narrative description for each of the project budget items.
L. Luke Chaplain's marriage retreats are designed for families either deploying or re-integrating from deployment. Goal
is to remove the family from the installation and work with the family to ensure potential challenges are met. FcP
funded a marriage retreat at Wildhorse Pass Resort & Spa and the feedback was tremendous.
2. Youth Camps, Family Camps and Chaplain's Deployed Family functions are critical to support to ensure the families at
Luke remain strong and morale is high. When morale is high, the mission of Luke remains successful whether the job is
here on base or downrange in harms way. FCP has funded multiple family events at Rawhide and Koli Equestian Center
and the feedback from the Chaplain and the families has been incredibly positive.
3. FCP operational support is greatly needed to ensure we can continue with our mission of supporting the men,
women, families and mission of Luke AFB. FCP continues to find new ways to support Luke AFB working with the senior
leadership and our surrounding community. Without the support we receive directly from our partners, FCP wouldn't
be able to achieve the goals we have.
4. Luke Days Open House & Air Show is Arizona's largest two-day event. In 2014 over 300,000 people attended the
event. FCP'5 role is to support the base commander and assist with his Commander's Tent. FCP funds this tent entirely
because Luke can't spend any funds on it due to military budget requirements. In 2014, over 2,L00 community leaders,
elected officials and military veterans were able to enjoy the air show from show center in the Commander's Tent due to
the funding FCP gifted to the Air Force.
5. Luke Appreciation Day at Rawhide will be a new event FCP provides with the funding we receive. GRIC is very
supportive of FCP and Luke, and we wish to bring Luke Airmen to Rawhide and celebrate that support with an all day
fu nction.
6. Luke Awards Programs, Air Force Ball, Deployed & Re-lntegration Events are also very critical to maintaining the
culture and tradition of the military at Luke while enhancing the quality of life. In years past, the military had funds
available for awards programs, Air Force Balls and deployment/re-integrating functions, but declining military budgets
have reduced Luke's ability to fund needed traditional events. FCP fills these important gaps to ensure theses areas of
need and cultural support are met.
7. Luke Fire House #1 Renovation Project (ltemized Budget attached to application) is a ground breaking project that
hasn't been done in the country. FCP is providing a "gift to the Air Force" and we wish to renovate Luke Fire House f1.
LukeFireHouse#1 is just as much a community asset as it is a Luke asset. Last year Luke Fire House #1 answered 332

Gila River Indian Community Grant Application
calls outside Luke's fenceline. As our military invests over 258 Million dollars into the F35 Joint Strike Fighter Training
mission at Luke AFB (and rightfully so), FCP will invest its efforts to assisting Luke in supporting other facilities at Luke
AFB. FCP'S first project will be the renovation of Luke Fire House #1.
8. Click here to enter text.
9. Click here to enter text.
10. Click here to enter text.
11. Click here to enter text.
12. Click here to enter text.
13. Click here to enter text.
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15. Click here to enter text.
17. Click here to enter text.
Other explanation: Click here to enter text.

DEPARTMENT OF THE AIR FORCE
WASHINGTO DC
OFFICE OF ITIE ASSISTANT SECRETARY
SAF/IEE JAil 091015
1665 Air Force Pentagon
Washington DC 20330-1665
Mr. Ron Sites, President
Fighter Counky Partnership
500 N. Estrclla Parkway, Suite 82
Goodyear, AZ 85338
Dear Mr. Sites:
The united states Air Force apprecistes the generous gift offer by you, on behalfofthe
Fighter Country Partnership, to provide major fire station improvements and installation ofthose
improvements, including the replacement of l0 degrated waporativc coolers, all valued at
sl85'000. Irnprovernerts of which you have also ofrered to convey to the united states of
America The proffered enhancernents will greatly improve the quality of life for the firefighters
stationed at Luke Air Forcc Basc, providing the installation with better rested and cared foi
firefighters to do their job of keeping the installation protected from fires. It is with plcasure that
I accept your gift and conveyance of this real property pursuurt to Title 10, united states codg
Section 2601.
I would also like to express my appreciation and thanks to Ore Fight€r Country
Partnership for this very generous gift.
Sincerely,
pad-"/
/aMARKA. CORRELL, P.E.
Deputy Assistant Secretary of the Air Force
(Environmenl Safety, and Infrastructure)
cc:
AFCEC/CI
56 FW/CC

Prc-CD Budget - COST SUMMARY
fhf.d: LUKE AFB Flre Stauon Factllty lmprovements
lctton: LUKE AFB
^rdrd: Butlar Dathn Oroup, Inc.
l.tgdr: 2t.Aug.lrl OJo3s Area: 13,354 st
Division Bid
1 Design & Engineerlng Divlslon - Total:
-
1 PermltsrDevclop. DlvFlon - Toial: l{rA
-
1 Cfistretlon Cleanup Dlvlslon - Tolal: 8,144.q, 0-gl
2 Site Conslrrclion Dlvlslotr - Tdal: 13,33260 l.0O
3 concrcle Dlvlslon -Total: 1,250.00 0.Og
6 W6ds, Plastlca & Compcll?s Dlvlslon -T.ial: 20,811.@ 1.54
casmrk in Kibhen, Women's bcker r@m, $oEge/laundry room and Restooms
105& l '1 8) with solid surtace
8' high in Storage room 1 1 4
7 Thermal I Moislure Protectlon Dlvlslrn - Tdal: esm.(E 0.19
8 openlngg Dhblrn -Tolal: 1,700.00 0.13
Wlllmcng CosftdloB Inc.
Date a/25/2014
CONFIDENTIAUPROPRIETARY EXHIBIT'A' Pageld3

F''t;E
Prc-CD Budget - COST SUMMARY
g!!!!!!g.M!$G
IB
ii. LUI<E AFB Flrc Stetlon Faclllty lmprovements
re* LUKCAFI
rrfr luthf O.|lgn Oloup, Inc. tx'
u.orrr 23.1ug.ll Oro33 Area: 13,354 sf
Dlvlskrn -Total: 15,879.10 1.19
grid in Hall 109,1 10,'111& 1 12 and Rooms
9 Fl$lngccramlc Dfvt3bn -Toaal: 34,755.6! Z@
CenmlctileaMbasein 101,105, 108, 109, 110, 111,112,113,115, 117, 1'18, 127,152,50%
9300.00 3rmmic TllG 21,422.50 L5C of 155 and 150 at hall$ray I 14 Entry. Approximately 2828 SF floor tile. Walltile in rastroom '105,
1'18 and 127.
9620.10 Floor Pl!p. 5,000.00 0.37 Allomnce b move bunk turnitrre for n* flooring
3arpettile in rooms 102, 103, 104, 106, 107, 119, 122,123,124,130- 149 and 50% of 155.
9680.00 3erp€tng 6,732.00 0.5c Approximately 306 SY
9680.20 VCT & Sheet Vinyl 24.75 0.0c /CT tb in r6m 1't4
9680 30 Baso 1,576.40 o.12 lubbor base for rooms with Carpet tile and VCT
9 F.lntlng Divbbn -Total: t,019.00 0.23
10 spcclallles Divlslon -Total: 5.780.00 0.43
bilet partitions and accessories tor rcmen's locker room. Reinstall toilet acesories in
with rew tile rcrk. (2) Glas Sfwer DooF @ Women's Restr@m.
11 Equlpmcnt Dlvlskrn -Tolal: N/A
12 Furnlshings Divislon -Total: NrA
21 Flr. SuppEssld Ofvtsbn - Total: 2,11A.N 0.18
Olvlslon - Total: 20,,075.00 t.53
wlllm.nq C63ftdloB Inc.
Oil. E6l201{
COI{FIOET{TIAl/PROPRIETARY EXHIBIT'A' ?4e2d3

Pre-CD Budget - COST SUMMARY
tB
rnr.r: LUKE AFB Fire Statlon Faclllty lmprovetnenls
Lcdor! LUKE AFB
tnfrcr Butlar Darlgn Oloup, Inc.
rrrDr..: 2€{ug.l4 Gross Area: 13,35,{ sf
26 El.c-trl€l Dlvlslon -Total: 13,225.00 0.99
ior demo. New lights and ceiling fan in Kihhen and rcmen's locker mom.
145,7/t1.60 10.91
Divlslon - Total: fr,z?€.u
PreGD BUDGET - TOTAL:
Utlllm.ng cdtudloq Inc
Dd. EEn014
EXHIBIT'A' PT.3 d 3

EofiETb 1,oz$
2t4l(tr Filo 1r a
-O6nclb.2,1e7SF
lwr 15 s
-qbin€laOu.Lr 12 LF
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asnt 5 EA
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lro tnbewel. 1a LF
iihH5'dr 5s$
:&w.rnb d as s
Etuldo r.il 1 @1 s
aGikE rr 2 a
SFRP 1@$
iw.rtb g 419 $
- KihnQrtu nb. 631 S
Ki6.Qa4 Ta 63t S
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EXT
Fire Station Facility lmprovements
14073 FIRE FP-O1.pdf (46010 of S€le); Luke AFB - Fire Station lmprovemenb: wllmeng OST Database 07-07-14:712512014 07:51 AM

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Fire Station Facility lmprovements
Luke AFB lv
Glendale, AZ ir t a aF tr ;-,,: rr

Pre-CD Budget - COST SUMMARY
Project: LUKE AFB Fire Station Facility Improvements
Location: LUKE AFB
Architect: Butler Design Group, Inc.
Est. Date: 26-Aug-14 Gross Area: 13,354 sf
Division C.S.I Description Bid Div. Subtotal $/SF of Notes
Gross Area:
1 Design & Engineering Division - Total: 250.00 0.02
1310.00 Architectural & Interior Design By Owner
Structural, Mechanical, Plumbing & Electrical
1310.10 By Owner
Design/Engineering
1002.50 Reimbursables, Plans/Specs. 250.00 0.02 Blue print reproduction
1 Permits/Develop. Fees/Utility Company Charges Division - Total: N/A
1215.20 Plan Review Fee By Owner
1215.00 Building Permit By Owner
1 Construction Cleanup Division - Total: 8,148.00 0.61
1741.30 General Clean-Up 5,000.00 0.37 Maintain a clean and safe job site
1744.30 Construction Rough And Final Clean 3,148.00 0.24 Final clean
2 Site Construction Division - Total: 13,332.60 1.00
2411.60 Demolition 13,332.60 1.00 Demo old flooring, ceiling tile and window frames
32800.00 Patio Upgrade Allowance Excluded
3 Concrete Division - Total: 1,250.00 0.09
3001.00 Building Concrete 1,250.00 0.09 Plumbing trench pour back in women locker room.
6 Woods, Plastics & Composites Division - Total: 20,611.00 1.54
6100.00 Rough Carpentry 2,525.00 0.19 Frame platform in TV room
6200.00 Finish Carpentry 1,550.00 0.12 Chair rail in Training room.
New casework in Kitchen, Women's locker room, Storage/laundry room and Restrooms
6400.00 Cabinets/Casework 16,100.00 1.21
(105&118) with solid surface tops
9722.00 FRP 436.00 0.03 FRP 8' high in Storage room 114.
7 Thermal & Moisture Protection Division - Total: 2,500.00 0.19
7570.00 Roofing 2,500.00 0.19 Roofing allowance to repair any roof leaks
8 Openings Division - Total: 1,700.00 0.13
8110.00 Doors, Frames & Hardware 1,700.00 0.13 (2) new Doors/Frames to match existing
Willmeng Construction, Inc.
Date 8/25/2014
CONFIDENTIAL/PROPRIETARY EXHIBIT 'A' Page 1 of 3

Pre-CD Budget - COST SUMMARY
Project: LUKE AFB Fire Station Facility Improvements
Location: LUKE AFB
Architect: Butler Design Group, Inc.
Est. Date: 26-Aug-14 Gross Area: 13,354 sf
Division C.S.I Description Bid Div. Subtotal $/SF of Notes
Gross Area:
9 Finishes Division - Total: 15,879.10 1.19
Infill opening where large window frames were removed in hallway. Patch walls where wall tiles
9200.00 Framing & Drywall 8,838.50 0.66
were remove for new installation of new tile. Temp. Walls & Protection.
Replace approximately 1933 SF of ceiling tile and grid in Hall 109,110,111& 112 and Rooms
9500.00 Acoustical Ceiling 7,040.60 0.53
113,115 & 122.
9 Flooring/Ceramic Division - Total: 34,755.65 2.60
Ceramic tile and base in 101, 105, 108, 109, 110, 111, 112, 113, 115, 117, 118, 127, 152, 50%
9300.00 Ceramic Tile 21,422.50 1.60 of 155 and 150 at hallway 114 Entry. Approximately 2828 SF floor tile. Wall tile in restroom 105,
118 and 127.
9620.10 Floor Prep. 5,000.00 0.37 Allowance to move bunk furniture for new flooring
Carpet tile in rooms 102, 103, 104, 106, 107, 119, 122, 123, 124, 130 - 149 and 50% of 155.
9680.00 Carpeting 6,732.00 0.50
Approximately 306 SY
9680.20 VCT & Sheet Vinyl 24.75 0.00 VCT tile in room 114
9680.30 Base 1,576.40 0.12 Rubber base for rooms with Carpet tile and VCT
9 Painting Division - Total: 3,019.00 0.23
9900.00 Interior Painting 2,219.00 0.17 Paint rooms 105, 113, 115, 122, 127 and 152
9720.00 Interior Painting 800.00 0.06 Misc. touch up thought out the building.
10 Specialties Division - Total: 5,780.00 0.43
New toilet partitions and accessories for women's locker room. Reinstall toilet accessories in
10210.00 Partitions & Accessories 5,780.00 0.43
bathrooms with new tile work. (2) Glass Shower Doors @ Women's Restroom.
11 Equipment Division - Total: N/A
11260.00 Appliances Excluded
11400.00 Food Service Equipment Excluded
11400.20 Walk-in-Coolers & Freezer Panels Excluded
12 Furnishings Division - Total: N/A
12200.00 Window Treatments Excluded
12590.00 Systems Furniture & FF&E Excluded Relocation & Moving of Furniture.
21 Fire Suppression Division - Total: 2,416.25 0.18
21100.00 Fire Protection System 2,416.25 0.18 Adjust existing fire sprinkler system in areas with new acoustical ceiling.
22 Plumbing Division - Total: 20,475.00 1.53
New sinks, faucets, Shower valves and drains in women's locker room. New sinks and faucet
22100.00 Plumbing System 20,475.00 1.53
Kitchen. New sink and faucet in room 152,105 and 118.
Willmeng Construction, Inc.
Date 8/25/2014
CONFIDENTIAL/PROPRIETARY EXHIBIT 'A' Page 2 of 3

Ceiling Tile 1,302 SF
2'x4' Light Fixture 11 EA
Carpet 306 SY
Ceramic Tiles 2,197 SF
VCT 15 SF
Millwork - Cabinet & Counter 12 LF
Millwork - Lower plam 10 LF
Sink 5 EA
Shower values 2 EA
10' Interior Walls 16 LF
Paint 5' wall 590 SF
Wall Tile 4' 334 SF
Paint 9' wall 1,001 SF
Ceiling fan 2 EA
FRP 109 SF
Chair Rail 62 LF
10' 8"
Wall Tile 9' 419 SF
Kitchen Ceramic Tiles 631 SF
Kitchen Ceiling Tile 631 SF
Millwork -Kitchen- Cabinet & Counter 36 LF
Paint 9' wall - Kitchen 1,218 SF
Plateform 101 SF
8"
13' 3' 6" 10' Interior Walls Kitchen 10 LF
6" Sink- Kitchen 1 EA
6'
3' 7"
3'
14073 FIRE FP-01.pdf (46% of Scale); Luke AFB - Fire Station Improvements; Willmeng OST Database 07-07-14; 7/25/2014 07:51 AM

FCP/FCF “Top Three Program” Document
Luke Air Force Base
LAFB Mission
“Train the world’s greatest F-16 and F-35 fighter pilots,
While deploying mission ready war fighters”
FCP/FCF Mission
“To support the men, women, families and mission of Luke AFB”
Base Overview
Luke Air Force Base is the largest and only active-duty F-16 & F-35 training base
in the world with 120 F-16s & F-35s assigned and enough ramp space capable of
accommodating more than 200 aircraft. The host command at Luke is the 56th
Fighter Wing under the Air Education and Training Command’s 19th Air Force.
The wing is composed of four groups (Operations, Medical, Maintenance, Mission
Support) comprised of 24 squadrons (35 Units), including 9 fighter squadrons and
12 Command staff agencies. There are also Navy, Marine, Army and Air National
Guard tenant Units at Luke. The base population includes approximately 6,000
military members and 15,000 family members. With about 1,200 civilian jobs at
Luke and 80,000 retirees in the surrounding communities, the base services a
population of over 100,000 people. More than 400 pilots graduate from Luke
annually and proceed to combat assignments throughout the world.
FCP/FCF Overview
FCP/FCF supports the men, women, families and mission of Luke AFB through
programs and services targeted at Health & Human Services, Culture & Tradition
and Mission Sustainability. Areas of need at Luke AFB are identified by Luke
Senior Leadership and FCP/FCF, and together work towards addressing the
challenges. Consistently declining military budgets and sequestration has
significantly increased FCP/FCF’s role in supporting Luke AFB, and will continue
finding ways to enhance the quality of life for the families.
FCP/FCF – The “Top Three”
Health & Human Services - Culture and Tradition – Mission Sustainability
Health & Human Services
These programs and services are done in conjunction with the senior leadership at
Luke AFB. FCP/FCF works closely with the leadership to assist with their mission
on enhancing the quality of life of their military member and their family. These
programs and services are core to the mission at Luke AFB to ensure morale
remains high while stationed here. FCP/FCF will work with the senior leader who
has identified the need and together we can accomplish the task at hand.
Successful examples of implementing events that support areas of need are the
Beautiful Women – Inside & Out wellness expo, Luke Men’s Tune Up for Health,
Luke Financial Saves Expo, Hattie Larlham Summer Autism Camps, Chaplains
Deployed Family Dinners and the FCP Annual Dorm Dweller Holiday party.

Culture & Tradition
As the military continues operating in a declining budget environment, this area of
support is critically important and FCP/FCF feel incredibly humbled to play the
role we do. Areas within that Luke that are deemed mission critical receive the
support they reserve, but there are many areas that don’t fit within that scope that
are just as important to the culture and traditional to Luke and the military as a
whole. These programs and services assist in preserving those heritage pieces
while assisting in maintaining a continued high morale at Luke AFB. Examples of
programs and services FCP?FCF plays a vital role in supporting are Luke Days
Open House & Air Show, 56th FW Annual Awards, 944th FW Annual Awards, the
Air Force Ball, Haboob Havoc, Fiesta Bowl Parade and the Navy Ball.
Mission Sustainability
This area of need is the most important to FCP/FCF because as long as Luke
continues its mission of training the worlds greatest fighter pilots, FCP/FCF will be
provided the opportunity to continue its mission to support the men, women and
families of Luke AFB. We are fortunate to have individuals and families of high
integrity living within our communities surrounding Luke AFB, and the privilege
to play a large role in preserving the mission of Luke is vital. There are many ways
FCP/FCF supports Mission Sustainability, and here are a few examples: Luke AFB
Honorary Commanders Program, Luke Forward, FCP Annual Meeting, VIP
Community Receptions, FCP Education & Awareness Campaigns & Civic Leader
Tours.
Get Involved
-Visit our website at www.fightercounty.org where you can donate, register
for the FCP monthly newsletter, stay up to date with Luke and FCP events
and much more.