GRIC 2015 APPLICATIONS 6.PDF

Maricopa County — Formal (2015-03-25)

Extracted text (via pymupdf_layout) 107608 characters

Created Friday, December 05, 2014
Updated Monday, March 09, 2015
Page 1
General information
General information | Organization SEQUOIA SUPPORT SERVICES,EDKEY INC
General information | Contact First name BONNY
General information | Contact Last name BEACH
General information | Contact e-mail bonnybeach@aol.com
General information | Contact phone number 6024480935
Address
Address | Street 1648 SO 16TH ST
Address | City PHOENIX
Address | State Arizona
Address | ZIP Code 85034
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$350,000
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 $70,000.00
Year 2 $70,000.00
Year 3 $70,000.00
Year 4 $70,000.00
Year 5 $70,000.00
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): Click here to enter text.
Mailing Address: Click here to enter text.
City: Phoenix 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: Sequoia Support Services, EDKEY Inc.
Application Contact Person: Bonny Beach Title: Program Director
Phone Number: 602-448-0935 or 602-422-9951
Mailing Address: 1648 So 16th St
City: Phoenix State: Arizona Zip Code: 85034
Email Address: bonnybeach@aol.com
Project Information
Project Name: PUTTING CHILDREN FIRST
Purpose of Grant: PROVIDE COUNSELING SERVICES TO CHILDREN
Priority Funding Area Healthcare
Annual amount requested $70,000
Number of years that funding is requested (1-5) 5
Total amount requested (annual amount x # of $350,000
years)
Has your organization received funding from NO
Gila 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
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: AUGUST 1 2015 TO JULY 30, 2020
Proposed Budget Expense Amount Amount In Kind Total Budget
(list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. SALARY FOR FTE LICENSED $50,000 $0 $0 $250,000
COUNSELOR o
2. SALARY FOR PTE CASE MANAGER $20,000 $0 $0 $100,000
3. Click here to enter text. $0 $0 $0 $0
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Total Budget $70,000 X 5 $0 $0 $350,000
YEARS

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. SALARY & BENEFITS COST FOR ONE FULL TIME EMPLOYEE (LICENSED COUNSELOR) TO PROVIDE COUNSELING TO
YOUNG PEOPLE AT CHILDRENS FIRST ACADEMY, PHOENIX AND TEMPE.
2. SALARY & BENEFITS COSTS FOR PART TIME EMPLOYEE (CASE MANAGER) TO PROVIDE CASE MANAGEMENT SUPPORT
SERVICES TO YOUTH AND FAMILIES INVOLVED IN COUNSELING AT CHILDRENS FIRST ACADEMY, PHOENIX AND TEMPE.
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Other explanation: Click here to enter text.

PUTTING CHILDREN FIRST
SEQUOIA SUPPORT SERVICES, EDKEY
GAMING COMMISSION PROPOSAL 2015
NARRATIVE
1. Describe Sequoia Support Services, EDKEY Inc. mission, history and goals.
Sequoia Support Services (SSS) is part of EDKEY Inc. a 501c3 nonprofit which provides both
educational services and behavioral health services to youth through its charter school system.
SSS is an AZ licensed behavioral health outpatient treatment agency. Its’ mission is to promote
healthy, safe and successful young people. SSS provides high quality, integrated behavioral
health services, which includes counseling and educational services. These services target high
needs, culturally diverse youth, ages 5-18.
2. Goals & Activities of Putting Children First Project
Goal- To provide integrated counseling services to homeless and high needs young people not
covered by AHCCCS or other health care plans. This proposal is targeting the two Children First
Academy sites, one in Phoenix and one in Tempe.
1. Objective: Provide group counseling, one hour weekly for up to 100 youth (specific to
addressing mood management, improving behavior, and increasing academic
engagement/achievement).
2. Objective: Provide individual counseling, 30 minutes to an hour for up to 20-30 youth weekly,
for 12 week periods. (Four sessions annually = 80-120 youth served annually)
3. Objective: Provide Parenting Group Support up to 2x monthly for 2 hour session seminars.
(specific to Positive Discipline, Strengthening Families, Finance/Budgeting, Substance Abuse
Prevention)
3. Putting Children First satisfies two of the funding priority areas of GRIC.
Putting Children First addresses two program areas, education and health care. Counseling
addresses both behavioral health needs of youth and the academic readiness needs necessary
for educational engagement and advancement.
4. IDENTIFY THE NEEDS/PROBLEMS TO BE ADDRESSED, TARGET POPULATION AND NUMBER OF
YOUTH TO BE SERVED BY THE PROJECT.
There are 500+ multi-ethnic, extremely high risk young people attending the Children First
Academies in Phoenix and Tempe. Over 75%, of these young people are classified as
“homeless” and are in need a comprehensive counseling and family support services. These
sites serve K-12 grade youth. This proposal would fund one full-time licensed counselor and
the case management support to provide counseling services to these two sites. This proposal
would support the many children who are not currently enrolled in AHCCCS. (AZ health
insurance for low/no income families) Often families struggle with enrollment in the system,
maintaining eligibility, particularly the logistics and legal address requirements. Their children
often are left out of services because there is little to no funding for counseling youth who are
not currently enrolled, or who do not qualify for AHCCCS.
1

PUTTING CHILDREN FIRST
SEQUOIA SUPPORT SERVICES, EDKEY
GAMING COMMISSION PROPOSAL 2015
This application proposes to fund services to those highest need children. On the scale of
“Adverse Childhood events” (which is an evidence based predictor of health and well-being)
Over half of the children screened cited multiple adverse events in the last year. Risk is 2/10 in
last 5 years. These children scored 6/10 in the last 12 month period. These children are dealing
with trauma, homelessness, family violence, substance abuse and addictions as well as cultural
discrimination and lack of academic supports necessary for successful engagement and
achievement. Other issues identified included depressive and anxiety disorders, as well as Post
Traumatic Stress and conduct disorders
5. The Putting Children First is a new project.
6. The time line proposed is for 5 years. The project will begin in the first funded month,
preferably August 2015. It will continue for 5 years until August 2020.
7. EDKEY and Sequoia Support Services are committed to this project. Other partners working
closely to manifest the full-service community school model include Phoenix Children’s Hospital,
Children First Academy Phoenix & Tempe.
8. SSS would adapt proposal to fit partial funding. There are not funds at this time to provide
services to young people not covered by health insurance or AHCCCS. If we were partially
funded we would attempt to hire part-time counseling hours and serve the number of students
that the partial funding supported.
9. Sustainability is a continual concern addressed by SSS. The Project Director would continue to
write and submit grant proposals, organize fundraising and get young people qualified as quickly
as possible for AHCCCS.
10. DESCRIBE YOUR PLAN TO DOCUMENT PROGRESS AND RESULTS. INTERIM AND FINAL REPORTS
WILL BE REQUIRED FOR EVERY GRANT AWARDED
Documentation will be organized through daily progress notes on young people’s sessions,
weekly services logs, monthly program report to the Program Director and quarterly summary
progress reports to the legal entities requiring reports.
11. Currently, this is our application for tribal support.
2

EDKEY INC.
SEQUOIA SUPPORT SERVICES
AIM HIGH! Sequoia Support Services OTC6662 is an Arizona Licensed behavioral health agency.
MISSION
Sequoia Support Services mission is to support the development of safe, successful, healthy and drug-free youth and
families.
TARGET POPULATION
Youth ages 6-18, specializing in services for youth, children and adolescents experiencing the effects of adverse
childhood events, grief and trauma, toxic stress, (poverty, violence, abuse, substance abuse) and mental health
disorders like depression, anxiety etc.
WHAT IS COUNSELING?
Counseling and support services are CONFIDENTIAL. These services provide a highly skilled caring adult to sit and
listen with the young person and provide supports to improve mood management, behavior and academic
achievement. Areas most often addressed include processing losses, improving self-esteem, mood and behavior
management, conflict resolution, relationship and life skills.
GOALS
1. Promote Health & Safety
2. Develop Capable, Caring, Contributing Youth
3. Support Family & Community Connections
4. Promote Life-Long Learning
Support Services
School and Clinic Based Outpatient Counseling Services
Offer counseling supports to identified youth and families within the scheduled school sites. Counselors provide
assessment, brief intervention, conflict resolution and life skills support groups specific to site/classroom/youth needs.
Families are invited to participate in support activities, child and family team meetings, parent education and family
support groups. SSS will help to provide emergency intervention teams to sites when deaths or crisis occurs.
Circle of Health Recovery School (COHRS) and Intensive Outpatient Counseling Services
In partnership with Sequoia Charter School District, COHRS is a “school within a school”. COHRS is a unique day
treatment/recovery program for 6-12 grades that includes special education supports. COHRS offers an integrated
mental health, substance abuse treatment/prevention, and educational model. Youth enrolled receive up to 7 hours of
direct counseling services per week, as well as other supports. Enrollment is continuous and open.
Home Based Outpatient Counseling Services
Offer some home based counseling services within Maricopa county neighborhoods, mental health, substance abuse
treatment and family supports. Counseling services are provided to youth and families within their home or group
home settings that specifically address their behavioral health needs.
Circle of Health Prevention Program and Intervention Services
School based youth development and family strengthening activities that include Classroom Presentations related to
 Life skills development  Drama activities & culturally relevant arts and
 Leadership skill development crafts
 Research based substance abuse and violence  Cultural restoration and affirmation
prevention education curriculum
1648 So. 16th St, CFA, Family Services Clinic; Phoenix, Arizona 85034
Phone: 602-448-0935; Bonny Beach, Program Director
Main Phone- 602-422-9951; www.sequoiasupportservices.org

EDKEY INC.
SEQUOIA SUPPORT SERVICES
Community based presentations that include
 Mentoring  Parenting support talking circles and mini-
 After school or “Critical Hours” supervision & seminars
activities  Family Strengthening Weekend Activities
Staff & Community Training, Technical Assistance & Educational Services:
We offer a wide variety of technical assistance and training opportunities.
Some of the trainings include:
 Youth Mental Health First Aid Training  Culturally Respectful program planning and service
Certification delivery
 Improving Classroom and School Climate  Youth and Family Services Program Design and
 Setting up Positive Discipline within the classroom Development
 Understanding Trauma and its impact on  Grant Writing and Resource Development
learning/functioning  Substance Abuse Counselor Certification and
 Brain-Based Teaching & Learning Substance Abuse Prevention Specialist Training
 Teaching Kids to CARE  Youth to Youth Conferences and Celebrating
 Developing Capable People Indian Families Mini-Conference Series
 Building Assets & Protective Factors  Plus many others
 Community School Mobilization
WHO WE ARE
EDKEY Inc. was founded in 1996. EDKEY Inc. is a 501(c)3 non-profit organization. EDKEY operates 18 school sites
through out Arizona as well as a distance-learning program. Sequoia Charter Schools was founded with the intent of
working together WITH families in the education of their children in an environment where every child is know by all of
the staff in a very positive environment with high expectations. The working relationship of the family and the school is
critical to the success of the student.
In 2013 EDKEY Inc. invited the American Indian Prevention Coalition to join their organization and together they
organized a system wide behavioral health agency, Sequoia Support Services. SSS is an AZ licensed behavioral health
agency that provides culturally respectful, quality counseling and behavioral health services to youth and families
within the EDKEY system of care. Sequoia Support Services’ staff has been working with high needs youth and families
for ten+ years. This staff is competent in working with conduct and mental health issues, trauma and loss, substance
abuse and addictions as well as developing essential life skills and improving school engagement and performance
STAFF:
 SSS Program Director- Bonny Beach, MA MS LISAC 602-448-0935
 AWARE YMHFA Project Coordinator- Bonny Beach
 SSS Clinical Director- Emilie Karlin, Ph.D. 602-422-9951
 SSS Counselors- Melissa Alamprese, MS; Crystal Novak, MS, Jessica Hunter, MS; (Masters Level Interns also
provide counseling)
 COHRS Lab Instructors- Fayette Lee, Treia Lee
 SSS Intervention/Prevention Specialists- Danielle Hagerty, Kerry Iyua
 SSS Prevention Specialist, Traditional Practitioner- Boyd Tsosie
 Billing and ADMIN assistant- Crystal Yazzie, MS
Partners:
Regional Behavioral Health Authorities- Gila River RBHA and Mercy Maricopa RBHA.
1648 So. 16th St, CFA, Family Services Clinic; Phoenix, Arizona 85034
Phone: 602-448-0935; Bonny Beach, Program Director
Main Phone- 602-422-9951; www.sequoiasupportservices.org

Created Thursday, February 12, 2015
Page 1
General information
General information | Organization Whispering Hope Ranch Foundation
General information | Contact First name Shelley
General information | Contact Last name Huber
General information | Contact e-mail shuber@whisperinghoperanch.org
General information | Contact phone number 6022662216
Address
Address | Street PO Box 54070
Address | City Phoenix
Address | State AZ
Address | ZIP Code 85078
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$150,000.00
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 $50,000.00
Year 2 $50,000.00
Year 3 $50,000.00
Year 4 $
Year 5 $
Page 1

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 3/2/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Steve Chucri
Mailing Address: 301 W. Jeffereson Street, 10th Floor
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Amanda Nash Signature:
Applicant Information
Department/Organization Name: Whispering Hope Ranch Foundation
Application Contact Person: Shelley Huber Title: Director of Administration
Phone Number: 602-266-2216
Mailing Address: PO Box 54070
City: Phoenix State: Arizona Zip Code: 85078
Email Address: shuber@whisperinghoperanch.org
Project Information
Project Name: Partnering in Hope for Children with Special Needs
Purpose of Grant: To support the health and well-being of children with any medical, physical, developmental or
emotional challenge (and their families) through transformative animal interaction and equine programs, adapted
recreation and social activities at the only camp facility in Arizona designed and built especially for them.
Priority Funding Area Healthcare
Annual amount requested $50,000
Number of years that funding is requested (1-5) 3
Total amount requested (annual amount x # of $150,000
years)
Has your organization received funding from No.
Gila River Indian Community in the Past? If yes,
please list each year and amount
Predominantly Maricopa County but throughout the state of
Geographic area served
Arizona.
For Office Use Only:
Data Entry Receipt Evaluation

WHISPERING HOPE RANCH FOUNDATION
Narrative
Mission, History, and Goals of Whispering Hope Ranch Foundation:
Whispering Hope Ranch Foundation (WHRF or Ranch) is the only organization of its kind in Arizona with the
only camp facility designed and built from the ground up to accommodate the highly diverse needs of children
who live with life-limiting or chronic illness, are disabled by physical or emotional trauma, or have
developmental challenges. Our highly experienced staff works with partner organizations to create a camp
program that meets the unique needs of their clients and provide transformational experiences of hope and
healing.
Our board, staff and volunteers are committed to delivering our mission to offer special needs children and their
families rustic, Arizona ranch-style camp and retreat experiences enhanced by programs designed to foster
nurturing interactions between campers and the animals residing at the Ranch.
The 60+ animals that give the children their unconditional love are at the heart
of our world-class program. Many of these mini burros, llamas, emus, goats,
ducks, and pot-bellied pigs were injured or abused before they found safe
haven at the Ranch.
Jon shared a relationship with Lucky Lady the horse from his pre-teen
years to when he passed from complications related to two types of
muscular dystrophy at age24. “We love each other. She’s blind like me
and knows what it’s like to be me,” Jon said.
These animal interactions provide therapies that instill hope on an entirely different level than medical treatment
or counseling sessions and when this connection occurs children begin to see beyond their limits, forget their
troubles and simply be kids!
In 1998 the 45-acre property nestled in the pines about 25 miles east of Payson already featured a large
meadow, spring-fed creek and pond, and fruit trees.
By 2005 Phase 1 construction of “The Village” was completed:
• 10 Camper Cabins with special features such as wheelchair charging stations and drains for dialysis;
• Wellness Center where medical personnel provide care to the children they accompany to camp;
• Enclosed Horseback Riding Arena with custom adaptive saddles that allow even the most severely
challenged to ride independently and see the ranch from atop our gentle horses;
• Dining / Activity Ramada;
• Animal interaction area
Additions in 2012 and 2013 included:
• Synthetic Turf Playing Field that withstands heavy use by those who utilize wheelchairs and able bodied
children; , has better shock absorption to soften falls, reduces dust and other airborne allergens for
those with lung or breathing issues, dries quicker than grass after monsoon storms so campers can get
back to playing;
• Special swings for children who are unable to leave their wheelchairs to enjoy this favorite past-time
• Splash Pad with non-slip finish, shade awning and aquatic wheelchairs so everyone can cool down,
including the children we serve who have body temperature regulation difficulties.
• Center for Human-Animal interaction that is completely accessible to children in wheelchairs so they,
too, can get a kiss from Tony Llama!

Whispering Hope Ranch Foundation collaborates with non-profit organizations and schools and can
accommodate up to 128 campers, counselors, and medical personnel per session. Each week the Ranch
transforms from one pediatric specialty to another. One summer week the Ranch might host children with
muscular dystrophy, the next autism, and the next children in Arizona who are living in foster care, group homes,
and protective custody. Weekend retreats in spring and fall might welcome a group of teens grieving over the
loss of a sibling or parent or families enjoying a respite from the day-in-day-out marathon of appointments,
procedures and cancer treatments.
“When you get a diagnosis like cancer, it dominates your life, your schedule, and your heart,” said Chad
who came to the Ranch for a weekend retreat with his wife their youngest son, and his three pre-teen
brothers. “Everything becomes about the cancer. To be able to go away for a weekend like this… it’s
probably the only vacation where you get to leave your baggage at home.”
Children, their parents, and caregivers leave Whispering Hope Ranch with memories of hope to help sustain
them through daily trials and memories to cherish for a lifetime.
Goals and Activities of Partnering in Hope for Children with Special Needs
WHRF’s goals are to partner with non-profit organizations that serve those with special needs and serve 1,500
children, their caregivers, and families each year of the grant and to continually expand and increase our impact
on the community.
Animal interactions and a plethora of fun camp activities are especially planned to meet the unique needs of
each group. Play and the opportunity for establishing remarkable bonds for Ranch guests happen during songs
and s’mores around the campfire, a ball game, a stroll through the meadow, looking at the world from
horseback 16 hands higher than a wheelchair allows, the feel of a rabbit’s soft fur and tickling whiskers or the
soft nuzzle of a miniature horse while gently brushing its long mane, the satisfaction of the bird house built and
painted and will proudly hang outside the window at home, and the incredible feelings of discovery and
affirmation--I made a new friend! She has the same challenges I do! I am not alone!
How Partnering in Hope for Children with Special Needs satisfies the primary funding area: Healthcare
Our programming supports the health and well-being of children with any medical, physical, developmental or
emotional challenge, aligning with the health funding priority of the Gila River Indian Community. The healing
experiences provided by the animal-assisted and equine facilitated activities at the Ranch blend seamlessly with
traditional medical treatment. These programs, in addition to the recreational and social opportunities which
promote physical activity and wellness, create a holistic health approach all rolled up into a fun camp setting.
Decades of research has shown that interacting with animals results in measurable benefits to children with
compromised health and/or traumatic life experiences. The positive effects of human-to-animal interactions
have been scientifically documented to improve emotional stability, self esteem and self-worth in populations of
all ages and with a wide variety of psychological dysfunctions. Children with cerebral palsy, spina bifida,
traumatic brain injury and muscular dystrophy have shown increased motor coordination, improved verbal and
non-verbal communication skills, reduced blood pressure, stress and anxiety levels, and improved strength,
balance and mobility.1 Studies have also shown that children with conditions such as autism may verbalize more
and increase eye contact, and human healing—physical, mental and emotional—is accelerated.
Additional benefits include:
• Acceptance: Animals have a way of accepting without qualification. They don't care how a person
looks or what they say. An animal's acceptance is nonjudgmental, forgiving, and uncomplicated
compared to humans.
• Nurturing: Many at-risk children have not learned nurturing skills through the traditional channel–
their parents. Psychologically, when a person nurtures, his/her need to be nurtured is being fulfilled.

• Socialization: Simply the presence of animals serves to brighten the atmosphere, increasing
amusement, laughter, and play and thus increasing socialization. These positive distractions may help
to decrease children’s feelings of isolation or alienation often experienced due to their challenges.
• Physical Contact: The touch of an animal is safe and non-threatening, and can make a world of
difference to children who have suffered abuse.
• Physiological Benefits: Positive effects on the basic functioning of the body such as the decrease in
heart rate and blood pressure can be dramatic.
Organized recreational and leisure activities are another important experience for children with special
needs. Too often, they find themselves watching from the sidelines as their typical peers participate in
sports or feeling uncomfortable at the school dance. Our recreation and leisure activities promote a
physical dimension as well as important social opportunities. An egg and spoon race for campers with a
wide range of abilities promotes cooperation rather than competition. Similarly, an evening talent show
allows campers to take the stage in a comfortable setting, cheered on by new friends in a place where
differences are not only accommodated, they’re celebrated.
“It’s (camp) been particularly important for us because it gives us an opportunity to take these
children outside of what’s been a clinic type of setting, where therapists are working to try to
facilitate and maximize their movements…here it comes naturally. Here they’re playing. We don’t
have to actually be therapists—they’re motivated and they are with their peers having the time of
their life.” Nancy Lambertson, OTR/L Pediatric Therapy
Number of People to Be Served, Target Population, and Needs Addressed:
Arizona has a vital need for the hope and healing WHRF provides to approximately 1,500 families each year.
“Arizona is fortunate to have this world-class sanctuary that all special needs organizations can
partner with to provide joyful, healing camp experiences for their clients,” Sarah Levin, Executive
Director of the Arizona Chapter of the Muscular Dystrophy Society
The U.S. Department of Health and Human Services defines children with special health care needs as:
“...those who have or are at increased risk for a chronic physical, developmental, behavioral, or emotional
condition and who also require health and related services of a type or amount beyond that required by
children generally.”
There are more than 241,0672 children in Arizona with special healthcare needs, 16,9903 living in foster
care, 3,1773 children living in crisis shelters and group homes and Whispering Hope Ranch is the only
facility in Arizona designed with their needs foremost in mind. The Ranch meets or exceeds Americans
with Disabilities Act guidelines.
Creating a unique curriculum where every camper is encouraged to play at his or her full potential and
own pace begins when an organization, such as Southwest Autism Research and Resource Foundation,
contacts us about a partnership. The partner organization advises us of the needs of each of the campers
they plan to bring to camp. WHRF staff is responsible to make sure that dietary and a variety of other
needs are safely met. Here are but a few examples of requirements that must be considered:
• How many caregivers does each child require for their week of friendship and play away from
home—One? Two? Three?
• Does the child have food allergies, what texture of food are they able to chew and swallow, can
they eat by themselves?
• How many and what type of medical treatments are required each day?
• Does a bed need to be equipped with rails on both sides, or just one?

• Can a child safely take a trail ride on a horse or do they need to use the specialized saddle and be
guided in the enclosed arena?
• Would they enjoy archery and will they need to use the special bow that releases the arrow with a
slight touch of a finger?
• Taking into consideration a camper’s mobility issues and the time needed to travel the property
for each day’s activities, how should the schedule be adjusted? Are electric carts needed to
transport certain campers?
• Is a no-sew or beading craft more appropriate and therapeutic for their motor skills than building
a birdhouse?
We consider everyone that comes to camp as a “person served” even though the benefits vary. For
example, medical staff and caregivers forge a sense of community when they come together to provide
care for our campers. Family members are able to get a respite by not having to worry about the daily
tasks required to keep a family running. They also get time to bond with parents facing similar challenges
and make memories that are cherished for a lifetime.
The stress of caring for a child with special needs reverberates through entire families, not least
economically; 40 percent of U.S. families report experiencing financial hardship as a result of out-of-
pocket costs for specialized medical care, equipment and therapies. In two-parent households, one parent
often reduces working hours or stops working altogether to care for a child with severe needs, thereby
losing wages and adding to the family’s financial stress. Siblings can feel “less than special” and resentful
of a special needs brother or sister who commands an outsized share of their parents’ attention. Fatigue,
emotional exhaustion and anxiety take a toll on marriages. All family members and caregivers benefit
from the WHRF experience.
HOPE helps us face the day and find a way out of darkness and
despair. Hope redefines what is possible in life.
Non-verbal Gaby seemed to be in her own world when her sister
wheeled her in the habitat of mini-burros Kisses and Cuddles. A
respectful nudge got them no attention. Blowing in her ear earned
them a grin. They did not give up until they discovered that vibrating
their lips in her ears elicited joyous giggles. “She’s actually
LAUGHING!” exclaimed her mother.
The healing that takes place at the Ranch isn’t limited to the special campers we serve. The sense of
community forged extends well beyond our borders, enriching and improving the health and vitality of
the community at large.
Define Partnering in Hope for Children with Special Needs as a new or continuing program:
Thanks to the generosity of our donors, volunteers and partnerships within Arizona’s non-profit
community and indeed, across the United States, Whispering Hope Ranch Foundation is proud of our 17
year history of continued growth and success.
Timeline for Partnering in Hope for Children with Special Needs:
WHRF’s ongoing programs welcome children ages 6 to 17 in the summer months, individuals of any age
during the non-summer months for retreats, as well as provide a permanent year-round home for our
very special animals. We are open from approximately April through October.

Organizations, Partners, and Funders participating in Partnering in Hope for Children with Special Needs:
Whispering Hope Ranch Foundation has partnered with more than 50 Arizona non-profit organizations
since 1998. Please see attached list with our growing family of partner organizations.
FYE 15 FYE 16 FYE 17 FYE 18
COMMITTED FUNDS
Board of Directors $ 250,000 $ 250,000 $ 250,000 $ 250,000
Discount Tire $ 75,000
Geneva $ 80,000 $ 40,000
KEMF $ 300,000 $ 150,000 $ 200,000 $ 150,000
McMeekin $ 20,000
Waters $ 8,000
Anonymous Individual $ 15,000
Anonymous Family Foundation $ 5,000
Interest Min $ 10,000
Glassman $ 20,000
Gumpert (Rcvd $240k FYE 14 for FYsE '14 & '15) $ 100,000 $ 100,000
IN-KIND (Office Space) $ 30,000
Partner Organizations (Camp Use Fees) $ 300,000 $ 300,000 $ 300,000 $ 300,000
AMOUNTS EXPECTED BASED ON HISTORICAL
ANNUAL GIFTS
Dorrance $ 25,000 $ 25,000 $ 25,000 $ 25,000
McMeekin $ 15,000 $ 15,000 $ 15,000
Waters $ 8,000 $ 8,000 $ 8,000
Anonymous Individual $ 15,000 $ 15,000 $ 15,000
Anonymous Family Foundation $ 5,000 $ 5,000 $ 5,000
Interest Min $ 10,000 $ 10,000 $ 10,000
CA Community Fdn $ 1,500 $ 1,500 $ 1,500 $ 1,500
Glassman $ 20,000 $ 20,000 $ 20,000
Amount requested from others $ 160,418 $ 200,000 $ 300,000 $ 400,000
IN-KIND (Office Space) $ 30,000 $ 30,000 $ 30,000
Finish Line Youth Foundation $ 5,000 $ 5,000 $ 5,000
Fort McDowell Yavapai Nation $ 10,000
Marshall Foundation
Pendleton Memorial Fund $ 5,000 $ 5,000 $ 5,000
Phoenix Suns Charities $ 10,000 $ 10,000 $ 10,000 $ 10,000
Safeway Foundation $ 10,000 $ 10,000 $ 10,000 $ 10,000
Wells Fargo Foundation $ 10,000 $ 10,000 $ 10,000 $ 10,000
POTENTIAL FUNDERS
Arizona Coyotes Foundation $ 5,000 $ 5,000 $ 5,000
Build-A-Bear $ 5,000 $ 5,000 $ 5,000
Cardinals Charities $ 5,000 $ 5,000 $ 5,000
Fiesta Bowl Charities $ 5,000 $ 5,000 $ 5,000
RGK Foundation $ 20,000 $ 20,000 $ 20,000 $ 20,000
Sundt Foundation $ 7,500 $ 7,500 $ 7,500 $ 7,500

How partial funding effects implementation of programming at WHRF:
Every dollar granted by the Gila River Indian Community goes would go to one of three interconnected
priorities as an investment in Whispering Hope Ranch Foundation’s community impact:
1. PEOPLE & ANIMALS with special needs;
2. UNIQUE, CUSTOMIZED ADAPTED EXPERIENCES; and
3. Fully accessible MOUNTAIN SANCTUARY of HOPE & HEALING
An electric 4 passenger golf cart (displaying the Gila River Indian Community’s name as the generous
funder) to aid with camper transportation during camps is our priority for the first $10,000. We depend
heavily on electric golf carts to transport mobility-challenged campers to programs around the 45-acre
site, such as from the Dining and Activity Ramada to the Riding Arena. Equipment such as this eases the
minds of those with mobility challenges who normally have to carefully plan the logistics of each outing.
At the Ranch our campers can focus on their experience of hope, healing and fun!
Plan for Sustainability:
In response to economic conditions which resulted in decreased contributions, management and the
Board of Directors have undertaken various actions toward sustainability. These actions include
implementation of a strategic development plan with strategies for obtaining funding for both operating
and capital expenditures of the Foundation.
In fiscal 2013, a donor provided funding for Foundation staff and board members to receive training on a
complete framework and approach to funding the Foundation’s mission. The Foundation’s Executive
Director serves as primary staff interface with donors, in lead of development efforts, working with a long-
time employee on donor outreach, presentations and communications; implementation of strategic
initiatives to increase WHRF’s community awareness and donor base; development and fostering
relationships with past, present and prospective donors; and coordination of development activities with
partner organizations and Board members.
WHRF is seeing positive results from implementing this funding model to build a broader and more
diverse base of engaged donors, and continues with ongoing initiatives to grow the board and create
positive external awareness of the organization. By way of example, the Foundation: was featured in two
Scottsdale/Phoenix area print media in summer 2014; added two executives to the Board of Directors in
December 2014; and was awarded a $1Million grant in November 2014 (payable over five (5) years with
the first installment received December 2014). The Board of Directors and management plan to maximize
the impact of this investment by leveraging the gift to the greatest extent to transform the lives of
children and adults with special needs.
WHRF persevered through the difficult economic downturn and strides have been made toward
sustainability with our fee revenue as well with a focused recruiting strategy to identify new partnering
organizations, a revised pricing strategy for camps, and better alignment of WHRF staff to deliver the
programs and activities required by the partnering organizations. Our innovative, cost-effective model is
an exemplary instance of collaboration in the non-profit world. The revised pricing strategy improved the
gross margin on camps. For FYE August 31, 2014, fee revenue covered 25% of total expense (adjusted for
depreciation, a non-cash expense), up from just 8% in 2009. The board will be considering a fee increase
for 2016 camps.
The need in our community for the transformational experience that we offer is greater than ever. The
number of children we serve is growing, the number of organizations we partner with is growing, the
number of children who can benefit from our unique service is growing, and our impact in the community
is growing. WHRF’s management and Board of Directors is committed to growing support to ensure

sustainability for this valuable community resource—the only fully-accessible facility of its kind in the state
—for every child with special needs and their families who need us.
We are pursuing this plan with vigor. The support requested of the Gila River Indian Community will be
important to our success, helping us to accomplish our goals. Whispering Hope Ranch Foundation has
specific ideas to maximize the impact of this investment by leveraging the gift to the greatest extent to
transform the lives of children and adults with special needs. Members of the Executive Committee of our
Board and our Executive Director would welcome and appreciate the opportunity to visit with the Gila
River Indian Community to further discuss our plan.
This gift will also allow us to focus on what we are really good at–bringing hope and healing the families
that need us. We believe this plan will secure the future of Whispering Hope Ranch Foundation for
generations to come.
Documentation and Evaluation of Progress and Results:
WHRF collects anecdotal data from our partners, staff, families, and
volunteers who accompany children to camp. We conduct outreach
with our partner organizations after completion of each session to
review, evaluate, and plan future programming in order to
continually improve the camp experience.
Other methods that ensure the efficacy of the Ranch experience
include: review by experts in the field of human-animal bonding and
healing; testimonials from parents, caregivers, staff and campers;
recording of observational data and photos that depict the impact of
a camper’s experience.
Whispering Hope Ranch Foundation would be pleased to provide
reports to the Gila River Indian Community in any manner and
frequency required.
Applications and/or awards made by a tribe other than the Gila River Indian Community for state
shared revenues for Partnering in Hope for Children with Special Needs and any other project:
Our application for this grant via the Gila River Indian Community is the only one at this time, however, we
do intend to apply to the Fort McDowell Yavapai Nation during their 2015 grant cycle.
We are grateful for this opportunity to present a proposal and
extend our deepest appreciation for your time and consideration.
1 SHIFT: AT THE FRONTIERS OF CONSCIOUSNESS, June-August 2004, William Benda and Rondi Lightmark
2 The National Survey of Children with Special Health Care Needs (NS-CSHCN) Chartbook 2009-2010, published by the U.S.
Department of Health and Human Services, Health Resources and Services Administration, June 2013
3 Child Welfare Reporting Requirements Semi-Annual Report, Department of Child Safety, April 1-September 30, 2014, Arizona
Revised Statutes [Laws 2011, Chapter 147]

Gila River Indian Community Grant Application
Project Budget
Budget Period: Fiscal Year Ended August 31, 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. Program Design; Activity Scheduling; $15,671 $446,554 $0 $465,162
Food Service Planning; Animal Care &
Interaction Programs; Facility &
Amenity Design, Maintenance & Prep.
Includes all Full-time, Part-Time &
Seasonal Staff
2. Animal Feed, Bedding, Hoof Care, $1,411 $40,200 $0 $41,875
Grooming, Medications, Shelter,
Shoeing, Veterinary
3. Ranch & Program Supplies $713 $20,315 $0 $21,162
4. Insurance, Licenses $1,117 $31,839 $0 $33,166
5. Printing, Reproduction, Office $155 $4,416 $0 $4,600
Supplies
6. Utilities (Including Gas, Electricity, $2,354 $67,084 $0 $69,880
Internet, Water Treatment,
Telephone, Waste)
7. Infrastructure, Occupancy, $16,542 $216,528 $30,000 $256,800
Equipment, Repairs, Maintenance -
ensuring the 45-acre Fully Accessible
Mountain Sanctuary is well maintained
and prepared to accommodate the
unique needs of each person that we
serve.
8. Professional Services (Audit/Tax $1,051 $29,960 $0 $31,209
Return)
9. Estimated Food Service customized $7,458 $212,523 $0 $221,379
by groups & individuals based on the
special dietary
10. Administration $1,964 $55,952 $0 $58,283
11. Fundraising $1,563 $44,547 $0 $46,406
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 $50,000 $1,169,918 $30,000 $1,249,918

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. Program Design; Activity Scheduling; Food Service Planning; Animal Care & Interaction Programs; Facility & Amenity
Design, Maintenance & Preparation. Includes all Full-Time, Part-Time & Seasonal Program & Facility Staff.
a. Program Design: Delivering the unique, transformational experience of hope WHR offers requires many
moving parts working together harmoniously and months of planning and preparation.
b. Activity Scheduling: Activities at the Ranch must take into account each participant’s level of dexterity,
mobility, cognitive ability and treatment schedules. For example, should crafts focus on fine or gross motor
skills; how long will it take the child and his/her caregiver to get from the cabin to the riding arena; does the
child need an afternoon break for medical therapies and rest? (See section 4 of narrative for more detail.)
c. Food Service Planning: WHRF staff works closely with a food service provider to not only ensure that meals
are appetizing and appropriate (considering allergies such as those to sulfites, sulfates and food dyes, and
texture modifications) for each child with special needs, but that the catering staff be especially caring and
aware that the children who come to the Ranch are extraordinary. For example, children in foster care or group
homes oftentimes come from a background of uncertainty with regard to where their next meal will come from
and are all too familiar with the feeling of going to bed hungry. These children form a special bond with the food
service staff who joyfully provide second servings upon request. This simple yet profound bond is also part of
the hope and healing experience.
d. Animal Care & Programs: Ranch staff work year round caring for our animal residents, many of whom have
special healthcare needs, ensuring they are comfortable and safe interacting with our special campers. WHRF
staff also evaluates what animal interactions are appropriate to the campers’ needs. For example, a group of
children with muscular dystrophy will ride horses atop the custom adapted saddles in the enclosed arena while
a group of teens with developmental disabilities would likely go on actual trail rides. All campers also interact
with the Ranch’s special needs animals during their stay. WHRF has a board member who is an MD and an
expert in the field of animal-assisted therapy for children with special needs.
e. Facility and Amenity Design: WHRF worked with Arizona State University’s College of Architectural and
Environmental Design and 12 children’s health organizations to create our world-class facility. WHRF’s Executive
Director and Director of Facilities, with the oversite of the board’s VP Facilities, work with partner organizations
when facility and/or amenity improvements or additions are needed and determine the design and location of
these additions, as well as costing, materials sourcing and construction.
f. Maintenance and Preparation: Our 45-acre Ranch requires year-round maintenance in to ensure the facility

Gila River Indian Community Grant Application
and grounds are maintained and prepared for its special needs visitors. In addition to maintaining a generator
that services the facility in the event of power failure (important for children utilizing medical equipment), the
waste treatment plant, safe drinking water system, and fire suppression system, there is grass to mow, fences to
mend, snow to shovel, windows to replace, new cement walk/wheel-ways to be created, roof gutters to clear
out, hinges to oil, and much more. This also includes strict cleaning procedures after each camp to ensure the
safety of our immunocompromised guests.
g. Staff: WHRF employs a full time Executive Director, Director of Administration and Office Assistant at its
administrative office in Scottsdale and six full-time and one part-time staff at the Ranch. Seasonally, WHRF
employs an additional 4 to 6 program staff at the ranch. We have been fortunate that our seasonal employees
return year after year, giving us increased continuity. The executive director is on-site at the Ranch during every
camp and retreat.
2. Animal Feed, Bedding, Hoof Care, Grooming, Medications, Shelter, Shoeing, Veterinary Services: Naturally, providing
care for all of the 60+ ranch animal residents, many of whom have special needs or come from difficult circumstances,
must be done on a year round basis. Additionally, during the summer when outdoors temperatures soar in the Valley,
WHRF partners with an organization that offers equine programs to foster children, utilizing and boarding their horses
for Ranch camper trail rides. This partnership gives their equine a respite from the summer heat during their off-season
and keeps WHRF expenses for care, feed, etc. down.
3. Ranch & Program Supplies: While we do have civic organizations that donate supplies such as our no-sew horse pillow
and woodworking kits that campers build, ranch and program supplies we must renew range from arts and craft supplies
to toiletries given to campers that forgot to pack them, to paper products such as toilet paper and paper towels .
Periodically our sporting equipment, including equine riding helmets, needs to be replaced. Household supplies are also
part of this category.
4. Insurance, Licenses: WHRF carries an extensive property and liability insurance policy and is compliant with all county,
state and federal regulations for licenses.
5. Printing, Reproduction, Office Supplies: WHRF is extremely prudent with its office supply consumption. Having
received several in-kind donations in this area has helped keep costs down.This category also includes costs for printing
(in house) camper schedules and name tags (important for camper safety and identification of everyone on the
property.)
6. Utilities (Including Gas, Electricity, Internet, Water Treatment, Telephone, Waste)

Gila River Indian Community Grant Application
7. Infrastructure, Occupancy, Equipment, Repairs, Maintenance: Ensures the 45-acre Fully Accessible (Americans with
Disabilities Act Compliant) Mountain Sanctuary is well maintained and prepared to accommodate the unique needs of
each of the 1,500 individuals that we serve each year.
8. Professional Services: External audit and tax return preparation.
9. Estimated Food Service: Customized by groups & individuals based on the special dietary needs and food allergies of
each participant. See 1c above.
10. Administration: WHRF has a highly experienced staff with a passion for children, families and animals. Our
administrative costs are just over 3% of our total budget.
11. Fundraising: Our collaborative approach with partner organizations is a cost-effective way to leverage and widen the
impact of charitable contributions. A donor has provided WHRF staff and board members training with the For Impact
funding model, a complete framework and approach whereby philanthropy is secured by communication a return on
investment. Via this strategic plan, we raise capital and operating funds from individuals, foundations, and corporations.
We continually explore new partnerships and fee revenue opportunities. Additionally, WHRF Board Members passed a
resolution to contribute at least $250,000 annually toward operating costs.
12. Click here to enter text.
13. Click here to enter text.
14. Re: Required or Secured From other Funders (Please see listing of funding sources including committed & pending on
narrative page XX)
15. How budget figures were derived. WHRF’s budget has remained stable in many (most) areas for the past few years.
The figures in this budget were in large part derived using actual figures from previous years (including food service—
one of our largest dollar items). Quotes were obtained from other service providers and changes incorporated where
necessessary.
16. Note: This budget represents the best estimates of staff and management. Whispering Hope Ranch expects that cost
items in our Project Budgets for Fiscal Years ending in 2017 and 2018 will be similar to 2016 with adjustments for
inflation. WHR would be honored to accept any level of funding from the Gila River Indian Community over 1, 2 or 3
years.
17. Note: This is a multi-year request ($50,000/year for 3 years).

Gila River Indian Community Grant Application
Other explanation: OUR PRIORITIES ARE (1) PEOPLE & ANIMALS with special needs; (2) UNIQUE, CUSTOMIZED ADAPTED
EXPERIENCES; AND (3) A FULLY ACCESSIBLE MOUNTAIN SANCTUARY of hope and healing. It is our responsibility to
deliver excellence in virtually every area of the transformational experiences from which our campers benefit, from
designing programs and planning activities and food service with each of our partners to accommodate the needs of our
campers, to caring for the animals that are an enormous part of the healing experience, to ensuring the 45-acre facility is
well maintained and prepared for the unique needs of each person that we serve. Every dollar goes to one of these
three interconnected priorities as an investment in our impact.

Partner Organizations: 1999 to Present
Adult Training Center Payson Care Center
American Stroke Association Payson Community Kids
Apache Junction High Life Skills Phoenix Children's Hospital 'Camp Maska'
Arizona Cancer Center Royal Family Kids Camp-Chandler
Arizona Mentor Royal Family Kids Camp-Scottsdale
Arizona Spinal Cord Injury Association Scottsdale Bible Special Adults Ministry
Awakening Seed School Sharing Down Syndrome Arizona
Boys & Girls Club of Greater Scottsdale Shelby School
Brain Injury Alliance of Arizona Southwest Advanced Neurological Rehabilitation
Camelot/Happy Horseback Riding Southwest Autism Research & Resource Center
City of Mesa Adaptive Recreation Southwest Behavioral Health Center
City of Scottsdale Adaptive Recreation Stepping Stones of Hope
Cottonwood-Oak Creek School District Sunshine Acres Children’s Home
Department of Developmental Disabilities Susan G. Komen Breast Cancer Retreat
Down Syndrome Network Teen Reach Adventure Camp – Chandler
Fibromyalgia & Arthritis Support Groups Thomas Elementary Special Needs Class
Foundation for Blind Children Tonto Apache Children (Through Sage Memorial)
Grace Home School Group Youth Evaluation & Treatment Centers
Hacienda Healthcare
Hemophilia Assoc.
High Star Center for Children
Hope & A Future/Teen Reach Adventure Camp
HopeKids Phoenix
Horizon Human Services
Horizon Pediatric Therapy
Julia Randall Elementary School
Little People of America Association
Lura Turner Homes
Mosaic
Muscular Dystrophy Association
National Multiple Sclerosis Society
New Way Academy
Oasis/Perry Rehabilitation Center

Created Sunday, February 15, 2015
Updated Wednesday, February 18, 2015
Page 1
General information
General information | Organization Lodestar Day Resource Center
General information | Contact First name Linda
General information | Contact Last name Mushkatel
General information | Contact e-mail lmushkatel@hsc-az.org
General information | Contact phone number 480 688 3537
Address
Address | Street 1125 West Jackson Street
Address | City Phoenix
Address | State AZ
Address | ZIP Code 85007
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 $50,000
Year 2 $50,000
Year 3 $
Year 4 $
Year 5 $
Page 1

Prioritization and Housing Match for Homeless Clients
1. Organization’s Mission, History and Goals
Established in 2007 as a primary partner on the Human Services Campus
(HSC) in downtown Phoenix, the mission of the Lodestar Day Resource
Center (LDRC) is to create a safe, engaging, holistic community that
empowers people to end their homeless and create positive, long-term
changes. This goal is accomplished through innovative, evidence-based
programming that fulfills our client’s basic needs, reduces barriers, rebuilds
lives and, ultimately, ends homelessness. Its programs include: the
Welcome Center, which serves as the single point of entry for the HSC.
Here, on behalf of the HSC, staff provide triage, assessment and diversion for
all clients entering the HSC. The LDRC is the designated pilot site for
regional coordinated assessment for single adults in Maricopa. County. The
LDRC uses a standardized assessment tool (VI-SPDAT) to identify clients’
acuity of needs to quickly direct them to appropriate resources, including
housing. Assuring that clients are connected with these services is the
responsibility of the LDRC’s client care coordinators. The LDRC Front
Desk/Reception Center, an extension of the WC, whose staff engage clients
spending time in the dayroom, answer questions, provide hygiene products
and direct clients to services provided by the multiple agencies co-located at
the LDRC facility homelessness are: The Triple C (Campus Community of
Care) program, which provides service coordination and resources to address
the needs of the most medically vulnerable individuals. An LDRC intensive
engagement specialist not only assures these individuals with complex health
care needs receive necessary services, but also works closely within the
LDRC Housing Department to provide home-based specialized support once
these clients are placed in housing, with the goal of promoting household
stability. The SOAR (SSI/SSDI Outreach, Access and Recovery) program.
The LDRC is the County’s lead agency to provide training and establish this
evidence-based model to expedite social security income for eligible
individuals in order to provide income for housing. The LDRC Housing
Department offers support to homeless individuals in locating and attaining
permanent housing. Clients are screened by the VI-SPDAT and connected to
the most appropriate housing interventions. The Housing Assistance Program
provides assistance with start-up costs for homeless individuals, easing the
financial burden of moving into housing. Individuals who receive assistance
are provided with follow-up support for up to one year. Higher acuity clients
also receive home-based case management.
2. Goals and Activities of the Proposed Project
The LDRC has not only been designated as the pilot site for regional
coordinated assessment of adults experiencing homelessness, but also as
the regional site to implement an evidenced-based housing tool. This tool,

HOMELINK [description supplied as supporting documentation], will support
the ambitious goal of making quick placements into permanent supporting
housing in collaboration with social service navigators and front line staff
from providers throughout Maricopa County. During the past year, the LDRC
Welcome Center used the VI-SPDAT to assess more than 4500 clients (74%
of all single adult assessments in Maricopa County). Results of these
assessments identify those chronically homeless and medically vulnerable
individuals most in need of permanent supportive housing. The HOMELINK
tool will enhance the work of community providers and the LDRC Housing
Department by quickly matching and assigning staff (termed navigators) to
work with these individuals, whose needs have been prioritized, to help them
move quickly towards the most appropriate housing.
Funding is requested from the Gila River Indian Community to support an
LDRC Housing Match Coordinator within the LDRC Housing Department,
whose responsibilities will yield regional benefits. The project’s major
activities will include:
• Managing community priority list for housing programs
• Utilizing Home Link housing match tool to facilitate housing placements
• Communicating with housing programs regarding availability and eligibility criteria
• Managing and interpreting data related to housing availability and placements
• Coordinating with Housing Navigators to ensure that client needs are being met
• Assisting clients with completing and submitting applications for housing
• Assisting clients in their housing search
• Working with landlords and other housing providers
3. How the Proposed Project satisfies one or more of the priority funding
areas identified by the Gila River Indian Community
The population to be served by the proposed project are chronically
homeless and medically vulnerable homeless adults with significant needs
as identified by high scores on the VI-SPDAT standard assessment tool.
These individuals present with a high incidence of mental health, substance
abuse and chronic, often life-threatening, medical conditions. Evidence-
based practice has shown that addressing these health issues is much more
successful when individuals are off the streets or out of shelters and placed
in appropriate housing. Not only is their health status stabilized and

improved, but also the public cost for their support and care is greatly
reduced by reducing demand on emergency systems (e.g., ambulance
calls), emergency room visits, and hospitalizations.
4. Needs/Problems to be addressed, target population and numbers to be
served
The 2013 DES Annual Report on Homelessness reported that “one in every
220 persons in Maricopa County experienced homelessness in 2013. Single
adults experiencing homelessness represent over 75 percent of the adult
homeless population in the County” [p 10]. The role of the LDRC Housing
Department has been to provide assistance to homeless adults with locating
affordable housing, providing move-in assistance to clients, and providing
home-based case management. This responsibility will be expanded as the
Department becomes the designated regional entity to implement the
evidence-based housing match tool. The goal of the project is to effectively
match vulnerable clients with available permanent supportive housing
opportunities and to hasten the process of housing placement by matching
staff navigators in the provider network with prioritized clients. The tool also
will help manage the data needs associated with an efficient housing
placement process. The target population is chronically homeless and
medically vulnerable homeless adults who are prioritized by need as
determined by the community-wide assessment tool (VI-SPDAT). These
individuals present with a high incidence of mental health, substance abuse
and chronic, often life-threatening, medical conditions. Evidence-based
practice has shown that addressing these health issues is much more
successful when individuals are off the streets or out of shelters and placed
in appropriate housing. More than 4500 individuals have been assessed
during the past year at the LDRC Welcome Center, of which those with
highest permanent supportive housing needs can be prioritized and referred
for housing. It is anticipated that 200 individuals presenting with the highest
acuity will be served annually by the project.
5. Define the project as a new or continuing program.
This project is a new enhancement for the region’s and the LDRC’s housing
initiative.
6. Brief Project Timeline (Year 1)
Start Date: July 1, 2015 (or earlier if interim funding
identified)
Within 1 month: Recruit and train Housing Match Coordinator(s) on
use of HOMELINK tool

Within 2 months: Coordination with housing programs and housing
navigators firmly established and
working smoothly
Month 3 – 12: Process fully implemented with steady number of
clients matched with housing opportunities and
navigators and achieving housing.
Ongoing: Maintain dashboards that track key indicators
This timeline is flexible given the new nature of the adopted Housing Match
process and unanticipated issue with its implementation that may arise.
7. Identify other organizations, partners or funders participating in the
project
Valley of the Sun United Way – provides funding to support the Welcome
Center and the Coordinated Assessment Pilot
Human Services Campus agencies – provide staff support for the Welcome
Center Coordinated Assessment Pilot
Arizona Department of Housing – provides funding for the LDRC Housing
Department
8. Would you be able to implement the proposed plan if your organization
received partial funding for this project?
Yes, but with reduced capacity.
9. Describe your plan for project sustainability beyond the grant project.
The LDRC is a primary partner of the Valley of the Sun United, who strongly
supports our organization’s coordinated assessment regional leadership role
and implementation process, which is a key element of the Housing Match
project. Coordination Assessment is a HUD requirement, and it is
anticipated expected that HUD McKinney Vento funds will become a partial
funding source for Coordinated Assessment, including support for the
Housing Match process, in the near future. In addition, for multiple years the
Arizona Department of Housing has partially funded the LDRC Housing
Department, and ADOH support for the Housing Match project also will be
pursued. Notably, LDRC development activity also has a successful track
record of generating revenue through individual contributions. With strong
support from their Boards of Directors, the LDRC and Human Services
Campus have collaborated on such fundraising events as their annual I Am
Home Breakfast. The LDRC has received between $100,000 and $150,000
per year from this event.

10. Describe your plan to document progress and results.
Key process and outcome indicators to be tracked include:
• Number of chronically homeless and medically vulnerable clients
served
• Length of time (days) from Assessment (VI-SPDAT) to assignment of
Housing Navigator with objective of demonstrating continual
improvement (decreased length of time).
• Length of time (days) from match with Housing Navigator to housing
placement with objective of demonstrating continual improvement
(decreased length of time).
These data will be collected and reported in periodic dashboards rolled up
quarterly to track progress and results.
11. Indicate any application to and awards made by a tribe other than the
Gila River Indian Community for state shared revenues for this and
any other project.
2014 award from the Salt River Pima Indian Community: $50,000

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 3/2/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Steve Chucri
Mailing Address: 301 W. Jefferson 10th Floor
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Click here to enter text. Signature:
Applicant Information
Department/Organization Name: Lodestar Day Resource Center
Application Contact Person: David Bridge Title: Managing Director
Phone Number: 602 229 1242
Mailing Address: 1125 West Jackson
City: Phoenix State: Arizona Zip Code: 85007
Email Address: dbridge@hsc-az.org
Project Information
Project Name: Prioritization and Housing Match for Homeless Clients
Purpose of Grant: To make quick placements of prioritized chronically homeless and medically vulnerable
homeless single adults into appropriate permanent supportive housing using a housing and navigator
matching tool
Priority Funding Area Healthcare
Annual amount requested $ 50,000
Number of years that funding is requested (1-5) 2
Total amount requested (annual amount x # of $100,000
years)
Has your organization received funding from Gila Yes - $95,000 in 2012
River Indian Community in the Past? If yes,
For Office Use Only:
Data Entry
Receipt
Evaluation

Gila River Indian Community Grant Application
please list each year and amount
Geographic area served Maricopa County

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

Gila River Indian Community Grant Application
Project Budget
Budget Period: July 1, 2015 – June 30, 2016
Proposed Budget Expense Amount Amount In Kind Total Budget
requested from requested or contributions
(list each budget item) GRIC secured from
other funders
1. Click here to enter text. $35000 $0 $0 $35000
2. Click here to enter text. $9800 $0 $0 $9800
3. Click here to enter text. $300 $0 $0 $300
4. Click here to enter text. $355 $0 $0 $355
5. Click here to enter text. $4545 $0 $0 $4545
6. Click here to enter text. $0 $2796 $0 $2796
7. Click here to enter text. $0 $5242 $0 $5242
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 $50000 $8038 $0 $0

Gila River Indian Community Grant Application
Project Budget Detail
Please provide a narrative description for each of the project budget items.
1. HousingMatch Coordinator – salary; lead position for housing match activities
2. Housing match Coordinator Employee Related Expenses, calculated at28%
3. Staff training on HOMELINK matching tool and the Homeless Management Information System
4. IT support for new HOMELINK matching tool
5. LDRC indirect costs calculated at 10% of project expenses
6. Coordinated assessment – funded by Valley of the Sun United Way; calculated at .10 FTE (Client Care
Coordinator) at $10.50/hour + 28% ERE
7. Housing Department Manager – supervises Housing Match Coordinator; calculated @ .10 FTE at $40,950
annual salary + 28% ERE
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.
Other explanation: Click here to enter text.

HOMELINK
A Palantir Technologies and Community Solutions Housing Match Platform
As part of the VA 25 Cities and Zero: 2016 initiatives, Palantir Technologies and Community Solutions have committed
to implement Homelink, a secure, user-‐friendly, web-‐based platform that will greatly improve the effectiveness and
efficiency of the housing match process for homeless clients and the organizations that serve them. Developed in
close consultation with homeless service providers working in major cities across the United States, this system
streamlines the process of housing matching while ensuring the protection of all sensitive personal and health data. It
also enables effective analysis of the client base and available housing of all types across an entire community, so that
local and municipal governments can better understand their own homeless populations and the effectiveness of
current housing efforts.
Your Community’s Homelink
Landing Page shows, at a
glance, how many clients and
Navigators are in the system, as
well as a list of clients who have
not yet been assigned to a
Navigator.
1) VI-‐SPDAT + VI-‐F-‐SPDAT
DATA ENTRY
Outreach workers, Navigators,
and volunteers can input VI-‐
SPDAT and VI-‐F-‐SPDAT
surveys, including all PII (e.g.
name, SSN, DOB). Homelink
will automatically calculate a
client’s score based on the
data entered.

2) ASSIGN NAVIGATORS TO WORK WITH CLIENTS
Once a client has been
entered into the system,
Community Coordinators can
assign a Navigator to work
with the client to help them
move towards housing.
Community Coordinators
have a bird’s eye view –
they can see which
Navigators are working
with which clients and
ensure that the workload
is evenly spread out.
3) VIEW/EDIT CLIENT PROFILES WITH ALL SURVEY DATA + SCORES
Each client profile includes the name of the client and their identifying + contact information, as well as all survey data
and a corresponding score [upper right corner]. The profile also displays a comprehensive Progress Bar so that
Navigators can more easily track their clients’ progress towards moving into housing. Each respective item in the
Progress Bar turns from black to yellow or green when the action or document is pending or has been completed.

4) ALLOW NAVIGATORS TO COLLECT DOCUMENTS AND NOTES + UPLOAD PDF VERSIONS TO BE TRACKED WITHIN
THE SYSTEM
Navigators can use Homelink to track the documents
they’ve collected for their clients, as well as any notes
they might want to add about each client’s progress
towards housing. Every document marked in the
Documents section will also be reflected in the
Progress Bar, including whether its receipt is still
pending or has been completed. Additionally,
Navigators can upload a PDF version of any document and store it securely in the system to minimize the chance of
the paper copy getting misplaced and so that other folks working with the client can have easy access to it.
5) RUN REPORTS ON AGGREGATE LEVEL DATA + VIEW DASHBOARDS
The Palantir Workspace is
the powerful backend of
Homelink and allows you
to slice and dice any data
in the system. Wondering
how many honorably
discharged veterans with a
history of frostbite were
born between the years
1960 and 1965? Easy. Your
community’s Super Users
will have access to the
Workspace and will be trained to be able to run reports on any field or set of fields within Homelink. Additionally,
every community will have a set of aggregate-‐level dashboards similar to the one above [just a sample set] for the
higher-‐level data points that need to be pulled quickly and frequently.
BONUS: Through the VA 25 Cities initiative, the Department of Veterans Affairs has reviewed the specifications of
Homelink and determined that it meets all necessary security protocols, thereby authorizing its use for VA staff
working with homeless Veterans in conjunction with the appropriate release of information authorizations.

Created Thursday, February 19, 2015
Page 1
General information
General information | Organization Maricopa County Education Service Agency
General information | Contact First name Kristine
General information | Contact Last name Morris
General information | Contact e-mail kristine.morris@mcesa.maricopa.gov
General information | Contact phone number 6025063929
Address
Address | Street 4041 N Central Ave, Suite 1200
Address | City Phoenix
Address | State Arizona
Address | ZIP Code 85012
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$900000
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 $300000
Year 2 $300000
Year 3 $300000
Year 4 $
Year 5 $
Page 1

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blank
intentionally

Gila River Indian Community Grant Application
Cover Sheet
Municipality Information
Date of Application: 3/2/2015
Name of City, Town or County: Maricopa County
Mayor (City or Town) or Board of Supervisor’s Chairman (County): Supervisor Steve Chucri
Mailing Address: 301 W. Jefferson
City: Phoenix State: Arizona Zip Code: 85003
Acknowledgement of Submission by Municipality Representative:
Typed Name: Click here to enter text. Signature:
Applicant Information
Department/Organization Name: Maricopa County Education Service Agency (MCESA)
Application Contact Person: Kristine Morris Title: Chief Deputy Superintendent
Phone Number: 602-506-3929
Mailing Address: 4041 Norht Central Ave, Suite 1200
City: Phoenix State: Arizona Zip Code: 85012
Email Address: Kristine.morris@mcesa.maricopa.gov
Project Information
Project Name: Reconnecting Disconnected Youth
Purpose of Grant: The grant will provide dedicated capacity to create an effective governance to convene, facilitate,
and support cross-sector leadership so they may leverage and coordinate resources, talent, and knowledge to solve
the disconnected youth challenge throughout Maricopa County. This grant will provide resources to organize for
impact, resulting in stakeholders establishing common goals, shared measures, and the alignment and leveraging of
the partner organizations’ resources to accomplish the shared goals and measures.
Priority Funding Area Education
Annual amount requested $300,000
Number of years that funding is requested (1- 3
5)
Total amount requested (annual amount x # of $900,000
years)
Has your organization received funding from 2012 Volunteer Program for Reading for the Stars - $68,835
Gila River Indian Community in the Past? If yes,
please list each year and amount
For Office Use Only:
Data Entry Receipt Evaluation

Gila River Indian Community Grant Application
Geographic area served Maricopa County

1. Briefly describe the organization’s mission, history and goals.
Maricopa County Education Service Agency (MCESA) is the Arizona constitutional
Office of the Maricopa County Superintendent of Schools with statutory obligations to provide
education services that improve student performance. MCESA’s vision of: creating conditions
for all children and youth to succeed; and mission of: every child educated by an effective
system is operationalized through the three critical areas of education reform: education
innovation, economic management and executive leadership. MCESA re-engineers K12 school
systems to make change happen. We do this by collaborating with school districts, policy
makers, philanthropy and the business community. We help districts and schools see the inter-
relatedness of initiatives, avoid duplication, and evaluate the impact of work. Together we
identify outdated systems and replace them with practices and policies that work. Our ability to
navigate education, political, and business structures position us to succeed in our work of
helping all children succeed. We believe deeply in doing the work that will prepare all youth for
the world in front of them.
MCESA is supported by a $2.6M budget from the County general fund. In addition, the
County provides $1.1M in sales tax based detention funds in support of the operating budget. In
addition to budgeted funds, Maricopa County approved special funding of $2.3M to MCESA to
pilot an innovative program to support youth transitioning from incarceration to the community.
MCESA provides best-in-class regional services and leverages resources to support growth and
economic development through quality education. MCESA’s specific goals supportive of this
project are listed in the table below.
Table 1. Organization Goals
MCESA Goals
By 2017, MCESA will increase student achievement by 3%; increase educator effectiveness
by 10% and increase district capacity for systemic reform in Alliance School Districts.

By 2017, MCESA will increase student achievement in Alliance School Districts by 10% in
math and science by developing integrated STEM curriculum, assessments, and professional
development.
By 2018, MCESA will increase the number of juveniles enrolled in schools on track for high
school graduation, college completion, &/or career readiness.
By 2018, MCESA will decrease recidivism of post-release juveniles through use of an
integrated transition plan (ECAP) to ensure positive affiliations in four areas: Education and
Career, Hobbies and Recreation, Home and Family, and Community and Service.
2. Describe the goals and activities of the proposed project.
Reconnecting Disconnected Youth will provide the infrastructure and dedicated human
capital required to convene, facilitate, and support cross-sector leadership with the coordination
of resources, talent, and knowledge to solve the tremendous disconnected youth challenge
throughout Maricopa County. The table below outlines the Goals, Activities, Outcomes and
Impact of this entire collective impact project. Reconnecting Disconnected Youth is a three-year
proposal to specifically fund the establishment of Effective Governance (*see Activities in bold
below) that will result in a coordinated regional partnership that re-engages over 30,000
disconnected youth to connect them to education, employment, health and well-being.
Table 2. Collective Impact Project Goals, Activities, Outcomes and Impact
Goal
Create a comprehensive system of support that reconnects disconnected youth in Maricopa
County.
Short Term Outcomes
Objective 1: Establish Governance & Backbone Organization
Objective 2: Serve 30,000 Disconnected Youth
Objective 3: Create Shared System of Evaluation and Metrics to Measure Impact
Inputs
Opportunities for Youth Board of Directors: Leadership and resources leveraged across 38
cross-sector agencies representing: State Government; Local Government; K-12; Higher
Education; Private Business; Philanthropy; Youth and Community Based Organizations.
Activities Outcomes
Establish Effective Governance *  All participants have a shared
 Cross-sectors meeting every 6-8 weeks to guide vision for change including a joint
work approach to solving the
 Establish working groups for Four Pathways

 Monitor progress using shared metrics challenges facing disconnected
 Adopt shared strategy youth
 Align and coordinate services  Shared measurements used
 Secure data-sharing agreements consistently across all participants
 Identify and recruit any additional partners  Coordination of mutually
 Secure resources for any missing services reinforcing services and activities
 Conduct community outreach  Coordinated and continuous
 Identify any required policy changes communication
 Dedicated staff to coordinate
initiative and coordinate
participating organizations
Establish Reengagement Centers  Re-engagement centers will be
 Provide “one-stop-shop”, disconnected youth gain established throughout Maricopa
access to well-trained staff that provides latest County using “no-wrong door”
information on educational programming options model
and workforce development training. Youth will  30,000 disconnected youth served
also be guided to long-term wrap-around services over a 3- year period
necessary to sustain reconnection including  All involved cross-trained on
housing supports, childcare, and income or food process for identification, intake,
assistance. and referrals, for disconnected
 Conduct outreach/recruitment of disconnected youth
youth  On-line, up-to date database of all
 Create on-line asset map for resources and services throughout Maricopa
support County
 Establish Education Career Action Plan  Coordinated in-take & referral
 Conduct Interest & Aptitude Assessments to process
guide services for youth  Career Pathways Developed
Create Educational Momentum  High School Diploma Earned
 Evaluate transcripts & educational history  Youth trained for employment
 Provide multiple opportunities for youth to  Coordinated recruitment strategy
complete HS or GED (Traditional HS; Alt-HS;  Youth employed
On-line HS; Credit Recovery; GED)  Youth enrolled in continuing
Connect Education to Career Opportunities education
 Career pathway programming
 Job skills training
 Education and Career Action Planning
 Career interest assessments
 Paid and unpaid work experiences
Provide Positive Youth Development
Opportunities
 Mentoring services
 Development of networks of support
 Supportive Services such as childcare,
transportation, mental health & substance abuse
counseling, etc.

Impact
 Improved coordination of services and support for disconnected youth
 Increased effectiveness of programs
 Increase in number of disconnected youth attending school, or employed
 Increase in leveraged resources
 Decrease in number of disconnected youth
Descriptions of Key Activities of Collective Impact Model
The activities below describe the intent of the entire collective impact model; however, the level
of funding requested will provide money to hire staff dedicated solely to support Effective
Governance of Reconnecting Disconnected Youth.
EFFECTIVE GOVERNANCE THROUGH COLLECTIVE IMPACT
The effective governance through a collective impact model helps to 1) Identify influential
champions and form cross-sector groups, 2) Scoping and segmenting the population to define the
problem, 3) Creates urgency and makes the case for change, and 4) Establishes financial
resources to launch the effort. Collective impact also enables regular measurement of key
outcomes to check progress and inform practice over time.
RE-ENGAGEMENT CENTERS
Re-Engagement Centers act as one-stop centers focused on assisting Disconnected Youth in
becoming successful in education, career, and life. Identifying youth who have been
disconnected from education and careers on a local level, understanding the specific needs of the
population, and working closely with youth to connect them to programs and supports that help
them surmount their individual challenges. Indicators of Re-Engagement Centers include
actively connecting youth for ensured success with adequate resources and capacity, conducting
proper assessments and individualized plans, and conducting Identification and Outreach.
EDUCATIONAL MOMENTUM
Helping youth reach early and frequent education milestones in addition to attaining longer term
education goals, such as completing a high school degree, GED, and postsecondary credential or
degree. Educational Momentum requires collective community action to ensure all students
achieve post-secondary success. It urges our educators to create seamless pathways, supports
and various educational options to meet the needs of our Disconnected Youth and at-risk youth
population. Educational Momentum should include a plan to re-engage learners; create multiple
pathways to graduation and re-entry for disconnected youth; help at-risk youth transition through
educational milestones; and improve & design pathways for adult learners.
CAREER CONNECTIONS
Connecting youth with relevant work experiences to help them gain the credentials and
connections that will facilitate their entry into careers. All industries must collectively create
systems and approaches to help enhance the career prospects of our disconnected youth. Career
Connections should include a plan to align, integrate and re-design workforce connection
processes and systems; develop and implement workforce programs for disconnected youth;

create relevant career-education opportunities by identifying and engaging businesses in on-
going internship opportunities; and engaging with WIOA to create and facilitate workforce
opportunities for disconnected youth.
POSITIVE YOUTH DEVELOPMENT
In order for youth to be successful in the Career and Education affiliation area, we must address
all aspects of youth needs. Developing the leadership skills and addressing the social and
emotional needs of youth to help them become engaged and productive members of their
communities. This includes helping youth be positively affiliated and engaged with the other
three affiliation areas and in their organized connections. Additionally, it is important to ensure
we create a culture of high expectations through the initiative, address social and emotional
needs and empower youth to become leaders.
3. Describe how the proposed project satisfies one or more of the priority funding areas
identified by the Gila River Indian Community.
This project supports the Gila River Indian Community’s priority funding areas of:
Economic Development, Education, Health and Public Safety. According to a May 2014 Report
“The Economic Losses from High School Dropouts and Disconnected Youth: Evidence from
Across Arizona” by Clive R. Belfield, commissioned by Arizona Mayors Education Roundtable:
Youth are the key to a nation’s, a state’s, and a community’s prosperity. For youth
to have successful lives and contribute to their communities, they must develop
their human capital by going to school and working. Yet two groups of young
people are not investing in their future. One group are students who drop out of
high school. The other are so called “disconnected” youth-young people who are
neither going to school nor working. These youth face higher risks of
unemployment and economic insecurity and are more reliant on government
supports. Thus, failing to ensure that the state’s youth are adequately prepared for
adulthood creates both social and fiscal losses.
The report further details that in 2012, there were an estimated 183,200 disconnected
youth in Arizona, most of those reside in Maricopa County. The lifetime social losses from each
Arizona student who does not complete high school is $421,280. The social loss for each 20-
year-old disconnected youth is $695,090. The aggregate social loss from Arizona’s 183,200
disconnected youth exceeds $127 billion.

Figure 1
4. Identify the needs/problems to be addressed, target population and number of people to be
served by the project.
In 2012, Measure of America studied the 25 largest metropolitan areas in the U.S. and
found Phoenix, Arizona to be number one in our percentage of disconnected youth. According
to the study, Phoenix had an 18.8% rate of disconnection amongst youth ages 16-24. This
compares to a national youth disconnection rate of 14.7%. Unemployment in Phoenix for this
age group was 20.5% and HS enrollment rates were a staggering low 55% with 24.7% having
drop-out of High School altogether.
Within Phoenix, not every group is struggling with youth disconnection. White
teens and young adults have a rate of disconnection that is somewhat higher than
the national average for whites (13.3 percent) but below that of several other large
metro areas. The African American rate in Phoenix is twice that of whites (28.2
percent), and nearly 24 percent of Latino youth are disconnected. Latino youth
disconnection is a particular challenge, as Latinos make up almost 30 percent of
the total population. Further analysis shows that youth employment is not the area
of greatest challenge; unemployment in Phoenix for youth ages 16 to 24 is
virtually equal to the national unemployment rate for that age group. Instead, two
other areas stand out. Only 55 percent of young people in this age group are
enrolled in school, the lowest of any of the twenty-five metro areas, and the rate
of teen motherhood is twice that of Boston.
Building upon this work, Maricopa County’s Justice Services Planning and Information
department studied the Disconnected Youth Population for Maricopa County and found
disproportionally higher rates of disconnection in African American (28%); American Indian
(28%) and Hispanic (23%) populations. Phoenix disconnected youth are growing rapidly with
issues and needs that cannot be addressed by one organization or entity alone. Reconnecting
Disconnected Youth will work to re-connect our disconnected youth population by leveraging

and coordinating resources throughout the County, through Effective Governance, to provide
targeted recruitment, development of re-engagement centers in diverse locations and where high
populations of disconnected youth reside, and co-locate services at these re-engagement centers
to ensure that no door that a disconnected youth walks into is a wrong door.
MCESA’s worked with the community during two regional summits and subsequent focus
groups to conduct a needs assessment of youth serving agencies and youth. Surveys and focus
groups from community partners and disconnected youth found that:
1) disconnected youth need differentiated educational opportunities that are different from
traditional settings
2) there needs to be more connectivity and linkage of government to non-profits to business
with the disconnected youth goals in mind when designing services
3) education and workforce services need to be more aligned/blended regardless of where
provided be it at high schools, youth engagements centers or in the community at large
4) common methods of data collection do not currently exist across programs nor systems
which greatly decreases effective service delivery and accountability for high systemic
performance
5) the expectation for opportunity youth to not only succeed but excel needs to be
collectively owned
6) there is a clear need for developing strong connections to mentoring, health and wellness
activities
The problem can be summarized nicely in the following two illustrations from “Collective
Impact for Opportunity Youth” below (Figure 2) that demonstrate the present state of our system
where youth must navigate a maze of systems and influences to a changed system where youth
are supported through coordination of participant services. Ultimately youth need the support
that comes through system alignment. This project would bring funding to help expedite and

ensure that effective system governance and coordination that will re-connect our disconnected
youth.
Figure 2
5. Define the project as a new or continuing program.
This is a new project that builds upon a year’s worth of community awareness and coordination.
The requested funds would partially support this collective effort for its first three years of
implementation.
6. Provide a brief timeline including start and finish dates. Indicate if the timeline is flexible.
The timeline below is based upon the current progress of the project. However,
depending upon funding schedule, the timeline will be adjusted accordingly.
Table 3. Timeline
Activity Start Finish Frequency Responsible Party
Governing Board 2/12/2015 Once MCESA, Dr. Covey
Established
Governing Board 2/12/2015 7/31/2018 Every 6-8 weeks Executive Director
Meetings
Identification of 2/12/2015 4/26/2015 Once Governing Board
Backbone Organization

Hiring Executive 5/1/2015 6/1/2015 Once Backbone Entity
Director
Hiring of Key Personnel 6/8/2015 7/1/2015 Once Executive Director
Program Coordinators
Data Consultant
Convening of 8/1/2015 7/31/2018 Monthly Program
Workgroups Coordinators
Establishments of 3/1/2015 5/1/2015 Once Governing Board
Common Measurement
Securing of Data 5/1/2015 9/1/2015 Ongoing w/new Executive Director
Sharing partners through
2018
Data Collection 8/1/2015 7/31/2018 Quarterly Data Consultant
Key Communication 6/1/2015 7/31/2018 Bi-weekly Executive Director
Community 7/1/2015 7/31/2018 Ongoing Program Coordinator
Mobilization
Opening of 3/1/2015 7/31/2018 Ongoing as new Partner
Reengagement Hubs partners join Organizations
7. Identify other organizations, partners or funders participating in the project and their roles.
Table 4. Opportunities for Youth Board of Director Membership
Name Organization Job Title
State Government Organizations
Rep. Heather Arizona State Legislature State Representative
Carter
Dr. Jennifer Arizona Department of Education Deputy Superintendent of
Johnson Programs and Policy
Kathy Waters Arizona Supreme Court/Adult Probation Director
Kim Sang Hee Governor’s Office for Children, Youth & ASPIRE Program
Families Administrator
Local Government Organizations
Mayor Greg City of Phoenix Mayor
Stanton
Sharlet Barnett Arizona Call-A-Teen Youth Resources ACYR CEO
Judge A. Craig Superior Court, Maricopa County Associate Presiding Judge
Blakey II Juvenile Division
Dr. Don Covey Maricopa County Education Service Superintendent of Schools
Agency
Donna McHenry Maricopa County Systems Integration
Coordinator
Kristine Morris Maricopa County Education Service Chief Deputy
Agency Superintendent

*Honorable Laura City of Phoenix City Councilwoman
Pastor
Ernest Rose Maricopa County Regional School Superintendent
District
Cynthia Schuler Tumbleweed Center for Youth Chief Executive Officer
Development
*MaryEllen Maricopa County Assistant County
Sheppard Manager/HR Director
Tim Valencia City of Phoenix Youth and Education
Manager
Patricia Wallace Maricopa County Workforce Director Workforce
Connections/Human Services Development
Honorable Corey City of Tempe Vice Mayor
Woods
Higher Education and Community Organizations
*Dr. Deb Duvall Arizona School Administrators, Inc. Executive Director
*Kimberly Flack ASU – Arizona PBS Associate General Manager
of Education
Dick Foreman Arizona Business & Education Coalition President and CEO
Graciela Garcia Jobs for Arizona’s Graduates President
Candia
Harry Garewal Trin and Associates/Tri Caucus Founder and CEO
Janice Grandy Trinity Opportunity Alliance
Kathy Johnson Greater Phoenix Urban League Director of Workforce
Programs
Brad Kuluris Boys & Girls Club of Metro Phoenix Vice President of
Advancement
Irma Leyendecker Public Allies AZ, ASU Lodestar Center Director of Leadership
Programs
*Rick Miller Kids at Hope International Founder & President
Dr. Shari Olson South Mountain Community College President
Beth Rosenberg Children’s Action Alliance Director of Child Welfare &
Juvenile Justice
Dr. Carolyn Corporate Education Consulting, President/Board Member
Warner Inc./JAG (JAG)
Terri Wogan Social Venture Partners of Arizona Executive Director &
Partner
*Executive Committee Members
8. Would you be able to implement the proposed plan if your organization received partial
funding for this project
Through this Reconnecting Disconnected Youth proposal MCESA seeks funds to develop
the infrastructure to support the collective impact model. The infrastructure proposed in this

project includes an Executive Director, Program Coordinator, and Data Consultant and is
designed to accelerate the implementation of coordinated services for disconnected youth. The
staffing outlined in this proposal affords funding for coordination of the Opportunities for Youth
Board of Directors, working groups, and collection and reporting of data through three FTE staff
members. Partial funding will still advance the work; however, progress would not be as rapid
because the responsibly would have to be concentrated in fewer staff.
9. Describe your plan for project sustainability beyond the grant period.
Reconnecting Disconnected Youth will achieve sustainability through effective
governance of cross-sector agencies. The coordination and alignment that occurs through a
collective impact model can be leverage to strengthen and differentiate complementary and
reinforcing efforts and programmatic supports producing efficiencies that will be utilized to
support the continued work of the group.
10. Describe your plan to document progress and results.
The Executive Director and Data Consultant for Reconnecting Disconnected Youth will
document progress and results and provide quarterly programmatic, financial, and technical
assistance for the project by reviewing program data, accomplishments, and identifying barriers
to success. After establishing shared measurement practices and guidelines, they will report
progress to the Opportunities for Youth Board of Directors to leverage their influence and
resources to mitigate obstacles. The Data Consultant will secure data sharing agreements that
will enable tracking of progress from cross sector agencies. This will ensure that meaningful
improvements can be made in a timely manner. In addition to the Board of Directors meetings,
smaller stakeholder groups of working team members will receive information and be afforded
opportunity to share feedback regarding implementation of various strategies. Using data as
feedback will enable the project to improve quality of experiences and results. Lastly, results

will be formalized and communicated through written annual reports shared via various digital
and social media.
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.
The following applications and awards were submitted in prior years.
Table 5. Previous Applications
Year Program Tribe Funds Requested Awarded
2010 Books for Home Fort McDowell $8,000 Yes
Reading Libraries- Yavapai Nation
Reading for the Stars
2011 Continued funding for Fort McDowell $8,000 Yes
Books for Home Yavapai Nation
Reading Libraries-
Reading for the Stars
2012 Volunteer Program for Gila River Indian $68,835 Yes
Reading for the Stars Community
2012 MCESA-Reading for the Fort McDowell $5,000 Yes
Stars Yavapai Nation
2013 TJST-MAT-Mentor and Tohono O’Odham Not available No
Tutoring Program
2014 TJST Youth Council Gila River Indian $61,412 No
Community
2014 TJST Parent Support Fort McDowell $9,000 No
Group Yavapai Nation
2014 YMCA Passes for TJST Tohono O’odham $37,900 No
Youth

Gila River Indian Community Grant Application
Project Budget
Budget Period: October 1, 2015 – September 30, 2018
Proposed Budget Expense Amount Amount In Kind Total Budget
(list each budget item) requested from requested or contributions
GRIC secured from
other funders
1. Executive Director $346,398 $0 $0 $0
2. Project Coordinator $293,637 $0 $0 $0
3. Data Consultant $259,965 $0 $0 $0
4. Click here to enter text. $0 $0 $0 $0
5. Click here to enter text. $0 $0 $0 $0
6. Click here to enter text. $0 $0 $0 $0
7. Click here to enter text. $0 $0 $0 $0
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 $900,000 $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. The Executive Director (1.0 FTE; $88,009 salaries/year + $27,457 benefits/year x 3 years = $346,398) will be a
visionary, dynamic leader who can grow and lead the Backbone organization, facilitate the collective success of the
regional effort, and serve as a public ambassador for the initiative. More specifically, the Executive Director will drive the
Backbone organization’s internal and external functions, including strategy, communications, community engagement
and data functions.
2. The Project Coordinator (1.0 FTE; $73,268 salaries/year + $24,611 benefits/year x 3 years = $293,637) will be part of a
small team responsible for driving the Backbone organization’s work forward, in particular supporting day-to-day
communications, day-to-day administration, community engagement, and data functions.
3. The Data Consultant (1.0 FTE; $63,861 salaries/year + $22,794 benefits/year x 3 years = $259,965) will lead the
planning, analysis, reporting, and coordination for the Backbone organization’s overall data needs and infrastructure.
The collection, analysis and reporting of data is a major strategic component of the effort.
4. Click here to enter text.
5. Click here to enter text.
6. Click here to enter text.
7. Click here to enter text.
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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Gila River Indian Community Grant Application
16. Click here to enter text.
17. Click here to enter text.
Other explanation: Click here to enter text.

Created Wednesday, February 25, 2015
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General information
General information | Organization Phoenix Children's Hospital
General information | Contact First name Jessica
General information | Contact Last name Martin
General information | Contact e-mail jmartin2@phoenixchildrens.org
General information | Contact phone number 602-933-2609
Address
Address | Street 2929 East Camelback Road, Suite 122
Address | City Phoenix
Address | State Arizona
Address | ZIP Code 85016
From what tribe is the organization requesting the grant?
Gila River Indian Community
Total grant amount request
$168,491
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 $168,491
Year 2 $
Year 3 $
Year 4 $
Year 5 $
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