Hello So this session is about asking any questions you want to The open stack foundation. We had a few ideas for questions to open it up if you don't have Any questions, especially what the hell is up an infrastructure because it's a popular topic So I'm happy to ask the first question If that's a good way to get off We have a law and sell She'll make it. I'm sure so you may know John's and Bryce here Is the head honcho at the up-and-stack foundation? Mr. Collier is our Resident job maker so CEO and I'm in charge of keeping the cats together and No one sell best or real work, which is why she's not here. That's so true. All those things are true So there are some mics in the middle here and on the sides and You know, don't be shy if you have questions. This is the time ask them about anything So I have a question what is open infrastructure Jonathan Did you did you miss my keynote yesterday? I may have missed the keynote backstage and the sound was not so great So, yeah, I mean it is a good question. I think it's it's something that we've been talking about obviously a lot this week already, but To me and we can hear if you have different opinions, but to me open infrastructure is is really about building out Open alternatives to manage all of the different forms that compute storage and networking Are are taking now and are are going to be taking into the future and and then making sure that those are Production ready able to run its scale with the proper security so that you know businesses can can rely on them for real workloads and and you know, I think that that Open stack has always been Infrastructure from the very beginning it started as open source infrastructure as a service software but the the the concept of of what Infrastructure was back in 2010 was was pretty much just virtual machines automated and you know maybe some some different kinds of storage and And that was kind of what cloud overall was limited to but what we've seen in the last eight years is that that New applications higher up the stack have driven a lot of new demands on the underlying infrastructure Things like AI like mark demo today where you might need GPUs or FPGAs Or or things like like running a ton of locations distributed out into the world That that can't be accessed by a human very easily or things like massively multi-tenant environments where you need Better and better isolation and security in lighter weight ways so I think to me, you know, it's it's really about solving those low-level problems so that the upper levels can continue to innovate and And and you know rely on some really solid access to automated compute storage and networking Speaking of the demo Tim belt is derived. So I believe he speaks German now Nailed it another important part to me is the interoperability part because Feel like it's very important that whatever we build internally or externally to solve those infrastructure problems so that that they that you can actually like address them with common APIs and that means Truly hybrid model where whatever you deploy locally is also compatible with what you may use externally and To me up an infrastructure is also about this interoperability and it gets more important as you distribute this compute power Closer to the edge because standards and interoperability will be key to the success of that technology I think open source is a great role to play there And I think open infrastructure is that layer that will be built on open source Projects that is interoperable and that you can build your applications on top of Lauren, what do you think open infrastructure is? Okay, we've never had a panel table this formal. I feel like I'm Something up here monitors or distracting Well, I think when we have been I'll take a little bit of a different view from like the technology view but as we've been thinking through over the last year and I think we talked about this a little bit in Vancouver, but When we obviously like kicked off the foundation and started to build this community Everything was very much from the perspective of open stack the project and the software and the community Which was extremely important and you know a pretty like broad Project that was growing and took our focus, but I think over time organically we realized that The people that were you know coming and collaborating our events are online they were you know working with technologies are doing things that were much broader than open stack and We were kind of looking at it from the wrong point of view of the point of view of just through the software project Or the point of view through the contributors and the people who are running this software And they were thinking open stack was really important, but it was one piece of it And they weren't just coming for you know the software the technology They were coming to you know learn how to run these things together So to me when we're thinking about you know open infrastructure moving this direction It's also just about the the perspective of not just one software project But kind of more holistically solving this problem together We have the full spectrum now. I Think there might be some people getting asked questions. That's what I want Please perfect. I have a question yesterday in this in this very same room there was a panel of the industry analysts and I actually challenged them and asked them question Why the open infrastructure shouldn't matter to user the reason was that they gave their view and they said the growth of the open infrastructure ecosystem is You know barely half of what Amazon annual growth is you know The users are looking at the analysts reports in terms of where should they invest their money and vendors are looking at the analysts reports in terms of where should they spend their research dollars and In my opinion the analysts gave a pretty poor answer and so my my question to the foundation is What should foundation do to really? You know work with the industry and analysts and you know get the message out That you know infrastructure matters and user should be spending the dollars and company should be investing No open infrastructure rather than you know Amazon Google Microsoft invariance alone. Well Can you give me names for those analysts? That's recorded. Okay. I just saw an analyst watcher there on the schedule point him out now so yeah, I think that's a It is a really interesting question You know if you look at at some of the the The analysts out there. They've definitely had There's a variety of opinions Across all of the analysts that we talked to and work with and I think that the one of the things that that I've thought for You know a while now is that that it's it's hard to to Kind of measure the impact of open source in the in ways that it's a lot easier to measure the impact of of Proprietary systems You know when you look at at kind of analysts reports on sizes of the open-stack market they range between Estimates of you know several billion to six billion to I've seen up to eight billion dollars And so there's there's you know like a wide range of it but those are are looking at kind of the The level of revenue that's coming in around an open-source project Which is just one piece of kind of like what the overall pie for for the open infrastructure market Really would look like When you look at something like like you mentioned, you know Amazon and public clouds Amazon's revenue includes a an end-to-end solution that is hardware networking data center space Operations all of that kind of kind of thing and and so it becomes really difficult to to compare those things for for the in terms of what we can do as a foundation one of the the things that we are always trying to to highlight and to get data out there about is around user adoption and and kind of the different The different types of workloads and use cases that that it's driven into Because ultimately you know that that's a that's how Any of the technologies that we see in the market succeed or fail it's about it's about adoption and And so you know that's that's one of the things that we that we always try to do so If you're interested in helping with that any users You know make sure they come to the user survey make sure that that they're in contact with us because then that gives Us better data to share with the analyst that helps helps us show how widely adopted it is How many markets it's markets it's going to what kind of like the broad set of use cases it's it's it's it's being used for on the you asked about kind of the the commercial side and I think that that you know that's another another question that we get sometimes is from from some of the companies and in in the ecosystem is you know similar kind of research and questions and And and you know the the answer again for us is really comes down to to adoption for in terms of ultimately what's going to drive product sales for them But I think that that one of the things that that that is also Really relevant is the innovation that that you're able to take advantage of when you when you basically are partnering with an entire Collaborative ecosystem of people who are developing it together We actually had had a meeting mark and I just like an hour or so ago with with with some customers of one of the the vendors in the ecosystem and and the the the the General manager from from the vendor there was talking and kind of introducing us and he said without open source You don't have innovation and I think that that's that's a mindset that that You know it's pretty advanced not everyone feels that way right now but I think that that's the direction that the world is heading and and over time we're probably going to to Overall, you know have to develop some different ways of measuring How these how these different approaches stack up because it is really difficult to look at it from a purely Kind of Dollars, but sometimes that's sort of like the easiest number to get but I think yeah, if if you are interested in and how to help us the biggest thing is users users and and and that's like the I think the the data that we that we really Have to build and and flesh out to share So I think but you know someone else can yeah All right, I mean this is a question that sir like came up before in different forms and we talked a little bit during the roundtable about it Basically the concept of mission creep the fact that okay You're more or less get rid of the big tent concept now you're launching top-level projects and generally you said oh It's just four projects a year for projects a year five years as 20 projects 20 top-level projects And that's not thinking about all the development that's going on within OpenStack itself So do you think like they raise a real danger that this this whole structure you've built will become too difficult to operate and Would you consider kind of spinning off some of the projects? Potentially under the Linux Foundation because because that seems to be like the hot thing right now And you know like the logic new communities left and right so I Think it's important to realize that it's not a zero-sum game in the OpenStack community We don't have like a finite number of developers that we allocate to one project or another every time we open up a New use case a new strategic focus area or a new project it comes with new people that join our community or operators that we're using OpenStack software before that We're exploring new ways of deploying it and integrate again with other software or we're using something internally that they think is useful for everyone So in the end It wasn't even the case in the case of OpenStack when we added a new sub project in OpenStack We wouldn't take away resources from a given project to allocate them But it's even more true for for those new projects We've come with come with their own community their own Their own ways of doing things the important for us is that they are openly collaborating that they are helping with open infrastructure and when we say we won't add That many projects and I'm not even sure we would add four projects per year. It's like I hope not Yeah, and I would say you know you said would we get to the point where it makes sense for them to be independent and to a certain extent They are independent, you know, they have their individual communities with independent technical governance So there's not you know the structure is maybe not as Structural as CityCube it wouldn't consider it as like you know concrete and steel It's it's really a a collaboration model in a in a As a foundation a set of services and kind of support that we provide to these communities To help them help them grow, but they're they're very much kind of thriving and growing on their own as independent projects They're just they have certain things in common and that's that's the that's the important thing You know, they're they're going to be used together in in common use cases But they're they're they're independent in many ways kind of from from the beginning. Yeah, well I was going to say that a little bit along the same lines But I don't see the four projects that's operating in silos and it's been really cool to see a lot of The collaboration across those teams this week like I've seen different Twitter threads happening where the airship team is working with the Zool team and this morning airship was talking about how their next step Is to add support for ironic So I I definitely don't see these projects operating You know they're all benefiting each other and I think that's a really important point is that we're thinking about this all for the same kind of You know for our community, which are people that run or you know or care about the infrastructure layer So they're all the projects are are related and benefit each other and I mean like if you look at Cota Yes, it plugs into open stack zoom I think and the board meeting I heard some updates about like Storelets and a couple other projects of an open stack that are that are doing some Cota things, but also just Working with the Cota community has given us a chance to build stronger relationships with the Kubernetes community and that kind of Diplomacy also has a positive effect for open stack So there's all this kind of network effect between these four or between the projects that we have and I think that any project We would add in the future would be in that same sphere It turns out when you put engineers in the same room and they discuss technical problems the boundaries between projects or foundations or anything else Doesn't really matter. Yeah, that's very true And so I see none of those people are going which foundation is this project and that's not what they're right there Like what does the code do and what problem does it solve and can I may put it together with what I'm doing and solve a Bigger problem like that's actually what what matters and I I see our role Being in opening doors and making sure those connections happen And that's where where I'm very happy with with the new strategy that we put in place because we're more open we moved from wanting to do everything within our community within open stack to Take more of a use case a problem that people have and help them solve that be it with project that we host integrating project that we don't post Taking the problem and trying to solve a problem space rather than just produce a piece of software I think it's it's it's way more a way more positive approach to look into it And I'm very happy with the connections. I have with those other adjacent communities I think we have at the technical level really good relationships. So I'm very happy that it's working I Thank you Really we're looking for a bit of guidance from the foundation And how far we can stretch the open info emits within. Yeah, I deal with you just described She's reaching out to adjacent communities, you know, we'd like to get other speakers involved I'm necessarily directly involved in all this work like how far can we push that before it's your own couple with it being branded? Yeah, that's a slightly awkward question. But no, no, it's actually a great question and and And first of all, thank you For for organizing these events and yes, I see Danny back there So the the thing that that That has been really interesting for me is is sort of this for me the the concept of open infrastructure in some ways Started with the open stack days that we were doing because the open stack days are Are some of the the events where I realized, you know what our existing global community is already a lot bigger and and concerned with a lot more technology than just the open stack projects and And and and we saw that at you know all of all of the open stack Day events that we would go to because you'd go there and there'd be presentation of an open stack for sure But there'd be a workshop on seph. There'd be presentations from, you know in Tokyo Yahoo, Japan talked about cloud foundry and open stack running together and and you go around the world and you see all of this and and and and then we started talking with users and we and like You know to read was saying it's kind of like you don't want these things to to be in a box and be organized solely around one One technology because then you lose you lose that sense of collaboration. So the open the open infraday Program that that I think will will be moving towards over the next few years is to me It's it's actually a great opportunity to recognize kind of the the path that that those community events have already been on around the world and and is jasik in this room From skt. Okay. No, so so jasik on who works at skt is involved in in organizing the the open Infraday in Seoul in South Korea And they did an open infraday this year They wanted to pilot it and try it out and and we supported them in that and And what they did is they went they actually went and for several months, you know went around to To a cloud native user group that was there. They went to a seph user group. They went to an ansible user group They went to a bunch of these other community groups and said this is what we're what we're looking to do We've got users and operators who are who are involved and we love you know for for your community to participate so that we can talk about all of these things together and And and they you know they kind of like put in that that legwork and when the the time came around for their event They ended up having the basically like the most successful event that they've ever had there and they had great representation and and I was able to go and Really enjoyed it because it was exactly kind of like Seeing it in in action, you know the thing that that we that we want to see which is this collaboration integration across these projects So I would say you know that that was a good pattern that we that we want to Get the the South Korea group to share and With with the other organizers because I think that it was very effective And it was also very successful for them from an event perspective, you know They they sold out their sponsorships. They sold out their tickets They had great speakers and and and and so they you know They also had a lot of fun putting it on although Ian Che was He was very busy. He was kind of the the main organizer and and and he was a he was he was like He was like it turned out to be so much bigger and you know, it was a lot of work But he was very happy with it. That's a good problem. Yes Yeah, it's really heartening to hear because that pattern that you just grab is pretty much exactly what we've been Yeah, we're just we're really too sure about how far to stretch. Yeah, I think I think stretch You look like you have long arms so stretch far Yeah, and it really depends on the market because when we've gone around these different events It just seems like different in a way I say market I mean like geography are just at different kind of stages or different things kind of Resonating it depends on the people. So we put a lot of trust in local organizers like you to help kind of make some of those judgment calls But I don't know if you're at the meeting yesterday that they had For user groups and I know that they talked a lot about that there And his questions that we're trying to like figure out too is like, what's the right balance? How do we do this? And so we're just all kind of sharing that feedback and trying to feel our way along together So there's not like a clear and as you as you go through the process We would love to hear you know kind of what what your experience is and what what's working or is you know, it's like Challenging or whatever because that's a yeah, I think I think that's extremely helpful for us and for the rest of the organizers as well Thank you. That was a really good question. I Guess behind that question was also the question of the scope of an infrastructure What's in scope? What's out of scope and I think You have up and stack you have all of the dependencies obviously we build on top of Ansible on staff and and And you have to deploy up and stack itself as well So all all that layer is obviously on scope But also the year above it is in scope like what do you use to deploy applications on top of those? Things so the cloud native frameworks that built on top of open infrastructure to me Is is that layer of connection between what's purely open infrastructure and what builds on top of Open infrastructure Transformation it doesn't not work from bottom up, but it works a top-down. Okay, so I Understand our case that open stack is a tool to implement open cheese transformation Then my question is do you have a strategy to address levels in managers because from? bottom up in my case I have failed so the question is is What what can we do to better? Kind of educate and convince Like management level that that this is an important Like digital transformation and open stack as part of that is is is a good choice. Is that okay? Yeah, so I think that you know, that's that kind of gets into some of the a couple of times we've mentioned research that we did this year and And part of what what we wanted to do with that research was to To gather information about like what what the general population of it decision-makers thought about open stack and open source and and You know the concepts of open infrastructure that we had and and a big reason of why we want to do that is we wanted to understand You know what what the perceptions were and what? Like what approaches we should be taking to educate? You know sea levels and managers around that kind of thing and so, you know, that's research that we did The summer and kind of early fall and coming out of that we've actually learned I think some pretty valuable things that have influenced some of the Some of the content here some of the the marketing that we did around the summit here And we're gonna carry that forward over that the next couple of years And and I think if you look at some of what we talked about in the keynote yesterday You know that like today was was like Mark said it was it was all about the contributors And it was very much oriented around that Yesterday was was more focused on on businesses and talking about business value and the research gave us I think some some clues as to the kinds of things that that we need to be highlighting as the the benefits of open Stack and open infrastructure, and I think that that you know It's this is it's an interesting thing for open source communities because they start from from from with a very strong developer focus and you have an early adopter focus and you have you know in some cases those early adopters are bottoms up kind of Adoption stories, but the I think that as we've gotten to the phase that we're at now We have really great use cases from from non-tech companies like like Ehrlich in for instance an SBA be and we have Leaders like we had you know the CEO of Ehrlich in yesterday who spoke and we had the CIO of SBA be You know the bank in Sweden who spoke and and that's kind of some of some of what we're starting to do is getting that level of leadership speaking and and sharing how they are succeeding and what they're finding value at and then using what we've learned from the research around the the real value of of open stack and open source to Enable faster innovation and more flexibility and control in the business and to try to drive those messages I think you know we've done a little bit of that But I would say that that yeah We've been much more focused in the developer space and kind of the bottoms-up approach And so we have definitely have room for for improvement and and we're gonna we're gonna be trying to improve that and you can Give us your feedback as we go along for sure Tell us if you think it's helping or not or if it's making it worse What else other questions do I need to start calling on people? Oh, we got stuff. There we go stuff So I've heard a couple of people asking me and I don't know why I don't have an answer. So I Bring it back at you. What do you think? are e What would be the established user groups who have? You know made a history and contributing to open stack and build their own following with open stack now with the shift to open infrastructure they face also established user groups with Docker focus or Kubernetes focus, how can they how do you think they can bring in or reach out to these other communities? To re-establish their rhythm One up. It's actually a really a really good question that we have we've discussed some internally which is when you get to that kind of That that that real local grassroots type of an organization What do they care about and and I think that in a lot of cases they do they they do tend to gravitate more towards towards specific technologies and and so, you know, I I don't think that that an open stack user group that is you know, that's like doing well and and You know like has a has kind of like a good level of activity and engagement and everything Should necessarily Say like oh well I have to change that now and be an open infrastructure user group because that's that's definitely not to I don't I don't think what What we're saying You know it what I will say is that when I look at some of the open stack user groups some of them have have already kind of naturally expanded into more things and we have at least Marie who's sitting down here that has run one of the one of the Largest and longest running User groups in the community and and they do open stack and cloud native and now and you know And so so I think that that again It's you really have to look at at the the makeup of the group itself and and make a decision about You know, what's what's going to be most effective for that? Is it makes sense to start to pull in some other technologies as it makes sense to do joint events with some other user groups like an open-infra-day or Does it make sense to just kind of expand the full-time? you know like Scope of of of your group. I don't I don't know that that there's that there's one single Answer that'll be right and since we're just at the beginning of this. We I Don't know, you know, I don't have like a proven Strategy for it. I have one more question The open open infrastructure opens like foundation and cloud native foundation. What is the relationship? What's the outlook? How do you see it? And for example some of the challenges, you know opens like summit now conflicts with the gunner Cloud native in China. You know, it's happening all this week. So how do you guys see this working on going forward? yeah, yeah, I mean that that timing is unfortunate and You know, it's there are a lot of events and and it's hard to to prevent zero overlap when when there are like, you know There's so many events happening across the the technology landscape in terms of of the like the the the CNCF I think that that you know what what The way I think about it is ultimately, you know, we exist to enable Technology development, you know, that's kind of the purpose of the foundation is to help help software good software be produced and adopted and and when I look at at the the set of CNCF projects, you know, kind of the core one is Kubernetes and there's tons and tons of of just Opportunities for for collaboration and integration there and and so that's you know, that's what we focus on is How do we how do we look at at making the technologies better and work better together? And that's something that within within the community overall. I think that we see we see more and more opportunities Along those lines if you look at at the most recent version of the user survey for the question that we ask about What workloads are running on top of OpenStack? It's like well over half of them are running Kubernetes now the people who answered that question Which isn't everyone in the survey to be clear, but It is a significant portion of OpenStack clouds out there are running Kubernetes So, you know, we owe it to our collective users to to sort of work together and solve the the technology Integration points because there's clearly something of real value when you when you get these these tools working together So I think like that's you know, that that's really the the the approach that we have is We exist to build software that's useful and together our software is actually even more useful So how do we how do we make sure it works well together? Yeah, and I just wanted to make a point too It's kind of relevant to the the user group question and some of the OpenStack days as well as like our summit and you know, especially having the overlap this week But yes, we we absolutely want to like make our events and everywhere that our community members collaborate more Inclusive and I think like changing the name to the open infrastructure summit really just Recognizes the direction that it's been going, but it's not just about like how many open infrastructure user groups Can we get out there or how many people can we get to come to our summit? We have to go out into these other communities and make the effort So that's something that we've really been focused on this last year whether it's like Terry's saying making the effort at the community level to Contribute to Kubernetes to go really engage with their community members When KubeCon was in Austin last year Terry and quite a few other people from the OpenStack community. He actually like arranged this Meetings with some of the Kubernetes community leaders to just talk about things that kind of a higher level of community management and Organization and really helped build some strong relationships there. So it's not Like just like the foundation executive layer and it's not just about like let's get you know Let's try to have everyone come to the open infrastructure event We have to go out into all these different places and we have to put in the effort to go into other people's communities And and work well there too. So Kubernetes is one of the very few project that is openly Developed outside of OpenStack and and I feel like we had a lot of experience to share of their How they how they did it how we did it tried to try the experiences and that was a really interesting Thing to go to and the discussions we had there like they were They were extremely happy on both sides. We were extremely happy on both sides to have them because there is just no forum for having Those discussions. So we have been having those discussions in first at the OpenStack Summit in Boston and then at KubeCon in Austin or yeah, I can't too much trouble We did that at two OpenStack summits to KubeCon's and that was extremely useful for Comparing notes and and how we learned a lot about how they did things They learned a lot about how we did things and I think the two communities got stronger By exchanging that kind of information. So it's great Yeah, I don't know if we've mentioned specifically here that the the gate testing that's now in place where Right now when new versions of Kubernetes are tested they do not ship unless it works on OpenStack and that's You know joint development effort between the Kubernetes community and the OpenStack community Chris Hodges I believe here somewhere does a lot of that has done a lot of great leadership work and getting that together So similar to the way that new versions of Kubernetes won't ship unless it runs on Amazon or Google Cloud or Azure OpenStack's right in that list as well. And it's not just a list It's a set of specific tests that validate that they work together. So making so that's just kind of a proof point I think that above all the you know tweets and whatever else that people Get frothy about around different different projects and want to think of them as different different Competitors or whatever. There's real work going on to just make them work together And that's what users actually want just make the stuff work. Don't fight And and then we'll all we'll all be happy. So that's that's the directions heading which is which is awesome And I think we may be out of time. I'm sure one minute. There's somebody who has a short question Okay Any last questions All right, you're all having a good time with OpenStack Okay, yeah, awesome. Thanks. Thank you everyone for for coming to the summit and coming to the session. We'll see you around


This is the FY23 Listos California Statewide Grant LS Program and Target Grant LG Program Request for Proposal Overview Training. On today's agenda, we will be going over the Listos Grant Unit and Contact Information, Program Overview, Purpose of the Program, Eligibility Criteria, Funding for LS Program and Funding for LG Program, Programmatic Components, Reporting Requirements, Proposal Rating Sheet, and Checklist of Required Cal OES Forms. The Listos Grant Unit is responsible for the overall grant management of the Listos California Statewide Grant LS Program, Listos California Target Grant LG Program, Listos California Tribal Grant LI Program, Listos California Cert Support Grant LC Program, and the Listos California Youth Developmental Grant LI Programs. Questions concerning the RFP, the process, or programmatic issues must be submitted in writing by email to listosgrants at caloes.ca.gov. Cal OES staff cannot assist the applicant with the actual preparation of their proposal. Cal OES can only respond to technical questions about the RFP during the period of time between the publication date and completion of the RFP process. Program Overview The FY23-24 Budget Act included a $25 million ongoing general fund appropriation to Cal OES. $8 million Listos California Statewide Grant LS Program via a competitive process. Applicants can apply for up to $1 million and must subaward via second tier subawards to five or more local CBOs within the vulnerable communities they are intending to reach. Each individual second tier subaward must be a minimum of $75,000. Again, I am going to go over this again. This is a very important piece if you are applying for a statewide grant. This is an important piece for you to understand. So applicants can apply for up to $1 million, but you must subaward funds via second tier subawards to five or more local CBOs within the vulnerable communities you are intending to reach, and each individual second tier subaward must be a minimum of $75,000. $6 million Listos California Target Grant LS Program via a competitive process, and applicants can apply for up to $400,000. The grant subaward performance period is June 1, 2024 through December 31, 2025. This is another thing for you to note is the submission deadline is Monday, March 4, 2024 by 5 p.m. via email at listosgrants at caloes.ca.gov. The purpose of the LS program is to support organizations throughout California that serve multiple counties with equity priority factors located in areas at moderate to high risk of disaster. CBOs throughout the state subgrant do a variety of local CBO partners to provide a disaster training and resources to diverse populations disproportionately impacted by emergencies. The goal of this work is intended to increase their communities' disaster preparedness, response, recovery, and mitigation capabilities. The purpose of the LS program is to support organizations throughout California that serve smaller communities with equity priority factors located in areas at moderate to high risk of disaster. CBOs throughout the state can work independently or subgrant with local CBOs to provide disaster training and resources to diverse populations disproportionately impacted by emergencies. The goal of this work is intended to increase their communities' disaster preparedness, response, recovery, and mitigation capabilities. Here's a couple definitions we want to go over. Social vulnerability. The potential negative effects on communities caused by external stresses on human health. Such stresses include natural or human-caused disasters or disease outbreaks. Reducing social vulnerability can decrease both human suffering and economic loss. Vulnerable communities include, but not limited to, immigrants and refugees, farm workers, people with disabilities, seniors slash older adults, individuals and families experiencing homelessness, areas with geographically isolated individuals or families with low broadband subscriptions, and households with limited English proficiency. For a proposal to be considered red and rated, applicants must be a non-profit organization with a 501C3 status. One proposal must be emailed to listosgrants at caloes.ca.gov by 5 p.m. on Monday, March 4th, 2024. Funds must be attached as a single document, for example, a PDF. An email should identify the name of the RFP in the subject line. For example, LGRFP-MyBrothersHouseOrganization. Funding for statewide LS program. $8 million is available for the LS program. Applicants may apply for up to $1 million and must subaward funds via second tier subawards to five or more local CBOs within the vulnerable communities they are intending to reach. Each individual second tier subaward must be a minimum of $75,000. Again, this is an important note to make if you are intending on applying for a statewide grant. This is a requirement. So you may apply for up to $1 million and must subaward funds via second tier subawards to five or more local CBOs. And each individual second tier subaward must be a minimum of $75,000. Subrecipients may request an advance of up to 25% of their awarded funds. There is no match required for the LS program. Funding for target LG program. $6 million is available for the LG program. Subrecipients may apply for up to $400,000. Subrecipients may request an advance of up to 25% of their awarded funds. There is no match required for the LG program. Programmatic components. Managing subgranted funds to local CBOs. Hostos California grant program materials. Communication requirement. Training. Establish and implement a peer-to-peer engagement approach. Identify gaps and propose solutions. Host a conversation to identify emergency preparedness needs of the community for integration into local emergency plans and capture stories of impact. Managing some granted funds to local CBOs. For both statewide LS and target LG programs, CBOs identified by the subrecipient will provide disaster training and resources to vulnerable and diverse populations and have the ability to serve as a fiscal sponsor for the subrecipient. CBOs identified by the subrecipient should be informed by the regional picture of vulnerable populations the subrecipient intends to reach. These local CBOs will engage the greatest possible number of vulnerable members to reach the statewide objective of connecting more than one million Californians to culturally and linguistically competent support. Hostos California grant program materials and communication requirement. Hostos California branded materials is required and will be provided by Cal OES. If the subrecipient chooses to produce their own materials with Hostos California grant program funds, they must be they must receive prior approval from Cal OES, including the Hostos California logo. The subrecipient must be must respond within five business days to all Cal OES required programmatic request. Training the subrecipient must incorporate the materials and resources developed for and provided by the Hostos California grant program in any emergency preparedness, response, recovery, and mitigation training conducted with grant funding. The subrecipient must attend the Hostos California instructional training offered by Cal OES or a Cal OES designated vendor during the first six months of the grant subaward performance period. The subrecipient must attend training classes or meetings to receive updates and resources throughout the grant subaward performance period. Establish and implement a peer-to-peer engagement approach. CBOs who represent and connect to the region's most diverse and vulnerable populations will create and implement a peer-to-peer approach to engage and educate the community that reflects the needs of the target population. Each CBO must organize their community to establish a tailored approach. By hosting monthly engagement activities to ensure their community, one, is knowledgeable about what to do during a disaster and consider engaging community partners such as faith based communities, schools, community centers, etc. Two, have emergency preparedness materials and access to information before a disaster hits. Three, is clear on the steps to take to increase their community's disaster preparedness, response, recovery, and mitigation capabilities and keep themselves, their families, and community safe. Four, share a final approach and results with the OES-Listos California support team. Identify gaps and propose solutions. The subrecipient must identify gaps raised by community input in the peer-to-peer engagement and organizing process and propose solutions to strengthen local county emergency plans. Share the recommendations on identified gaps and solutions with the Cal OES-Listos California program support team. Host a conversation to identify emergency preparedness, needs of the community for integration into local emergency plans. The subrecipient must host a conversation to identify disaster preparedness, response, recovery, and mitigation needs of the community for integration into local emergency plans as a joint effort with local leaders across sectors and the county emergency manager. Share outcomes of the conversation with the Cal OES-Listos California support team. Capture stories of impact. The subrecipient must capture stories of impact highlighting outcomes and results of the local strategies and connections made as part of this effort that illustrate the purpose and intent of the LG and LS program and provide the stories to the Cal OES-Listos. These stories may be submitted in written articles, videos, and photos. Please ensure that formal action is granted for all stories. There are five progress reports required for the program. See the chart below for report period and due dates of the grant award period. Reports are in increments of four or three, sorry June, July, August. So there's four months there and with a due date it's going to be the end of the following month. So the first report is from June 1st through September 30th with a due date of October 30th and each month follow the same protocol. Engagement reporting. Engagement reports are based upon direct public engagement activities. Subrecipients are required to submit data directly through an online database immediately after an engagement, activity, or training commences are no later than the end of each month. This is a competitive grant process meaning that your applications will be ranked in comparison to all other applications received. On the top right you'll see an example of the rating sheet and the categories and total possible points. Each of the above categories contain questions assigned to the point value. The point scale is divided into five columns labeled one, two, three, four, and five. The applicant's response to each question is evaluated in the following criteria. Absent meaning the response does not address the specific question or response that was not provided. Unsatisfactory, the response does not completely address the question. Satisfactory, the response addresses the question and provides a good understanding of the applicant's intent. Above average, the response is above average and provides a clear and detailed understanding of the applicant's intent and our favorite is excellent, which is the response is outstanding with clear, detailed, and relevant information. So again, when going through the application, please make sure that you're thoroughly going through the questions and answering them accordingly and fully. We want to get you to where the response is rated as an excellent so we can continue processing your application. Proposal required documentation. Here is a checklist that will be included in the application of all the documents that will be required with your application. Recommendation for award. Proposal funding decisions are made by the Director of Cal OES. Funding decisions are based on the following, the rank score of the proposal, consideration of priorities or geographical distribution specific to this RFP, and higher negative administrative and programmatic performance if applicable. Once the decision has been made, the applicant will be notified in writing. Those not selected will receive a denial letter and information on the appeal process. Proposal submission. The proposal package must be received electronically no later than 5pm on Monday, March 4, 2024 to least those grants at Cal OES.ca.gov. Again, all proposals must be received no later than 5pm on Monday, March 4 via email to leastosgrantsatcaloes.ca.gov. Reminders, questions concerning the RFP, the process, or programmatic issues must be submitted in writing by email to leastosgrantsatcaloes.ca.gov. The Cal OES staff cannot assist the applicant with the actual preparation of their proposal. Cal OES can only respond to technical questions about the RFP during the period of time between the publication date and completion of the RFP process. This concludes the leastos California statewide and target grant program RFP training. Next up, we will go over the grant subaward proposal training. Hey, Janine, so I'm going to go ahead. There's a lot of questions already, so I'm going to go ahead and answer a few of those questions now for about a couple minutes, and then I'll let you continue to the next presentation. Perfect. Thank you. Uh-huh. Hi, Cindy. This is Katie. First question, would you please confirm the 5pm deadline is PST? Yes, that's correct. It is Pacific Standard Time. Will we receive a copy of this presentation? If you want a copy of this presentation, please email leastosgrants, and we will send it to you once it's available, and it will be on our website as well, sorry. If the org is not a 501C3, can we use the physical sponsor? For the statewide and target grants, the requirement for eligibility is a 501C3. If you're applying for the support grant, which is at another time, that one is you can be a fiscal sponsor, but specifically for this one today, the statewide and target, the requirement is that you must be a 501C3. To apply for the statewide grant, do you need to be a statewide nonprofit organization? If you're asking for statewide nonprofit, no, you don't have to be a statewide nonprofit, but one of the eligibility requirements is you must be a nonprofit organization. Next question, if we are applying for a statewide grant and only request 500K, do we still need to sub-award to five CBOs at the 75K range? Yes, that is correct. If you're applying for the statewide, no matter how much you're applying for, you can apply for up to one million, but if you want to only request 500,000, it is still a requirement that you sub-grant out to five CBOs at 75,000 each. Next question. Are there a sub-grantee list? So we do have some lists out there. I would have to go find, oh no, I'm sorry, there is not a sub-grantee list. I don't, I'm a little confused on that question, actually. If you're looking for sub-grantees of previous, at least those programs, we do possibly have something like that we could share, but if you're asking for a sub-grantee list of who to sub-grant out to for the five, we don't have, you would have to have that identified in your application. Okay. For the statewide grant, do we need to have the five, okay, that's a repeat of the previous one. Does sub-recipient, what? It says for statewide grant, do we need to have the five CBOs pre-chosen or can we just set the budget for five sub-grants? Okay. They do need to be pre-chosen. If you look in your RFP and look at the rating questions, that is one of the questions there that we will be rating on. So I would definitely be thinking about who you want to sub-grant out to. And then the next one was, does sub-recipient, CBO, have to also be a 501C3? Correct. Yes, they must be a 501C3. Next if we sub-grant to the five CBOs, are we still doing engagements as an organization or are we just managing the sub-grantees? So we are doing engagements and you should be managing your sub-grantees. Next question for the target grant is the award based on the number of engagement. If it is, what are the award tiers for the range of engagement, for example, need to engage 20,000 to 25,000 for 150,000 awards? That's a good question. So we removed that from the RFPs this year. There are no tiers and they're not based on engagements, although we are tracking engagements and there will be the portal that you are required to submit through for your engagement reporting. Would two counties serve qualify per the statewide grant requirement of geographic coverage? Yes, you can use multiple counties. I'll answer one more and then we probably should get going again. Okay. Similar to Patricia's question, is the requested amount based on number of engagements? No. No, there is no tiers in the RFP this year. So the amount that you receive for funding does not, engagements are not a factor in that. And this is a real quick simple one, Cindy. If we receive the statewide grant last year, could we still apply this year for a target grant? Yes, you can. And we encourage you to. Wait, wait, wait. What is the expected, what was the question again? If you receive a statewide grant last year, could we still apply this year for a target grant? I think the answer is the same. Yes. The answer is yes. If you apply for the statewide and target, I mean, for this year you can either, you can only receive funding for the statewide or the target for fiscal year 23. So make sure you know which one you want to apply for. But if you received a statewide from last year and now you want to apply for a target this year, that isn't, you're more than welcome to. Okay. Well, I guess that's it for now. We'll continue if we have time at the end. Janine, go ahead. Are you ready? I am. Sorry, I was muted. Yep. I'm ready. Okay. Can you see my screen? Yep. I can see it. Okay. Perfect. Thank you. Hi, everyone. I'm back. So now we, so I'm the program specialist with the lease us grant unit. Today we're going to give a presentation on the grant sub award proposal process. And this is the FY 23 least dose California statewide grant LS program, target grant LG program grant sub award proposal training. Today we're going to provide guidance on the components that are required in a proposal. And we are going to review those forms that we referenced just a moment ago and familiarize you with some tools that are available. The process of submitting a proposal begins with a request for proposal being released. This is, this is our competitive process within the request for proposal. You will find fund source information, the background of the program requirements and expected deliverables and instructions on how to apply. So where do you find a request for proposal? It can be found on the Cal OES website at Cal OES.ca.gov on the upper right hand corner. You will click on initiatives. And from the dropdown menu, select search for grants as you can see circled on the slide. Once you're on the search for grants landing page, there are a couple of ways to search. You can find the least dose California RFPs by scrolling down on this page or you can use a search box. I like to use the search box when I request, when I know which request for proposal I'm looking for. You may type in the name of the program in the box. Or if you know the two letter program acronym, you may type that instead. Although we are talking about a request for proposal, I would like to draw your attention to the mailing list. As you can see circled in the middle of the slide, our competitive process for funding, we send an email notification to anyone who has signed up for our mailing list. Please know the only time we will send an email is when we release a new request for proposal. Sending a solicitation to fill a position for one of our advisory bodies or when we post a public meeting notice. If you are not signed up already, we strongly encourage you to do it so that you can receive these important notices. Cal OES released the least dose California statewide and target grant program request for proposals on January 8. And applicants have approximately eight weeks from that date to put the proposal packet together from that date. Once complete, applicants will need to email a copy of the proposal packet to the least dose grant unit at leastosgrantsatcaloes.ca.gov. Let's talk about the request for proposal or the RFP itself. The RFP has three parts. Part one is what you have to do. It explains the Public Records Act, submission deadline, eligibility, grant subaward performance period, funding, and programmatic requirements. Part two refers to policies or administrative requirements and includes references to the subrecipient handbook, components that are required with your proposal, policies concerning the budget, administrative requirements, and required or additional forms that may apply towards your proposal. Part three is a checklist that includes a list of the documents that are required with your proposal and links to the most current forms. This is an example of what the checklist looks like. It includes all of the required components and links to each form. Under the additional forms section, these forms may or may not be required depending on what you have in your budget. For example, if you do not have out-of-state travel, you will not need to include this form with your proposal. Once we receive your proposal, there is some status verification that your program specialist will do right away. For those of you who are community-based organizations, we will need to check the internal revenue service website and the California Department of Justice website. In the next few slides, I will go over what exactly we are looking for on each one of these sites. But the purpose of this is because the state of California accounting system requires information on these sites to be consistent and current in order to pay you when you submit your report of expenditures and requests for payment. One of the first things your program specialist will do right away is check your IRS status. For those of you who are community-based organizations, we will need to check your IRS status. As mentioned before, the state of California accounting system requires information on these sites to be consistent and current in order to pay you when you submit your report of expenditures and requests for payment. Furthermore, your program specialist will verify the DOJ verification through the website listed in the slide here. It can be verified using your FEIN number, which is your employer identification number or organization name. We will have to select charity registration as to the registration type. As a reminder, the state of California accounting system requires information on these sites to be consistent and current in order to pay you when you submit your report of expenditures and requests for payment. When we check your registration status, we are looking for it to be current. This makes us happy because we can continue to review and process your proposal. If we see reporting incomplete or delinquent, this makes us sad because we will need you to update your status so that we can continue to process your proposal. If the program specialist contacts you to update your status, please make sure you address this immediately. As we do not have control over the length of time, it takes to update your status and we do not want this to affect our ability to process your proposal or make payments to you if you are selected to receive an award. These are the eight forms that are required with every request for a proposal, regardless of the program type. Please note that most programs will require additional forms, so read your request for a proposal thoroughly. In these next slides, we're going to tell you about some of the more common mistakes that we find with these eight forms so that you know what we are looking for when we review your proposal. You can find these forms at the very end of the RFP in the checklist section with a hyperlink to each form. But first, here are a few helpful reminders. One, read the entire request for a proposal to understand what is required for the program. Two, please know that all forms have instructions, so if you have questions about a form, look at the instructions first and then email your program specialist for help. Three, use the current forms. Cal OES updates our forms often. If you are using one of our forms that you've saved on your desktop, it's possible it may have been outdated, you'll be asked to redo the form, which may delay the processing of your award if selected. Okay, let's start with the grants of award face sheet. The instructions are on the left and the most recent version of the face sheet is on the right. A few of the most common mistakes we find on the grants of award face sheet include, one, the last four digits of the zip code are often missing. Please be sure to go to the US Postal Services website to look up your plus four and include that on your face sheet. The disaster program title needs to be matched the name of the program you are applying for. This can be found on the Request for Proposal. For example, if you are applying to the Least Dose California Statewide Grant LS program, the right Least Dose California Statewide Grant LS program, on line five, excuse me. As you'll see, the arrow pointing to the left, which is the indirect cost rate and federally approved ICR. This is where you will indicate whether you are using 10% de minimis rate or your agency's federally approved indirect cost rate agreement. A copy of the approved ICR negotiating agreement must be enclosed in your application if you are using a federally approved ICR. If you will not be claiming indirect cost under this award, type NA. Okay, this is the table that appears on the face sheet. We've zoomed in so that you can see it easier. This is where your funding information will go and you can find all this information in your Request for Proposal. Please note that the grant year and fund source are now drop-down boxes. And column A can be typed in. And column G will automatically total for you. In your Select for Proposal in part one, section F, funding information, you will find the information needed to correctly fill out your face sheet. This is an example of a grant subaward number. There is no need to fill in the grant subaward number in areas on the forms requesting it. The subaward number is given once an applicant has been awarded grant funds. This is a grant subaward contact information form. The instructions are on the left and the most recent version of the form is on the right. Here's a list of things to keep in mind. Remember to use the most updated forms from our website. Don't forget to write the entire nine-digit zip code number. Do not use whiteout to fix corrections. Leave the grant subaward number section blank. This will be filled in for you if you are awarded. On lines one and two, make sure the grant subaward director and the number two financial officer are different. They cannot be the same person. On lines two and five, make sure the number two financial officer and the number five executive director are different. They cannot be the same person. The number seven chairperson also cannot be listed again in any of the other positions numbers one through six. Lastly, please make sure the official designated by the governing board on line six is the person who signs the grant subaward face sheet. This is the signature authorization form. The instructions are on the left and the most recent version of the form is on the right. When we review the signature authorization form, we compare it to the contact information form to ensure the grant subaward director and financial officer are the same authorized personnel. You can list alternate individuals that have the authority to sign on grant subaward director and financial officer behalf. Just like the grant subaward director and financial officer cannot be the same person, you cannot have one person be an authorized signer in both sides of this form. It is best to have at least one authorized signer for each position. If someone is unavailable and you need to request funds or make a modification, it is easy to do so when you have a different authorized signer for each position. If not, there's nothing you can do until they return. If you want to change an authorized signers, you must submit a grant subaward modification to Cal OES as soon as possible because it takes approximately two weeks to process. So it is important to make a modification request immediately when the change has been made internally in your organization. This is a current list of the certification of assurance of compliance. Documents we have. A common mistake is signing and submitting the wrong one. We must receive the one that is tied to the fund source for your program. The checklist in part three of the request for proposal will tell you exactly which one is needed. Another mistake is using an old version of the document. The way to ensure you have the current version is by downloading it from our website. Again, the checklist will have the link for the correct and current version. Please be sure you're reading this document in full so you know what the requirements are because when you sign this, you certify that you are compliant. The red arrows in some areas I wanna bring to your attention. One, subrecipient is the name of your agency. Please have this match what is written on the face sheet. Two, pointing at line one, the applicant should complete the Cal OES program name and the grant sub-award performance period. The grant sub-award number should be left blank. Your program specialist will fill this in for you. Three, ensure the appropriate signer have signed the document. This would be the official designee by the governing board. And four, for community-based organizations, it must be the governing board chair that signs this section. The budget is normally the next document in your proposal. This is the form two dash 106B, grant sub-award budget pages, single fund source. The form has three budget categories. Category A is personnel costs. Category B is operating costs. And Category C is equipment costs. All three categories must be submitted with your application, whether or not you have items in that category. For example, if you do not have equipment, you can write none requested in that category. All three categories must be included in your application packet. The budget spreadsheet template will automatically add the columns on each tab. Please show the equation on each line item as to how you got the total. The personnel category is where you wanna put salaries, benefits, and overtime for people you employ at your agency. This is also where you will put your volunteer hours. The operating category is the meat and potatoes of the program. This is where you'll wanna put just about everything else, including rent, travel, training, office supplies, et cetera. The equipment category is where you'll put the non-expendable property having a useful life of more than one year and a cost of $5,000 or more per unit. Just to be clear, if you're buying six laptops at cost of $1,000 each for a total of $6,000, you would put those laptops in the operating expenses category, not in equipment, because the laptops per unit is less than $5,000. Now let's talk about information we need to see on the budget pages. The gold bubbles you'll see on the next few slides contain the elements that need to be included in each calculation for each line item. In this example, we have a program advocate position that is making $4,000 per month. Please note that the salary cost can be shown as the hourly rate, a monthly rate or an annual salary. Then we wanna see the duration. In this example, the program advocate will be paid for 12 months, which probably matches the length of the performance period. And then we wanna see the full-time equivalent for the position. In this example, the advocate will work 50% of the time on this program. Then finally, you'll wanna include a brief description of the line item and explain how it furthers the goals and objectives of the program. For the benefit calculation, you will need to include the benefit rate. In this example, the rate is 22%. Multiplied by the total of salaries of all employees in the budget that receive benefits. In this example, it's $200,000. And finally, you'll want to include a brief description of what benefits are included. Unless you're paying the volunteer a salary, you should have it on the operating section. Volunteers are also captured in budget category A. The first element needed is the rate that you have valued your volunteers at. Please know that this rate cannot exceed what it costs your agency to have a staff person doing the same job, and that you can include both salary and benefits when calculating the volunteer rate. In this example, the value of volunteers is $12 per hour. Multiplied by the number of hours to be charged to the grant. In this example, it's 12,000 hours. And then include a description of activities the volunteer will be doing. Now we're going to show you some operating expenses examples. Operating volunteers that are being charged for the following per DM, gas and mileage should be titled as shown in the slide. Title is volunteer, title of what they are being charged for. In this example, they're charging, they're charging to per DM. And the name of the number of training they were are attending. Again, the elements in the gold bubbles need to be included in each calculation for each line item. For this example, we have postage. The amount for postage is $250 per month multiplied by the duration. In this example, it's 12 months, which probably matches the length of the performance period multiplied by how much the postage will be charged to the grant. Rent is another very common operating expense. For rent, you will need to add up the full-time equivalents or the FTEs in budget category A, personnel services. In this example, we have 4.5 FTEs. Then multiply the 4.5 FTEs by 125 square feet per FTE, which is what allowed as per the subrecipient handbook. And then multiply that by the amount you pay for rent per square foot. Please note that the $2 is the up to amount. And you should use your actual rate in your calculation. If your landlord charges you 65 cents per square foot, that's the rate you will need to use. Finally, you will multiply by the duration if this example is 12 months. If you are claiming indirect costs under this award, please make sure you are calculating the total correctly. A common mistake is multiplying the total awarded amount by the indirect cost rate. This is not how you calculate the indirect cost. You will first need to calculate your total direct costs. To do this, add up any personal salaries, wages, benefits, operational costs, and up to $25,000 of your second tier subawards. But do not include any disorting costs such as equipment, rent, capital expenditures, and second tier subawards beyond the first $25,000. In this example, after doing the calculation, they got $233,215. Once you figured out your direct costs, you simply multiply the total by the ICR, our federally approved ICR. In this case, it's 10%. Please make sure the ICR matches what you entered in section seven of the face sheet. And you are claiming federally approved ICR, you must include a copy of your approved ICR negotiating agreement in your application. Some final reminders about your budget. Please be sure you refer to the RFP to identify required and prohibited expenses and that you build your budget accordingly. Be sure to use whole dollar amounts only. Often when your budget is off by a dollar, it's due to rounding errors. So please be sure you are checking the amounts entered in your budget columns. Please include expenses in the correct category. And lastly, all budget line items require a justification and calculation. A request for proposal requires a budget narrative, which allows the subrecipient to provide detail about their budget. The budget narrative typically includes how the budget supports the objectives and activities, the need for administrative costs, and the necessity for subcontracts. The most common mistake we see with budget narratives are that sometimes they don't match what's on the budget pages. For example, let's say submitted your proposal packet and during the review, your specialist determines that several corrections are needed to your budget pages. You make those changes for your specialist, but now your budget narrative does not match. So please remember, every time your budget pages are updated, your budget narrative must be updated as well. They must match. Next is the programmatic narrative, where you provide details about how you will meet the objectives of the program. Please be sure you're reading your RFP and that your narrative addresses each of the questions from the RFP. We have often seen applicants use the same narrative that had been used previous year, even perhaps for another grant. That does not address any or all of the questions from the RFP. Next is the grants management assessment form. Per Title II CFR section 200.332, Cal OES is required to elevate the risk of noncompliance with federal statutes, regulations, and grants terms and conditions posed by each subrecipient of pass-through funding. This assessment is made in order to determine and provide an appropriate level of technical assistance, training, and grant oversight to applicant for the award referenced above. The questions are related to your organization's experience in the management of federal grant awards. This questionnaire must be completed and returned with your grant proposal materials. For purposes of completed in this questionnaire, grant manager is the individual who has primary responsibility for day-to-day administration of the grant. Bookkeeper or accounting staff means the individual who has responsibility for reviewing and determining expenditures to be charged to the grant award. An organization refers to the applicant applying for the award and or the governmental implementing agency as applicable. We just spent a significant amount of time talking about the eight required forms for every request for a proposal we release, but sometimes additional forms may apply. Be sure to check part five of your request for a proposal to find out if additional forms may apply for your organization. Some final things to remember. All forms have instructions. Use the forms on the website. Those will be the most current version. The checklist that comes with the request for a proposal will tell you which forms are required. Email listosgrants at listosgrants at caloes.ca.gov. If you have questions, we're here to help. Use the checklist in part five of the request for a proposal. Okay, everyone, so we did go a little bit over. I apologize for that and thank you all for staying on. Because I'm trying to be courteous to everyone's time, I'm not gonna be able to answer any more of the questions in the chat, but if you send your questions to our email box at listosgrants at caloes.ca.gov, we are manning that inbox five days a week all day. So we should be able to get back to you quickly. So this concludes the Listos California Statewide and Target Grant Program Overview Training. And again, this presentation has been recorded. So if you do want a copy of this, please email our Listos Grants and we'll send it to you. And then that's pretty much it. Thank you all for attending and we look forward to your applications and have a great rest of your week. Thank you.