Foster City City Council
August 19, 2024

Form 990
Department of the Treasury
Internal Revenue Service
Return of Organization Exempt From Income Tax
Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except private foundations) Do not enter social security numbers on this form as it may be made public.

Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047
2023
Open to Public
Inspection
A For the 2023 calendar year, or tax year beginning , 2023, and ending , 20 B Check if applicable:

Address change
Name change
Initial return
Final return/terminated
Amended return
Application pending
C Name of organization
Doing business as
Number and street (or P.O. box if mail is not delivered to street address) Room/suite City or town, state or province, country, and ZIP or foreign postal code D Employer identification number
E Telephone number
F Name and address of principal officer:

G Gross receipts $
H(a) Is this a group return for subordinates? Yes No
H(b) Are all subordinates included? Yes No
If “No,” attach a list. See instructions.

H(c) Group exemption number
I Tax-exempt status: 501(c)(3) 501(c) ( ) (insert no.) 4947(a)(1) or 527 J Website:

K Form of organization: Corporation Trust Association Other L Year of formation: M State of legal domicile:

Part I Summary Activities & Governance
1 Briefly describe the organization’s mission or most significant activities:
2 Check this box if the organization discontinued its operations or disposed of more than 25% of its net assets. 3 Number of voting members of the governing body (Part VI, line 1a) ......... 3 4 Number of independent voting members of the governing body (Part VI, line 1b) .... 4 5 Total number of individuals employed in calendar year 2023 (Part V, line 2a) ..... 5 6 Total number of volunteers (estimate if necessary) .............. 6 7 a Total unrelated business revenue from Part VIII, column (C), line 12 ........ 7a b Net unrelated business taxable income from Form 990-T, Part I, line 11 ....... 7b Revenue Expenses
Prior Year Current Year
8 Contributions and grants (Part VIII, line 1h) ............ 9 Program service revenue (Part VIII, line 2g) ........... 10 Investment income (Part VIII, column (A), lines 3, 4, and 7d) ...... 11 Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e) . . . 12 Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12) 13 Grants and similar amounts paid (Part IX, column (A), lines 1–3) ..... 14 Benefits paid to or for members (Part IX, column (A), line 4) ...... 15 Salaries, other compensation, employee benefits (Part IX, column (A), lines 5–10) 16a Professional fundraising fees (Part IX, column (A), line 11e) ...... b Total fundraising expenses (Part IX, column (D), line 25) 17 Other expenses (Part IX, column (A), lines 11a–11d, 11f–24e) ..... 18 Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25) . 19 Revenue less expenses. Subtract line 18 from line 12 ........

Net Assets or
Fund Balances
Beginning of Current Year End of Year
20 Total assets (Part X, line 16) ................
21 Total liabilities (Part X, line 26) ................ 22 Net assets or fund balances. Subtract line 21 from line 20 ......

Part II Signature Block
Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is true, correct, and complete. Declaration of preparer (other than officer) is based on all information of which preparer has any knowledge.

Sign
Here
Signature of officer Date
Type or print name and title
Paid
Preparer
Use Only
Print/Type preparer’s name Preparer’s signature Date Check if self-employed
PTIN
Firm’s name
Firm’s address
Firm’s EIN
Phone no.

May the IRS discuss this return with the preparer shown above? See instructions ........... Yes No For Paperwork Reduction Act Notice, see the separate instructions. Cat. No. 11282Y Form 990 (2023) January 01 December 31 23

BAYBASI INC
816 PERSEUS LN, 650-619-8220
26-2921484
FOSTER CITY, CA 94404-2818 250,949
Rajat Das ✔
816 PERSEUS LN, FOSTER CITY, CA, 94404-2818
www.baybasi.us
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✔ Non Profit
Organization 2008 CA
See Schedule O.
10 10
0 50
0 0
115,215 144,315
24,783 40,097
0 0
10,499 23,900
150,497 208,312
7,265 11,151
0 0
0 0
0 0
0 137,386 164,673
144,651 175,824
5,846 32,488
91,472 123,960
0 0
91,472 123,960
Rajat Das , Treasurer
03/10/2024
Form 990 (2023) Page 2
Part III Statement of Program Service Accomplishments
Check if Schedule O contains a response or note to any line in this Part III ............. 1 Briefly describe the organization’s mission:
2 Did the organization undertake any significant program services during the year which were not listed on the prior Form 990 or 990-EZ? ........................... Yes No If “Yes,” describe these new services on Schedule O.
3 Did the organization cease conducting, or make significant changes in how it conducts, any program services? ................................. Yes No
If “Yes,” describe these changes on Schedule O.
4 Describe the organization’s program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported. 4 a (Code: ) (Expenses $ including grants of $ ) (Revenue $ ) 4b (Code: ) (Expenses $ including grants of $ ) (Revenue $ ) 4 c (Code: ) (Expenses $ including grants of $ ) (Revenue $ ) 4d Other program services (Describe on Schedule O.)
(Expenses $ including grants of $ ) (Revenue $ )
4e Total program service expenses
Form 990 (2023)
See Schedule O.
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122,463 117,501 4,962
Baybasi's annual autumn festival is a vibrant celebration that mirrors the rich traditions of Indian Autumn festival, more specifically in Kolkata, West Bengal, bringing together over 3000 attendees from across the San Francisco Bay Area. This cultural extravaganza showcases an array of activities including traditional performances by local artists, engaging activities for children, and a host of cultural programs that highlight the spirit of Bengal. Volunteers play a pivotal role in bringing the essence of community and heritage to life, ensuring a memorable experience for everyone involved. Join us for a day filled with joy, culture, and community spirit, as we celebrate the beauty of Bengali heritage in the heart of California.
24,125 0 0
Baybasi's Spring Festival is a colorful celebration of Bengali culture. The event features a variety of performances, children's activities, and local artists, all set against the backdrop of a vibrant community gathering. Volunteers add to the festival's warmth, making it a perfect day for families to immerse in the traditions of Bengal. Experience the joy of spring with us, where culture and community come alive!
7,553 0 0
Baybasi's Holi celebration is a dynamic explosion of colors and joy, uniting over 3000 people from the SF Bay Area in a spectacular showcase of Bengali culture. This lively event is filled with music, dance, and the traditional play of colors, embodying the spirit of togetherness and renewal that marks the festival.

From engaging activities for all ages to the performances by talented local artists, it's a day where community bonds are strengthened in the most vibrant way possible. Join Baybasi in welcoming spring with open arms and painted faces, making lasting memories in a kaleidoscope of joy. 21,683 0 0
175,824
Form 990 (2023) Page 3
Part IV Checklist of Required Schedules
Yes No
1 Is the organization described in section 501(c)(3) or 4947(a)(1) (other than a private foundation)? If “Yes,” complete Schedule A ............................. 1
2 Is the organization required to complete Schedule B, Schedule of Contributors? See instructions .... 2 3 Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidates for public office? If “Yes,” complete Schedule C, Part I .............. 3 4 Section 501(c)(3) organizations. Did the organization engage in lobbying activities, or have a section 501(h) election in effect during the tax year? If “Yes,” complete Schedule C, Part II ........... 4 5 Is the organization a section 501(c)(4), 501(c)(5), or 501(c)(6) organization that receives membership dues, assessments, or similar amounts as defined in Rev. Proc. 98-19? If “Yes,” complete Schedule C, Part III . . 5 6 Did the organization maintain any donor advised funds or any similar funds or accounts for which donors have the right to provide advice on the distribution or investment of amounts in such funds or accounts? If “Yes,” complete Schedule D, Part I ........................ 6 7 Did the organization receive or hold a conservation easement, including easements to preserve open space, the environment, historic land areas, or historic structures? If “Yes,” complete Schedule D, Part II . . . 7 8 Did the organization maintain collections of works of art, historical treasures, or other similar assets? If “Yes,” complete Schedule D, Part III .......................... 8 9 Did the organization report an amount in Part X, line 21, for escrow or custodial account liability; serve as a custodian for amounts not listed in Part X; or provide credit counseling, debt management, credit repair, or debt negotiation services? If “Yes,” complete Schedule D, Part IV .............. 9 10 Did the organization, directly or through a related organization, hold assets in donor-restricted endowments or in quasi-endowments? If “Yes,” complete Schedule D, Part V ............... 10 11 If the organization’s answer to any of the following questions is “Yes,” then complete Schedule D, Parts VI, VII, VIII, IX, or X, as applicable.
a Did the organization report an amount for land, buildings, and equipment in Part X, line 10? If “Yes,” complete Schedule D, Part VI .......................... 11a b Did the organization report an amount for investments—other securities in Part X, line 12, that is 5% or more of its total assets reported in Part X, line 16? If “Yes,” complete Schedule D, Part VII ........ 11b c Did the organization report an amount for investments—program related in Part X, line 13, that is 5% or more of its total assets reported in Part X, line 16? If “Yes,” complete Schedule D, Part VIII ........ 11c d Did the organization report an amount for other assets in Part X, line 15, that is 5% or more of its total assets reported in Part X, line 16? If “Yes,” complete Schedule D, Part IX .............. 11d e Did the organization report an amount for other liabilities in Part X, line 25? If “Yes,” complete Schedule D, Part X 11e f Did the organization’s separate or consolidated financial statements for the tax year include a footnote that addresses the organization’s liability for uncertain tax positions under FIN 48 (ASC 740)? If “Yes,” complete Schedule D, Part X 11f 12 a Did the organization obtain separate, independent audited financial statements for the tax year? If “Yes,” complete Schedule D, Parts XI and XII ........................... 12a b Was the organization included in consolidated, independent audited financial statements for the tax year? If “Yes,” and if the organization answered “No” to line 12a, then completing Schedule D, Parts XI and XII is optional 12b 13 Is the organization a school described in section 170(b)(1)(A)(ii)? If “Yes,” complete Schedule E .... 13 14a Did the organization maintain an office, employees, or agents outside of the United States? ..... 14a b Did the organization have aggregate revenues or expenses of more than $10,000 from grantmaking, fundraising, business, investment, and program service activities outside the United States, or aggregate foreign investments valued at $100,000 or more? If “Yes,” complete Schedule F, Parts I and IV..... 14b 15 Did the organization report on Part IX, column (A), line 3, more than $5,000 of grants or other assistance to or for any foreign organization? If “Yes,” complete Schedule F, Parts II and IV ........... 15 16 Did the organization report on Part IX, column (A), line 3, more than $5,000 of aggregate grants or other assistance to or for foreign individuals? If “Yes,” complete Schedule F, Parts III and IV........ 16 17 Did the organization report a total of more than $15,000 of expenses for professional fundraising services on Part IX, column (A), lines 6 and 11e? If “Yes,” complete Schedule G, Part I. See instructions ..... 17 18 Did the organization report more than $15,000 total of fundraising event gross income and contributions on Part VIII, lines 1c and 8a? If “Yes,” complete Schedule G, Part II ............... 18 19 Did the organization report more than $15,000 of gross income from gaming activities on Part VIII, line 9a? If “Yes,” complete Schedule G, Part III ....................... 19 20 a Did the organization operate one or more hospital facilities? If “Yes,” complete Schedule H ...... 20a b If “Yes” to line 20a, did the organization attach a copy of its audited financial statements to this return? . 20b 21 Did the organization report more than $5,000 of grants or other assistance to any domestic organization or domestic government on Part IX, column (A), line 1? If “Yes,” complete Schedule I, Parts I and II .... 21 Form 990 (2023)
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Form 990 (2023) Page 4
Part IV Checklist of Required Schedules (continued)
Yes No
22 Did the organization report more than $5,000 of grants or other assistance to or for domestic individuals on Part IX, column (A), line 2? If “Yes,” complete Schedule I, Parts I and III ............ 22 23 Did the organization answer “Yes” to Part VII, Section A, line 3, 4, or 5, about compensation of the organization’s current and former officers, directors, trustees, key employees, and highest compensated employees? If “Yes,” complete Schedule J ...................... 23 24 a Did the organization have a tax-exempt bond issue with an outstanding principal amount of more than $100,000 as of the last day of the year, that was issued after December 31, 2002? If “Yes,” answer lines 24b through 24d and complete Schedule K. If “No,” go to line 25a ............... 24a b Did the organization invest any proceeds of tax-exempt bonds beyond a temporary period exception? . . 24b c Did the organization maintain an escrow account other than a refunding escrow at any time during the year to defease any tax-exempt bonds? ........................ 24c d Did the organization act as an “on behalf of” issuer for bonds outstanding at any time during the year? . . 24d 25 a Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Did the organization engage in an excess benefit transaction with a disqualified person during the year? If “Yes,” complete Schedule L, Part I ..... 25a b Is the organization aware that it engaged in an excess benefit transaction with a disqualified person in a prior year, and that the transaction has not been reported on any of the organization’s prior Forms 990 or 990-EZ? If “Yes,” complete Schedule L, Part I ........................ 25b 26 Did the organization report any amount on Part X, line 5 or 22, for receivables from or payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons? If “Yes,” complete Schedule L, Part II ... 26 27 Did the organization provide a grant or other assistance to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor or employee thereof, a grant selection committee member, or to a 35% controlled entity (including an employee thereof) or family member of any of these persons? If “Yes,” complete Schedule L, Part III .................... 27 28 Was the organization a party to a business transaction with one of the following parties? (See the Schedule L, Part IV, instructions for applicable filing thresholds, conditions, and exceptions). a A current or former officer, director, trustee, key employee, creator or founder, or substantial contributor? If “Yes,” complete Schedule L, Part IV ........................ 28a b A family member of any individual described in line 28a? If “Yes,” complete Schedule L, Part IV .... 28b c A 35% controlled entity of one or more individuals and/or organizations described in line 28a or 28b? If “Yes,” complete Schedule L, Part IV ........................ 28c 29 Did the organization receive more than $25,000 in noncash contributions? If “Yes,” complete Schedule M 29 30 Did the organization receive contributions of art, historical treasures, or other similar assets, or qualified conservation contributions? If “Yes,” complete Schedule M ................ 30 31 Did the organization liquidate, terminate, or dissolve and cease operations? If “Yes,” complete Schedule N, Part I 31 32 Did the organization sell, exchange, dispose of, or transfer more than 25% of its net assets? If “Yes,” complete Schedule N, Part II .......................... 32 33 Did the organization own 100% of an entity disregarded as separate from the organization under Regulations sections 301.7701-2 and 301.7701-3? If “Yes,” complete Schedule R, Part I ........... 33 34 Was the organization related to any tax-exempt or taxable entity? If “Yes,” complete Schedule R, Part II, III, or IV, and Part V, line 1 ............................ 34 35 a Did the organization have a controlled entity within the meaning of section 512(b)(13)? ....... 35a b If “Yes” to line 35a, did the organization receive any payment from or engage in any transaction with a controlled entity within the meaning of section 512(b)(13)? If “Yes,” complete Schedule R, Part V, line 2 .. 35b 36 Section 501(c)(3) organizations. Did the organization make any transfers to an exempt non-charitable related organization? If “Yes,” complete Schedule R, Part V, line 2 .............. 36 37 Did the organization conduct more than 5% of its activities through an entity that is not a related organization and that is treated as a partnership for federal income tax purposes? If “Yes,” complete Schedule R, Part VI 37 38 Did the organization complete Schedule O and provide explanations on Schedule O for Part VI, lines 11b and 19? Note: All Form 990 filers are required to complete Schedule O .............. 38 Part V Statements Regarding Other IRS Filings and Tax Compliance Check if Schedule O contains a response or note to any line in this Part V .............

Yes No
1a Enter the number reported in box 3 of Form 1096. Enter -0- if not applicable .... 1a b Enter the number of Forms W-2G included on line 1a. Enter -0- if not applicable . . . 1b c Did the organization comply with backup withholding rules for reportable payments to vendors and reportable gaming (gambling) winnings to prize winners? ................. 1c Form 990 (2023)
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Form 990 (2023) Page 5
Part V Statements Regarding Other IRS Filings and Tax Compliance (continued) 2 a Enter the number of employees reported on Form W-3, Transmittal of Wage and Tax Statements, filed for the calendar year ending with or within the year covered by this return 2a b If at least one is reported on line 2a, did the organization file all required federal employment tax returns? . 2b Yes No
3a Did the organization have unrelated business gross income of $1,000 or more during the year? .... 3a b If “Yes,” has it filed a Form 990-T for this year? If “No” to line 3b, provide an explanation on Schedule O . 3b 4 a At any time during the calendar year, did the organization have an interest in, or a signature or other authority over, a financial account in a foreign country (such as a bank account, securities account, or other financial account)? 4a b If “Yes,” enter the name of the foreign country
See instructions for filing requirements for FinCEN Form 114, Report of Foreign Bank and Financial Accounts (FBAR). 5a Was the organization a party to a prohibited tax shelter transaction at any time during the tax year? . . . 5a b Did any taxable party notify the organization that it was or is a party to a prohibited tax shelter transaction? 5b c If “Yes” to line 5a or 5b, did the organization file Form 8886-T? ............... 5c 6 a Does the organization have annual gross receipts that are normally greater than $100,000, and did the organization solicit any contributions that were not tax deductible as charitable contributions? ..... 6a b If “Yes,” did the organization include with every solicitation an express statement that such contributions or gifts were not tax deductible? .......................... 6b 7 Organizations that may receive deductible contributions under section 170(c). a Did the organization receive a payment in excess of $75 made partly as a contribution and partly for goods and services provided to the payor? ........................ 7a b If “Yes,” did the organization notify the donor of the value of the goods or services provided? ..... 7b c Did the organization sell, exchange, or otherwise dispose of tangible personal property for which it was required to file Form 8282? ........................... 7c d If “Yes,” indicate the number of Forms 8282 filed during the year ........ 7d e Did the organization receive any funds, directly or indirectly, to pay premiums on a personal benefit contract? 7e f Did the organization, during the year, pay premiums, directly or indirectly, on a personal benefit contract? . 7f g If the organization received a contribution of qualified intellectual property, did the organization file Form 8899 as required? 7g h If the organization received a contribution of cars, boats, airplanes, or other vehicles, did the organization file a Form 1098-C? 7h 8 Sponsoring organizations maintaining donor advised funds. Did a donor advised fund maintained by the sponsoring organization have excess business holdings at any time during the year? ........ 8 9 Sponsoring organizations maintaining donor advised funds. a Did the sponsoring organization make any taxable distributions under section 4966? ........ 9a b Did the sponsoring organization make a distribution to a donor, donor advisor, or related person? . . . 9b 10 Section 501(c)(7) organizations. Enter:
a Initiation fees and capital contributions included on Part VIII, line 12 ....... 10a b Gross receipts, included on Form 990, Part VIII, line 12, for public use of club facilities . 10b 11 Section 501(c)(12) organizations. Enter:
a Gross income from members or shareholders ............... 11a b Gross income from other sources. (Do not net amounts due or paid to other sources against amounts due or received from them.) ............... 11b 12a Section 4947(a)(1) non-exempt charitable trusts. Is the organization filing Form 990 in lieu of Form 1041? 12a b If “Yes,” enter the amount of tax-exempt interest received or accrued during the year . . 12b 13 Section 501(c)(29) qualified nonprofit health insurance issuers. a Is the organization licensed to issue qualified health plans in more than one state? ........ 13a Note: See the instructions for additional information the organization must report on Schedule O. b Enter the amount of reserves the organization is required to maintain by the states in which the organization is licensed to issue qualified health plans .......... 13b c Enter the amount of reserves on hand ................. 13c 14a Did the organization receive any payments for indoor tanning services during the tax year? ...... 14a b If “Yes,” has it filed a Form 720 to report these payments? If “No,” provide an explanation on Schedule O . 14b 15 Is the organization subject to the section 4960 tax on payment(s) of more than $1,000,000 in remuneration or excess parachute payment(s) during the year? .................... 15 If “Yes,” see the instructions and file Form 4720, Schedule N. 16 Is the organization an educational institution subject to the section 4968 excise tax on net investment income? 16 If “Yes,” complete Form 4720, Schedule O.
17 Section 501(c)(21) organizations. Did the trust, or any disqualified or other person, engage in any activities that would result in the imposition of an excise tax under section 4951, 4952, or 4953? ....... 17 If “Yes,” complete Form 6069.

Form 990 (2023)
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Form 990 (2023) Page 6
Part VI Governance, Management, and Disclosure. For each “Yes” response to lines 2 through 7b below, and for a “No” response to line 8a, 8b, or 10b below, describe the circumstances, processes, or changes on Schedule O. See instructions.

Check if Schedule O contains a response or note to any line in this Part VI .............

Section A. Governing Body and Management
Yes No
1a Enter the number of voting members of the governing body at the end of the tax year . . 1a If there are material differences in voting rights among members of the governing body, or if the governing body delegated broad authority to an executive committee or similar committee, explain on Schedule O.
b Enter the number of voting members included on line 1a, above, who are independent . 1b 2 Did any officer, director, trustee, or key employee have a family relationship or a business relationship with any other officer, director, trustee, or key employee? .................. 2 3 Did the organization delegate control over management duties customarily performed by or under the direct supervision of officers, directors, trustees, or key employees to a management company or other person? . 3 4 Did the organization make any significant changes to its governing documents since the prior Form 990 was filed? 4 5 Did the organization become aware during the year of a significant diversion of the organization’s assets? . 5 6 Did the organization have members or stockholders? .................. 6 7 a Did the organization have members, stockholders, or other persons who had the power to elect or appoint one or more members of the governing body? .................... 7a b Are any governance decisions of the organization reserved to (or subject to approval by) members, stockholders, or persons other than the governing body? ................. 7b 8 Did the organization contemporaneously document the meetings held or written actions undertaken during the year by the following:
a The governing body? ............................. 8a
b Each committee with authority to act on behalf of the governing body? ............ 8b 9 Is there any officer, director, trustee, or key employee listed in Part VII, Section A, who cannot be reached at the organization’s mailing address? If “Yes,” provide the names and addresses on Schedule O .... 9 Section B. Policies (This Section B requests information about policies not required by the Internal Revenue Code.) Yes No
10a Did the organization have local chapters, branches, or affiliates? .............. 10a b If “Yes,” did the organization have written policies and procedures governing the activities of such chapters, affiliates, and branches to ensure their operations are consistent with the organization’s exempt purposes? 10b 11a Has the organization provided a complete copy of this Form 990 to all members of its governing body before filing the form? 11a b Describe on Schedule O the process, if any, used by the organization to review this Form 990. 12a Did the organization have a written conflict of interest policy? If “No,” go to line 13 ........ 12a b Were officers, directors, or trustees, and key employees required to disclose annually interests that could give rise to conflicts? 12b c Did the organization regularly and consistently monitor and enforce compliance with the policy? If “Yes,” describe on Schedule O how this was done...................... 12c 13 Did the organization have a written whistleblower policy? ................. 13 14 Did the organization have a written document retention and destruction policy? ......... 14 15 Did the process for determining compensation of the following persons include a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision? a The organization’s CEO, Executive Director, or top management official ............ 15a b Other officers or key employees of the organization ................... 15b If “Yes” to line 15a or 15b, describe the process on Schedule O. See instructions. 16 a Did the organization invest in, contribute assets to, or participate in a joint venture or similar arrangement with a taxable entity during the year? ........................ 16a b If “Yes,” did the organization follow a written policy or procedure requiring the organization to evaluate its participation in joint venture arrangements under applicable federal tax law, and take steps to safeguard the organization’s exempt status with respect to such arrangements? .............. 16b Section C. Disclosure
17 List the states with which a copy of this Form 990 is required to be filed 18 Section 6104 requires an organization to make its Forms 1023 (1024 or 1024-A, if applicable), 990, and 990-T (section 501(c) (3)s only) available for public inspection. Indicate how you made these available. Check all that apply.

Own website Another’s website Upon request Other (explain on Schedule O) 19 Describe on Schedule O whether (and if so, how) the organization made its governing documents, conflict of interest policy, and financial statements available to the public during the tax year. 20 State the name, address, and telephone number of the person who possesses the organization’s books and records.

Form 990 (2023)
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CA
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Rajat Das, 816 PERSEUS LN, FOSTER CITY, CA, 94404-2818, (650) 619-8220 Form 990 (2023) Page 7
Part VII Compensation of Officers, Directors, Trustees, Key Employees, Highest Compensated Employees, and Independent Contractors
Check if Schedule O contains a response or note to any line in this Part VII .............

Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees 1a Complete this table for all persons required to be listed. Report compensation for the calendar year ending with or within the organization’s tax year.
• List all of the organization’s current officers, directors, trustees (whether individuals or organizations), regardless of amount of compensation. Enter -0- in columns (D), (E), and (F) if no compensation was paid. • List all of the organization’s current key employees, if any. See the instructions for definition of “key employee.” • List the organization’s five current highest compensated employees (other than an officer, director, trustee, or key employee) who received reportable compensation (box 5 of Form W-2, box 6 of Form 1099-MISC, and/or box 1 of Form 1099-NEC) of more than $100,000 from the organization and any related organizations. • List all of the organization’s former officers, key employees, and highest compensated employees who received more than $100,000 of reportable compensation from the organization and any related organizations. • List all of the organization’s former directors or trustees that received, in the capacity as a former director or trustee of the organization, more than $10,000 of reportable compensation from the organization and any related organizations.

See the instructions for the order in which to list the persons above.

Check this box if neither the organization nor any related organization compensated any current officer, director, or trustee. (A)
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Form 990 (2023)
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Amit Sen 4.00
President/Chairman
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Santanu Deb Roy 4.00
General Secretary
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Rajat Das 4.00
Treasurer ✔ ✔ 0 0 0
Sukalyan Chakraborty 4.00
Director ✔ 0 0 0
Sudip Chattopadhyay 4.00
Director ✔ 0 0 0
Sayantani Ghosh 4.00
Director
✔ 0 0 0
Prithwiraj Mitra 4.00
Director ✔ 0 0 0
Rituraj Tiwari 4.00
Director ✔ 0 0 0
Chetan Majithia 4.00
Director ✔ 0 0 0
Soumya Das 4.00
Director
✔ 0 0 0
Form 990 (2023) Page 8
Part VII Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees (continued) (A)
Name and title
(B)
Average
hours
per week
(list any
hours for
related
organizations
below
dotted line)
(C)
Position
(do not check more than one
box, unless person is both an
officer and a director/trustee) or director Individual trustee Institutional trustee Officer Key employee employee Highest compensated Former (D)
Reportable
compensation
from the
organization (W-2/
1099-MISC/
1099-NEC)
(E)
Reportable
compensation
from related
organizations (W-2/
1099-MISC/
1099-NEC)
(F)
Estimated amount
of other
compensation
from the
organization and
related organizations
(15)
(16)
(17)
(18)
(19)
(20)
(21)
(22)
(23)
(24)
(25)
1b Subtotal ......................
c Total from continuation sheets to Part VII, Section A ...... d Total (add lines 1b and 1c) ................
2 Total number of individuals (including but not limited to those listed above) who received more than $100,000 of reportable compensation from the organization
Yes No
3 Did the organization list any former officer, director, trustee, key employee, or highest compensated employee on line 1a? If “Yes,” complete Schedule J for such individual ............ 3 4 For any individual listed on line 1a, is the sum of reportable compensation and other compensation from the organization and related organizations greater than $150,000? If “Yes,” complete Schedule J for such individual ................................. 4
5 Did any person listed on line 1a receive or accrue compensation from any unrelated organization or individual for services rendered to the organization? If “Yes,” complete Schedule J for such person ...... 5 Section B. Independent Contractors
1 Complete this table for your five highest compensated independent contractors that received more than $100,000 of compensation from the organization. Report compensation for the calendar year ending with or within the organization’s tax year. (A)
Name and business address
(B)
Description of services
(C)
Compensation
2 Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization Form 990 (2023)
0 0 0
0 0 0
0 ✔
✔
✔
0 Form 990 (2023) Page 9
Part VIII Statement of Revenue
Check if Schedule O contains a response or note to any line in this Part VIII ............. (A)
Total revenue
(B)
Related or exempt
function revenue
(C)
Unrelated
business revenue
(D)
Revenue excluded
from tax under
sections 512–514
Contributions, Gifts, Grants,
and Other Similar Amounts
1a Federated campaigns .... 1a
b Membership dues ..... 1b
c Fundraising events ..... 1c
d Related organizations .... 1d
e Government grants (contributions) 1e
f All other contributions, gifts, grants,
and similar amounts not included above 1f
g Noncash contributions included in
lines 1a–1f ........ 1g $
h Total. Add lines 1a–1f ...........

Program Service
Revenue
Business Code
2a
b
c
d
e
f All other program service revenue . .
g Total. Add lines 2a–2f ...........

Other Revenue
3 Investment income (including dividends, interest, and other similar amounts) ...........
4 Income from investment of tax-exempt bond proceeds
5 Royalties ...............
6a Gross rents . . 6a
(i) Real (ii) Personal
b Less: rental expenses 6b
c Rental income or (loss) 6c
d Net rental income or (loss) .........
7a Gross amount from
sales of assets
other than inventory 7a
(i) Securities (ii) Other
b Less: cost or other basis
and sales expenses . 7b
c Gain or (loss) . . 7c
d Net gain or (loss) ............
8a Gross income from fundraising
events (not including $
of contributions reported on line
1c). See Part IV, line 18 . . . 8a
b Less: direct expenses .... 8b
c Net income or (loss) from fundraising events . . .
9a Gross income from gaming
activities. See Part IV, line 19 . 9a
b Less: direct expenses .... 9b
c Net income or (loss) from gaming activities ....
10a Gross sales of inventory, less
returns and allowances . . . 10a
b Less: cost of goods sold . . . 10b
c Net income or (loss) from sales of inventory ....

Miscellaneous
Revenue
Business Code
11a
b
c
d All other revenue .......
e Total. Add lines 11a–11d ..........
12 Total revenue. See instructions .......

Form 990 (2023)
✔
0 2,450
2,251
0 2,450
137,164
144,315
0 See Schedule O 40,097
40,097
0 0
0 00
00 00
0 0 0
0 0
0 0
0 2,251
41,531
37,463
4,068
0 0
24,985
5,174
Interest Income 21
21 208,312 0 0 0
19,811
0 Form 990 (2023) Page 10
Part IX Statement of Functional Expenses
Section 501(c)(3) and 501(c)(4) organizations must complete all columns. All other organizations must complete column (A).

Check if Schedule O contains a response or note to any line in this Part IX .............

Do not include amounts reported on lines 6b, 7b,
8b, 9b, and 10b of Part VIII.
(A)
Total expenses
(B)
Program service
expenses
(C)
Management and
general expenses
(D)
Fundraising
expenses
1 Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 .
2 Grants and other assistance to domestic
individuals. See Part IV, line 22 .....
3 Grants and other assistance to foreign
organizations, foreign governments, and
foreign individuals. See Part IV, lines 15 and 16
4 Benefits paid to or for members ....
5 Compensation of current officers, directors,
trustees, and key employees .....
6 Compensation not included above to disqualified
persons (as defined under section 4958(f)(1)) and
persons described in section 4958(c)(3)(B) . .
7 Other salaries and wages ......
8 Pension plan accruals and contributions (include
section 401(k) and 403(b) employer contributions)
9 Other employee benefits .......
10 Payroll taxes ...........
11 Fees for services (nonemployees):
a Management ..........
b Legal .............
c Accounting ...........
d Lobbying ............
e Professional fundraising services. See Part IV, line 17 f Investment management fees .....
g Other. (If line 11g amount exceeds 10% of line 25, column (A), amount, list line 11g expenses on Schedule O.) .
12 Advertising and promotion ......
13 Office expenses .........
14 Information technology .......
15 Royalties ............
16 Occupancy ...........
17 Travel .............
18 Payments of travel or entertainment expenses
for any federal, state, or local public officials
19 Conferences, conventions, and meetings .
20 Interest ............
21 Payments to affiliates ........
22 Depreciation, depletion, and amortization .
23 Insurance ............
24 Other expenses. Itemize expenses not covered
above. (List miscellaneous expenses on line 24e. If
line 24e amount exceeds 10% of line 25, column
(A), amount, list line 24e expenses on Schedule O.)
a
b
c
d
e All other expenses
25 Total functional expenses. Add lines 1 through 24e
26 Joint costs. Complete this line only if the
organization reported in column (B) joint costs
from a combined educational campaign and
fundraising solicitation. Check here if
following SOP 98-2 (ASC 958-720) . . .

Form 990 (2023)
7,521 7,521
0 0
3,630 3,630
0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0
0 0 0 0
0 0 0 0
200 200 0 0
250 250 0 0
200 200 0 0
0 0 0 0
48,112 48,112 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
Professional fees and other payments to independent 13,893 13,893 0 0 Printing, publications, postage, and 2,275 2,275 0 0
Other expenses (describe in Schedule O) 99,743 99,743 0 0 175,824 175,824 0 0
Form 990 (2023) Page 11
Part X Balance Sheet
Check if Schedule O contains a response or note to any line in this Part X .............

Assets Liabilities Net Assets or Fund Balances
(A)
Beginning of year
(B)
End of year
1 Cash—non-interest-bearing .............. 1
2 Savings and temporary cash investments .......... 2
3 Pledges and grants receivable, net ............ 3
4 Accounts receivable, net ............... 4
5 Loans and other receivables from any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .... 5 6 Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), and persons described in section 4958(c)(3)(B) 6 7 Notes and loans receivable, net ............. 7
8 Inventories for sale or use ............... 8
9 Prepaid expenses and deferred charges .......... 9
10a Land, buildings, and equipment: cost or other
basis. Complete Part VI of Schedule D . . . 10a
b Less: accumulated depreciation ..... 10b 10c
11 Investments—publicly traded securities .......... 11 12 Investments—other securities. See Part IV, line 11 ....... 12 13 Investments—program-related. See Part IV, line 11 ....... 13 14 Intangible assets .................. 14
15 Other assets. See Part IV, line 11 ............. 15
16 Total assets. Add lines 1 through 15 (must equal line 33) ..... 16 17 Accounts payable and accrued expenses .......... 17
18 Grants payable ................... 18
19 Deferred revenue .................. 19
20 Tax-exempt bond liabilities ............... 20
21 Escrow or custodial account liability. Complete Part IV of Schedule D . 21 22 Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .... 22 23 Secured mortgages and notes payable to unrelated third parties . . 23 24 Unsecured notes and loans payable to unrelated third parties . . . 24 25 Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17–24). Complete Part X of Schedule D ................... 25
26 Total liabilities. Add lines 17 through 25 .......... 26 Organizations that follow FASB ASC 958, check here
and complete lines 27, 28, 32, and 33.
27 Net assets without donor restrictions ........... 27 28 Net assets with donor restrictions ............ 28
Organizations that do not follow FASB ASC 958, check here and complete lines 29 through 33.
29 Capital stock or trust principal, or current funds ........ 29 30 Paid-in or capital surplus, or land, building, or equipment fund . . . 30 31 Retained earnings, endowment, accumulated income, or other funds . 31 32 Total net assets or fund balances ............. 32
33 Total liabilities and net assets/fund balances ......... 33 Form 990 (2023)
86,572 117,252
4,900 6,708
00 00
00 0 0
00 00
00 0 00
0 00
00 00
00 0 0
91,472 123,960
00 00
00 00
00 00
00 00
00 0 0
✔
91,472 123,960
0 0
91,472 123,960
91,472 123,960
Form 990 (2023) Page 12
Part XI Reconciliation of Net Assets
Check if Schedule O contains a response or note to any line in this Part XI ............. 1 Total revenue (must equal Part VIII, column (A), line 12) .............. 1 2 Total expenses (must equal Part IX, column (A), line 25) ............. 2 3 Revenue less expenses. Subtract line 2 from line 1 ............... 3 4 Net assets or fund balances at beginning of year (must equal Part X, line 32, column (A)) . . . 4 5 Net unrealized gains (losses) on investments ................. 5 6 Donated services and use of facilities ................... 6 7 Investment expenses ......................... 7
8 Prior period adjustments ........................ 8
9 Other changes in net assets or fund balances (explain on Schedule O) ......... 9 10 Net assets or fund balances at end of year. Combine lines 3 through 9 (must equal Part X, line 32, column (B)) ........................... 10
Part XII Financial Statements and Reporting
Check if Schedule O contains a response or note to any line in this Part XII .............

Yes No
1 Accounting method used to prepare the Form 990: Cash Accrual Other If the organization changed its method of accounting from a prior year or checked “Other,” explain on Schedule O.
2a Were the organization’s financial statements compiled or reviewed by an independent accountant? . . . 2a If “Yes,” check a box below to indicate whether the financial statements for the year were compiled or reviewed on a separate basis, consolidated basis, or both.

Separate basis Consolidated basis Both consolidated and separate basis b Were the organization’s financial statements audited by an independent accountant? ....... 2b If “Yes,” check a box below to indicate whether the financial statements for the year were audited on a separate basis, consolidated basis, or both.

Separate basis Consolidated basis Both consolidated and separate basis c If “Yes” to line 2a or 2b, does the organization have a committee that assumes responsibility for oversight of the audit, review, or compilation of its financial statements and selection of an independent accountant? . 2c If the organization changed either its oversight process or selection process during the tax year, explain on Schedule O.
3 a As a result of a federal award, was the organization required to undergo an audit or audits as set forth in the Uniform Guidance, 2 C.F.R. Part 200, Subpart F? ................... 3a b If “Yes,” did the organization undergo the required audit or audits? If the organization did not undergo the required audit or audits, explain why on Schedule O and describe any steps taken to undergo such audits . 3b Form 990 (2023)
208,312
175,824
32,488
91,472
0 0
0 0
123,960
✔
✔
✔
✔

SCHEDULE A
(Form 990)
Department of the Treasury
Internal Revenue Service
Public Charity Status and Public Support
Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust.

Attach to Form 990 or Form 990-EZ.

Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047
2023
Open to Public
Inspection
Name of the organization Employer identification number Part I Reason for Public Charity Status. (All organizations must complete this part.) See instructions.

The organization is not a private foundation because it is: (For lines 1 through 12, check only one box.) 1 A church, convention of churches, or association of churches described in section 170(b)(1)(A)(i). 2 A school described in section 170(b)(1)(A)(ii). (Attach Schedule E (Form 990).) 3 A hospital or a cooperative hospital service organization described in section 170(b)(1)(A)(iii). 4 A medical research organization operated in conjunction with a hospital described in section 170(b)(1)(A)(iii). Enter the hospital’s name, city, and state:
5 An organization operated for the benefit of a college or university owned or operated by a governmental unit described in section 170(b)(1)(A)(iv). (Complete Part II.)
6 A federal, state, or local government or governmental unit described in section 170(b)(1)(A)(v). 7 An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in section 170(b)(1)(A)(vi). (Complete Part II.) 8 A community trust described in section 170(b)(1)(A)(vi). (Complete Part II.) 9 An agricultural research organization described in section 170(b)(1)(A)(ix) operated in conjunction with a land-grant college or university or a non-land-grant college of agriculture (see instructions). Enter the name, city, and state of the college or university:
10 An organization that normally receives (1) more than 331/3% of its support from contributions, membership fees, and gross receipts from activities related to its exempt functions, subject to certain exceptions; and (2) no more than 331/3% of its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses acquired by the organization after June 30, 1975. See section 509(a)(2). (Complete Part III.) 11 An organization organized and operated exclusively to test for public safety. See section 509(a)(4). 12 An organization organized and operated exclusively for the benefit of, to perform the functions of, or to carry out the purposes of one or more publicly supported organizations described in section 509(a)(1) or section 509(a)(2). See section 509(a)(3). Check the box on lines 12a through 12d that describes the type of supporting organization and complete lines 12e, 12f, and 12g. a Type I. A supporting organization operated, supervised, or controlled by its supported organization(s), typically by giving the supported organization(s) the power to regularly appoint or elect a majority of the directors or trustees of the supporting organization. You must complete Part IV, Sections A and B. b Type II. A supporting organization supervised or controlled in connection with its supported organization(s), by having control or management of the supporting organization vested in the same persons that control or manage the supported organization(s). You must complete Part IV, Sections A and C. c Type III functionally integrated. A supporting organization operated in connection with, and functionally integrated with, its supported organization(s) (see instructions). You must complete Part IV, Sections A, D, and E. d Type III non-functionally integrated. A supporting organization operated in connection with its supported organization(s) that is not functionally integrated. The organization generally must satisfy a distribution requirement and an attentiveness requirement (see instructions). You must complete Part IV, Sections A and D, and Part V. e Check this box if the organization received a written determination from the IRS that it is a Type I, Type II, Type III functionally integrated, or Type III non-functionally integrated supporting organization. f Enter the number of supported organizations ...................... g Provide the following information about the supported organization(s). (i) Name of supported organization (ii) EIN (iii) Type of organization (described on lines 1–10
above (see instructions))
(iv) Is the organization
listed in your governing
document?
(v) Amount of monetary
support (see
instructions)
(vi) Amount of
other support (see
instructions)
Yes No
(A)
(B)
(C)
(D)
(E)
Total
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ. Cat. No. 11285F Schedule A (Form 990) 2023 BAYBASI INC 26-2921484
0 ✔
Schedule A (Form 990) 2023 Page 2
Part II Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi) (Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization fails to qualify under the tests listed below, please complete Part III.) Section A. Public Support
Calendar year (or fiscal year beginning in) (a) 2019 (b) 2020 (c) 2021 (d) 2022 (e) 2023 (f) Total 1 Gifts, grants, contributions, and
membership fees received. (Do not
include any “unusual grants.”) . . .
2 Tax revenues levied for the
organization’s benefit and either paid
to or expended on its behalf . . .
3 The value of services or facilities
furnished by a governmental unit to the
organization without charge ....
4 Total. Add lines 1 through 3 . . .
5 The portion of total contributions by
each person (other than a
governmental unit or publicly
supported organization) included on
line 1 that exceeds 2% of the amount
shown on line 11, column (f) ....
6 Public support. Subtract line 5 from line 4
Section B. Total Support
Calendar year (or fiscal year beginning in) (a) 2019 (b) 2020 (c) 2021 (d) 2022 (e) 2023 (f) Total 7 Amounts from line 4 ......
8 Gross income from interest, dividends,
payments received on securities loans,
rents, royalties, and income from
similar sources ........
9 Net income from unrelated business
activities, whether or not the business
is regularly carried on ......
10 Other income. Do not include gain or
loss from the sale of capital assets
(Explain in Part VI.) .......
11 Total support. Add lines 7 through 10
12 Gross receipts from related activities, etc. (see instructions) ............ 12 13 First 5 years. If the Form 990 is for the organization’s first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here ..........................

Section C. Computation of Public Support Percentage
14 Public support percentage for 2023 (line 6, column (f), divided by line 11, column (f)) .... 14 % 15 Public support percentage from 2022 Schedule A, Part II, line 14 .......... 15 % 16 a 331/3% support test—2023. If the organization did not check the box on line 13, and line 14 is 331/3% or more, check this box and stop here. The organization qualifies as a publicly supported organization ............. b 331/3% support test—2022. If the organization did not check a box on line 13 or 16a, and line 15 is 331/3% or more, check this box and stop here. The organization qualifies as a publicly supported organization ............ 17 a 10%-facts-and-circumstances test—2023. If the organization did not check a box on line 13, 16a, or 16b, and line 14 is 10% or more, and if the organization meets the facts-and-circumstances test, check this box and stop here. Explain in Part VI how the organization meets the facts-and-circumstances test. The organization qualifies as a publicly supported organization .....................................
b 10%-facts-and-circumstances test—2022. If the organization did not check a box on line 13, 16a, 16b, or 17a, and line 15 is 10% or more, and if the organization meets the facts-and-circumstances test, check this box and stop here. Explain in Part VI how the organization meets the facts-and-circumstances test. The organization qualifies as a publicly supported organization .....................................
18 Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see instructions .....................................

Schedule A (Form 990) 2023
104,329
529,176
68,359 76,478 137,946 142,064 529,176
104,329 68,359 76,478 137,946 142,064 529,176
104,329 68,359 76,478 137,946 142,064 529,176
0 0
529,176
100
0 ✔
Schedule A (Form 990) 2023 Page 3
Part III Support Schedule for Organizations Described in Section 509(a)(2) (Complete only if you checked the box on line 10 of Part I or if the organization failed to qualify under Part II.

If the organization fails to qualify under the tests listed below, please complete Part II.) Section A. Public Support
Calendar year (or fiscal year beginning in) (a) 2019 (b) 2020 (c) 2021 (d) 2022 (e) 2023 (f) Total 1 Gifts, grants, contributions, and membership fees
received. (Do not include any “unusual grants.”)
2 Gross receipts from admissions, merchandise
sold or services performed, or facilities
furnished in any activity that is related to the
organization’s tax-exempt purpose . . .
3 Gross receipts from activities that are not an
unrelated trade or business under section 513
4 Tax revenues levied for the
organization’s benefit and either paid
to or expended on its behalf . . .
5 The value of services or facilities
furnished by a governmental unit to the
organization without charge ....
6 Total. Add lines 1 through 5 ....
7a Amounts included on lines 1, 2, and 3
received from disqualified persons .
b Amounts included on lines 2 and 3
received from other than disqualified
persons that exceed the greater of $5,000
or 1% of the amount on line 13 for the year
c Add lines 7a and 7b ......
8 Public support. (Subtract line 7c from
line 6.) ...........

Section B. Total Support
Calendar year (or fiscal year beginning in) (a) 2019 (b) 2020 (c) 2021 (d) 2022 (e) 2023 (f) Total 9 Amounts from line 6 ......
10a Gross income from interest, dividends,
payments received on securities loans, rents,
royalties, and income from similar sources
b Unrelated business taxable income (less
section 511 taxes) from businesses
acquired after June 30, 1975 ....
c Add lines 10a and 10b .....
11 Net income from unrelated business
activities not included on line 10b, whether
or not the business is regularly carried on
12 Other income. Do not include gain or
loss from the sale of capital assets
(Explain in Part VI.) .......
13 Total support. (Add lines 9, 10c, 11,
and 12.) ..........
14 First 5 years. If the Form 990 is for the organization’s first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here ..........................

Section C. Computation of Public Support Percentage
15 Public support percentage for 2023 (line 8, column (f), divided by line 13, column (f)) ..... 15 % 16 Public support percentage from 2022 Schedule A, Part III, line 15 ........... 16 % Section D. Computation of Investment Income Percentage
17 Investment income percentage for 2023 (line 10c, column (f), divided by line 13, column (f)) . . . 17 % 18 Investment income percentage from 2022 Schedule A, Part III, line 17 .......... 18 % 19a 331/3% support tests—2023. If the organization did not check the box on line 14, and line 15 is more than 331/3%, and line 17 is not more than 331/3%, check this box and stop here. The organization qualifies as a publicly supported organization . . b 331/3% support tests—2022. If the organization did not check a box on line 14 or line 19a, and line 16 is more than 331/3%, and line 18 is not more than 331/3%, check this box and stop here. The organization qualifies as a publicly supported organization . 20 Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions .

Schedule A (Form 990) 2023
Schedule A (Form 990) 2023 Page 4
Part IV Supporting Organizations
(Complete only if you checked a box on line 12 of Part I. If you checked box 12a, Part I, complete Sections A and B. If you checked box 12b, Part I, complete Sections A and C. If you checked box 12c, Part I, complete Sections A, D, and E. If you checked box 12d, Part I, complete Sections A and D, and complete Part V.) Section A. All Supporting Organizations
Yes No
1 Are all of the organization’s supported organizations listed by name in the organization’s governing documents? If “No,” describe in Part VI how the supported organizations are designated. If designated by class or purpose, describe the designation. If historic and continuing relationship, explain. 1 2 Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? If “Yes,” explain in Part VI how the organization determined that the supported organization was described in section 509(a)(1) or (2). 2 3a Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? If “Yes,” answer lines 3b and 3c below. 3a
b Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? If “Yes,” describe in Part VI when and how the organization made the determination. 3b
c Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? If “Yes,” explain in Part VI what controls the organization put in place to ensure such use. 3c 4a Was any supported organization not organized in the United States (“foreign supported organization”)? If “Yes,” and if you checked box 12a or 12b in Part I, answer lines 4b and 4c below. 4a b Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? If “Yes,” describe in Part VI how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations. 4b c Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? If “Yes,” explain in Part VI what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes. 4c
5a Did the organization add, substitute, or remove any supported organizations during the tax year? If “Yes,” answer lines 5b and 5c below (if applicable). Also, provide detail in Part VI, including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization’s organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document). 5a b Type I or Type II only. Was any added or substituted supported organization part of a class already designated in the organization’s organizing document? 5b c Substitutions only. Was the substitution the result of an event beyond the organization’s control? 5c 6 Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization’s supported organizations? If “Yes,” provide detail in Part VI. 6 7 Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (as defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? If “Yes,” complete Part I of Schedule L (Form 990). 7 8 Did the organization make a loan to a disqualified person (as defined in section 4958) not described on line 7? If “Yes,” complete Part I of Schedule L (Form 990). 8 9a Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons, as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? If “Yes,” provide detail in Part VI. 9a b Did one or more disqualified persons (as defined on line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? If “Yes,” provide detail in Part VI. 9b c Did a disqualified person (as defined on line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? If “Yes,” provide detail in Part VI. 9c 10a Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? If “Yes,” answer line 10b below. 10a b Did the organization have any excess business holdings in the tax year? (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings.) 10b Schedule A (Form 990) 2023
Schedule A (Form 990) 2023 Page 5
Part IV Supporting Organizations (continued)
11 Has the organization accepted a gift or contribution from any of the following persons? a A person who directly or indirectly controls, either alone or together with persons described on lines 11b and 11c below, the governing body of a supported organization? 11a Yes No
b A family member of a person described on line 11a above? 11b c A 35% controlled entity of a person described on line 11a or 11b above? If “Yes” to line 11a, 11b, or 11c, provide detail in Part VI. 11c
Section B. Type I Supporting Organizations
Yes No
1 Did the governing body, members of the governing body, officers acting in their official capacity, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization’s officers, directors, or trustees at all times during the tax year? If “No,” describe in Part VI how the supported organization(s) effectively operated, supervised, or controlled the organization’s activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove officers, directors, or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year. 1 2 Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? If “Yes,” explain in Part VI how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised, or controlled the supporting organization. 2 Section C. Type II Supporting Organizations
Yes No
1 Were a majority of the organization’s directors or trustees during the tax year also a majority of the directors or trustees of each of the organization’s supported organization(s)? If “No,” describe in Part VI how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s). 1
Section D. All Type III Supporting Organizations
Yes No
1 Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided? 1 2 Were any of the organization’s officers, directors, or trustees either (i) appointed or elected by the supported organization(s), or (ii) serving on the governing body of a supported organization? If “No,” explain in Part VI how the organization maintained a close and continuous working relationship with the supported organization(s). 2 3 By reason of the relationship described on line 2, above, did the organization’s supported organizations have a significant voice in the organization’s investment policies and in directing the use of the organization’s income or assets at all times during the tax year? If “Yes,” describe in Part VI the role the organization’s supported organizations played in this regard. 3
Section E. Type III Functionally Integrated Supporting Organizations 1 Check the box next to the method that the organization used to satisfy the Integral Part Test during the year (see instructions). a The organization satisfied the Activities Test. Complete line 2 below. b The organization is the parent of each of its supported organizations. Complete line 3 below. c The organization supported a governmental entity. Describe in Part VI how you supported a governmental entity (see instructions). 2 Activities Test. Answer lines 2a and 2b below. Yes No a Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? If “Yes,” then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities. 2a b Did the activities described on line 2a, above, constitute activities that, but for the organization’s involvement, one or more of the organization’s supported organization(s) would have been engaged in? If “Yes,” explain in Part VI the reasons for the organization’s position that its supported organization(s) would have engaged in these activities but for the organization’s involvement. 2b 3 Parent of Supported Organizations. Answer lines 3a and 3b below. a Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations? If “Yes” or “No,” provide details in Part VI. 3a b Did the organization exercise a substantial degree of direction over the policies, programs, and activities of each of its supported organizations? If “Yes,” describe in Part VI the role played by the organization in this regard. 3b Schedule A (Form 990) 2023
Schedule A (Form 990) 2023 Page 6
Part V Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations 1 Check here if the organization satisfied the Integral Part Test as a qualifying trust on Nov. 20, 1970 (explain in Part VI). See instructions. All other Type III non-functionally integrated supporting organizations must complete Sections A through E.

Section A—Adjusted Net Income (A) Prior Year (B) Current Year (optional)
1 Net short-term capital gain 1
2 Recoveries of prior-year distributions 2
3 Other gross income (see instructions) 3
4 Add lines 1 through 3. 4
5 Depreciation and depletion 5
6 Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) 6 7 Other expenses (see instructions) 7
8 Adjusted Net Income (subtract lines 5, 6, and 7 from line 4) 8 Section B—Minimum Asset Amount (A) Prior Year (B) Current Year (optional)
1 Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year):
a Average monthly value of securities 1a
b Average monthly cash balances 1b
c Fair market value of other non-exempt-use assets 1c
d Total (add lines 1a, 1b, and 1c) 1d
e Discount claimed for blockage or other factors
(explain in detail in Part VI):
2 Acquisition indebtedness applicable to non-exempt-use assets 2 3 Subtract line 2 from line 1d. 3
4 Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). 4
5 Net value of non-exempt-use assets (subtract line 4 from line 3) 5 6 Multiply line 5 by 0.035. 6
7 Recoveries of prior-year distributions 7
8 Minimum Asset Amount (add line 7 to line 6) 8
Section C—Distributable Amount Current Year
1 Adjusted net income for prior year (from Section A, line 8, column A) 1 2 Enter 0.85 of line 1. 2
3 Minimum asset amount for prior year (from Section B, line 8, column A) 3 4 Enter greater of line 2 or line 3. 4
5 Income tax imposed in prior year 5
6 Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions). 6
7 Check here if the current year is the organization’s first as a non-functionally integrated Type III supporting organization (see instructions).

Schedule A (Form 990) 2023
Schedule A (Form 990) 2023 Page 7
Part V Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations (continued) Section D—Distributions Current Year
1 Amounts paid to supported organizations to accomplish exempt purposes 1 2 Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity 2
3 Administrative expenses paid to accomplish exempt purposes of supported organizations 3 4 Amounts paid to acquire exempt-use assets 4
5 Qualified set-aside amounts (prior IRS approval required—provide details in Part VI) 5 6 Other distributions (describe in Part VI). See instructions. 6 7 Total annual distributions. Add lines 1 through 6. 7
8 Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions. 8
9 Distributable amount for 2023 from Section C, line 6 9 10 Line 8 amount divided by line 9 amount 10
Section E—Distribution Allocations (see instructions) (i) Excess Distributions
(ii)
Underdistributions
Pre-2023
(iii)
Distributable
Amount for 2023
1 Distributable amount for 2023 from Section C, line 6
2 Underdistributions, if any, for years prior to 2023
(reasonable cause required—explain in Part VI). See
instructions.
3 Excess distributions carryover, if any, to 2023
a From 2018 .....
b From 2019 .....
c From 2020 .....
d From 2021 .....
e From 2022 .....
f Total of lines 3a through 3e
g Applied to underdistributions of prior years
h Applied to 2023 distributable amount
i Carryover from 2018 not applied (see instructions)
j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. 4 Distributions for 2023 from
Section D, line 7: $
a Applied to underdistributions of prior years
b Applied to 2023 distributable amount
c Remainder. Subtract lines 4a and 4b from line 4.
5 Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. For result
greater than zero, explain in Part VI. See instructions. 6 Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. For result greater than zero, explain in Part VI. See instructions.
7 Excess distributions carryover to 2024. Add lines 3j
and 4c.
8 Breakdown of line 7:
a Excess from 2019 ...
b Excess from 2020 . . .
c Excess from 2021 . . .
d Excess from 2022 . . .
e Excess from 2023 . . .

Schedule A (Form 990) 2023

SCHEDULE G
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Information Regarding Fundraising or Gaming Activities Complete if the organization answered “Yes” on Form 990, Part IV, line 17, 18, or 19, or if the organization entered more than $15,000 on Form 990-EZ, line 6a.

Attach to Form 990 or Form 990-EZ.

Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047
2023
Open to Public
Inspection
Name of the organization Employer identification number Part I Fundraising Activities. Complete if the organization answered “Yes” on Form 990, Part IV, line 17.

Form 990-EZ filers are not required to complete this part. 1 Indicate whether the organization raised funds through any of the following activities. Check all that apply. a Mail solicitations
b Internet and email solicitations
c Phone solicitations
d In-person solicitations
e Solicitation of non-government grants
f Solicitation of government grants
g Special fundraising events
2 a Did the organization have a written or oral agreement with any individual (including officers, directors, trustees, or key employees listed in Form 990, Part VII) or entity in connection with professional fundraising services? Yes No b If “Yes,” list the 10 highest paid individuals or entities (fundraisers) pursuant to agreements under which the fundraiser is to be compensated at least $5,000 by the organization.
(i) Name and address of individual
or entity (fundraiser) (ii) Activity
(iii) Did fundraiser have
custody or control of
contributions?
(iv) Gross receipts
from activity
(v) Amount paid to
(or retained by)
fundraiser listed in
col. (i)
(vi) Amount paid to
(or retained by)
organization
Yes No
1 2
3 4
5 6
7 8
9 10
Total ......................
3 List all states in which the organization is registered or licensed to solicit contributions or has been notified it is exempt from registration or licensing.

For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ. Cat. No. 50083H Schedule G (Form 990) 2023 BAYBASI INC 26-2921484
Schedule G (Form 990) 2023 Page 2
Part II Fundraising Events. Complete if the organization answered “Yes” on Form 990, Part IV, line 18, or reported more than $15,000 of fundraising event contributions and gross income on Form 990-EZ, lines 1 and 6b. List events with gross receipts greater than $5,000.

Revenue Direct Expenses
(a) Event #1
(event type)
(b) Event #2
(event type)
(c) Other events
(total number)
(d) Total events
(add col. (a) through
col. (c))
1 Gross receipts ....
2 Less: Contributions . .
3 Gross income (line 1
minus line 2) ....
4 Cash prizes .....
5 Noncash prizes . . .
6 Rent/facility costs . . .
7 Food and beverages . .
8 Entertainment ....
9 Other direct expenses .
10 Direct expense summary. Add lines 4 through 9 in column (d) ........... 11 Net income summary. Subtract line 10 from line 3, column (d) ...........

Part III Gaming. Complete if the organization answered “Yes” on Form 990, Part IV, line 19, or reported more than $15,000 on Form 990-EZ, line 6a.

Revenue Direct Expenses
(a) Bingo (b) Pull tabs/instant
bingo/progressive bingo (c) Other gaming (d) Total gaming (addcol. (a) through col. (c)) 1 Gross revenue ....
2 Cash prizes .....
3 Noncash prizes . . .
4 Rent/facility costs . . .
5 Other direct expenses .
6 Volunteer labor ....

Yes %
No
Yes %
No
Yes %
No
7 Direct expense summary. Add lines 2 through 5 in column (d) ........... 8 Net gaming income summary. Subtract line 7 from line 1, column (d) ......... 9 Enter the state(s) in which the organization conducts gaming activities:
a Is the organization licensed to conduct gaming activities in each of these states? ......... Yes No b If “No,” explain:
10a Were any of the organization’s gaming licenses revoked, suspended, or terminated during the tax year? . Yes No b If “Yes,” explain:

Schedule G (Form 990) 2023
Usha Uthup Show
4,068
41,531 0 0 41,531
0 0 0 0
41,531 0 0 41,531
0 0 0 0
0 0 0 0
8,995 0 0 8,995
2,250 0 0 2,250
25,585 0 0 25,585
633 0 0 633
37,463
Schedule G (Form 990) 2023 Page 3
11 Does the organization conduct gaming activities with nonmembers? ............. Yes No 12 Is the organization a grantor, beneficiary or trustee of a trust, or a member of a partnership or other entity formed to administer charitable gaming? ...................... Yes No 13 Indicate the percentage of gaming activity conducted in:
a The organization’s facility ......................... 13a % b An outside facility ............................ 13b % 14 Enter the name and address of the person who prepares the organization’s gaming/special events books and records:

Name
Address
15a Does the organization have a contract with a third party from whom the organization receives gaming revenue? ................................. Yes No
b If “Yes,” enter the amount of gaming revenue received by the organization $ and the amount of gaming revenue retained by the third party $
c If “Yes,” enter name and address of the third party:

Name
Address
16 Gaming manager information:

Name
Gaming manager compensation $
Description of services provided
Director/officer Employee Independent contractor
17 Mandatory distributions:
a Is the organization required under state law to make charitable distributions from the gaming proceeds to retain the state gaming license? ......................... Yes No b Enter the amount of distributions required under state law to be distributed to other exempt organizations or spent in the organization’s own exempt activities during the tax year ..... $ Part IV Supplemental Information. Provide the explanations required by Part I, line 2b, columns (iii) and (v); and Part III, lines 9, 9b, 10b, 15b, 15c, 16, and 17b, as applicable. Also provide any additional information.

See instructions.

Schedule G (Form 990) 2023
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Non Profit Organization
Part and Line Number: 3DUW , /LQH 
Mission statement for Baybasi: To promote awareness of Indian ethnic identity and its cultural and spiritual heritage. To organize cultural events involving (without limitation) Bengali and other Indian traditional and contemporary songs, drama and dances. To plan and host periodic conferences and meetings to allow members to learn, network and share experiences for personal and career development. To organize events to raise funds for the relief of distress and other charitable causes.

Part and Line Number: 3DUW ,,, /LQH 
Mission statement for Baybasi: To promote awareness of Indian ethnic identity and its cultural and spiritual heritage. To organize cultural events involving (without limitation) Bengali and other Indian traditional and contemporary songs, drama and dances. To plan and host periodic conferences and meetings to allow members to learn, network and share experiences for personal and career development. To organize events to raise funds for the relief of distress and other charitable causes.

Part and Line Number: 3DUW ,,, /LQH G
Other cultural and volunteering events
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Part and Line Number: 3DUW 9, /LQH D
No difference in voting rights, all elected Board members get one vote each, and they are equivalent.

Part and Line Number: 3DUW 9, /LQH E
The copy was sent electronically as PDF, and each voting member were given adequate time to view and provide comments.

Part and Line Number: 3DUW 9, /LQH 

Provided electronically on request to any person. Accessible on shared electronic drive to all governing body members.

Part and Line Number: 3DUW 9,,, /LQH D
Stalls, banners, promotions
Part and Line Number: 3DUW   /LQH 
Interest income on saving account in Wells Fargo
Part and Line Number: 3DUW
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Cash Deposit Fee - $27
Part and Line Number: 3DUW
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Tax filing fee $151
Part and Line Number: 3DUW
 /LQH 
Paypal deduction for accepting payment $919
Part and Line Number: 3DUW
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Distribution of food to volunteers, visitors, and members during cultural events $33304
Part and Line Number: 3DUW
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Organizing Cultural events $7226
Part and Line Number: 3DUW
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Decoration of venues: $27528
Part and Line Number: 3DUW
 /LQH 
Cultural event organization $30588

Annual Impact
Report
WWW.CORASUPPORT.ORG 24/7 HOTLINE 800.300.1080
‘22-23

KAREN FERGUSON
CEO
Over the year this campaign has ignited
CORA in its work partnering with community
members and local representatives to make
this an issue we all stand against. This fall,
10 cities have already signed on to the
SPEAK UP Campaign for the coming year
across the County – from one city to many!
This year eleven cities and the County all
made official resolutions recognizing
Domestic Violence Awareness Month.

This year the County provided additional
support to CORA for critical hotline services
and to ensure that high risk youth, in homes
where law enforcement has identified
abuse, be connected to mental health
services at CORA (Support Positive And
Resilient Kids – SPARK program). And this
year our TDAH (To Do At Home) prevention
campaign spread to the coast as the County
Library Association joined in funding the
prevention effort.

CORA is out there more than ever. You
should start seeing CORA’s bathroom
stickers in restaurants or businesses, you
might see CORA’s QR Business cards at
cashier stands, perhaps you participated in
supporting CORA during Giving Tuesday or
our Hope in Action campaign. We believe
that saving lives starts by ensuring that
every community member in the County is
aware of CORA’s resources. We believe that
we have to be engaged with community in
order for “Community to Overcome” and we
believe that if we do that, when someone is
in need, we all will be ready and able to help.

FROM THE
CEO
Of the most recent five homicides in the County, all
five were murders by the victim’s intimate partner.

This is not an easy way to start a CEO letter about
our year, and it highlights only one of the critical
issues we are facing as a County, but it exemplifies
the call to action that has been at the heart of
CORA’s work these past 12 months.

Looking back, we began the year with a brutal
murder in broad daylight on the streets of San
Carlos. CORA stepped into this tragedy with resolve
launching a campaign called SPEAK UP designed to
ensure that everyone in our communities knows
about intimate partner abuse, recognizes the red
flags and knows how to SPEAK UP to offer survivors
a path to healing and health.
www.corasupport.org
hat first call for help is critical. CORA’s hotline is open 24 hours per day, 7 days a week, so that when a survivor finds a moment to safely reach out, someone is there to help.

Police referrals come through our Emergency Response
Program, made possible by CORA’s strategic partnership
with law enforcement in San Mateo County. This allows
CORA to reach those who may not know we are a resource. 3,118 POLICE REFERRALS
4,827 HOTLINE CALLS
orking with clients to create a safety plan is a top priority.

This way clients walk away with next steps to help them flee abusive situations as safely as possible.
2,078 SAFETY PLANS
CRISIS

SUPPORT

SERVICES
www.corasupport.org
LEGAL
www.corasupport.org
This includes clients who received any legal services,
including legal line calls, advocacy or representation.

Some requests for service could not be met due to capacity.

Your support helps us meet every need that we can.
1,973 LEGAL LINE REQUESTS FOR SERVICE
1,105 CLIENTS SERVED
Rose* decided to file for divorce from her partner who was verbally and emotionally abusive. They continued to live together while the divorce was pending, however, her partner’s abuse only escalated after she filed for divorce. During an argument, Rose’s partner pushed, physically restrained, and held Rose captive in their bedroom for hours. Their infant child was present and Rose’s partner prevented Rose from touching or comforting the child in any way during this time. The next day, Rose filed a request for a domestic violence restraining order against her partner. CORA represented Rose at the hearing and obtained a Restraining Order After Hearing and a favorable custody order. A few days later, Rose’s partner filed a motion that, if successful, would void the restraining order. CORA again represented Rose to oppose her partner’s request and were successful in helping her maintain her restraining order. *Name changed for privacy.

ROSE
All clients staying in CORA’s safe houses can access
trauma-support services and other resources to
help with their healing.

It’s important that after clients stay at CORA, they
can move forward to a safe place and thrive after
abuse. Your support makes this possible.
89% EXITED TO SAFE HOUSING
112 PROVIDED TEMPORARY

CONFIDENTIAL HOUSING

SAFE HOUSING
& ADVOCACY
www.corasupport.org
100% of CORA’s subsidized housing and Safe House
clients identified as some level of low-income, with 87% identifying as extremely low-income. At intake, their
median annual income was $25,200 and 20% reported
zero income without their abuser. With the the ongoing
affordable housing crisis, CORA’s services are especially critical.

MENTAL
HEALTH

JACK & IRIS
This includes 241 adult and 76 child clients.

Group therapy is a powerful part of healing for many
of CORA’s clients, as they can connect with others also on a journey to healing after abuse.
304 CLIENTS JOINED GROUP THERAPY
317 CLIENTS RECEIVED ONE-ONONE THERAPY
www.corasupport.org
Jack and Iris* are 8-year-old twins, who
have been receiving therapy services
with CORA since early 2023 after their
dad moved out of their home following a
Move Out Order connected to a
Restraining Order. Both siblings were
experiencing some level of trauma
responses in the beginning: Iris, showed
sadness and anger toward her mom and
twin brother, and had sleep-related
issues. Jack was more vigilant, quiet, and
withdrawn. The siblings engaged in
CORA’s CHIRP school aged group for 10
sessions, where they learned about how
emotions live in their body and what
tools they can use to help themselves
when they are feeling stressed, fearful or
angry. Gradually, they started to interact
with the other children in the group and
with the facilitators. They are now able
to share some of their own fears and
worries and brainstorm about how art
and imagination can help when they are
feeling stressed. They began to show
increased levels of comfort
acknowledging their emotions and
needs, and increased levels of
willingness to share celebratory
moments in their lives.
*Names changed for privacy.

COMMUNITY

OUTREACH
www.corasupport.org
CORA provides education on domestic violence and healthy relationships throughout San Mateo County so the whole
community can work together to overcome abuse.

The community is stopping domestic violence together
through learning how to protect ourselves and support others who may be in an abusive situation.
1,291 TRAINING ATTENDEES
177 EDUCATION HOURS

1. Listen with compassion.

2. Don’t judge.

3. Let your friend decide what to do next.

4. Encourage making a safety plan.

5. Offer resources. CORA’s 24/7 Hotline is 800.300.1080. 5 WAYS YOU CAN HELP A FRIEND

EXPERIENCING INTIMATE PARTNER ABUSE

PREVENTION
a TDAH participant’s young daughter, who after being
shown how to plant and talk to the seed, took it on herself to continue to care for the seed. The seed has grown into a full sized plant and recently had to be re-potted.

GROWING STRONG FAMILIES
www.corasupport.org
The To Do At Home (TDAH) program helps families grow
strong through healthy relationship building and
communication. Family participants continue to give positive feedback about this new program and seek new activities to do together.
128 FAMILIES SERVED
The TDAH program reached 9 cities including San Mateo,
Redwood City, East Palo Alto, North Fair Oaks, Pacifica South San Francisco, Pescadero, Foster City, San Carlos 9 CITIES CITIES REACHED

FINANCIALS
View CORA’s audits, 990 forms, and
other annual reports on our website at
www.corasupport.org/about/financials.

Government Grants

69.7%
Foundations
18%
Indvidual/Business Contributions

8.8%
Other Income

3.5%
CORA’s revenue also includes in-kind
donations and special events. These
streams make up less than 1% of
income.

OPERATING REVENUE
Program Services
69%
Management & General
26%
Fund Development
5%

EXPENSES
$7,623,000
$7,732,000

FINANCIALS
Investments

54.7%
Grants Receivable

23.1%
Cash & Cash Equivalents

18.2%
Prepaid Expenses

3.9%

CURRENT ASSETS
$5,509,000
Notes Payable (current portion)
66%
Accrued Wages

26.1%
Accounts Payable

4.9%
Deferred Revenue
3%

CURRENT LIABILITIES
$1,484,000
View CORA’s audits, 990 forms, and
other annual reports on our website at
www.corasupport.org/about/financials.

CORPORATE

SPONSORS
View CORA’s audits, 990 forms, and
other annual reports on our website at
www.corasupport.org/about/financials.

CORA's corporate partnerships go beyond the dollar to
inspire and engage the community.

Share CORA’s corporate sponsorship packet p p pp with your employer!

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Updated 0D\ , 202

CITY OF FOSTER CITY
FY 202-202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens. -XO\  All DSSOLFDWLRQV are due from nonprofit agencies no later than 5:00 PM.

July 1, 202
to
August 
, 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1, and Monday, August 1 , 202. Applicants will be given three minutes to briefly SURYLGH DQ overview RI their organization and how nonprofit funding would benefit the Foster City Fommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
x Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.
x The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.
x Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity. x Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.
8SGDWHG0D\ 

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
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SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
D 'HVFULEH WKHSUREOHP RU QHHGDUHD EHLQJDGGUHVVHGLQFOXGLQJDQ\IRUPDOVWXG\WKDW KDV EHHQGRQHRI WKHORFDODQGUHJLRQDOQHHGIRUWKHVHUYLFHSURJUDPRUSURMHFW SECTION 2: PROGRAM DESCRIPTION
D 'HVFULEHWKHJRDOVRIWKHSURJUDPIRUZKLFK\RXDUH UHTXHVWLQJIXQGLQJ DQGKRZWKHIXQGVZRXOGEH XVHG
Foster City Village, Inc.
1000 E. Hillsdale Blvd., Suite 201, Foster City, CA 94404 Pennie Lundberg
[email protected]
650/483-6815 $15,000
Right now there are over 7,750 households in zip code area 94404 that have one or more residents 55 and over residing there, and those numbers are growing. In five years the senior population will be the largest segment in the country. And, in 2024 San Mateo County was the first county in the state to claim "isolation" as an official county emergency.

Many of our local seniors live either alone or with another senior. As one ages, health issues become paramount, transportation can be restricted and ability to manage a home becomes more challenging.

Although Foster City is considered to be a semi-affluent community, many of our seniors are living on social security and struggle financially to remain in their home. Covid exacerbated the isolation and loneliness felt by our seniors, and this has been slow to recover.

Foster City Village is a membership organization where neighbors are helping our older residents to live healthy, happy and engaged lives in their own homes for as long as they choose or are able, and treated with dignity and respect. 70% of our members live either alone or with another senior.

Foster City Village offers two levels of membership: full, which includes services such as Our mission is to enable our senior population to remain in their homes for as long as they are able, leading healthy, fit, safe and socially engaged lives. Funds from the City of Foster City would be used to plan and execute our programs to accommodate all who request participation. Our costs are generally divided by instructor/presenter fees for exercise cooking, speaking engagement and costs for the many other events. Our Buddy Connection Program, which offers companionship and assistance to our most isolated members, uses our funds for specialized training for volunteers to recognize changes in their partner members' appearance, environment, behavior as a sign that additional help is needed, as well as costs incurred to take them out into the community. Our Home Safety and Tech Assistance program require funding (at times) for professional help and supplies.

Last, part of our overhead costs go toward tracking and managing data attendance, ride reservations and rider/driver matchups, insurance for all our programs, office, phone, supplies, one part-time administrator and one hourly grant writer. Lastly, we are learning of more and more potential members who are unable to pay the dues, so funding a Silver Scholarship program with grants and individual donations is paramount.

Updated 0D\ , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
In 2023-24 our membership has grown higher than ever. Normally our membership numbers can fluctuate and peak; the obvious attrition of those moving to senior homes or out of the area to live with family, as well as passing away, are always present. When we can say we are ahead is quite an accomplishment. And, so far our Buddy Connection residents/members who have requested our services, while very difficult to recruit (people are very hesitant to say they feel lonely or isolated), has also continually grown in number. And, we have members who find, as they age, that the social membership isn't enough for them, and upgrade to a full member to take advantage of the transportation services we offer.

Foster City Village is the only organization offering these services to 94404 residents/members. Full members still receive two (2) free rides to/from doctors appointments, dental, grocery shopping, banking and other necessary tasks that they cannot do because they can no longer drive. Not only do Our program is limited exclusively to those seniors who reside in the 94404 zip code area, so we serve only Foster City and a few San Mateo residents. We are the ONLY organization to offer free rides, social events, learning and wellness presentations and physical wellness instruction. Foster City Village assists with the food distribution from the Second Harvest Food Bank by either reminding our members what day and time it will be available, driving the member to and from the site of distribution, or even picking up food for a member and delivering it to them if they are unable to do it themselves. We also deliver for the Meals on Wheels program to their qualifying recipients, whether they belong to Foster City Village or not.

As stated above, our services of physical wellness through exercise classes specializing in senior/aging conditions and a "Walk and Talk" weekly group walk to keep members active and in touch with others, cooking for those who are "eating for one" and need healthy, nutritional meals, keeping them safe in their homes, and our Buddy Connection to those who are feeling isolated and l d th 100 id th ff k l bl i i ti f th
Our full membership numbers have grown by 25% over last year, and our volunteer hours have surpassed 375 hours per month. We are on a trajectory of consistent growth of both members and volunteers each year. In addition to our members, we serve their families who may be local or not, to assist their loved ones to live a happy, healthy life. And, since many of our events are also open to the public (only the exercise program requires a fee for non-members which goes to the instruction and venue, all others at no cost), we serve a rising number of residents who are not members, so our total estimate is somewhere around 500.

Updated 0D\, 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Foster City Village is focused solely on serving the senior residents of zip code 94404, which is all of Foster City and a small portion of San Mateo on the east side of 101. We are one of the few nonprofits that serves Foster City exclusively. By serving a single zip code we are better able to build a strong community of members and volunteers and increase our services.

For the last 11 years, Foster City Village has grown in both members and volunteers, and is continually evaluating and modifying our services, if necessary or requested. Using the data we have via surveys and speaking with instructors or those who manage our variety of service programs, we learn what is working well and what needs some modification based on the trends we see. That way we are able to continually provide a positive experience for both our members and volunteers, along with our volunteer Board of Directors.

Our Board, volunteers and members have expressed countless positive feedback situations where not only have we been able to offer someone rides to treat a medical condition that would otherwise not have been treated due to lack of ability to see the doctor. We hear from relatives of our members about how their loved one has thrived due to our services, hear of someone in the buddy program who has blossomed into a social butterfly due to our assistance to get them out and active again, first to our events and eventually into the community, and see improvements in someone's home that will help to avoid falls which is the highest source of injury or death for seniors It is gratifying work for our We lost one of our part-time administrators due to her moving out of the area, and we have, at least for now, been able to function with one 30-hour-per-week administrative person for our needs in that area. We currently have a paid, very experienced grant writer/board member who volunteered writing our grants for a couple of years prior to needing compensation. We have over 65 vetted and trained volunteers, and currently six board members. One of our priority tasks right now is the recruitment of new board members.

We strive to keep our overhead budget as low as possible so that we can use funding for our programs. Our total annual budget for 2023 (our fiscal year is calendar year) was $185,000 and our projected budget for 2024 is $137,000. Sources for revenue are primarily grants and dues from our members, a smaller amount from individual donors and event sponsorships. In past years we have held an annual gala, but we have determined that costs and work expected from our board and Updated 0D\ , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

Foster City Village could literally not do the work that we do without the collaboration with the City of Foster City, the Rec Department and the Public Library. We have developed a collaboration with Rebuilding Together, mentioned earlier, for those homeowners who qualify with RT to receive free home upgrades and/or repairs. We are on the verge of creating a program with a local hardware chain to offer safety and repair assistance at a discount to members. And we are looking to create a partnership with at least one low-income housing property in Foster City for a first-ever "group membership" where the developer donates to Foster City Village for a number of free memberships for their residents, who could not afford to join on their own. This will offer invaluable services (particularly our ride service as most of these residents to not drive) to an underserved population in our community and promote diversity among our members. We also periodically work with SCORE and SM County Ombudsman Services, The Villages of San Mateo County to exchange of ideas and programs we might not offer, the 55+ Club of Foster City to be able to sign our members up for their 6/10/24
Pennie Lundberg Director of Development
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Hiilbarn Theatre & Conservatory
1285 E. Hillsdale Blvd, Foster City, CA 94404
Steve Muterspaugh
[email protected]
650.349.6411 ext. 303 $20,000
California for the Arts, (CAC), maintains an on line dashboard that reports on how the arts advance our economy and society, and the relationship between arts participation, social cohesion, and wellbeing. https://www.caforthearts.org/resources Excerpt:

Arts and cultural strategies have been increasingly engaged by the public health sector to enhance community health and well-being, as well as to address social drivers and causes of health inequities and disparities in the United States (US) (1–4). This uptake is in part due to the growing body of evidence that links arts and cultural participation to notable impacts on health and well-being at the population level in this country, including on mental health (5), flourishing among young people (6), healthy aging (7), and even mortality (8). Additionally, as the significant health risks posed by social isolation and loneliness are better understood, arts and cultural strategies are increasingly recognized as available resources for countering isolation and building social cohesion in communities (9, 10).

The need to ignite that innate creativity is why principals, superintendents and arts educators across the state are brainstorming new and expanded arts education plans. “Encouraging students from an early age to explore their creative interests can set them up for a life that recognizes the arts as an essential part of life, both as a means of expression and of understanding the world,” said Rush Rehm, professor of drama and classics at Stanford. “Education should provide the basic skills one needs to survive in an imperfect world. But living is more than surviving, and for that reason funding the arts makes good, common sense. That is, if one has any hope of making the world a little less imperfect.” EDSOURCE, https://edsource.org/2023/behind-the-scenes-californias-new-arts-education-plans/694383 Recent research explored on TED Radio Hour has shown that arts education can also stimulate the teenager's brain's reward center in the same way as risky social behavior - but without the potential for negative consequences. Adriana Galván, Professor of Psychology, UCLA The National Endowment for the Arts, NEA, has been studying and supporting studies that examine the effect that the arts have on young brains for decades, offering insight into how the arts support emotional resilience in children and adolescents as they learn.

Hillbarn Theatre engages members of society of all ages, levels of education, income, and ethnic origin.

Hillbarn Theatre & Conservatory respectfully requests a $20k grant to:

1. supplement our student scholarship program in partnership with Foster City Rotary Club that has granted $6k to that fund

2. underwrite our in-school programs in North Shoreview and Parkside Montessori schools

3. match funding we have in place to expand and scaffold our work in Diversity, Equity and Inclusion to be sure we tell stories that resonate with a large swath of society and that diversity of origin is reflected on our stage. This includes our 2025 spring production of the World Premier of Bay Area playwright Jeffrey Lo's play, Writing Fragments Home that follows the story of a young Filipino artist who must come face to face with his past, his family and his heritage in order to overcome writerʼs block and discover his voice.

4. support greater investments in programming and outreach that will connect us to our surrounding AAPI community who represent a kaleidoscope of social, cultural, and economic diversity and are currently underrepresented in the stories we tell on our stage.

5. support our youth Conservatory programs that increasingly include children more representative of the 50% Asian demographics in The City of Foster City and San Mateo. Parents delight in seeing their children onstage in a variety of productions.

6. help fund a casting associate representative of the AAPI community who is guiding our inclusive casting protocol giving AAPI directors, actors and creatives an expanded variety of production opportunities.

7. retain a company that has an 83 year proven track record and is much beloved by a large section of Foster City residents and the hundreds of patrons from other communities who spend money in Foster City to purchase theatre tickets, and additionally, dine at a local restaurant, purchase gas, stop to shop.

City of Foster City funds also help us leverage other gifts including from local businesses and organizations including Community Bank of the Bay, Foster City Rotary Club, Foster City Lions Club and major foundations such as the David and Lucile Packard Foundation. #'
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Hillbarn Theatre
Hillbarn Theatre is outperforming most Bay Area theatre companies both artistically and financially. As local regional theaters shutter or announce enormous financial short falls necessitating fire alarm fund raising campaigns, Hillbarn is receiving critical acclaim from Bay Area reviewers, audience members, performers and creative team members, all while maintaining a strong balance sheet in spite of continued cuts to government and foundation funding. The shortfall is coming if local funds dry up, but for now, with the support of the City of Foster City, local service organizations and hundreds of individuals who value the importance of the performing arts and in particular this local company, Hillbarn Theatre & Conservatory sees a continued growth trajectory. Our attendance was strong this past season with two shows breaking attendance records.

The Sound of Music: 97% occupancy
Something Rotten: 95.7 % occupancy
Each of the five shows in the 2023-24 season were met with critical acclaim. Both RENT and The Sound Oo Music were awarded a Theatre Bay Area Homegrown award, for creating job opportunities in the Bay Area and a Reflection Award that recognizes diversity of the production matching the diversity in the Bay Area. All of the 2023-2024 productions received a MUST SEE recommendation from the press thus drawing audience to Foster City.

Summer camp 2023 registrations for elementary, middle and high school students have exceeded capacity with waiting lists of up to 50 students in the elementary and middle-school divisions. This is consistent with our outreach programs at local San Mateo County schools this past year. Our greatest current need is local space that we could use to expand our in demand youth programming.

Scholarship requests remain considerably higher than pre-Covid, a sign of economic hardship for some families. We strive to meet all requests by underwriting fees with grants from Rotary and the City of Foster City. Currently 8 children are attending camp supported by scholarships and several students in our Teen company had tuition underwritten. We sponsor foster children, children experiencing grief or medical issues, and families in financial need. Hillbarn is working with local schools that represent residents in the lower-range of income based on the California Healthy Places Index. Ticket discounts have greatly reduced the barrier to entry felt by many members of the community and industry. Hillbarn has implemented a Pay-What-You-Can show in each run to ensure that Hillbarn's performances are available to anyone at a price point they can manage. Hillbarn offers $30 seats for patrons under 30. Senior discounts are offered as part of subscription packages and single tickets. Groups of 10+ receive notable discounts.

The City of Foster City has benefited from the presence of Hillbarn Theatre since it opened it's doors in the newly created city in 1968. This venerable arts institution's reputation anchors the City as a great place to live or visit, attracts tourists and visitors, it stimulates the local economy, engages the community with new ideas and agendas that can be helpful in changing the way citizens think, see and act, upholds the belief that the arts have intrinsic value, offers youth a safe place to build skills and make new friends and acts as a conduit for bringing together members of the community who share similar interests.

Patrons:

FY September 1, 2023 - July 2, 2024
4,486
Please note that we only produced 5 shows in this season FY September 1, 2024 -August 31, 2025
6,000 anticipated
We are returning to a 6-show season and adding a fourth weekend of performances for the three musicals. We anticipate this will return attendance to previous season numbers.

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Hillbarn Theatre
Hillbarn's production of RENT had the largest representation of multi-ethnicity ever on our stage, drawing upwards of 400 new ticket buyers from zip codes beyond the mid-Peninsula.

Both RENT and The Sound Of Music were awarded a Theatre Bay Area Homegrown award, for creating job opportunities in the Bay Area and a Reflection Award that recognizes diversity of the production matching the diversity in the Bay Area.

All of the 2023-2024 productions received a MUST SEE recommendation from the press thus drawing audience to Foster City.

RENT, Once and Something Rotten, our winter offerings brought 900+ new patrons to the theatre. These are people who attend but also are likely to shop and dine in town before or after a performance.

The largest number of patrons attending from beyond Foster City include:

Belmont: 408
Burlingame: 434
San Mateo: 1,762
San Carlos: 485
Redwood City: 578
San Francisco: 532
Appointed in April 2023, Executive Artistic Director, Steve Muterspaugh, has now been at the helm for over a year. Steve has enjoyed a 20-plus year career as a professional regional actor, director and arts administrator. Prior to joining Hillbarn Theatre, Steve served as Associate Artistic Director at San Francisco Shakespeare Festival and Jewel Theatre (Santa Cruz), as well as most recently serving as Artistic Operations Manager / Digital Content Director at TheatreWorks Silicon Valley.

Conservatory Director, Adrienne Walters, is a Bay Area native who graduated from San Francisco State university with a BA in Anthropology. She has been a teaching artist across the Bay Area for the past 13 years as well as a member of the Equity Actors Association.

Muterspaugh and Walters are both accomplished performers and arts educators. Trained teachers, professional actors, dancers, singers and musicians join the various Conservatory programs to share their wealth of experience.

Pam Lampkin, Development Associate, has forty-five years of arts management and fund development experience in non-profit cultural and educational institutions. She has led the fundraising efforts at Hillbarn for ten seasons. Additionally, she is an award-winning Bay Area costume designer.

Hillbarn has a contract with Actor's Equity Association to employ 18 union members per season. Professional actors raise the bar and take avocational actors to new levels through coaching and mentorship.

Professional directors, designers and musicians join our creative teams bringing to Hillbarn a wealth of talent from as far afield as NYC.

A Board of Directors ensures the organization is fulfilling its mandate, are following all legal obligations, and are fiscally responsible. Since they play a governance role, they set policies and make sure those policies are put into practice. Members professional skills include certified public accounting, law, business ownership, education, non profit management, psychology, City engagement, and the performing arts.

Full time: 2, Part time: 10 Actors: 42, Creatives: 55 Musicians employed: 18, Teachers: 42, Volunteer ushers: 110 Annual budget FY 2023: $1,173,603
Annual budget FY 2024:

Sample Anticipated Annual Sources of Revenue
Individuals: $240,000
City of Foster City: $20,000
Rotary Club of Foster City: $6,500
Lions Club: of Foster City: $1,000
Season Sponsor: $6,000
Foundation grants: $31,500
Conservatory registrations: $268,275
Conservatory Performance: $63,000
Ticket Sales: $584,351
Facility rentals: $14,000
Props & Costumes rental: $6,500
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Hillbarn Theatre
Hillbarn collaborates with the Rotary Club of Foster City. This past season Rotary held events at Hillbarn and committed $5,000 to fund student scholarships.

Atria Senior Living takes advantage of Hillbarn Theatre's group and senior discounted tickets, and organizes groups to attend our matinee performances.

Kids Connection School annually uses our space for their holiday and end-of-year performances and graduation ceremonies.

The PJCC recently presented a single evening, one-woman show on our stage as part of their arts engagement programming.

Students from San Mateo County Unified School District High Schools and local private and parochial schools participate in year-round programs at the theatre.

Hillbarn school outreach programs are offered at Parkside and North Shoreview Montessori Schools. These after school programs culminate in a year-end performance on the Hillbarn Mainstage. Students are excited at the prospect of learning music and dance to enhance storytelling and are eager to be part of a team that is creating something unique. Enrollment represents many socio-diverse backgrounds, income levels and educational success.

July 2, 2024
Steve Muterspaugh Executive Artistic Director

Updated 0D\ , 202

CITY OF FOSTER CITY
FY 202-202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens. -XO\  All DSSOLFDWLRQV are due from nonprofit agencies no later than 5:00 PM.

July 1, 202
to
August 
, 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1, and Monday, August 1 , 202. Applicants will be given three minutes to briefly SURYLGH DQ overview RI their organization and how nonprofit funding would benefit the Foster City Fommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
x Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.
x The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.
x Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity. x Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.
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CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
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SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
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Ho’okahi Pu’uwai Outrigger Canoe Club
PO Box 4308, Foster City, CA 94404
Michael Fujita
[email protected]
925-395-3190 $20,000
Ho’okahi Pu’uwai Outrigger Canoe Club (HPOCC) plays a crucial role in the Foster City community by promoting outrigger canoe racing and fostering overall health and well-being through paddling. Founded in 1998 with a mission to encourage and perpetuate this traditional Hawaiian sport, HPOCC serves as a hub for physical activity and community engagement for Foster City residents and the greater Bay Area.

Beyond its athletic focus, the club has become a beacon of support, for both adults and kids, particularly in the aftermath of the COVID-19 pandemic, by offering mental health benefits through outdoor activity and social interaction. Paddling not only strengthens muscles but also nurtures mental fortitude, offering participants a healthy outlet to relieve stress and restore a sense of balance.

HPOCC serves as more than a sports club, by fostering an ohana—a family-like environment—for all members, irrespective of age, economic background, or ethnicity, thereby promoting unity and well-being through shared passion and camaraderie.

HPOCC seeks funding to achieve several key goals centered on enhancing community engagement, promoting physical and mental well-being for children and adults, and improving our facilities and equipment. Specifically, the funds will support the following objectives:

1. Increase Community Engagement: Strengthen outreach efforts to attract a diverse demographic, including underserved populations and children in Foster City and neighboring communities. HPOCC hosts an annual New Paddlers Day in Foster City Lagoon to introduce community members to Hawaiian canoeing and promotes community spirit through a free half-day event led by over 20 HPOCC volunteers. Participants learn about the ancient art, craft, and history of Hawaiian canoeing.

2. Youth Empowerment: Hawaiian tradition states that our future is in the hands of our keikis, Hawaiian for children, and we strongly uphold this belief.

Our club created its identity around this belief and developed a program which reflects these values. We provide the local community with an alternative activity for keikis to learn about teamwork, discipline, leadership, and to appreciate different cultures under the mentoring and guidance of an experienced keiki coaching staff. In 2024, we expanded our efforts to recruit more children from public schools in San Mateo county, including Foster City schools.

3. Enhance Facilities and Equipment: With our membership exceeding 150 individuals and currently limited to 60 paddlers per practice session due to having only ten canoes (each with 6 seats), providing regular practice opportunities for all members has become challenging. Funding will enable us to acquire an additional outrigger canoe and upgrade our paddles, safety gear, and clubhouse facilities. These improvements are essential to ensuring safety, accessibility, and a positive experience for all participants, addressing our immediate need for increased capacity and enhanced amenities.

Updated 0D\ , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Ho’okahi Pu’uwai Outrigger Canoe Club
Ho’okahi Pu’uwai means one heart, one goal in the Hawaiian language and is a sentiment we perpetuate throughout our ohana. We are one of the largest outrigger clubs in the Northern California Outrigger Canoe Association (NCOCA), currently with over 150 members ranging from ages 6 to 70+ who compete on a consistent basis. We hold practices in the Beach Park overpass in Foster City Lagoon three times a week.

In 2023, HPOCC made impactful contributions both locally in the Foster City community and beyond. We participated in the Pacific Islanders' Cultural Association Aloha Festival, and raised funds that supported our club and as well as the Hawaii Community Foundation in their restoration initiatives following the fires in Lahaina, Maui. In addition, HPOCC hosts an annual Turkey Splash fundraiser, where outrigger clubs from NCOCA compete in Foster City Lagoon. Last year we raised $1,000+ and collected 400 lbs of canned food for Samaritan House, a nonprofit serving San Mateo.

Additionally, through diligent fundraising efforts and generous donor support over the many years, our club purchased an additional outrigger canoe earlier this year. This is the first addition to our club in 5 years; an added canoe has allowed us to further engage our community and fulfill our mission of promoting Hawaiian canoeing traditions while fostering a strong sense of ohana, or family, among our members and supporters HPOCC enhances the quality of life of residents in Foster City by promoting active lifestyles, cultural enrichment, and community engagement. The club's initiatives not only benefit its members but also positively impact the broader community, making Foster City a more vibrant and inclusive place to live and visit. In addition, our adult and childrens’ program have increased awareness of the Pacific Island cultural heritage surrounding the outrigger canoe as well as enhanced interaction between all groups of people and walks of life who are drawn to outrigger canoe racing. Outrigger canoes are more than just a boat, they are a part of the very fabric of the Pacific Island culture.

In ancient times, outrigger canoes were an integral means for transportation, trade, and connecting islands and their people. HPOCC’s program, which welcomes groups of people from all walks of life, strives to similarly promote this type of connection through our adults and children's programs as we increase the awareness of the Pacific Island cultural heritage in the Foster City community. Outrigger canoeing is not only a recreational sport, it is a way for the community to deepen their connection with nature, culture and tradition with every stroke in the water.

In 2023, our membership consisted of a total of 151 members from the Bay Area, with 23 members residing in Foster City and 21 members from San Mateo. We expect to be serving more Foster City residents in the coming year as they become more aware of our club from events held at the lagoon.

HPOCC also welcomes the public to join us annually for our New Paddler Day where all residents from Foster City and surrounding cities can join us on the water to learn about paddling.

Updated 0D\, 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Ho’okahi Pu’uwai Outrigger Canoe Club
Our membership spans across the entire Bay Area, with members traveling long distances to participate in HPOCC's outrigger canoe practices, events, and community-building activities. Joining HPOCC fosters a deep sense of community among members, fueling their dedication not only to the sport of Hawaiian canoeing but also to each other as a unified team. Our members come from these Bay Area cities: Alameda (4), Belmont (3), Brisbane (1), Burlingame (13), Cupertino (1), Daly City (1), Dublin (2), East Palo Alto (11), El Granada (1), Foster City (23), Fremont (5), Half Moon Bay (2), Hayward (8), Los Altos (1), Los Gatos (4), Newark (1), Oakland (1), Pacifica (1), Pleasanton (1), Redwood city (3), San Bruno (4), San Carlos (5), San Francisco (20), San Jose (3), San Leandro (1), San Mateo (21), Santa Clara (1), Santa Rosa (1), Sebastopol (1), South San Francisco (2), Union City (5).

HPOCC was founded in 1998 to promote outrigger canoeing and related Hawaiian and Pacific Island paddling sports. Based in Foster City, CA, HPOCC is a 501c non-profit organization, which supports itself through modest membership dues, tax deductible contributions from individuals and fundraising activities in the community. For 25+ years HPOCC exists to encourage, maintain and perpetuate outrigger canoe racing for the Bay Area community.

HPOCC’s programming is completely volunteer driven, we have a Board of Directors which includes 12 volunteers and 6 Coaches who bring a wealth of experience and dedication to the proposed project and programs aimed at enhancing community engagement, promoting physical and mental well-being for Foster City residents. On average, our Board of Directors volunteer 20 hours per month and HPOCC Coaches volunteer 30 hours per month to lead our organization.

Our primary revenue source comes from membership dues and donations/fundraising efforts. HPOCC membership fees are $180/year for adults and $50/year for children under 18. In 2023 membership made up $17,000 of our revenue, fundraising events accounted for $11,500 and donations totaled $6,000. Our annual expenditures in 2023 totaled $6,000 to cover maintenance of canoes, trailers and facilities, registration and membership fees. This year we purchased our newest outrigger canoe which cost $24,000 and will be reflected on our 2024 budget.

Updated 0D\ , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

Ho’okahi Pu’uwai Outrigger Canoe Club
HPOCC is a member of the Northern California Outrigger Canoe Association (NCOCA), we enter crews to compete in most of the NCOCA sprint and long distance competitions, along with races in Southern California (Catalina Channel, Santa Barbara), Hawaii (Molokai Channel, Queen Lilioukalani Race), and The World Sprints held in various locations around the world. Beyond our competitive involvement, HPOCC partners with the Polynesian nonprofit organization, Anamatangi Polynesian Voices, to provide educational opportunities and introductory paddling activities for underprivileged youth.

Michael Fujita 7/2/2024
Michael Fujita President
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Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:
21425 Birch Street, Hayward, CA 94541-2131 • 510-247-8995 • Fax 510-247-8992 • [email protected] March 11, 2014
Friends,
Island United Church UCC UMC UPC, 1130 Balclutha Dr., Foster City CA 94404-1710, is a member church of the United Church of Christ in the Northern California Nevada Conference, Golden Gate Association. Please refer to the listing on the next page, taken from the current UCC Yearbook.

As a member church, Island United Church is covered by the blanket federal tax exemption granted to the United Church of Christ on June 10, 1964, which includes all member churches. The Internal Revenue Service group exemption number for the United Church of Christ is 1665. Also attached is the 501(c) (3) determination letter for the Northern California Nevada Conference, United Church of Christ.

Sincerely,
Joy Davis
Northern California Nevada Conference
United Church of Christ
Joy Davis
Conference Administrator
0300
*
Elk Grove - Elk Grove Congregational Church UCC
9624 Melrose Ave
ASSN CODE 012
1923
95624
(916)685-4825
E-MAIL [email protected]
J D Kosko, P
57 22 45 1 198 113,510 113,510
06 0320
*
Eureka - First UCC
900 Hodgson St
ASSN CODE 008
1859
95503
(707)445-5488
E-MAIL [email protected]
C J Vallerga, P
98 24 60 3,252 350 3,602 2,642 82,559 6,047 88,606
95 0330
*
Fairfax - Community UCC
2398 Sir Francis Drake Blvd
ASSN CODE 008
1921
94930
(415)454-6085
E-MAIL [email protected]
FAX (415)453-8024
K Harts, P
50 15 42 12 2 6,427 754 7,181 1,200 119,564 119,564
10 0355
D
*
Foster City - Island United Church
1130 Balclutha Dr

ASSN CODE 008
1966
94404
(650)349-3544
E-MAIL [email protected]
FAX (650)349-3544
A R Akana, P
30 5 25 3 2 7 1,975 1,293 3,268 4,259 560,144 0 560,144 11 0370
*
Fremont - Congregational UCC
38255 Blacow Rd
ASSN CODE 004
1957
94536
(510)793-3970
E-MAIL [email protected]
D A Borglum, P
89 22 43 13,647 2,688 16,335 3,583 140,022 140,022
11 0462

Fremont - Filipino American Evangelical UCC
3183 San Andreas Dr

Union City
ASSN CODE 008
1992
94587
(510)487-3891
E-MAIL [email protected]
R P Desenganio, P
108 40 35 83,000 83,000
09 0372
*
Fremont - Filipino American UCC
4587 Peralta Blvd

ASSN CODE 004
1984
94536
(510)797-8408
E-MAIL [email protected]
FAX (510)797-3459
F D Ranches, IN
120 45 250 2,005 2,255 80,400 80,400
11 0365
D
*
Fremont- Niles Discovery Church
PO Box 2265

ASSN CODE 004
2012
94536
(510)797-0895
E-MAIL [email protected]
J S Spencer, P
134 45 86 4 7 2 42 4,212 4,095 8,307 13,595 200,290 6,110 206,400 12 0352

Fremont - Vine Moni UCC
38255 Blacow Rd

ASSN CODE 004
1994
94536
(510)798-0863
P F Tuitasi, AP
60 25
07 Statistics - CALIFORNIA, NEVADA NORTHERN (02) 45

ISLAND UNITED CHURCH
1130 Balclutha Drive • Foster City, CA 94404
650-349-3544
www.iucfc.org
Reverend Michael Cronin, Minister
Peg Divine, Moderator
Annual Report
January 1, 2023 – December 31, 2023
Published March 10, 2024
dĂďůĞŽĨŽŶƚĞŶƚƐ
Page
Personnel and Teams 1
Membership/Passages 2
Moderator’s Report 3
Pastor’s Report 3
Music Director’s Report 4
Buildings and Grounds Committee Report 5
Communications Team Report 6
Finance Committee Report 8
Audit Committee Report 14
Safe Church Committee Report 15
Social Justice & Outreach Committee Report 17
Video & Audio Team Report 19
Worship & Music Committee Report 19

WĂŐĞϭ
Personnel and Teams
(chairperson in bold)
Church Council: Moderator: Peg Divine. Vice-Moderator: Helen Kennedy. Treasurer: Nancy McCusker. Secretary: Tim Luca. Minister: Rev. Michael Cronin.

Minister: Rev. Michael Cronin.

Music Director: Anna Khaydarova.

Communications Coordinator: Brent Gannetta.

Communications Assistant: Darrell Koltsov.

Financial Secretary: Alexis Lewis.

Buildings & Grounds: Ed Grohe, Paul Bade, Peg Divine, Lee Lamkin, Brian Ring, Rev.

Michael Cronin
Communications: Brent Gannetta, Rev. Michael Cronin
Finance: Lee Lamkin, Jan Grohe, Anna Khaydarova, Nancy McCusker.

Hospitality: Rowe Luca.

Pastoral Relations: Diane Fahrner, Alexis Lewis, Paul Bade

Safe Church: Jan Grohe, Paul Bade, Brian Ring.

Social Justice & Outreach: Alexis Lewis, Rev. Michael Cronin, Helen Kennedy, Brent Gannetta, Machiko Terada
Video & Audio: Peg Divine, Paul Bade, Brent Gannetta, Ed Grohe, Darrell Koltsov.

Worship & Music: Rev. Michael Cronin, Ed Grohe, Helen Kennedy, Anna Khaydarova.

WĂŐĞϮ
Membership/Passages
Additions
New Members: 3
Baptisms: 0
Letter of Transfer: 0
Departures
Inactive/ Relocated: 0
Inactive/Other: 0
Letter of Transfer: 0
Death: 0
Membership as of December 31: 25

WĂŐĞϯ
Moderator’s Report
Peg Divine
It is a pleasure to continue to serve as Island Church’s Moderator.

This has been a very busy period for the Church. We received notice from the Fire Inspector that our preschool rooms could not be used for children under 5 unless we added fire suppression sprinklers and fire alarms. This would be true for future tenants as well. The work is running 6 to 8 weeks behind. Challenge School continues to make their lease payments despite having no revenue from the preschool currently. We are still very pleased with our interactions with the Challenge School. A Capital/Building Fund campaign is under way to pay for the sprinklers and fire alarms. You will hear more about the campaign from Lee.

A long-term dream of the church has been to have a community garden in our vacant space.

You will hear more about this from Paul Bade. The City is willing to participate in a pilot project.

We are so pleased that Rev. Michael Cronin has been called as our settled minister. He has encouraged us to focus on strengthening our relationships with Jesus Christ, our community, and each other. We continue to focus on growing our membership. We look forward to Rev.

Michael’s installation ceremony, a celebration of our commitment to one another.

Pastor’s Report
Rev. Michael Cronin
2023 was a year of growth. We received three new members, bringing the roster to 27. Our average attendance by the end of the year had bumped up from the 20-25 average to 25-30.

We have seen a regular return of visitors/friends of Island United. And at the October 2023 meeting, I was officially voted in as Settled Pastor. Installation to happen on Saturday, March 23, 2024.

Our social media activity and hybrid worship experience continues to expand with the addition of Facebook Live and YouTube livestreaming. We are utilizing&ĂĐĞŬĂĚƐƚŽĨƵƌƚŚĞƌŽƵƌ ƌĞĂĐŚĚƵƌŝŶŐƐĞĂƐŽŶĂůǁŽƌƐŚŝƉƐĞƌŝĞƐ͘dŚĞĚĞƚĂŝůƐĂƌĞŝŶƚŚĞĐŽŵŵƵŶŝĐĂƚŝŽŶƐƚĞĂŵ ƌĞƉŽƌƚ͘
We participated outreach events such as Foster City Summer Days, San Mateo Pride, and Foster City Halloween Spooktacular. We received the NAACP 2023 Community Service award. Viva La Musica held a capacity (and outside the doors) fundraiser bon voyage concert for IUC in June. We created and hosted the Chinedu Okobi memorial in October. IUC was a regular host to the PMC liaison meetings. Chat n Chew and Thursday Check-in and Prayer have transitioned to a joint collaborative effort with Congregational Church of the Peninsula to further extend resources.

Mr. Bill Stewart joined us Black History Month, Dakota Brown joined us for Lent, Katya Terets and Michael Hollingshead joined us for Ukrainian War Orphans Sunday, which also brought in community members fundraising involvement. We continued to create collaborative services with sibling UCC congregations throughout the year. Ash Wednesday and Holy Week. In August, members of the Belmont community came to IUC and IUC went to Belmont. In WĂŐĞϰ
September we had Rev. Dr Penny Nixon preach. In December, Rev. Deborah Lee of Interfaith Movement for Human Integrity brought two clients to share the experience of ICE detention centers.

As IUC continues social justice and community outreach, the church is positioning itself for more visibility and recognition. Continue your faithfulness, extend hospitality and welcome toward another year of growth.

Music Director’s Report (new)
Anna Khaydarova
Dear IUC!
I would like us to say a huge thank you to our amazing choir members! We have the most dedicated and supportive and talented choristers that any church and any music director could wish for!
I am very happy to report that our choir added a few amazing new singers ! We are very grateful that Andra and Clara joined and we hope that their example inspires others! Our choir presented new choir offerings almost every Sunday: we expanded our repertoire and now include not only traditional and classical music but also arrangements of contemporary music and musical shows.

We continue to benefit from our friendship with the studio of Angeline Branson! Her students come to perform for us throughout the year !
We also heard some amazing young voice students along with super talented cellist! Our Christmas Eve service was very special: choir prepared a beautiful arrangement of traditional song ‘ O Holy Night’ that included the violin duet : Edan and Charlotte Leung.

Together they created the most beautiful music that really made us all feel inspired and blessed!
As always, I would like to finish with an invitation to all: please, come and sing with us! Maestro Rutter once said: Choral music is not one of the life’s frills. It’s something that goes to the very heart of our humanity, our sense of community, and our souls.

WĂŐĞϱ
Building and Grounds Committee Report
Ed Grohe, Paul Bade, Peg Divine, Lee Lamkin, Brian Ring, Rev. Michael Cronin The year 2023 was a very active year for IUC. There was much activity in the parking lot, the building and in the field. The high winds in January and March caused a tree and the fence along the parking lot to be destroyed. The tree was sawed up for $1000 and the fence was replaced for $7250, our part of the cost between IUC, Bay Breeze HOA and Treasure Isle HOA. In October, we had the huge diseased pine tree by the sidewalk removed and our olive tree trimmed for $2475.

The building had leaks in the roof which were repaired for $1266. Drinking fountain and faucet repairs cost $371. Annual inspections of the backflow meter were $195 and fire extinguishers were $80. The piano was tuned for $300. The new projector in the Sanctuary cost $3458. Replacement cameras in the building cost us $7911.

The AAF day school had around 8-10 children, could not make the $5000 rental fees, and was terminated on June 30. Starting July 1, a completely different school, Challenge School, started up its fourth location in our building. They completely replaced all the old furniture and cabinets to the bare walls. They repainted all the classrooms and Director’s office and kitchen and replaced lighting in the kitchen and bathrooms. All of this was at their expense. They were about to open in September when the Fire Department said that under the requirements for their new facility, including infants, the entire building needed fire sprinklers and an alarm system. This caused IUC to get a $135,000 loan from Cornerstone Fund. We paid a $3500 deposit on plumbing and $1000 deposit on alarm system. Work was begun on installation of the plumbing and alarm system and continues into 2024.

In February, The Rotary Club of Foster City indicated it was working on a community garden and had to spend a grant of $2000 by May. I put them in contact with IUC. They bought lumber for 12 boxes, 8’x12’. They bought dirt, had the Boy Scouts and Girl Scouts coat the boxes and Rotary built the boxes in our field. They installed a branch line off our irrigation system, with a valve and meter. We paid $105 for the valve box and $140 for trencher rental.

In August, the City of Foster City became interested in doing a community garden, and after looking at five sites in town, decided IUC was the best location. They did a survey in December and received a very positive response. We are currently in talks with the city as to lease terms, regulations, etc.

WĂŐĞϲ
Communications Team Report
Brent Gannetta, Rev. Michael Cronin
The Communications Team is responsible for all our printed and digital communications, which enhance the visibility and brand recognition of Island United Church. Through past and present efforts we have brought equity to the virtual worship experience and kept our church connected to the community.

New endeavors since previous report are marked with (new) Weekly:
x Design and publish the Order of Worship
o printed OOWs for worship in the sanctuary
o (new) digital OOWs provided as PDFs for our remote worshippers x Maintain website and social media
x create, edit, and distribute e-news
x update the Pastor’s Message on website
x maintain the church calendar on Google
x (new) maintain the new Community Events calendar on Google x promote each week’s service, devotional messages, and activities via Facebook posts and special event advertising
x produce the in-person worship service
o integrate the in-person worship service with Zoom
o (new) simulcast the service via Streamyard to Facebook Live and Youtube Live Seasonally:
x Coordinate with sibling congregations for joint services and message synergy x Generate seasonal theming that follows the visual communications guidelines established for in-person and virtual viewers
o create, test, and deploy new slide deck templates
o update and test OOW template
o create and print poster for external sign board
o brand, print, and bind devotional booklets
ƒ (new) hand-bind devotional booklets
ƒ saves $380-$570 per year ($190 per seasonal series)
o create and place advertisements in local newspapers
o create and place advertisements with Facebook
o create additional and various audiovisual assets
ƒ (new) seasonal series trailers on Youtube
ƒ (new) reusable felt banners (decorations are removable) x (new) seasonal, on-theme decorations for the banners
x Community Event Presence (FC Summer Days, SMC Pride, Halloween, TDoR, etc.) o plan participation, attend required event meetings and/or trainings o create and distribute IUC swag appropriate to the event (lip balm, bookmarks, literature, candy)
o recruit booth volunteers; fill in staffing gaps
o transport, setup, tear down, and staff booth
WĂŐĞϳ
ƒ interact with community members and actively promote our worship services and weekly affinity groups like Book Group, Crafting Group, and Thursday Check-in and Prayer
As-Needed:
x Generate reports for the Church Council on website and social media statistics x Update and maintain audiovisual equipment and software o (new) house audio connection modernized and integrated with virtual service production
x Create and produce marketing materials unrelated to seasonal series 2023 Community Event Highlights:
x (new) San Mateo County Pride
x Foster City Summer Days
x (new) Foster City Halloween Spooktacular
x (new) Chinedu Okobi memorial
o created flyers and projection assets
o produced event in-house
ƒ simulcast event on Zoom
x Peninsula Multifaith Coalition
o (new) designed all marketing materials for PMC MLK Jr. Days of Service events o (new) produced and simulcast various Liaison meetings o attended Liaison meetings
o actively participated on behalf of IUC

WĂŐĞϴ
Finance Committee Report
Lee Lamkin, Jan Grohe, Anna Khaydarova, Nancy McCusker
Getting Back to Normal
Looking back over the past couple years, and thinking about what to share with the Congregation, it should be the message of how we are “getting back to normal.” Everyone is trying to get back to the new normal. Last year, 2022, we saw strong giving to the church and survived a flooding to the sanctuary that necessitated installing upgraded waterproof carpeting. For 2023, we anticipated a balanced budget. Our giving remained strong; increased $10,000 over 2022.

We donated $2,428 to the four UCC Special Offerings and almost $7,000 to missions. We decreased our insurance costs by $10,000. And without considering our Capital Expenses we were ahead of budget almost $18,000. That was better than 2022 when we were ahead $10,000. Good News!

We are starting off in good shape to tackle a challenging 2024 Budget that will support a Settled Pastor (called in the fall of 2023 to start his ministry in January 2024) and support our programs to help us be a presence in the Community. One example is our commitment to a new Community Garden project. However, if you look at the Balance Sheet and follow the Capital Improvements Fund, it went from a balance of $21,000 in 2019 to a balance of $2,000 in 2022. It went to a balance of $46,000 in 2023. Unfortunately, to get to that balance we had to use our reserves, nearly $70,000. Our reserves covered replacement of security cameras, a new projector, storm damaged fences, deductible for the flooding in the Sanctuary and preliminary sprinkler expenses until we receive loan proceeds.

And, as you are aware, we have taken on a Capital Improvement Loan ($135,000.00) to install sprinklers over the entire church building. The service to the loan will cost us $13,000 per year in principal and interest payments (for 30 years) or we can pay it back sooner and save a lot. In 2024 we will be working on a plan to pay the loan back. We have a healthy congregation and more than adequate reserves to help us through.

So, here are the highlights of 2023.

We were able to support missions with almost $7,000
$ 1,500.00 NAACP
1,214.75 Ukraine Fundacja Bocianie Gniazdo w Runowie
1,028.00 Heifer International
500.00 San Mateo County AAPIA
425.59 Interfaith Movement for Human Integrity
300.00 Mission Hospice
300.00 Samaritan House
300.00 CORA
300.00 Hearts for Humanity
300.00 Puente Ministries
250.00 Peninsula Multifaith Coalition
150.00 FC Association of Black Residents
100.00 SM Pride Center
WĂŐĞϵ
100.00 UCC ONA Special Offering
182.00 Friends of Rev. Kristi

We supported our Book Group outreach program for $2,342.00. We also had community outreach for Foster City’s Summer Days program in the amount of $600.00.

Moolah the Cow, contributed $1,028 to Heifer International with our Birthday and Anniversary donations. We supported our UCC Conference OCWM with $2,500.

We collected the four UCC Special Offerings this year.
$637.38 One Great Hour of Sharing
$396.00 Strengthen the Church
$613.75 Neighbors in Need
$780.75 Christmas Offering

Because of generous giving of our Congregation $73,800 and $57,000 rent received from All Are Friends LLC and Challenge Preschool we were able to support our Minister, Music Director, and Communications people (payroll expenses were $67,300 and cover our operating expenses of $45,500.

Our total income for the year was $146,200, total expenses were $128,400, with a net operating income of $17,800. In addition, we spent $26,300 in Capital Expenses, putting our total, overall loss for the year at ($8,500).

CHURCH AND MISSION
Gift Income $73,800
School 57,000
Other 15,400
Total Income $146,200
Staff 67,300
Operating 45,500
Outreach 15,600
Total Expenses $128,400
Church and Mission Gain $17,800
Capital Expenses (26,300)
Loss after Capital Expense ($8,500)
WĂŐĞϭϬ

WĂŐĞϭϭ
WĂŐĞϭϮ
WĂŐĞϭϯ
WĂŐĞϭϰ

WĂŐĞϭϱ
Safe Church Committee Report
Jan Grohe, Paul Bade, Brian Ring
The Safe Church Committee is tasked with helping the church be a true sanctuary, both nurturing and protecting its members and visitors. Worship of God happens when there is openness, trust, intimacy, vulnerability, and a safe, supportive community. Abuse and harassment are, therefore, violations of the faith shared by this congregation.

The Committee met in June 2023 to review the Policies and Procedures and to followup on the procedures to be completed, including new hire and volunteer paperwork, annual employee reviews, training and Social Media Code of Conduct.

In August we reviewed our Annual Checklist. We had no incident reports to review, nor had we had any Sunday school or youth programs. We are checking Megan’s Law database for new friends and members of the church.

In addition, a California law requires Harassment Training for all employees. However, it only applies to companies with 5 or more employees. As we have fallen below that level, we no longer need to comply. However, we felt it important to use their free resources to provide such training to our employees as a part of our Safe Church Policy. Nonsupervisory employees must have 1 hour and supervisory 2 hours every two years. All leadership must now be Mandated Reporters, in addition to our minister.

There is also training available for volunteers.

We also remind all members and friends if you see something, say something.

We did have one incident later in the year that the Safe Church Committee reported and addressed this year. Members of our Committee spoke to both parties and support was given. No additional follow-up was needed.

We updated our Leadership Roster posted in the church office that documents how our leadership has complied with various trainings and LiveScan requirements. We thank Brian Ring for continuing as the Custodian of Records for LiveScan and the church.

Following this report is an updated copy of the Policy Statement we posted in the church office and on our website.

WĂŐĞϭϲ

SAFE CHURCH POLICY STATEMENT
Revised October 16, 2022

A COMMITMENT TO SANCTUARY
In recognition of the spiritual and public trust given to this community of faith, Island United Church is committed to being a true Sanctuary, both nurturing and protecting its members and visitors. Worship of God happens when there is openness, trust, intimacy, vulnerability, and a safe, supportive community. Abuse and harassment are, therefore, violations of the faith shared by this Congregation.

Accordingly, the Congregation shall maintain official policies and procedures, which are intended for the prevention of instances of abuse, appropriate intervention into alleged incidents of abusive behavior, and care for all involved. To correspond to changes in civil law and the community, these procedures shall be reviewed annually by the Safe Church Committee, which consists of at least three members appointed by the Church Council, and replaced as necessary, to include at least one male and one female.

To live out our Vision of Sanctuary we determine that:
• Children can grow in faith and know God only if they are physically and emotionally safe at church.
• Parents and caregivers need to feel assured of children’s and vulnerable adults’ safety in all church activities, and of the church’s commitment to provide that safety, in order to focus on worship and their own spiritual growth. • Church workers need to be equipped, protected, supported, and accountable as they lead and nurture children and vulnerable adults.

Our strategy is to:
• Scan periodically the Megan’s Law website www.meganslaw.ca.gov and the National Sex Offender database website www.nsopw.gov for names of any employees, volunteers, friends, visitors, or other program participants and respond accordingly.
• Fingerprint and process all staff and volunteers through the State of California, Department of Justice, Live Scan system, and national FBI system. • Properly select, screen, train, and supervise all who work with children and vulnerable adults.
• Encourage all participants in Island United Church’s ministry and programs to contact church leaders (Minister, Church Council members, Sunday School Superintendent, Sunday School Teachers) if they are ever concerned about safety issues. Anyone that witnesses, experiences, or hears about situations involving abuse, harassment, or exploitation should immediately report to church leaders without hesitation or fear of reprisal.
• Provide adequate care for the wellbeing of the victims, the accused, and the families involved.

WĂŐĞϭϳ
Our volunteers and staff shall strive to treat your child or vulnerable adult with dignity and respect. Discipline shall be positive, respectful, and caring. All volunteers have been active members or friends of the church for no less than six months before being permitted to work with children or vulnerable adults. Copies of our Code of Conduct and Code of Safe Practices are available upon request.

WĂŐĞϭϴ
Social Justice & Outreach Committee Report
Alexis Lewis, Rev. Michael Cronin, Helen Kennedy, Brent Gannetta, Machiko Terada The Social Justice committee focuses on supporting initiatives and activities that promote fair and equitable access to education, housing, and healthcare. Our committee supports social rights, criminal justice equity and inclusion, celebration of diversity and support services for homeless families and individuals.

During 2023, Island United Church partnered, co-sponsored and participated in several community organizations and events: Peninsula Multifaith Coalition, Peninsula Solidarity Cohort, Fixin San Mateo County, YES in God’s Backyard, JUST ACTION: Challenging Segregation, Foster City Association of Black Residents, San Mateo County Pride, San Mateo County TDOR, and the San Mateo NAACP.

Monetary donations were made to: The San Mateo County AAPI Alliance, The San Matero Pride Center, The San Mateo NAACP, Interfaith Movement for Human Integrity, Samaritan House, Puente, and CORA
LifeMoves 2023: We continue to fill our baskets, and Machiko Terada, Brent Gannetta and Helen Kennedy made a delivery to First Step for Families, one of the facilities in the larger LifeMoves organization that serves San Mateo and Santa Clara counties.

January 16: IUC members volunteered in the Peninsula Multifaith Coalition’s Martin Luther King, Jr. Day of Services activities.

February: Participated in Black History Celebration programs and events at the Domini Hoskins Black History Museum and Learning Center, acceptance of Foster City’s Proclamation Recognizing February 2023 as Black History Month. Alexis Lewis attended the San Mateo County Board of Supervisors Black History Month recognition.

March 12: IUC members attended the San Mateo Branch Freedom Fund Gala. IUC sponsored the event by purchasing a table and an ad in the Gala Souvenir Program.

March 16: IUC members attended the “Harriet Tubman Art Unveiling” at the Millbrae Bart Station
April 16 (Orthodox Easter): IUC incorporated a Ukrainian War Orphans in Poland Fundraiser into the Sunday service.

April 18-21: Rev. Michael joined the Alabama Learning Lab Pilgrimage for Civil Rights.

May 11: Reverend Michael and Alexis Lewis attended the first Faith Summit to End Homelessness at CCSM.

WĂŐĞϭϵ
June 3: Reverend Michael, Alexis Lewis, Kathryn Haysbert, and Bent Gannetta participated in the Domini Hoskins Black History Museum Gospel Music Day at SMC Fair.

June 10: San Mateo County - Pride Celebration at San Mateo’s Central Park, Reverend Michael, Brent Gannetta, Kathryn Haysbert, and Alexis Lewis attended the event.

June 17: Island United Church co-sponsored and members attended the 2nd annual Juneteenth Celebration with the Foster City Association of Black July 17: Reverend Michael Cronin, Alexis Lewis and Sydney Headley attended Foster City’s proclamation “Standing United Against Hate”.

September 12 – Alexis Lewis attended the San Mateo County Board of Supervisors meeting in support of the county’s purchase of the La Quinta Inn in Millbrae for Project Homekey and attended the Coalition for a Safer San Mateo County Rally.

Sept 12 – Nov 14: Reverend Michael and Brian Ring coached “English Together” October 1: IUC hosted the “Chinedu Okobi Memorial Services” October 3: Alexis Lewis and Kathryn Haysbert attend the San Mateo County’s Chinedu Okobi Memorial Services
October 5: Reverend Michael, Alexis Lewis, and Kathryn Haysbert attended the second Faith Summit to End Homelessness at CCSM
October 24: Alexis Lewis attend San Mateo County Board Supervisors meeting to support Fixin San Mateo County’s citizens’ oversight committee October 28: Reverend Michael Cronin, Brian Ring and Brent Gannetta hosted the IUC booth at the Foster City Halloween Festival
November 13: IUC sponsored, and Rev. Michael attended the Interfaith Movement for Human Integrity fundraiser concert “Love Over Fear” November 20: Reverend Michael Cronin – as a featured speaker- and Alexis Lewis attended San Mateo County’s TDOR (Transgender Day of
Remembrance/TransACTION Day of Change)

WĂŐĞϮϬ
Video & Audio Team Report
Peg Divine, Paul Bade, Brent Gannetta, Ed Grohe, Darrell Koltsov Many improvements have been made to our slide decks, Zoom, and YouTube outputs.

While our sound has improved, it is a work in progress. Our goal this year is to buy a computer for the church, so that backup audiovisual specialists for Brent/Darrell can be trained on equipment that will stay at the church (bolted down).

Worship & Music Committee Report
Rev. Michael Cronin, Ed Grohe, Helen Kennedy, Anna Khaydarova The expansion of the music genre has been instituted. We have expanded our access to CCLI for the music library and CCS for use and royalties reporting. Anna continues to enlist music students to play for worship and special services.

Updated May 28, 2024

CITY OF FOSTER CITY
FY 2024-2025 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

PROGRAM ELIGIBILITY
x Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.
x The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges. x Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity. x Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

NONPROFIT FUNDING PROCESS SCHEDULE
June 3, 2024 The nonprofit funding application period opens.

July 3, 2024 All applications are due from nonprofit agencies no later than 5:00 P.M.

July 15, 2024
to
August 19, 2024
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 15, and Monday, August 19, 2024.

Applicants will be given three minutes to briefly provide an overview of their organization and how nonprofit funding would benefit the Foster City community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:LifeMoves
Organization Address:2550 Great America Way Suite 201, Santa Clara, CA 95045 Contact Name: Joel Hanson
Contact Email:[email protected]
Contact Phone:(650) 685-5880 Amount Requested: $10,000
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed, including any formal study that has been done of the local and regional need for the service, program, or project.

During FY23, LifeMoves served more than 7,000 people across our service area in Santa Clara and San Mateo County. With the help of our 400+ employees and the support of our community, LifeMoves provided more than 307,000 nights of shelter to individuals and families experiencing homelessness, a 7% increase from the previous year. In San Mateo County, there were 2,130 individuals experiencing homelessness on the night of the 2024 Point in Time Homeless Count, representing an 18% increase from 2022 to 2024. The increase in homelessness is primarily driven by a 38% increase in sheltered individuals.

LifeMoves provides intensive case management through both interim housing programs and community outreach so that we can meet people where they are in their journey to housing stability. All LifeMoves programs are built on a foundation of “Housing First” principles – that access to secure and safe temporary housing is the critical first step necessary for unsheltered individuals to make pivotal changes for their future.

Each person we help has a different reason for experiencing homelessness, whether it’s the loss of a job, the death of a spouse, medical expenses, domestic violence, addiction, or mental health conditions. Unless these issues are addressed, it is difficult to retain stable and permanent housing. As a result, each person’s journey to stable housing must be tailored to best position our clients for long-term success. This requires program staff at LifeMoves to constantly provide innovative offerings that will enable transformative change. Some of our creative educational resources include life-skills workshops, personal finance and budgeting assistance, and credit repair.

Updated May 28, 2024
SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

LifeMoves’ goal is to provide interim shelter and supportive services for residents of the City of Foster City who are unsheltered. We are proud to be part of the service infrastructure for unsheltered San Mateo County residents. Members of our Homeless Outreach Team (HOT), Healthcare for the Homeless (HCH), Kaiser Outreach, and Rapid Re-Housing programs engaged with nearly every City of Foster City household that was served last year. The presence of our interim housing sites, programs, and outreach services in San Mateo County enhances the health, safety, and economic climate the City of Foster City.

Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:LifeMoves
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.

In FY23, 92% of families and 66% of all clients who engaged with LifeMoves’ emergency housing programs successfully returned to stable housing and achieved self-sufficiency. In addition, thanks to our shared focus on serving those who are unsheltered, more than 1,700 of our clients successfully exited homelessness. We credit our LifeMoves case management and therapeutic service model which focuses on the root causes contributing to homelessness, rather than treating the symptoms—with being the key to the successful outcomes we have achieved.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions.

LifeMoves provides services to reduce the number of homeless individuals and families living on the streets of Foster City such as access to food, clothing, shelter, and wrap-around services.

One of the Foster City residents we served this year has been living at our facility called Vendome located in the City of San Mateo. Vendome provides permanent supportive housing, which is housing with on-site supportive services primarily for individuals who were chronically homeless, and with no specific timeline for program exit.

Vendome serves a critical role in serving seniors with disabilities, as they compose a large portion of the client population.

Transitioning individuals and families to stable housing bolsters the local economy and businesses in downtown Foster City and surrounding areas. With a reduction in the demand for emergency services and use of public resources, formerly homeless families and individuals work, pay taxes, and contribute positively to Foster
2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
FY24, LifeMoves served seven (7) Foster City residents at interim housing sties; six (6) were residential clients at the Navigation Center located in Redwood City and one (1) at the Vendome located in the City of San Mateo. Overall LifeMoves provided a total of 1,220 bed nights to those 7 clients.

FY25, LifeMoves expects to serve approximately the same number of Foster City residents. Services provided through LifeMoves are available to additional residents as needed.

Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name͗>ŝĨĞDŽǀĞƐ
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

LifeMoves is the largest provider of interim housing and support services for individuals and families experiencing homelessness on the San Francisco Peninsula and in Silicon Valley. With more than 26 sites from Daly City to San José, LifeMoves gives our neighbors experiencing homelessness a temporary place to call home while providing intensive, customized support through both site-based programs and community outreach. On any given night, we feed, clothe, and house approximately 1,500 people, about one in six of whom are children.

We credit our success to our tailored case management that addresses the individual root causes of homelessness. LifeMoves provides the strategic assistance needed to move our clients to stable housing and self-sufficiency.

Our six sites in San Mateo County—Family Crossroads in Daly City, First Step for Families in San Mateo, Navigation Center (formerly Maple Street) in Redwood City, Haven Family House in Menlo Park, Coast House in Half Moon Bay, and Redwood Family House in Redwood City—all have long histories of serving families and individuals experiencing homelessness. As the largest provider of homeless services in San Mateo County, LifeMoves provides valuable service to the community by helping families and individuals secure stable housing. LifeMoves has a wealth of data on its own programs that clearly demonstrate both the ongoing need for services and the success of the LifeMoves programs at addressing that need. In FY23, LifeMoves served more than 7,000 people across our service areas in Santa Clara and San Mateo County.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program.

LifeMoves brings over 35 years of experience successfully operating emergency interim housing programs and service sites. Despite the successes of LifeMoves’ programs over the past several decades, the need for the services LifeMoves provides is even more pressing today. San Mateo County unemployment, underemployment, and low wages continue to conspire with the extremely high and ever-rising housing costs in the region, making it increasingly difficult for working families and individuals to have the resources needed for permanent housing and a stable home life.

Our interim housing program sites in the County of San Mateo serve families, children, and individuals experiencing homelessness. Clients are assigned to our programs through the County's Coordinated Entry System (CES), City of Foster City persons may be enrolled in programs located in other cities, including Family Crossroads in Daly City, Navigation Center in Redwood City, Haven Family House in Menlo Park, Coast House in Half Moon Bay, and Redwood Family House in Redwood City.

Updated May 28, 2024
3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Last year, LifeMoves provided more than 7,000 homeless individuals, including hundreds of families with minor children, with food, clothing, comprehensive supportive services, and more than 307,000 nights of housing with 425 employees and support from 12,000 volunteers, Last year, 86% of families and 66% of all clients completing our interim housing programs returned to stable housing. LifeMoves’ current budget for FY24 is $67,974,724.

A typical LifeMoves shelter is staffed with full-time and part-time employees including a Program Director, Case Managers, Residential Services Coordinators, and at our family shelters, Children's Services Coordinators.

These employees work collaboratively to guide our clients to independence and stable housing.

LifeMoves dedicated volunteers provide critical, supportive services to the individuals and families served in our shelters and programs. These services included preparing and serving meals, tutoring children, providing life skills workshops, and job readiness training, along with volunteers who focus on beautification projects and maintenance needs at our sites.

Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: LifeMoves
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

LifeMoves maintains a strong network of community resources that contribute to our program’s success. Our staff are effective in leveraging community resources to benefit the greatest number of participants. LifeMoves works in close partnership with the County of San Mateo and numerous community-based agencies to provide referrals and critically needed services including access to legal services, behavioral health assessment and treatment, and health care, among others. These collaborative relationships throughout our region facilitate effective, complementary, and unduplicated services to individuals and households experiencing homelessness in our community.

LifeMoves works in partnership with several organizations in San Mateo County including Caminar, Second Harvest Food Bank, Loaves and Fishes, Mid-Peninsula Housing, Samaritan House, Peninsula Family Service, San Mateo County Behavioral Health and Recovery Services, HIP Housing, Legal Aid Society, Vocational Rehabilitation Services (VRS), and the Society of Saint Vincent de Paul. Additionally, LifeMoves makes referrals to County medical, dental, and mental health clinics, vocational support, and numerous other social services offered within the community.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:
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@ 2024 LifeMoves. All Rights Reserved.

IMPACT REPORT
JULY 2022 - JUNE 2023
The Pathways to
Ending Homelessness
Begin with Learning
Start here
@ 2024 LifeMoves. All Rights Reserved.

A message from our leaders
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Homelessness impacts us all
Every face tells a story
Community support
Meet the team that guides our vision
Revenue & expenses
Thank you to our generous supporters
Thanks to our donors
The story doesn’t end here
LifeMoves is building with hope
and leading with solutions derived
from testing and evaluation. We
are committed to constantly
learning, optimizing our methods,
expanding our supportive services,
and accelerating our ability to
produce positive outcomes with
measurable impact.

Table of contents
3 5
7 9
10 11
12 13
14 20
< 2>
@ 2024 LifeMoves. All Rights Reserved.

A message from our leaders
For those experiencing homelessness, oftentimes the pathways to stable housing begin with interim housing. And for those of us committed to providing better interim housing and supportive services, the path begins with learning.

LifeMoves is a learning organization. We’re paying closer attention to every detail and to where they lead us. Only by taking this approach, by iterating, by innovating, will we be able to provide the critical housing and support services that our clients desire.

We’re in the middle of a homelessness crisis that is leaving more people with no place to call home. 7o meet this escalating demand for a΍ordable permanent housing, we must create more interim housing options, provide customized supportive services, and create access to broader resources. The good news is, homelessness is a solvable problem, and we plan on being a big part of the collective solution.

As we improve, the entire supportive housing ecosystem will improve, and ultimately, life will be better for both our clients and our community. To achieve this, LifeMoves is developing and demonstrating our evidencebased service model and engaging the broader community in our solutions. Testing di΍erent solutions and services in di΍erent settings is revealing what works best. And the data is revealing some exciting trends. (ach day, we’re learning more, and we’re sharing our ȴndings with other organizations so that they, too, will beneȴt from our discoveries.

Our model is producing new progress and promise. LifeMoves client exits to permanent housing are on the rise. Over the past 3 years, 83% of families who secured permanent housing after staying at LifeMoves, kept that housing 1 year later.

Discovery and development is an ongoing process. We are continually thinking about how we operationalize our methods and how we ensure that timely, actionable data informs our decision-making.

As we move forward, we will continue to create new pathways to permanent housing with tailored services and access to resources. We will continue to collaborate with our partners and our community. And we will continue to engage our clients and sta΍ with dignity and respect.

Aubrey Merriman
&hief (xecutive Oɝcer at LifeMoves
Patrick Hernon
Chairman of the Board at LifeMoves
< 3>
@ 2024 LifeMoves. All Rights Reserved.

At LifeMoves, we use data to transform how
we serve those experiencing homelessness.

We do this so that we can create life-changing
solutions for our clients.

What we learn
changes people’s
lives
Our vision
Build thriving communities where every neighbor
has a home.

Our mission
End homelessness through interim housing,
support services, and collaborative partnerships.

LifeMoves served over 7,075 clients every year through 4 core program areas: Outreach (1,552 clients last ȴscal year
, Ζnterim 6upportive +ousing (,57 clients
, 6pecialized 6ervices such as the Opportunity
Center (1,52
clients
, and 3revention (457 clients
.

The numbers tell a deeper story.

We provide tailored and intensive services.
72%
of all LifeMoves clients in FY23 were served
through our Interim Supportive Housing
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most intensive and tailored support.
80 hours per day of tailored case management
were provided to clients across LifeMoves
programs.

With our tailored support, clients get help to successfully navigate systemic barriers and achieve their housing goals.
433
clients, more than 1 per day, who connected with our Outreach teams moved out of unsheltered homelessness situations and
into Interim Supportive Housing.
74%
of families in LifeMoves Interim Supportive
Housing moved to permanent housing in
FY23. Over 8 in 10 of LifeMoves families
placed in permanent housing maintained
it 1 year later.
29%
of single adult clients in LIfeMoves Interim Supportive Housing moved to permanent housing last year, consistent with county-wide benchmarks for this population. 3 out of 4 single adults placed in permanent housing maintained it 1 year later.
< 4>
@ 2024 LifeMoves. All Rights Reserved.
2XUWHVWLQJDQGOHDUQLQJUHYHDOVWKUHHNH\ȴQGLQJV
By building more safe, private, and digniȴed environments in 202, we learned they are popular, e΍ective, and lead to life-changing outcomes. These conclusions have been
validated by outside research. View our new sites.
01 7KHLPSRUWDQFHRIVDIHSULYDWHGLJQLȴHGVSDFHV
becomes irrefutable.

The time a client stays with LifeMoves can inȵuence success.

Our 202 data showed us that a stay can be too short, but it can also be too long. The right length of stay depends on whether the client is a single adult or a family as well as their individual needs and uniTue circumstances. +owever, if client stays are too short or too long, they may not receive the full beneȴt of participating in our program.
02 Length of stay steps into the forefront.

Demographic deep-dives have allowed us to quantify just how di΍erent from one another our two main household
types are becoming. 6ingle adult clients are more likely to be male and skew much older (age 55
, more chronically
homeless, and more likely to have disabilities or mental health challenges. Family clients tend to be younger
(ages 25-4
, with a female head of household, and are
less likely to experience disabilities or chronic homelessness. 03 7KHSURȴOHRIFOLHQWW\SHVLVGLYHUJLQJ
“This was somewhere I could restart,
regroup, rethink about things, and
push forward. I feel like I’m running
my own show and marching towards
what I want.”
Crisanta, LifeMoves client
< 5>
@ 2024 LifeMoves. All Rights Reserved.
2XUȴQGLQJVDUHWUHQGLQJZLWKJUHDWHUHFRV\VWHPEHQFKPDUNV LifeMoves is benchmarking its performance data against countywide performance metrics. We track both site-level and agency-level outcomes.

What we’re learning is that LifeMoves is meeting or exceeding the performance targets for the counties in which we work.

LifeMoves also uses publicly available data to track performance and trends statewide. Ζn 202, key research was published by the 8C6F Benio΍ +omelessness and +ousing Ζnitiative and the 8C Berkeley Terner Center for +ousing Ζnnovation that showed our ȴndings aren’t unique to LifeMoves, or even to 6ilicon 9alley, but are consistent with trends throughout the state of California.
2XUȴQGLQJVDUHWUHQGLQJZLWKJUHDWHUHFRV\VWHPEHQFKPDUNV We plan to leverage our learning opportunities to make gains for both our clients and organizations similar to ours. We will deepen our understanding of how built environments inȵuence client outcomes. We’ll continue to use data to deȴne optimal lengths of stay, which will help us organize program delivery and ensure that clients reap the full program beneȴts during their time with us. And, ȴnally, we will share our ȴndings with partners and others in the ȴeld so that our size, scope, and expertise contribute to the collective pursuit of ending homelessness at scale.
:HZLOOXVHGDWDWROHDGDQGLQȵXHQFHLQ
Urban Land Institute’s Award Winning Mountain View Site < 6>
@ 2024 LifeMoves. All Rights Reserved.

Homelessness impacts us all
+omelessness is not a homogenous experience. Ζt touches di΍erent people in di΍erent situations. From the 7,075 unique clients that we served in 202, we’ve learned that clients can be distinguished in certain ways. +owever, they can also fall into more than one of the categories below.

Serving diverse clients strengthens the community.
3 in 4
FOLHQWVLGHQWLȴHGDVSHUVRQVRIFRORU
1 in 4
clients was over 55 years old
2 in 3
clients were single adults
1 in 3
clients was experiencing homelessness
IRUWKHȴUVWWLPH
1 in 5
beds was occupied by a child
< 7>
@ 2024 LifeMoves. All Rights Reserved.

Specialized solutions support our programs
Within LifeMoves’ intensive programs, case managers tailor solutions from di΍erent categories to meet clients where they are. The housing solutions include documentation, sta΍ assistance, and life skills workshops. Our physical solution involves personal case management and individualgroup and drop-in therapy.

Our mental health solutions include MediCal and Medicaid enrollment, and medication adherence support. We also render ȴnancial solutions such as credit repair, job training enrollment, and employment sta΍ assistance. Finally, our legal solutions include undocumented client support, document sourcing, and child support assistance.
- 6upport for undocumented clients in navigating available resources - 6ourcing key documents (birth certiȴcations, ΖD, 661

- Obtaining or paying child support
Legal
- Document sourcing, housing applications, connection to landlords - +ousing 6pecialist sta΍ for additional support
- Workshops on life skills, living in community
Housing
- Ζndividual, group, and drop-in therapy
- 1:1 case management
Mental Health
- (nrollment in MediCal, Medicaid
-  meals per day
- Referrals to outside health providers
- Transportation to appointments
- Medication adherence support
Physical Health
- Credit repair programs
- Connection to safety net beneȴts
- (nrollment in job training
- (mployment 6pecialist sta΍ for A-to-= support
for job applications and connecting to employers
Financial
Meeting clients where they are.

Our client-centered tools help us customize plans
< 8>
@ 2024 LifeMoves. All Rights Reserved.

My husband died after 5 years of marriage and Ζ was left to raise our 4 children. We were ready to start our next chapter when my husband was killed by a drunk driver. Ζ ended up living in my car. Then the LifeMoves Outreach Team found me.

Deborah, my case manager at LifeMoves Mountain 9iew, helped me ȴnd grief counseling and support ȴnding a job and housing. Ζ didn’t tell my family while Ζ was here because they all wanted to take me in. And if Ζ did let them help me out, Ζ knew Ζ would still be dependent on another individual for the rest of my life.

Ζ needed to discover who Ζ was without my husband. Ζ had never worked outside my home before. LifeMoves helped me build the conȴdence and skills to do it. Ζ got my ȴrst job. And then another, and then another. At one point, Ζ was working three jobs.
6taying here allowed me to save more money than Ζ’ve ever saved in my whole life. And then Ζ found a place to live ȃ and it’s awesome. Ζ love my new neighborhood and my independence. Ζ don’t know if Ζ’d be where Ζ am right now without LifeMoves.

Sharlet’s
Story
Every face tells a story
Carlos was a battle-hardened Marine and his son had been diagnosed with autism spectrum disorder. But their journey is one of resilience and hope.

Carlos served two tours in Ζraq, risking his life to serve his country. When he returned home, he found himself struggling with mental health issues.

With nowhere to turn, Carlos and his son became unhoused. When the 9A referred him to LifeMoves The 9illa, Carlos and his son received interim housing and wrap-around services that gave them much-needed stability and support as they navigated their way back to a life of self-suɝciency.

With this support, Carlos secured two jobs ȃ working for the railroad and as a security guard. With his case manager’s help, Carlos secured a 9A 6upportive +ousing voucher and moved into a two-bedroom home. But more challenges lay ahead. Carlos wanted to open a bank account and improve his credit score of 560. Carlos raised his credit score to 640 in just three months – a testament to his desire to rebuild his and his son’s lives.

Carlos also worked closely with LifeMoves to ensure his son’s special needs were met. From enrolling him in +ead 6tart to accessing additional academic assistance, Carlos was tenacious in securing the best opportunities for his child. Carlos and his son graduated from The 9illa program. Their story is a reminder that even in the face of overwhelming challenges, help, hope, and hard work can light the path to a better future.

Carlos’
Story
Learn more about our clients' success
< 9>
@ 2024 LifeMoves. All Rights Reserved.
2XUQHZ\HDUVWUDWHJLFSODQLVUHGHȴQLQJRXUSDWK
forward. It is building upon our innovative interim
housing model and expert service delivery to ensure
that our unhoused neighbors have the housing and
support they need to thrive.

Read Pathways Ahead, Our 5-Year Strategic Plan
This unique strategy is based on three pillars — clients, VWD΋DQGFRPPXQLW\
Our plan for achieving
intelligent, focused,
sustainable growth
Community Support
We are grateful for the support of our dedicated LifeMoves volunteers, whose time, e΍orts, and creativity were especially crucial during the last twelve months. Your support has helped our clients feel warmly welcomed and at home.

Every contribution gets us one step closer.

Volunteer with us.
- Donate or 6ponsor Meals
- Contribute 3ro Bono 6kills
Contact [email protected]
Partner with us.
- Become a Corporate 3artner
Contact [email protected]
- Become a Landlord Leader
- +ire a -obseeker
Contact [email protected]
< 10 >
@ 2024 LifeMoves. All Rights Reserved.

Meet the team that guides our vision
Our Board of Directors (July 2022 - June 2023)
Patrick Heron
Chair
7L΍DQ\+RQJ
Aubrey Merriman
C(O
“I’m no longer an addict. I’m no longer
homeless. I’m no longer incarcerated.

I’m achieving my goals and being a
dad again.”
Joe, LifeMoves client
Julie Gruber
6ecretary
Greg Eckert
Treasurer
Melissa Selcher
9ice-Chair
Joe Stockwell
Chair (meritus
Pastor Paul Bains Christina Corpus Danielle Fontaine Scott Goree Laura Green Ahmed Khatib Lauren Koenig Lori Castillo Martinez
Ajwang Rading Gene Todd May Topper
Pamela Weiss
< 11 >
@ 2024 LifeMoves. All Rights Reserved.

Revenue & Expenses
Client Services 73%
Administration 13%
Program Admin 7%
Development 8%
Agency Expenses $58.6M
Foundations 12% Govt. 62%
Corporations 7%
Individuals 15%
Other 2%
In Kind 3%
Annual Revenue $119.7M Annual Revenue Excl. HomeKey $57.1M HomeKey Private 9% Govt. 29%
HomeKey Govt. 43%
Other 1%
In Kind 1%
Individuals 7%
Corporations 3%
Foundations 6%
< 12 >
@ 2024 LifeMoves. All Rights Reserved.

Thank you to our generous supporters
Where partnership opportunities become positive outcomes. < 13 >
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Anonymous (1

Carolyn and 3reston Butcher
Chan =uckerberg Ζnitiative
.aiser 3ermanente
6ue and -ohn 6obrato
Tipping 3oint Community
Troper Wojcicki Foundation
9alhalla Foundation
*race and 6teven 9oorhis
Robert Wallace
Each donation puts more clients on a path to permanent housing success. $500,000 +
Anne Wojcicki Foundation
Anonymous (2

Bank of America Charitable Foundation
Tammy and William Crown
.risten and Douglas (dwards
.athleen (gan and Rod Ferguson
(l Camino +ealthcare District
The (ucalyptus Foundation
Google
+eron Family Foundation
Dottie and Bob King
Lauren and Brad Koenig
Lillian Lincoln Foundation
LinkedΖn
Lowe’s
May and 6tanley 6mith Charitable Trust
-udy and Andrew Mendelsohn
$100,000 - $499,999
3alo Alto Community Fund
Adele and Carl 3eterson
Cathy and Mike 3odell
6and +ill Foundation
Linda and Theodore 6chlein
Melissa and -oel 6elcher
6equoia +ealthcare District
6ilicon 9alley Bank
6obrato 3hilanthropies
6olid Rock Foundation
6tanford Children’s +ealth
6tanford +ealth Care
Ann and -oe 6tockwell
6unlight Giving
6utter +ealth
3amela Weiss
2 th 6treet Capital
Adobe Ζnc.

Anonymous (4

Cisco 6ystems, Ζnc.

The David and Lucile 3ackard Foundation
Kaiann and Matt Drance
(l Camino +ospital
(zrati6yverson Family Trust
Franklin Templeton
Dr. Rameen Ghorieshi
Google.org
+urlbut--ohnson Charitable Trusts
$50,000 - $99,999
Ann and Charles -ohnson
Debra and Mark Leslie
Gloria 3rincipe and -ohn
O’Farrell
Gayle Riggs
Ronald and Ann Williams
Charitable Foundation
Mary and Mark 6tevens
Wells Fargo Foundation
Woodlawn Foundation
The Almanac
Anonymous (7

Apple Computer, Ζnc.

The Applied Materials Foundation
3aul A. Carter Family Foundation
Allison Chang and Diane Gosney
The Church of -esus Christ and
the Latter Day 6aints
Corey, Luzaich, de Ghetaldi Riddle LL3
Crankstart Foundation
The Cristina and Charles -ohnson
Foundation
Dauber Foundation
Dignity +ealth 6equoia +ospital
9ictoria and Greg (ckert
$25,000 - $49,999
The (. Richard -ones Family Foundation
George +. 6andy Foundation
Yael Goshen and Dylan 6mith
Grace 3resbyterian Church of
6ilicon 9alley
6tuart Greene
+R+ Foundation
6ue and Kurt -aggers
Kaiser 3ermanente 6outh Bay
- K Lau Foundation
Menlo 3ark 3resbyterian Church
Meta
Ann Morrical and Matt McWright
1ew Community Church
Oracle Corporation
Liz and George 3avlov
3eninsula +ealth Care District
31C Foundation
3wC Foundation
6an -ose Mercury 1ews Wish
Book Fund, Ζnc.
-enny and Gerald Risk
May and -ames Topper
-ennifer and Ted 8llyot
The 8rbanek Family Foundation
David Wehner
Western Digital Corporation
The Wilson 6onsini Goodrich
Rosati Foundation
-ohanna Wright
3utter Anderson
Anonymous (7

1ola and +arvey Armstrong
Amy and 6cott Arnold
Assistance League of 6an Mateo
Atkinson Foundation
Teresa and -ohn Beltramo
-essica Bernhardt and Ted Goldstein
Bertin Family Foundation
Blue 6hield of California
Devon and 3ete Briger
3atty and Robert Brigham
Marty Burchell and Michael Brownrigg
April and -on Carlson
The Charles and Roberta Katz Family
Foundation
$10,000 - $24,999
Renee Charney
-a’nien and Mike Culver
Catherine and -ohn Debs
Destination: +ome
-une and -ames Diller
Andrea and 6tephen Dover
Michelle Du΍y and
Andrew Murphy
Leslie Durboraw and
Bill Maimone
Lisa Dusseault and (ric Rescorla
(llen and Thomas (hrlich
(lectronic Arts, Ζnc.

Barbara and Robert (lls
< 14 >
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success.

Lockwood Family Foundation
Anuradha Maitra and Thomas Kailath
-illian Manus and Rob Chesnut
Donna Marcus
Marina and Andrew Martin
(van McCulloch
Debra and Bryan McLaughlin
Deedee McMurtry
Alison and 6cott Mellon
Katharine Miller and 6cott Carlson
Lily and Riaz Moledina
Cynthia and William Montgomery
-ohn Morey
Ann Mylod and Martin Yee
1etȵix
Laura and Michael 1ibbi
6ally and Craig 1ordlund
Andrea Okamura and -e΍rey Chambers
Order of Malta
Marcia and William 3ade
-ill and Geo΍rey 3arker
David 3asta
3G (
4ualcomm Ζnc.

Rademakers Foundation
Ann and William Regan
6usan Richardson and +arold Luft
-ane Rytina and -onathan Chadwick
6an Bruno Community Foundation
9alerie and Derek 6anders
Daniel 6cales
1ancy and Greg 6errurier
Lisa and 6tephen 6hirley
Carol 6mythe
6tamos Capital 3artners, L3
+arise and 3eter 6taple
$10,000 - $24,999
6tar One Credit 8nion
6torm Castle Foundation
Lisa and Ron 6turzenegger
3aniagua Tapiero Family
(laine and Arthur Taylor
Cynthia and 6cott Thompson
Gene Todd
Trammell Crow Company
-ennifer 8rmson
9isa
Beth and Kurt von (mster
Michele and Ted Wang
Warmenhoven Family Foundation
Woodru΍ 6awyer
Alisa Ya΍a and Kenneth Mc(lvain
Dennis Yarak
6usan and David Young
Achieve Foundation
Adams Family Foundation
+ildy and Cesar Agustin
Anonymous (21

Aufmuth Family Foundation
Bartz Marr Foundation
Carolyn and 6tephen Bowsher
The Bristol Myers 6quibb Foundation
Lori Buecheler
The Burdick Family Foundation
Charles +osmer Morse Foundation Ζnc.

Chrislow’s Legacy LLC
Christiana Foundation, Ζnc.

Diane and 6tephen Ciesinski
Colorprint
Compass Realty - Burlingame
Congregation Beth Am of Los Altos +ills
Coupa 6oftware
Melanie and 3eter Cross
Brenda Cuellar
1ora Daly and Tim Linerud
Danford Fisher +annig Foundation
Devcon Construction, Ζnc.

Christina Dickerson
Angela Doerksen and -e΍rey Bailey
Dudley-9ehmeyer-Brown Memorial
Foundation
Lisa and -ohn (arnhardt
The (liot Family Fund
Connie (llerbach
Alison (lliott and 6teven Blank
Winn (llis and David Mahoney
6helley and -ames Fisher Fishkin
Deborah and Alexander Fitz
3amela and Craig Flower
Anne and Buzz Frahn
$5,000 - $9,999
Frank and Dolly +alden Family Giving
Fund
9icki Friedberg and William 3ollock
Marion Gallagher
Genentech, Ζnc.

The George and -udy Marcus
Foundation
Cindy and 3hillip Gibson
(lizabeth and Cristos Goodrow
Lynnette 6inatra and 6cott Goree
Maggie 3ringle Grauer and
Frederick Grauer
Greene 9an Arsdale Foundation
-ill Grossman and Andy Fradkin
-oanne and Art +all
Carol and -ohn +amilton
+eaven’s +elping +and
Foundation
Andrea and -ohn +ennessy
6usan +enry
Kathy +owe and -ohn Lilly
+3 Ζnc.
(lizabeth and =achary +ulsey
+utton Family Foundation
Ζshiyama Foundation
-ulie Ζskow and Martin Lastowski
Diane -acobson
Tabitha -ordan
Lee Kanner
Frances and Michael Kieschnick
KΖ6 – Keep ΖT 6imple
6usan and Robert Kresek
Christine and -e΍rey Krolik
-oan Lane
April Lanz and Chris Rich
-anet Littleȴeld and William Coggshall
-ill and Richard Fair
+elen and 6teven Feinberg
Fenwick West LL3
Foothills Congregational Church
Frazier Life 6ciences
Lauren Friedman and (ric Albert
8rsula Gallichotte
Megan and Thomas Germack
Catherine and David-(aton Gillis
Florence and 6teven Goldby
Goldie Anna Charitable Trust
Michele Goller and David +yman
Monica and Blake Grossman
Deborah and Russell +all
9alorie and -ohn +amachek
Karen +an and Keith (mnett
Lorraine and 1oble +ancock
Rachael +ardin and -eremy 6ugerman
Kaarin and Alexander +ardy
Dana and Thomas +ayse
(leanor and Bruce +eister
6herill +eron
+itz Foundation
Karen and Rick Ζwamoto
-acqueline and -ohn -arve
Mary and (d -ennings
-ohn and Cindy Cook Family Foundation
-ohn and Marcia Goldman Foundation
-ohnson Family Foundation
6tephanie and -ames -udah
Kaiser 3ermanente 6an Mateo County
-udith and Rodney Kalune
3uja and 6amir Kaul
Cathie Lesjak and Brian Boisseree
6ylvia and David Lichtenger
Leslie and Gary Little
< 15 >
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success.

Rotary Club of 6aratoga
Ruehlow Family Foundation
Rupert +. -ohnson, -r. Foundation
6an Mateo County Association of Realtors
6an Mateo County 3rivate Defender
3rogram
3eggy and Ronald 6hapera
Mary and Mark 6liwkowski
6pr Op Co LLC
6tanford 8niversity
Barbara 6tein
Grace, Colin and 6ilas 6tewart
(lisabeth and -ordan 6tockton
6ummitry LLC
TDA Ζnvestment Group
-im Thornton
Diane Toby
Tracy Toyota
6ue 9aleriote and Ken Goldman
-ennifer 9ancini and Raymond Kruck
-ulia and -ames 9andermade
Lyndsay 9ogel and Kyle Knutson
Wang Ching-Yee and Wang +u
Chia-Chiue Family Foundation
-oan Weaver
3atricia and -ames White
-ennifer and Gabriel Wolosin
Ti΍any and -on Woodru΍
Leslie and Matthew Mayerson
XL Construction
6uzanne and -ack Yang
(lizabeth and -im Yeager
Anna Maria =ara and Robert (nglish
Anna =ornosa +eymann and
Lenny +eymann
$5,000 - $9,999
Michelle and David (bersman
(lkind Family Foundation
-ane and -im Farish-6avage
-oan Finnigan and Mark Matteucci
First Congregational Church of 3alo Alto
6ally and Derek Freyberg
+elen and -oe Galligan
GA3 Ζnc.

Martha Gates and 6pencer Commons
GCΖ General Contractors
-essica and -ohn Gilmartin
1ancy and Richard Goldcamp
Loren and Michael Gordon
-ulie and Frederick Gruber
Andrew Guevara
6usan and 6teven +ailey
Abbie +alden and 6tephen Fick
-anet and Rev. Michael +ollingshead
Ti΍any and Chin +ong
The +ylke and Anna Wiersma
Charitable Fund
ΖM(G Corp.

Ζmmanuel Lutheran Church
Ζntel Foundation
Ζntuitive 6urgical
Ζsaacson Miller, Ζnc.

Ζsland 8nited Church of Christ
6tuart -ones
Maureen and David Kennedy
-eanette and Kevin Kennedy
Kla΍ Family Foundation
Lana Kreidie and Ahmed Khatib
Ann and Randy Lee
Legacy 9enture
Kimberly and Tom LeMieux
1ancy and Alex Malaspina
Mary and Alan Marten
The Martin Family Foundation
The Maxwell+anrahan Foundation
The Mervyn L. Brenner
Foundation, Ζnc.
(lizabeth and Michael McCall
Diana and -e΍ McColloch
(lizabeth and Ζain McDougall
Lovett McLuckie Family
3atsy and Charles McLure
Amy and Bryan Michael
Ginny Miller and Misha
Gordon-Rowe
Alys Milner and Michael Francini
Wendy Mines
Laurel and 6teve Miranda
Mission City Community Fund
3atrick Monahan
Kelly Moran and Mark (liot
Morgan 6tanley 3WM
Michelle (arvin Munro
Fran and -im 1aylor
(liane and Armand 1eukermans
1iantic, Ζnc
1vidia Corporation
The Omidyar Foundation
Deborah and Frans Op den Kamp
6hari and Donald Ornstein
Carol and Luther Orton
Malinda 3auly and Daniel6utherlin
3atricia 3age and -e΍rey Mogul
1ancy 3axton and Gaurang Desai
+olly 3edersen
3eninsula Bible Church
Melissa and Youlian 3etkov
Lynn and -oseph 3into
Robin and Court Lorenzini
Los Altos 8nited Methodist Church
Mary-Ragan Macgill and +o 1am
Rose and Bill Mark
Gina Maya and Richard Capelouto
Wendy and Tim McAdam
Kay Melchor
Michelle Mello and Rakesh Chopra
Millbrae Community Foundation
Kathleen Miller
6haw Miller
Allison Morantz and Daniel Wohl
The Morrison & Foerster Foundation
1ewmark & Company Real (state, Ζnc.

Meg and Bob 1ibbi
1orman and 6adie Lee Foundation
Amanda Oakson and Randy 6alim
-oan and Rollie Opp
3amela and -ames 3atterson
Kimberly and Doug 3epper
Rachel 3erkel and 6hawn Becker
Mary and David 3hillips
3oly Clean Center
1orma 4uickert
Christina and Thomas Quiggle
Amy Regan Morehouse
Karen Reid
Barbara Reis
William Reller
Lilli Rey
6uzanne Rocca-Butler and (ric Butler
Roberta and Leon Rosenberg Family
Barbara and Gregory Rosston
Rotary Club of 6an -ose
$2,500 - $4,999
Abbott Laboratories
Maryan and 6tephen Ackley
Agile 3hysical Therapy Ζnc.

Allegis Group Foundatio
American Leadership Forum
6ilicon 9alley
Anonymous (0

Alethea Bair-6utherland and
Ben 6utherland
Wendy and -oel Bartlett
Barbara and Brian Beattie
3atty and Louis Bellardo
Ζlissa and Brian Best
Kathryn and -eremy Blanchard
9lada Bortnik
1ancy and +oward Bott
Kristin and -ohn Brew
Carolyn and Robert Bunje
(ileen Bocci Campbell
Daniel Carlton
Celigo, Ζnc.

Raymond Chan
Marie Chin and Mark 1eder
Christine and Michael Clarke
-ulie Clugage and Richard +ardegree
+olly and Andy Cohen
-an and Morton Cohen
Congregational Church of 6an Mateo
Michelle Cooper and Christopher
Cummings
-ames Corbett
Katherine and -on Dart
Dario de Ghetaldi
6tephen Dick
Donald (ngle Family Foundation
(lisabeth Dutton and Daniel 6hader
< 16 >
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success.

American Association of 8niversity
Women (AA8W

+eather and Tony Abbis
Abbott Laboratories (mployee
Giving Campaign
Abb9ie Biotherapeutics
6ally Abel
-acob Abrams
Acacia 3roperty Corporation
Wendy Adams and 3ete Rukavina
Marina and 9ictor Aenlle
Agilent Technologies, Ζnc.

Manisha Agrawal
Azita and Alex Almasi
Alvah Contracting LLC
Amazon 6mile Foundation
Kevin Amend
American Legion Auxiliary 8nit 55
Amgen Foundation
-uliana and Dana Andersen
Linda Anderson
Richard Andrews
3atty Anixter
Anonymous (7

Applied Materials
1icole Aron
Autodesk, Ζnc.

AvalonBay Communities
Catherine and Rob Aveson
Rashmi Bachireddy
The Backyardigans
-ennifer Bailey and -ohn =eisler
Linda and Laurence Baker
Anne and -ames Barnett
-ulie Barney
3enelope and 3atrick Barrett
$2,500 - $4,999
Claire Maria Campodonico
-ulie Carver Cardillo and Louis Cardillo
6usan Casentini and Kyle Milligan
-ohn and 1ancy Cassidy Family Foundation
CBR( Foundation, Ζnc.

Cheryl and Albert Cha
Madeline Chale΍ and David Arȴn
Linda and -ohn Chamberlain
Ana Chang and Robert Lister
Chen Family Fund
Renee Chevalier
-onathan Childs
Denise Chilow and 6imon Bloch
William W. Chong
-ohn Chow
Mia and Tim Clark
Lisa Coates
6usan and Robert Co΍man
(dith and -ohn Collin
Cathy and 6tephen Combs
Robert Cook
Michael Corey
Christina Corpus Kovach
Laura and Catalin Cosovanu
Covenant 3resbyterian Church of 3alo Alto
Richard Craig
Kay Craven and -im +ieronymus
-udy Creek
Beth Cross and Tony 6tayner
D. 6mith Memorial Fund
Gisela and Douglas Daetz
3eggy and Yogen Dalal
3aul Dankert
(lizabeth and Donald Darby
Carolyn and Gordon Davidson
Karen and (ric Davis
Amanda Decker
Miriam De-ongh
Linda and (dgar DeMeo
Laura Demsetz and
Bernard Adelstein
Daniel Dermer and Frank 3ratt
6cott Dietzen
Linh Do and (rno 3ungor
-ane Donahue and Drago Rajkovic
9anessa and Robert Drebin
Christina and -ason Drogin
Dropbox
Katherine Durgin and
(laine McKinley
Marcy Dutton and David 6egre
Matthew (ichner
Leonard (ly
The (psteins
Cheryl (rickson
6igrid and Kevin (yres
6ally and Craig Falkenhagen
Cheryl and Delwin Fassett
1ancy Federspiel
-an and Bryan Ferguson
Margaret Ann and Donald Fidler
+eidi and Christopher Finan
Lisa and Gregory Finley
First Canada (B.9.Ζ
Corporation
First Congregational Church
First Congregational Church of
6an -ose
First 3resbyterian Church of
3alo Alto
Carol and Brian Fischer
-eanne and Frank Fischer
Leslie and Mark Fisk
Kathryn and Christopher 3otts
(rika and (duardo 3retell
3adma and Krish Ramakrishnan
Redwood City (lks Lodge
6usanna Ricco
Robert 1. and Florence 6linger
Foundation
Christopher Ruhl
Amy and (ric 6ahn
6ara and David 6chnell
Katie and 3aul 6cott
-anet and Mike 6hinn
Lissa Teoman
(ric 6ippel
Deborah 6obel and -e΍rey Brown
Alyssa 6pellman
6t. Bede’s (piscopal Church of
Menlo 3ark
6t. Mark’s (piscopal Church of
3alo Alto
6t. 3aul’s (piscopal Church of
Burlingame
Bryan 6tansell
(dye and Larry 6tein
Tarlton 3roperties, Ζnc.
6usan and Carl Thomsen
-oy and Bill Tobin
David Tsiang
8nited +ealthcare
9arian Medical 6ystems, Ζnc.

Rachel and Kevin 9isscher
Dagmar Wedel and 3atrick Daley
Mary and 6amuel Winklebleck
World Wings Ζnternational, Ζnc.
6heila and Gerald Wroblewski
-ane and Mitchell =immerman
$1,000 - $2,499
Daniel Barry
1acole Barth-(llis and Donald (llis
Chase Basich
Catherine and Frank Bator
Linda and -ohn Bauer
Melody and Walter Baumgartner
Melanie and Christopher Bebbington
(ric Benhamou
Mary (llen and Thomas Benninger
Barbara M. Berk and Gilbert Mintz
Marcella and 6tuart Bernstein
-ayita Bhojwani and Aaron D’6ouza
Big -oe Leasing & Rentals, LLC
Mary Bimba
-o Anne and David Birdsall
-ennifer and Brian Blatnik
Cynthia and -oshua Bloch
Amy Blodgett
Mark -on Bluth
-acqueline and Rich
Lori Bogard and (rik Toomre
Gabrielle Boles and Benjamin Baer
-omary and Robert Bolles
Mary Bona
The Borch Foundation
-ulie and -ames Borden
6uzanne and 3eter Boutin
-anet Briggs and (ric 3atzer
-eremy Brown
Robert Brush
6usan Bryan and Frank Adams
6tephen Buchner
Katherine and Roy Bukstein
Allison Butler and Richard 3eers
Cadence Design 6ystems, Ζnc.
6herry and Michael Campbell
< 17 >
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success. 1ancy +einen and Dennis Debroeck
Mitzi +enderson
+enry Ford 6chool
Carol and Douglas +enton
6tefan +epper
+illsdale 8nited Methodist Church
3atricia +o and William 9an Melle
Cynthia and Dennis +olmes
Laurie and Rob +olyoake
(ric +oover
Mary and Thomas +unt
Lisa and Calvin +untzinger
Alyson and -im Ζllich
Ζndonesian (vangelical Church
Ζnternational Ζnterior Design
Association (ΖΖDA

Ζrwel (B.9.Ζ
Corporation
Mary and Rob -ack
6usan and Richard -acobsen
Amita -ain and 1iteen 3atkar
Robin and -ay -e΍ries
6ara and Ricardo -enez
-udy -ohnson
-unior League of 3alo Alto -
Mid-3eninsula, Ζnc.
-ill and Brian Kasser
Anne and (ric Kastner
Charley Kearns
Margaret and Francis Keeler
Renate and -ames Kempf
David Kennedy
-eanette Kennedy
Gail and 1ick Kepler
Deborah and Kevin Kielty
1anci and 6teve Kim
Rachel Kindt and Gregory Marcus
6ophie Maletsky
Marco 3olo Management
Lisa Mario
Kaaren and Richard Marquez
Mary Marsh
3enelope Martell
-oan Martin-Lake and 3aul Lake
3hilip Mast
Bonnie Matlock and Tod Francis
-oey McDaniel
6uzanne and -ames Mc(lwee
Amy and Robert Mc+ugh
Meg and 6tuart McLaughlin
Debra and -im McLean
Thomas Mendoza
Debbie and Marc Metcalf
Andrew Meyer
Ζvan Meyerson
Microsoft Corporation
+elen Miller
-ess and Ross Millikan
-ames Montanaro
Karen Moore and 3eter Watkins
(lizabeth Muir
6onya and 3ratap Mukherjee
Kim and David Mullarkey
Carol Muller and Albert +enning
Renee and Adil Munshi
Maureen Murphy and (lan 6cheinman
6usan and Michael Murphy
Theresa Musser
Laurel and Donald 1agle
6uzanne 1akamura and Andrew Leventhal
Deborah 1e΍
Roxanne 1elsen and Christina Choate
1ew Life Community Church
Karen and 6ergio 1ibbi
Marta 1ichols
6usan 1itzberg
Lela 1oble
Karen O΍en
6uzanne and Todd Oliver
Omidyar 1etwork Fund, Ζnc.
3alo Alto Christian Reformed Church
3alo Alto 1etworks
Linda 3ersson and -ames Little
Laura 3eterhans
Bill 3ȵaum
Keith 3ȵederer
Barbara and -erry 3ierce
Lee and -ohn 3ierce
+ope, 6tephen and Matthew 3ilch
Laura and Mark 3itchford
Carrie 3lietz
-amie 3ong
Mavie 3ortman
9alerie and David 3owell
Margaret and Thomas 3ower
Arati 3rabhakar and
3atrick Windham
Dirk 3ranke
-oan and William 3rice
QΖAG(1 RWC
9ickie and Robert Quenelle
6onali and Chidambaram Rammohan
Raydean Randlett
Cathy and Lawrence Recht
Laurie Reid and 1icholas Menaker
Debra and Adam Reif
Catharine Riggs and -ohn Witte
Alicia Gerena Roach
Laura and Mark Flessel
Carol and Roger Flores
Lauri and Renato Floresca
Diane Flynn and Dwight and
Ronald -ohnson
(lizabeth and 3aul Fraley
Kelvin Franklin
Wyatt Gale
David Gaus
Wendy Gee and Gary Wong
Bonnie and Robert Gerlach
Lucille Glassman
The Glastenbury Foundation
Globe (lectric Company
-ill Goldsmith and 3erry Mizota
3ete Goldsmith
-oanne and -on Goldstein
Martina and Maurice Goodman
Denise and Michael Gormish
6usan Griswold
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$1,000 - $2,499
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Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:







 
Budget FY 24-25


Friday, June 14, 2024 09:49 AM GMT-07:00 1/3
TOTAL
Income
4000 Operating Income
4005 Business/Corporate Funding 500
4010 Direct Public Support 30,000
4015 Foundation Funding 0
4020.2f Palo Alto Community Fund 10,000
Atkinson Foundation 15,000
Deacon Charitable Foundation 8,000
LB Charitable Foundation 10,000
Safeway Foundation 2,500
TouchPoint Foundation 5,000
Woodlawn Foundation 60,000
Total 4015 Foundation Funding 110,500
4020 Governmental Funding
4020.1 CDBG
4020.1b City of Redwood City Block Grnt 15,000
4020.1c City of San Mateo Block Grant 14,500
4020.1d City of South San Francisco 15,000
Total 4020.1 CDBG 44,500
4020.2 City Grants
4020.2a City of Burlingame 5,000
4020.2b City of Foster City 5,000
4020.2c City of Menlo Park 6,500
4020.2e Town of Colma 2,500
Total 4020.2 City Grants 19,000
4020.3 County San Mateo, Area on Aging
4020.3a SMC Title IIIB-OAA 30,567
4020.3b SHFCPA (State Health-Citation) 15,607
4020.3c SMC Title VIIA 53,884
4020.3d SNFQAF (Skilled Nursing Facil) 45,000
4020.3e SMC General Funds/County(<60) 43,220
4020.3f State General Fund 85,310
4020.3g PHL&C (Public Health License) 9,099
4020.3h State-Augmentation 118,287
Total 4020.3 County San Mateo, Area on Aging 400,974
4020.5 Measure K 250,000
Total 4020 Governmental Funding 714,474
4020.4 Grants-Healthcare Districts
4020.4a Peninsula H C Dist 71,420
4020.4b Sequoia Health Care District 131,000
Total 4020.4 Grants-Healthcare Districts 202,420
Total 4000 Operating Income 1,057,894
4200 Other Income







 
Budget FY 24-25


Friday, June 14, 2024 09:49 AM GMT-07:00 2/3
TOTAL
4210 In-Kind Volunteer Hours 126,000
Total 4200 Other Income 126,000
Total Income $1,183,894
GROSS PROFIT $1,183,894
Expenses
6100 Development
6105 Fundraising/Events 50,900
6110 Marketing 7,500
Total 6100 Development 58,400
6200 Employee - Direct Expenses 880,485
6300 Employee - Indirect Expenses 28,950
6500 Operations
6110.4 Printing and Reproduction 1,000
6505 Board Meeting Expenses 1,500
6510 Other Meeting Expenses 1,000
6515 Facilities and Equipment 32,400
6520 Financial Expenses
6520.1 Accounting/Bookkeeper{NEC} 500
6520.2 Accounting/Tax & Audit {NEC} 15,000
6520.3 Bank Service Charges 200
6520.3c Paypal Fees 600
Total 6520 Financial Expenses 16,300
6530 Insurance 10,404
6540 Memberships/Dues, Subscriptions 5,000
6540.1 CLTCOA 1,639
Total 6540 Memberships/Dues, Subscriptions 6,639
6550 Office Supplies 6,000
6560 Postage and Delivery 500
6580 Telecommunications Expenses 5,000
Total 6500 Operations 80,743
6600 Other Types of Expenses
6605 Corporation Expense 250
6610 Miscellaneous 2,000
6620 Professional Services
6620.1 Legal Fees {1099-MISC} 1,500
6620.2 Contracted Services {NEC} 9,000
6620.3 Intern Stipend {NEC} 5,000
Total 6620 Professional Services 15,500
6630 Taxes 125
Total 6600 Other Types of Expenses 17,875
6900 Special Projects 66,000
7000 Volunteer Expense - Total
7005 In-Kind Volunteer Hours 126,000







 
Budget FY 24-25


Friday, June 14, 2024 09:49 AM GMT-07:00 3/3
TOTAL
7010 Volunteers Expense 10,950
Total 7000 Volunteer Expense - Total 136,950
Total Expenses $1,269,403
NET OPERATING INCOME $ (85,509)
Other Expenses $25,800
NET OTHER INCOME $ (25,800)
NET INCOME $ (111,309)

Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

YEAR END
REPORT
2023
pacific beach coalition
Dear Pacific Beach Coalition Hero!
Our hearts are full of gratitude and joy for our
thousands of volunteers and supporters. Our
beach cleanups, habitat restorations, and other
educational events would not be possible
without YOU.

We are incredibly proud of all our volunteers
have accomplished and experienced this year,
and we look forward to continuing to make a
difference for the planet in 2024!
Many thanks to those of you who made
donations of time or money to PBC. We had a
wonderful time leading our beach cleanup and
habitat restoration events, working with our
Nudibranch Bunch (youth members), educating
everyone about nudibranchs and sending so
many cigarette filters to Terracycle.

As always, our efforts are always to help the
ocean, the earth and the people depending on
both.

Thank you for supporting us and caring for the
ocean.

Lynn Adams and Team PBC

END OF YEAR LETTER
Mission Statement
The Pacific Beach Coalition is dedicated to preserving the ocean, coastal habitat and wildlife, and ending litter, through advocacy, education, community building, and citizen action.

The Pacific Beach Coalition is a registered 501(c)(3) non-profit organization.

PBC’S 2023 POSITIVE IMPACT
For 27 years now Pacific Beach Coalition has been engaging volunteers to clean beaches and streets and restore Linda Mar Beach and now the coastal trail to Rockaway. We’ve learned a lot but the most important thing we’ve learned is that sharing the work helps everyone! An amazing group of dedicated folks making a
difference in whatever way they can. All the love
for PBC! -Misha Flores, Volunteer

OUR VOLUNTEER AND EDUCATION PROGRAMS
Monthly Beach, Creek, Street Cleanups
Monthly Habitat Restoration
Corporate Give Back
School Give Back
Annual Earth Honoree
Junior Nudibranch Bunch
Street to Beach
Butt Blitz
Community Service hours
Naturalists Program
School Assemblies & Teacher Toolkit
12,211 1,639 41,876 809
Engaged
Volunteers
Cleanup
Events
Pounds
of Trash
Native Plants
Planted
234,117
Cigarette
Filters
Our Efforts by the Numbers
Experiencing litter helps us understand the problems of plastic Pulling weeds, planting native plants connects us to the earth Working as a team helps us emotionally and connects us to others Every person deserves to be an Earth Hero
Every place deserves stewardship
We need every person on the planet to be an Earth Hero
For the year of 2023

HABITAT RESTORATION UPDATE
Rain, Rain, Rain! Last winter's rain was the secret
ingredient to our planting success this year. Everything we planted grew and so did the plants from past years that have been hanging on by a thread through the drought
years. The entire trail from Linda Mar to Rockaway was a burst of color and is now a haven of seeds - a food source to many species and perhaps an influx of new babies for the coming year.

It looks like the wood chips we’ve been installing are
working and the constant weeding is paying off. Before
our eyes the coastal trail is changing from solid weeds to a thriving native habitat with diversity and color.

With volunteer help we hope to continue weeding,
planting more islands in the wood-chipped areas, and
mulching the slope to restore the soil, hold moisture, and fuel future plants. Here’s to more rain!
1,150 66 18,525 729
Engaged
Volunteers
HR Events Pounds of
Green Waste
Native Plants
Planted
10,450
Area Mulched
Sq yds
Habitat Restoration Efforts by the Numbers
I’ve never seen first year plants as healthy and big as this year. The plants survived and THRIVED! What a success!
- Lynn Adams, PBC President
Click for video

MONTHLY CLEANUP RESULTS
In 2023 we made a substantial impact on environmental
conservation. Our 11 monthly beach cleanup/habitat
restoration actions alone engaged 6,529 volunteers and
removed 24,701 pounds of landfill waste, 2188 pounds of recycles, and a very sad 114,146 cigarette butts from our shores, parking areas, streets and expanded cleanup
zones.

Such efforts not only contribute to cleaner beaches but also promote community awareness and involvement in
environmental stewardship.

The site captains at our newest locations have been
amazing, achieving significant stride towards preserving new marine environments for PBC.

Foster City had the highest number of cigarette butts
collected, with a staggering 29,162 butts.

Thornton Vista engage 221 volunteers and started a
habitat restoration site which is transforming a large
area from iceplant to local native plants.
6,529 132 26,889
Engaged
Volunteers
Logged Events Pounds of
Trash/Recycles
Beach Cleanups Efforts by the Numbers
... and growing daily
Thank you for all the
hard work and
dedication to keeping
Pacifica beautiful.
-Kimberly Ann
Kirkpatrick, Volunteer

THE GIVE BACKS
2,012 60 2,298
Engaged
Volunteers
Logged Events Pounds of
Trash/Recycles
Corporate & School Givebacks’ Impact:

Schools
Corporations
Since 2010 we’ve been leading Corporate Give Back
events. This year we hosted 15 school and 45 corporate
team events. Who doesn’t love a trip to the beach and a chance to make a difference together?
But it wouldn’t be a PBC event if teams didn’t get a healthy dose of education too. Our naturalist leaders follow up the cleanup or habitat restoration outing with information
about marine debris, climate change and of course, info about our Nudibranch, “Earth Hero of the Year”!
We can’t think of a better school field trip than to
go to the beach with classmates. Unless that
trip comes with a chance to help the ocean and
become an Earth Hero.

PBC naturalists guide students to clean a beach
and then provides education on what is found,
the impact made and how to help the ocean
every day. Students also learn about and
connect with the “Earth Hero of the Year”,
Nudibranchs. And they go home with smiles.

Love these dedicated
people and the
important work they
do. Lynn is a great
asset to Pacifica! The
volunteers are
excellent examples of
humanity! Let's keep
the Oceans clean and
Pacifica scenic.
-Kerstin Connelly,
Volunteer

STREET TO BEACH HIGHLIGHTS
People near and far can make a difference, be a citizen scientist at the same time and increase the impact PBC has on the world. Our Street to Beach Program enables volunteers to cleanup when and where they like, log their work and see their impact grow with others. Items collected are tallied on the app, Clean Swell, adding to the data of millions of volunteers around the world. The app provides information to guide legislation and document the breadth of the problems of litter.

Many youth cleanup near their homes, schools or favorite places, log their work and earn community service hours for their school or organization. We see PBC volunteers working in Washington State, Southern California and of course all over the Bay Area!
2,118 1,257 10,066 112,254
Engaged
Volunteers
Cleanups Pounds of
Trash
Littered Items
Picked-up
1,041
Miles Covered
Street to Beach Efforts by the Numbers

OUR MAIN EDUCATIONAL INITIATIVES
Everything we do is about education! Education partnered with an experience or action help people of all ages understand and retain new knowledge. Each year PBC focusses on one species to learn about, teach about, and dedicate all of our work to help. This year’s focus was Nudibranchs, a species most of us did not even know of. Now, we are all experts and thousands of people can tell you about them, too.

Over 25 school assemblies raised awareness about the nudibranch Our team of naturalists educate volunteers on site
Our Nudibranch Module, created by Chloe Van Loon, was used by teachers, students and families all over the Unites States. Here in the Bay Area, naturalist Greg Finkelstein brought school assemblies to 4,300 students. These youth now know all about Nudibranchs, and some have even become quite the expert.

Since 2019 we have hired naturalists to attend all our monthly cleanup and public events so that volunteers can touch, feel, and talk about the habitat, marine debris, climate change and everything happening at their location. We believe strongly in education for all who join us! Our Junior Site Captains learn advocacy and leadership skills Yearly Earth Honoree and teacher toolkit
The Pacific Beach Coalition welcomes and trains high school youth passionate about the ocean to be a Junior Site Captain. In 2023, 56 youth worked side by side with our team of site captains to run the beach cleanup and habitat restoration events. These youth greet volunteers and assist running the event. Our team works to help them become leaders, use their voices, and explore their passions to help the Earth and Ocean.

Every year we rely on donations from our members, supporters and sponsors as well as a few grants to fund our existing programs and create new ones. We always aim to provide experiential learning while keeping volunteers engaged physically and/or mentally to help the ocean and planet. In 2023 this financial support helped us create, once again, an educational module of resources for teachers, students, home schoolers and the public to learn more about the nudibranch. You can find this module here:

SUCCESSFUL CAMPAIGNS AGAINTS FILTERS
All the dozens of buckets that had been decorated by inspired artists during last year’s Paint-a-Bucket contest have finally found their homes near benches and other public areas. As you can imagine, maintaining these buckets is no small task, especially when people mistreat them or use them for general trash instead of cigarette butts only. But we are happy to report that we were able to appoint a crew to collect, count and recycle the filters as well as keep an eye on the state and well being of these beautiful buckets.

Paint-a-Bucket: Collect Filters and Maintain the Decorated Buckets Butt Blitz: Pick Up and Recycle Filters Before the Rainy Storms In the coastal communities where the Pacific Beach Coalition operates and beyond (all the way to Texas!), the “Butt Blitz” became a symbol of collective action and environmental
responsibility. The volunteers, fueled by a shared passion for preserving the Pacific ocean and wildlife, scoured beaches, streets, shopping centers, and public spaces, picking up these often-overlooked but highly hazardous pollutants.

Cigarette filters, those tiny but toxic menaces, have been wreaking havoc on our oceans for far too long. They may be small, but they are a big part of the global pollution problem, ranking as the #1 trashed item worldwide. To combat this issue, the Pacific Beach Coalition launched two campaigns called “Paint-a-Bucket” and “Butt Blitz,” rallying volunteers to take action.

The results were nothing short of astounding, with 73,864 cigarette butts collected in just six weeks and right before the rainy season hit, preventing these filters from reaching the ocean.

ButtBlitz 2023

REGOGNIZING OUR SPONSORS
Thank you Recology of the Coast, our Blue Whale sponsor, who also provided trash collection and disposal during our Earth Month and Coastal Cleanup events. And Pacific Manor Hardware, our Sea Lion sponsor, who provided buckets, gloves and supplies for our beach cleanups and habitat restoration events! Also thank you to the City of Pacifica, Daly City, Foster City and the Harbor District for managing all of our trash collections. The City of Pacifica has also provided water for the native plants, an endless supply of woodchips for restoration, and event support for Earth Day and CCCD. Pillar Point Harbor District has provided trash removal, space for our storage shed, and cleanup support in Half Moon Bay.

We would also like to thank our Shark sponsors, the City of Pacifica, County of San Mateo and Taco Bell as well as our Sea Lion sponsors North Coast County Water District, Safeway, Peninsula Clean Energy, and the City of Half Moon Bay. And finally a big thank you to our Sea Star sponsors Eccleston Incorporated and the City of Daly City for their financial support. Thank you to Pacific Coast TV for recording our events and making it possible for us to share them widely. Adventure Out has made it possible for us to create the Nudibranch Education Module and VSS Int’l and Prometheus have funded our education fund for the School Give Back program.

Blue Whale Sponsor: Shark Sponsors: Sea Lion Sponsors: Sea Star Sponsors:

For sponsorship info, please email us
[email protected]

OUR AMAZING TEAM
None of this would be possible without the actions of our awesome site captains, active members, naturalists, habitat restoration leaders, juniot site captains, webmaster, communications team and volunteers like you.

And of course, our dedicated board members and president who keep us moving forward!
2023 Holiday Party
FogFest 2023

GET INVOLVED
We need your support to grow
and to keep our mission alive.

Here is how you can help us and
our programs:

Donate your time - join our
team of volunteers or become
an active member
Make a financial donation
Become an event sponsor
Make a donation match with
your company
Or...

With the opportunity to become a
proud member of the Pacific
Beach Coalition, we offer 5
different membership levels.

Become a supporting
member
Snowy Plover $50
Sea Turtle $100
Sea Otter $250
Great White Shark $500

VOLUNTEER

MAKE A DIFFERENCE

BE AN EARTH HERO

MORE ABOUT US
We invite you to learn more about
our next events, education and field
programs on our website:
www.pacificbeachcoalition.org Blue Whale $1,000
Updated May 28, 2024

CITY OF FOSTER CITY
FY 2024-2025 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 3, 2024 The nonprofit funding application period opens.

July 3, 2024 All applications are due from nonprofit agencies no later than 5:00 P.M.

July 15, 2024
to
August 19, 2024
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 15, and Monday, August 19, 2024. Applicants will be given three minutes to briefly provide an overview of their organization and how nonprofit funding would benefit the Foster City community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
• Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
• An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
• The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.
• The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.
• Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity. • Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed, including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.
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Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
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Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
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3$5&$¶VWRWDO)<RSHUDWLQJEXGJHWLV0DQGWKHWRWDO)<EXGJHWIRUWKH)66SURJUDPLV Updated May 28, 2024

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:
ignature ofApplicant

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Since 1952, through a variety of programs and services, PARCA, Partners & Advocates for Remarkable Children &
Adults, has been helping people with developmental
disabilities live as independently as possible and enjoy all that life has to offer.

PARCA’s wide range of services provides an atmosphere of extended family while fostering self-confidence and skill development to help clients achieve their goals and reach their greatest potential for happiness and independence. PARCA programs also include family activities and support. Staff are required to have a relevant college degree or extensive related experience. They are also trained in First Aid and CPR, and participate in ongoing best practice training.

PARCA’S PROGRAMS
Support groups for parents & siblings
Information & referral
Community outreach
Resources
Advocacy
PARCA speaker series
Group recreational activities
Family Support Services provide a broad
spectrum of options for parents,
caregivers and siblings of people with
developmental disabilities. It is a lifeline
for Bay Area families struggling with the
challenges of raising a child or assisting an
adult family member who has one or
more developmental disabilities. Parents
and families receive individualized
support and help with planning, problemsolving, and navigating service delivery systems to obtain needed services.

Professional assistance is offered in areas
such as education, housing, legal rights,
health, respite, finding services that best
fit a child’s needs, and planning for longterm care options.

Community activities include:

FAMILY

SUPPORT

SERVICES

REACH CHILDCARE
Computer
Science projects
Cooking
Music
Arts & crafts
Games
Sports
Multicultural activities
Homework assistance
REACH before and after- school childcare is a unique program for children with and without developmental disabilities, ages four years and nine months to 13. REACH is located at John Muir Elementary School in San Bruno. The child-to-staff ratio is eight to one, and can be as low as three to one, depending on the child’s needs. In this richly diverse environment, children enjoy the following activities:

A summer day camp program is offered from June through August with daily activities and field trips.

Safety and healthcare
Shopping
Cleaning
Grooming and personal hygiene
Meal planning, cooking, and nutrition
Budgeting and money management
Transportation logistics
Job readiness and setting career goals
Socialization skills and recreational activities
Designed for those who live independently in the community, CLO provides individualized independent living skills training and support to help clients gain the skills and knowledge necessary for daily independent living.

Examples of types of training include:

COMMUNITY LIVING

OPTIONS

Personal care tasks and budget management
Household duties
Meal planning, heathy eating and exercise
Job readiness and career planning
Socialization skills and recreational activities
Expand opportunities in all areas of their lives
Page Mill and Horizons are each 24-unit affordable independent living apartment complexes for adults with developmental disabilities. Residents live in their own apartments and receive independent living skills training in order to enhance skills in:

Page Mill Court in Palo Alto and Horizons in Belmont are uniquely and attractively built around landscaped common areas and a community room. Both also offer a variety of additional services such as computer classes, arts & crafts sessions, and healthy cooking classes. They have selfdirected tenant associations and group activities.

INDEPENDENT LIVING

RESIDENCES
Page Mill Court and Horizons Apartments
Horizons Apartments
Cleaning, safety and health care
Meal planning, cooking and nutrition
Transportation logistics
Employment readiness and career planning
Shopping, budgeting, and money management
Shared living and socialization skills
PARCA has four affordable shared independent living residences located in attractive and well-maintained homes in convenient and safe residential neighborhoods.

Shared living residences provide much-needed accessible and affordable housing for people with developmental disabilities. Our residents create an extended family with their housemates and their families, in a lovely home setting they can afford. Rent is set at 1/3 of their annual income.

In these residences, clients receive individualized independent living skills training in order to learn and improve skills in:

SHARED LIVING HOMES
Alameda House is a beautiful five-bedroom
ranch-style house in Redwood City that is
designed for shared independent living for
five adults with developmental disabilities.

Raji House is an attractive five-bedroom,
shared independent living home in
Burlingame. It was recently updated and
remodeled for shared living for five adults
with developmental disabilities.

San Mateo Co-Housing Homes These two remodeled homes are a cooperative effort between PARCA, AbilityPath, and the Peninsula Healthcare District. It includes two attractive and well-appointed five bedroom homes that are across a courtyard from each other. They are conveniently located in San Mateo.

Each home provides shared independent living for five residents.

LICENSED GROUP HOME
Cedar Street House
Perform household duties in a group living setting
Perform personal care tasks
Use public transportation
Find employment or an appropriate day program
Find recreational activities
Improve socialization skills
Cedar House is a lovely four bedroom home in San Carlos for 8 adults who live semi-independently with staff support. Residents learn how to:

There is a staff to client ratio of one to three on weekdays from 3 PM to 10 PM, on-site overnight staff, and 24-hour supervision on weekends. Cedar Street House residents participate in off -site day programs or individual employment on weekdays.

Diana Conti
Chief Executive Officer
[email protected]
Dr. Candice Arora
Chief Operating Officer
[email protected]
David Hernandez
Project Manager
[email protected]
Erica Wang
Project Manager
[email protected]
Joel Bouza
Director
Contributions &
Customer Service
[email protected]
Anne-Marie Cowsill
Director
Independent Living
[email protected]
Sue Digre
Director
Family Support Services
[email protected]
Cecilia Hinkston
Director
REACH Child Services
[email protected]
Danielle Sanchez
Director
Cedar & Raji Houses
[email protected]
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PARCA Main Office
800 Airport Blvd., Suite 320
Burlingame, CA 94010-3210
www.PARCA.org
[email protected]
Phone: (650) 312-0730
Fax: (650) 312-0737
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

ADU.A1733
Get Up
& Go
FREE Transportation
Serving Adults 50+
in San Mateo County
“I was housebound before Get Up & Go;
now I get out more. The service is reliable
and the people are great.”
“I can rely on Get Up & Go to get me
to doctors and the PJCC.

I’m now more independent.”
Get Going! | 650.378.2750 Peninsula Jewish Community Center 800 Foster City Blvd., Foster City, CA 94404
pjcc.org/go | 650.212.PJCC (7522)
Hours of Operation
9:30 am – 3:30 pm | Monday – Friday*
*Limited availability on Wednesdays
Times are first morning pick-ups and final
afternoon drop-offs.

No service on weekends, national, and
Jewish holidays.

Get Up & Go is a program of the Peninsula
Jewish Community Center (PJCC). Membership
to the PJCC is not necessary and there are no
income or religious affiliation requirements.

Get Up & Go is supported by
individual gifts and grants from
Jewish Community Federation
Maimonides Fund
Palo Alto Medical Foundation
Paul & Ruth Steiner Permanent
Endowment Fund
Section 5310: Enhanced Mobility
of Seniors & Individuals
with Disabilities Program
Sylvia G. Merkadeau Endowment Fund
Your generosity
Your gift makes our life-sustaining
program possible.

To make a contribution or to learn more,
visit pjcc.org/donate or contact
[email protected].

Start as strangers, end as friends
Caring, well-trained, and punctual
staff and volunteer drivers
• Comfortable vehicles including minivans, cars,
and a wheelchair-enabled vehicle
• Personalized transportation solutions
• Drivers can stand by to assist riders with walking
to and from home, stepping in and out of the
vehicles, and handling small packages.
• Our drivers cannot transfer riders into or
out of vehicles, or push their wheelchairs.

However, family members or professional
caregivers may accompany riders for
transfer services or support.

Registration and Reservations
• Call 650.378.2750 to find out how to register and
become eligible for Get Up and Go service. It is
a simple phone interview and a signed waiver
from you.
• You will receive a confirmation of registration
upon the PJCC’s receipt of your signed waiver.
• Once registered, request errand rides over the
phone by the Wednesday prior to the week that
service is needed.
• Requests for medical rides may be made up to
one month in advance. Space is first-come,
first-served.

Get Up & Go is a free, secure transportation
service for older adults who are no longer
driving. It provides rides from home to medical
and dental appointments, grocery shopping,
and other essential errands.

A life sustaining and
enhancing program
Get Up & Go is for
Adults 50+ who are...
• Current residents bay side of
San Mateo County
• Unable to drive either permanently
or temporarily
Ride Service Area
Pick-up and drop-off locations available
anywhere within the orange area shown on
the map below.

Area marked in orange
indicates service area
For more information, contact
Josephine Daniels,
Adult Programs & Services Manager
650.378.2718 | [email protected]
VolunteeR Drivers Needed
Get Up
& Go

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
Organization Address: 4031 Pacific Blvd, San Mateo, CA 94403 Contact Name: Isabelle Anderson
Contact Email: [email protected]
Contact Phone: 650-376-4992 Amount Requested: $20,000
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

We are seeing a dramatic 14% increase in the number of families with children turning to Samaritan House for help, as people feel the financial burden of the last four years: a dollar that doesn’t stretch as far, reduced work hours, layoffs, and tough decisions between housing, childcare, and food that have led to climbing bills and mounting debt. Combined with stubbornly high rents, a cascade of evictions, lack of affordable childcare, and the end of all pandemic era supports that were keeping families afloat, our clients cannot keep up, as inflation erases wage gains.

At the national level, poverty rose between 2021 and 2022 by the largest one-year jump ever recorded when COVID-era relief measures disappeared, and we saw our poorest families across the nation fall deeper into poverty – a hard reality that has continued into 2024. (Casselman, Ben, and Lydia DePillis. “Poverty Rate Soared in 2022 as Aid Ended and Prices Rose.” Sept. 2023, https://www.nytimes.com/2023/09/12/business/economy/income-poverty-health-insurance.html) Across our state, California has retained its position as having the worst poverty rate in the entire country at

13.2%, thanks to high rent, utilities, and basic essentials. (Walters, Dan. “California Keeps Its Title as Having the Nation’s Highest Poverty Rate.” CalMatters, Sept. 2023, http://calmatters.org/commentary/2023/09/california-poverty-rate/) In San Mateo County, we have settled into an unsettling ‘new normal.’ As the 4th-wealthiest county in America, we also have remarkable income inequality, with levels showing the greatest divide in all of California. This county is home to close to 20 billionaires and also to 65,000 food insecure children and adults (5, 6). It now costs a family of four $170,000 to get by, and yet those making even a quarter of that income are automatically disqualified from federal benefits because they ‘exceed’ an outdated federal poverty cutoff (7). And with a growing list of layoffs hitting industries from restaurant and retail to marketing and tech, job insecurity threatens the well-being of many families unaccustomed to living paycheck to paycheck (8).

5. The Jackie Speier Foundation. Hidden In Plain Sight. 2023, p. 18, https://www.venturesfoun-dation.org/wp-content/uploads/2023/03/jackie-speierfundlongdoc-update3_26_2023.pdf.

6. Stanford University Data Lab. San Mateo County - California Pulse. 11 Oct. 2023, https://stanford-datalab.github.io/san-mateo/.

7. Center for Women’s Welfare, University of Washington. “Family Needs Calculator.” Insight Center, 2021, https://insightcced.org/family-needscalculator/.

8. Baker, Alex. “San Francisco Tech Company Laying off 41% of US Workforce.” KRON4, 12 Sept. 2023, https://www.kron4.com/news/bay-area/sanfrancisco-tech-company-laying-off-17- And in Foster City, families living in poverty need our help. Incorporated in 1971, Foster City was born out of the determination of its residents to assume control over their city seven years after the first families settled there. Since that time, most of its residents have prospered, with a median household income today of $191,267 (https://www.census.gov/). Considering most of the country considers an annual income of nearly $150,000 as substantial, it is surprising to fathom that, in San Mateo County, such an income means you’re struggling to make ends meet. (The Daily Journal, June 17, 2024). The majority of our clients earn less than 30% of the AMI, which is $58,750 for a family of four in San Mateo County (HUD, State of CA HCD, SMC 2024), working unsuccessfully to ward off economic inequality, food and housing insecurity, and health disparity.

We know that hard work alone does not guarantee financial security. According to the Real Cost Measure, a self-sufficiency standard designed by United Ways of California, 1-in-4 households in San Mateo County (28%, 62,435 individuals) do not earn enough to afford the basic necessities, even though 97% of households have one adult actively engaged in the workforce, of which 71% are employed full-time. Their paychecks are simply not enough to cover the growing costs of housing (434% above the national average), food (23% above the national average), and even healthcare (25% above the national average) (areavibes.com/san+mateo-ca/costof-living/; January 2024).

Clients throughout San Mateo County, including residents of the City of Foster City, come to Samaritan House in financial crisis, seeking emergency housing or rental assistance. Latinx account for 65% of clients, 16% White, 13% Asian/Pacific Islanders, 5% Black, and 1% as Native American. Many are uninsured, none earn a livable wage or are unemployed, many have exhausted their unemployment benefits and cope with significant hardship, all of which have negatively impacted their household’s income level and ability to remain stably housed. Additionally, many endure mental health, legal, disability, or domestic violence adversity.

At Samaritan House, our holistic care approach supports clients not just in meeting their immediate needs, but also in helping guide them on a path towards self-reliance. Addressing societal inequities requires collective action to prevent their perpetuation across future generations.

Samaritan House is San Mateo County’s central anti-poverty agency and the designated Core Service Agency for Foster City. As well, our wide range of safety net services – food, access to shelter, clothing, health care and financial assistance - and role as operator of the County’s Coordinated Entry System (CES), are vital components of San Mateo County’s human services safety net for community members in need. Capitalizing on our success in securing, coordinating and operating numerous multi-agency, countywide, anti-poverty collaboratives in San Mateo County, Samaritan House will continue to leverage our expertise and relationships to better integrate services among community agencies and local residents. “I feel super grateful for [Samaritan House] because every month I have food, I have clothes, I have a doctor, I have almost everything. I was surprised by the resources available to my family.” – Cynthia, mother, wife, neighbor, Samaritan House client
SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

Samaritan House respectfully requests a $20,000 grant to support a wide range of vital safety net services for Foster City’s low- and extremely low-income families struggling with hunger, homelessness and poverty. This funding will be used to provide food, access to shelter, healthcare, personalized case management and a broad range of supportive services to set the most vulnerable families of Foster City on a path toward stability, selfreliance and success.

Honored as one of California’s Non-Profit of the Year in 2023 by Assembly member Diane Papan, Samaritan House commemorates 50 years of leading the fight against poverty in San Mateo County; uniting diverse stakeholders, mobilizing resources, and innovating new solutions, to overcome seemingly insurmountable challenges.
“For 50 years, we have built on the need identified by our founder, Dr. Cora Clemons, who felt there was a better way to connect struggling community members to vital resources. We’ve come a long way from the days of Dr. Clemons running Samaritan House out of a two-bedroom home in San Mateo, and we look forward to serving our neighbors for the next 50 years and beyond,” shares Samaritan House CEO Laura Bent.

In the face of demand now exceeding peak COVID-19 levels, fueled by the end of pandemic supports, persistent inflation, job insecurity, economic volatility, and an acute housing crisis, Samaritan House remains the central pillar in San Mateo County, positioned better than ever to help our neighbors out of poverty and into the futures they imagine. By investing in the stability and well-being of these households, we will address systemic inequities, alleviate poverty, empower families, and create socio-economic impacts.

Our broad range of supportive services include, but are not limited to:

CLIENT SERVICES: Housing assistance, emergency rental assistance, case management, benefits assistance, homelessness prevention services, referral and connection to many community resources.

Samaritan House also serves as the lead agency for San Mateo County’s Diversion and Coordinated Entry System (DCES), diverting 2,700+ individuals from homelessness each year. Financial empowerment and asset building services are offered, including VITA (Volunteer Income Tax Assistance) services and one-on-one financial coaching.

SHELTER SERVICES: Samaritan House operates three shelters throughout San Mateo County, located in Redwood City, San Mateo, and South San Francisco. Shelter staff work diligently to connect clients to permanent housing, employment opportunities, mental health services, and more. Collectively, Samaritan House provides nearly 55,000 nights of safe sleep to more than 530 individuals each year, including Foster City adults experiencing homelessness, across all of our shelter programs.

Our expanded Shelter Services program is an integral component of San Mateo County’s housing crisis resolution system offering short-term, emergency housing with supportive services to swiftly transition clients into permanent housing. Services encompass nutrition; intensive case management; housing location services; counseling; medical, dental, behavioral health care; educational programming; linkages to Federal, state, and local benefits; employment assistance/job training; legal services; life skills training; substance abuse treatment services; and supportive services.

We continue to advocate for our unhoused neighbors and work tirelessly to ensure they have a path toward stability and financial freedom, as our County continues to collaboratively approach a functional zero homelessness goal.

EMERGENCY FINANCIAL ASSISTANCE/HOMELESSNESS PREVENTION PROGRAM:

We are the contracted Emergency Financial Assistance (FA) entity for San Mateo County responsible for the procurement and processing of all financial assistance for the seven Core Service Agencies, including the City of Foster City. Our role assists our clients in meeting immediate and longer-term financial assistance including emergency coverage of utilities and rental mortgage assistance.

With the end of state and federal relief funds, Samaritan House continues to step up to provide direct financial assistance to families in need and continue to proactively ensure our clients have the funds they need to keep a roof over their heads, and a warm, comfortable place to sleep.

FOOD SERVICES: We are the County’s largest food distribution nonprofit. Samaritan House’s Food Services Program encompasses 12 programs: drive-thru food pantry, dining room, two Food Pharmacies, Mobile Meals delivery, Cora’s Market, Family Harvest, Produce Mobile, school lunch and snacks, among others. Our Food Services program distributes food through a variety of means to meet the diverse needs of those living with food insecurity. Overall, the program contributes $1,800+ in average savings per household per year. ).

HEALTHCARE: Free Healthcare Clinics of San Mateo and Redwood City provide 8,000+ patient visits each year with 100+ volunteer professionals. Medical, dental, vision and mental health services are provided at no cost to medically underserved residents of San Mateo County. Clinic patients are uninsured and unable to afford ‘out-of-pocket' healthcare costs, such as premiums, copays or deductibles of coverage. Since 2016, we have operated California’s first two Food Pharmacies, and patients with diabetes fill "prescriptions" for free nutritious food.

Providing primary and preventive care to the medically underserved not only benefits those receiving the care, but also accrues benefits to the community at large. Vaccinations reduce the spread of infectious diseases in a community. Keeping residents healthy improves the workforce and economy. Having a primary source of care reduces dependence on hospital emergency room visits at a considerable cost savings.

CHILDREN’S PROGRAMS: Samaritan House serves 8,500 children each year. Foster City children and youth access high quality clothes, backpacks, books, and more through our Kids Closet. We also host an annual Halloween costume giveaway, Holiday Toy & Gift Card Distribution event, and other children’s programs.

HOLIDAY ASSISTANCE: Samaritan House’s Holiday Program reaches more than 2,400 low-income households, including nearly 5,000 youth & teens. Thanksgiving dinners are served at local senior and community centers and at our Shelter sites. Special food distributions in November and December provide all the fixings for holiday dinners. Additionally, our Holiday Gift Card & Toy Distribution Events serve nearly 900 families (2,000+ children and teens). Festivities include a visit from Santa, holiday music, “snow showers”, cupcake cars, a gingerbread village, SM County Library Book Van, a marionette puppet show, arts/crafts and Loteria raffles.

WORKER RESOURCES: The Worker Resource Center (WRC) matches temporary laborers with potential employers. Managed by Samaritan House and funded by the City of San Mateo, the WRC provides a safe place for employers and employees to meet. In addition, ESL classes, computer learning, community engagement, training on basic maintenance and landscape services, employment services and referrals are offered to equip laborers with skills for employment.

VOLUNTEER PROGRAM: Samaritan House engages more than 900 volunteers who provide 35,000 hours of service. Our clinical service providers are 90% volunteer driven; the Kitchen and Food Pantry rely on volunteer efforts equivalent to 5.85 FTE's; and over 85 schools participate in monthly Wee Care clothing and food drives.

Samaritan House uses volunteer contributions from the community (approximately 1,700 hours of volunteer labor every month) to produce meals at a very low cost. 95% of the food used to prepare meals is provided by community in-kind contributions from local grocery stores, community food drives and individual donations, valued at $7+ million annually.
----------------
Samaritan House knows that the cornerstone of our mission is ensuring our services reach those who need them most. Our steady growth and innovation have prepared us to capture and care for all of those whose voices may not be as loud or strong but carry with them the weight of the world. We have amplified our impact and serve a record number of clients. In FY23, we provided 26,485 individuals with 472,785 services such as food, shelter and healthcare.

Communicating the complexity of the issues we address to the public has proven challenging. Misconceptions persist about the realities of poverty, particularly concerning individuals who outwardly seem stable, but who really are living on the edge. Despite past relief efforts, clients continue to be destabilized in the aftermath of COVID and an unpredictable economy; grappling agonizing decisions regarding basic necessities such as food, gas, rent, and healthcare, amidst rising costs and childcare expenses averaging $19,000 per child annually.

Throughout these difficulties, Samaritan House remains resolute in our commitment to provide care, empathy, and stability to those most in need. Drawing from half a century of experience, Samaritan House prioritizes every dollar invested in our organization as if it were the last chance for a family to maintain their housing, a child to have a meal, a senior to access essential medication, and a person to preserve their dignity through financial and mental health stability. We serve our Foster City neighbors with proven methods of care.

Samaritan House will continue to listen for the voices of those struggling, serve more clients than at any other point in our agency’s history, and serve as the unifying beacon that brings the community together.

Together with the City of Foster City, we will continue our fight to alleviate poverty in San Mateo County, and we will help our Foster City neighbors on their path to self-sufficiency. Thank you for your generous contribution this past year and for your consideration of our funding request.

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House

2.b Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.

Since the onset of COVID, Samaritan House has extended support to 78% more clients, expanded the Food Services program by 355%, and tripled Shelter Services with the addition of two shelters. Additionally, our Homelessness Prevention program has seen a remarkable 424% surge in financial assistance, enabling us to help local families in crisis cover rent and other critical expenses. Through close collaboration with our CORE partners, we've ensured that 1,800 families have maintained stable housing. Last year, we distributed 4.85 million meals, marking a significant 34% increase from the previous year. Equally as impactful, we were honored with the CA Resource Recovery Association’s 2023 Outstanding Edible Food Recovery Program award, recognizing our work for diverting one million pounds of surplus food to support food-insecure individuals across the peninsula.

As our programs continue to grow to meet the needs of our community, Samaritan House welcomed Alec Raffin as our Chief Operations Officer in July 2023. Alec previously served as Director of Operations at Tenderloin Neighborhood Development Corporation where he was responsible for directing organization-wide operational effectiveness projects and overseeing the team responsible for supporting the organization’s business infrastructure. Prior to TNDC, he was a Senior Advisor for Fiscal Management Associates, a nation-wide consulting firm that helps nonprofit organizations strengthen their operational and fiscal capacity to effectively meet their missions. Alec is a San Francisco Bay Area native with more than 20 years of experience in the nonprofit sector.

Below are Samaritan House’s recent accomplishments and the framework through which we aim to create pathways out of poverty:
1) We will keep hardworking individuals and families housed In FY23, Samaritan House doubled the amount of financial assistance distributed directly to local families, as COVID relief funds disappeared. On behalf of our CORE partners, we ensured 1,800 families remained safely housed and disbursed $7.3M into the community. Additionally, we ensured families could stretch their budgets further by delivering essentials, including 236,700 diapers, 20,500 items of children’s clothing, and 3,500 backpacks. With the high cost of living and ongoing insecurity in the job market, we are preparing for even more families to come to our doors, and we will continue the necessary work of making sure they can remain stable and comfortably housed.

Deepening our reach in South San Mateo County, we partnered with Cummings Park Church to open the Belle Haven satellite office at 531 Pierce Road, East Menlo Park in early 2024. This new office, located within the church, offers vital homelessness prevention services to the community. 2) We will keep families nourished with healthy food
In FY23, the Food Services program served 22,667 individuals (10,224 households) facing food insecurity.

Services included hot meals to 5,339 clients, a 25% increase year-over-year. Notably, we achieved a remarkable milestone with the distribution of 4,848,689 meal equivalents, representing a colossal 30% increase year-over-year.

Cora’s Community Market will open to the public later this year. Cora’s Market is a reimagined, 1,700 square foot facility designed to resemble a neighborhood grocery store, where clients can enjoy a free-choice shopping experience for fresh produce, vegetables, pantry staples, refrigerated prepared foods, and essential household items like diapers, baby food and formula.

Our Food Services Program remains an essential community resource on which tens of thousands of food insecure San Mateo County families depend., Grocery prices, which jumped by 25% over the past 4 years, outpaced the 19% increase in inflation over the same period (Washington Post, 2/2/24). While some sectors are experiencing price normalization, the foreseeable outlook for current grocery prices is, at best, stabilization, due to supply chain issues, international tensions and war, drought and avian flu. Families spend 70% more on groceries than they did pre-pandemic, and food services requests have reached unprecedented heights. In the year ahead, we will ensure our neighbors have access to food via our drive-thru food pantry, Cora’s Community Market, school pantries, and prepared hot meals. Meals and groceries will continue to be supplied through several channels, including our San Mateo Dining Room, Family Harvest and Produce Mobile distributions, mobile meal delivery, and two clinic Food Pharmacies. 3) We will keep the uninsured healthy with comprehensive preventative medical, dental, and behavioral health care
In FY23, our clinics provided over 8,000 medical and dental visits to patients in need, including 520 breast cancer screening appointments, and 1,200+ mental health sessions. We improved our pharmacy with the addition of a part-time pharmacist. We acquired a new AI diabetic eye camera to screen all diabetic patients for early retinal disease, and now offer both blood pressure and diabetes glucometers free of charge to patients.

Our expanded Women’s Health program now better tracks our mammography and cervical cancer screening programs, and our ophthalmology and optometry services were broadened to meet demand. Currently, we are offering flu and COVID vaccines to patients and will continue our fundamental work in ensuring our community’s most vulnerable have access to the medical care, nutritious food, and resources they need.

Behavioral Health Care Manager, Jose Perez, continues to grow our Behavioral Healthcare program to help patients cope with depression, grief, loss, and anxiety. Notably, we completed our first year with a fully expanded psychology internship program in collaboration with various universities in the region, increasing our capacity while educating aspiring mental health professionals. In addition, we added several mental health group visits, which focus on trauma, domestic violence, and diabetes management, and include a bi-monthly art therapy group.

In April, 2024, Samaritan House’s Free Clinics’ Medical Director, Dr. Baldeep Singh, was honored with the 2024 Rambar-James Mark Award for Excellence in Patient Care, a testament to the clinic's dedication to exceptional service. This commitment to excellence is also reflected in our comprehensive renovation project at the Free Clinic of San Mateo, which began in June 2023, with a goal of fortifying structural integrity, modernizing facilities, and enhancing operational efficiency for an improved experience for both patients and healthcare providers. The project is now complete, and we look forward to celebrating our reopening in July 2024.
4) We will provide safe shelter for the unhoused
Samaritan House remains dedicated to working closely with the county and fellow nonprofits to provide safe shelter for the most medically vulnerable and chronically unhoused members of our community in congregate and non-congregate settings, while implementing comprehensive safety protocols across all of our shelters.

Samaritan House operates three shelters throughout San Mateo County, located in Redwood City, San Mateo, and South San Francisco. Shelter staff work diligently to connect clients to permanent housing, employment opportunities, mental health services, and more. We now provide more than 55,000 nights of safe sleep to more than 530 individuals each year.

In response to the escalating number of families on the CES waitlist, San Mateo County, in partnership with Samaritan House, implemented a temporary solution to accommodate these families. From October 1, 2023 through June 30, 2024, Samaritan House operated a temporary Shelter Bridge Program based at Pacific Emergency Shelter, Redwood City, providing emergency shelter for families. This Bridge Program served as an interim solution, bridging the shelter gap as the County formulated long-term plans to address the substantial number of families in need of shelter and the insufficient availability of family shelter bed space.

In the year ahead, we will continue working diligently with our CORE Agency partners to place every person who needs a place to sleep in San Mateo County into safe, warm shelter, and to move them from the shelter to permanent housing. We will continue to advocate for our unhoused neighbors and work tirelessly to ensure they have a path toward stability and financial freedom, as our County continues to collaboratively approach a functional zero homelessness goal.
5) We will ensure children in need have more than just the basics Recognizing that dignity goes beyond the essentials, our littlest clients receive the basic necessities of living as well as high quality clothes, backpacks, diapers, and more through our Kids Closet. 2023’s Holiday Program served 2,445 households, including 4,949 youth.

6.) We will innovate and be at the forefront of implementing news ways to fight poverty and lift lives In the Fall of 2024, Samaritan House will implement a supplemental income pilot program, designed to empower single mothers living in poverty toward self-sufficiency through increased financial stability, agency, and self-determination. Born out of the voice of listening and healing circles with our clients, this researchbased pilot targets single-mother-led families who are interested in augmenting their income and progress towards a more sustainable future. By investing in the financial stability and well-being of these households, Samaritan House’s Basic Income Pilot will address income inequality, alleviate poverty, empower women, and create socio-economic impacts. When we empower women, we increase the skilled workforce, local economies are strengthened, businesses do better, and families rise out of poverty and create generational wealth and self-sufficiency. We all benefit. (UN Women, 2018).
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions.

San Mateo County remains one of the wealthiest counties in the country, but also one with one of the largest income disparities. The flashes of wealth can sometimes outshine the darkness of poverty. But, at Samaritan House, we see through the darkness and provide a voice and spectrum of services for those who may otherwise be unseen. Foster City residents in crisis have and continue to benefit from our spectrum of services, including access to food, clothing, shelter, mental health management, medical and dental care, case management, holiday assistance, worker resources and emergency financial assistance.

A look back at FY23, Samaritan House assisted 394 Foster City residents through our Client Services Program; and 38 unduplicated patients plus their families were provided 65 medical and dental patient visits at the Free Clinic of San Mateo. Samaritan House served 6,265 meals and provided a total of $28,812 in emergency financial assistance, including rental assistance and utility payments. The total value of all services combined was $78,042 (food, financial assistance, clothing, and healthcare). A total of 49 volunteers provided 1,536 hours of service. With our support, vulnerable neighbors in Foster City received the critical services necessary to achieve stability.

With her permission, the following client story demonstrates the impact of Samaritan House’s Core Services programs.

A Mother’s Struggle
Julia* is a mother of twin school-aged girls from Foster City who initially came to Samaritan House in 2015, for help with housing assistance, and has prospered because of her determination to create a stable home for her and her children, and Samaritan House’s safety net of services that have met her determination with action. In 2015, Julia’s story took an unfortunate turn, and she and her family found themselves without a home, turning to her mother for help. Julia’s twin babies were able to sleep comfortably at their grandmother’s house, but, due to a rift between Julia and her mother, Julia resorted to sleeping in her car. Even with a representative payee in charge of managing her SSI disability income, she was not able to afford a place of her own. As luck would have it, Julia had recently been awarded a Shelter Plus Care voucher (housing subsidy). Her case manager saw her struggle, and introduced her to our Food Services Program and our Clothing Program, and advocated for the approval of financial assistance for her deposit and first month’s rent on her new apartment.

When her case manager arrived to deliver the funds to the property owner, Julia informed her that her dad had paid her deposit so Samaritan House could use the funds for another client in need.

During the next several years, Julia continued to prosper while raising her family in her apartment. She utilized the food pantry and Kid’s Closet, and participated in the annual Holiday Program so her young family could experience the joy of the holidays. At the urging of her case manager, Julia signed up for the Family Harvest Program and the Produce Program to supplement their weekly food rations with healthy foods for her two young children.

While living in her apartment, Julia’s housing subsidy changed twice. During the second change, HUD informed her that they could no longer subsidize a 2-bedroom apartment for her family because she did not have full custody of her children, and she received a notice informing her that her rent was increasing to the full amount.

Julia began proceedings to obtain full custody of her daughters. Managing HUD, court proceedings, and her landlord, compounded by her disability, left her feeling overwhelmed. Julia’s anxiety peaked as she struggled with these responsibilities, feeling isolated and deeply concerned for her family's well-being. Fortunately, Julia sought support from her case manager to navigate the complexities of securing full custody of her daughters and addressing her housing concerns. Recognizing her difficulties, the case manager intervened on Julia’s behalf regarding her housing situation, relieving Julia of that burden and allowing her to focus entirely on her custody proceedings.

In a life-altering victory, Julia was awarded full custody of her daughters, and her case manager successfully secured a housing voucher to cover the cost of her 2-bedroom apartment that had become her family’s home. “Samaritan House has made the difference of me being housed from homelessness. The case managers have been there for every aspect of my life, even my dog’s! It has been great to have such amazing advocates to help me navigate a crazy system. I have so much love for everyone there, I don’t know what I would do without them.” - Julia
*Name has been changed to protect client confidentiality. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
In fiscal year 2023 (July 1, 2022 – June 30, 2023), Samaritan House served a total of 430 Foster City residents (175 households), nearly double the number of residents, year over year. We anticipate slightly higher numbers in the coming year.

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

Our headquarters and main service location is just 1.5 miles from Foster City. With facilities stretching from South San Francisco to East Palo Alto and Menlo Park, Samaritan House is the only organization that delivers the full breadth of essential services to the working poor across San Mateo County. Altogether, in FY23, we served 26,485 individuals with financial assistance, homelessness prevention and essential services, such as food, shelter, clothing, and healthcare. During the same period, we served 2,553 residents out of our East Palo Alto satellite office, and 1,122 residents out of our Burlingame Annex.

Foster City is located in the cradle of our service area, with offices to the north in San Mateo and Burlingame, and to the south in East Palo Alto, as well as our newest location, in the Belle Haven neighborhood of Menlo Park. Samaritan House headquarters, located at 4031 Pacific Blvd in San Mateo and situated at the San Mateo-Belmont border, includes three floors totaling 17,000 square feet of usable space, as well as a commercial kitchen, food pantry and future community market. Kids Closet is located adjacent to the building, across the parking lot. We are conveniently located for Foster City residents. As the location is on two SamTrans bus routes as well as Caltrain, it is easily accessible via public transportation. The Free Clinic of San Mateo is located blocks away on 39th Avenue and El Camino Real.

Services, such as our Mobile Meals for seniors and disabled individuals who are homebound, are available for direct delivery in Foster City. During the pandemic, we partnered through the Foster City Chamber Cares Initiative with multiple agencies and organizations within and serving Foster City to ensure delivery of service to residents, including prepared meals for unhoused individuals living in their cars in Foster City parking areas. Samaritan House has also been involved in assisting Foster’s Landing residents under the relocation project.

Samaritan House provides shelter and comprehensive support services for Foster City residents in need of housing. Our facilities include Safe Harbor Shelter, a 105-bed congregate shelter in South San Francisco, Pacific Emergency Shelter, a 74-room non-congregate shelter in Redwood City, and El Camino House, a 44-room shelter in San Mateo. Staff oversee shelter operations, conduct intake and intensive case management, perform wellness checks, and provide essential resources, such as food and clothing. They also assist residents in securing permanent housing, employment opportunities, mental health services, and much more.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program.

As San Mateo County’s Lead Core Service Agency, Samaritan House is uniquely positioned to meet the ongoing needs of our community and take on unexpected challenges, while continuing to provide the same level of service, care, and compassion to thousands of people across the County.

Samaritan House currently serves as the County’s contracted Emergency Financial Assistance (EFA) administrative entity and the fiscal sponsor for the San Francisco Chronicle’s Season of Sharing (SOS) Fund, coordinating a rental/emergency assistance program on behalf of the Core Services Agency Network, which provides one-time emergency assistance to low income, eligible families. The agency is a current CSBG and Measure K grantee, providing homelessness prevention services and financial assistance through multiple contracts with the County of San Mateo. Samaritan House is the lead agency in a 7-agency collaborative with the Core Service Agency Network (CSN) to make Community Action Agency resources available countywide, as well as the lead agency for the County of San Mateo’s Coordinated Entry System and has developed the infrastructure needed to adequately report and track financial and programmatic data for these funding sources. At the close of each fiscal year, the books and records of Samaritan House are audited by an independent certified public accountant.

Since 2017, Samaritan House has been under contract with the County’s Human Service Agency as the operator of the Coordinated Entry System (CES), closely partnering with numerous government agencies, Core Services Agencies, homeless service providers, domestic violence providers and other agencies to deliver services. CES prioritizes diversion, harnessing the resources and resilience of unhoused clients to secure housing options with shelter placement as a final resort, thus averting homelessness by facilitating immediate alternate housing arrangements and connecting them with services and financial assistance to support a return to permanent housing, if needed. CES has allowed for a more streamlined intake and referral process, ensuring that the most vulnerable, medically fragile, chronically unhoused seniors and individuals have priority placement in one of San Mateo County’s nine shelters and receive the intensive case management and support services they need. From June 2017 through July 2023, the program served approximately 7,470 households. During this period, the program provided 2,744 diversions and 9,404 shelter placements. Notably, intensified outreach has driven impressive growth in the CES Referral Network, surging from 8 to 18 agencies in the last 3 years, resulting in a 30% increase in annual referrals.

We’ve leveled services over the last 4 years, and with strengthened infrastructure, partnerships, and innovative approaches, we have amplified our impact and serve a record number of clients. Together with the City of Foster City, we will work to advance economic mobility and ensure housing stability by providing the needed services for residents of the City of Foster City.

3.b Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

With 50 years of experience providing homelessness prevention and safety net services to residents throughout San Mateo County, 151 staff, (128 FTE/23 PTE), and a FY24 operating budget of $29,557,777, Samaritan House has the organizational experience, management expertise, history of partnerships and linkages with other community based organizations, sound fiscal management principles, grants administration expertise, board support and overall agency infrastructure necessary to operate effective and successful programs. Our diverse funding portfolio is comprised of a diversified fund portfolio of 35% government, 5% healthcare districts, 10% foundations, 4% business & community groups, 11% individuals & bequests, 5% other, and 30% in inǦkind contributions and volunteer services valued at approximately $10.7 million (including 68%Ǧfood; 9% lab tests; 4% prescription medication; 3% professional/volunteer hours (clinic doctors/nurses); 10%Ǧfacilities and equipment, 6%Ǧother), making Samaritan House one of the best leveraged organizations in the County.

All of our core programs are staffed and managed by highly experienced, ethnically diverse, culturally competent teams, with extensive knowledge and experience providing case management, homelessness prevention and housing services to low-income and/or unhoused individuals. They are sensitive to the needs of the program participants and reflective of the population served. Spanish/English bilingual staff accommodate clients with limited English proficiency. For those clients who are monolingual in languages other than Spanish, such as our Pacific Islander, Asian and Russian clientele, translators and staff from other Samaritan House programs are available to assist on site and via teleconference. Should we not have a staff person in house, we do have a contracted company that is licensed and bonded for translation services. Referrals are also provided to residents for the adult school ESL classes. Program information is available in Spanish. Services and phone equipment are also available for the hearing impaired.

Volunteerism is an important part of Samaritan House’s core mission, and a robust engagement program provides effective opportunities for community members to share their means, energy and concern for those in need. In FY23, Samaritan House engaged 773 dedicated volunteers, providing 20,576 hours of service.

Our food kitchen and food pantry are staffed by volunteers equaling 5.85 FTEs on an annual basis.

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

Samaritan House plays a leading or key role in over 50 major community efforts, 10 of them arising from the pandemic alone, for example the Shared Prosperity Coordinating Council, and many more.

From the outset of the COVID pandemic, Samaritan House demonstrated leadership through collaboration with local agencies, organizations, and government. We played a key leading role in the Foster City Chamber Cares Initiative, partnering with a variety of Foster City entities including Gilead, VISA, the Villages, Foster City San Mateo Educational Foundation, Peninsula Special Interest Lions, Foster City Rotary and Lions Clubs, Hillbarn Theater, and many more. Together, we provided essential services such as food, shelter, case management, healthcare, personal protective equipment, vaccinations, children’s supplies, and financial assistance to Foster City residents and beyond.

Our commitment extends to additional partnerships with Foster City businesses and schools, including Costco, Crumbl Cookies, Safeway and Wee Care partners, Audubon Elementary, Beach Park Elementary, Bowditch Middle School, Brewer Island Elementary, Foster City Elementary, Mrs. K’s Preschool, Kids Connection, and Ronald C. Wornick School. These collaborations yield donations of food, clothing, toiletries, flowers, furniture, and cleaning products, reinforcing our community support efforts.

Samaritan House also leads emergency response efforts as the County's Resource for Emergency Disaster Food Relief. Whether responding to wildfires, floods, aiding residents displaced by tragic events in Half Moon Bay, or supporting families during the pandemic, our mobilization with partner organizations, funders, donors, and volunteers has been pivotal. Together, we enhance access to services, reduce health inequities, strengthen community resilience, and ensure no one is left behind.

Additionally, Samaritan House partners with San Mateo County Joint Powers Authority (JPA), as well as with US 101 Express Lanes Community Transportation Benefits Program: the lead agency and administrator of FasTrak transponders and Clipper cards each valued at $200 (one-time benefit) to qualifying residents, helping to address transportation inequities.

Samaritan House is the leader of anti-poverty efforts in San Mateo County; strengthening the social safety-net, while building strategic partnerships with government, the private sector, and local community nonprofits.

Accordingly, Samaritan House serves as the lead agency of the Coordinated Entry System (CES), established to prevent homelessness in San Mateo County. This multi-agency, countywide effort circumvents shelter placement by using every available resource to keep residents housed. We participate and provide a leadership role in the Point-In-Time Counts/One Day Homeless Counts and Surveys. We have been a part of the County Economic Recovery Committee, the Covid Recovery Committee, and we are actively engaged in a leadership role for the Together We End Homelessness Summit. As the Contracted operator of the County’s Community Action Agency, whose mission it is to lead antipoverty efforts in San Mateo County, we regularly attend the CAA board meetings and audits.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of non-profit status (501(c)(3) or equivalent) 4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City Attention: City Manager
Department
610 Foster City Boulevard Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant:

Chief Executive Officer
Date:

June 28, 2024
Printed Name:

Laura E. Bent
Title:

CEO

1 ANNUAL REPORT
2 3
Fighting
Poverty.

Lifting Lives.
26,000
neighbors
in need

4.8 Million
meals served
20,500
items of children’s
clothing provided
8,000
uninsured
patient visits
In the past year, Samaritan House has faced new
challenges, and every time, we have risen to meet
them. From emergency responses to local crises, to
meeting a rising tide of need, we’ve been working
hard every step of the way. When families were
displaced by violence in Half Moon Bay, we worked
on the ground and with our partners to keep them
safe and stable. When the lines at our pantry
stretched down the block, we made sure each
family that came to us got the essential food
they needed.

For all these needs and many more, we’ve
responded - with your support. Thank you for
standing with us. Whether you’ve been with us
vœÀ“>˜ÞÞi>ÀÃœÀޜսÀi>wÀÃ̇̈“i`œ˜œÀ]ޜÕÀ
support in this critical time has made the difference.

From keeping Kids Closet stocked with clothing, to
driving meals to homebound seniors, to giving big
at our signature fundraising gala, you’ve been on
our team. Thank you.

I am incredibly proud of what we’ve achieved
together in this year. As Samaritan House
underwent big changes in leadership, our staff
made sure that everyone who needed our critical
services, remained clothed, fed, healthy and
housed. In the past year alone, our dedicated
pantry staff and volunteers served over 26,000
clients, and our shelter staff provided 55,000 nights
of safe sleep. Serving that many clients is hard work,
and I am grateful for the dedicated team that has
been there day in and day out.

I am incredibly blessed to lead this organization. I
am also so proud to be working alongside our new
medical leadership team, Drs. Baldeep Singh
and Tamara Montecute as well as our new COO,
ƂiV,>vw˜°/
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remarkable contributions to our executive
leadership team. Despite their brief tenure, they’ve
already made remarkable contributions to our
executive leadership team.

With nearly 50 years of experience, dedicated staff,
and a strong community of neighbors like you with
us, we’re ready to respond to crises big and small.

This year’s Annual Report is a window into the work
we do at Samaritan House. You’ll hear from four
clients who have come to us in different moments of
need. For each of these clients, our staff has been
there to alleviate the immediate the crisis, assess all of the various needs of the household, and connect
our clients to ongoing resources. We are in real
conversations with real people every day. We are
their lifeline when their kids need to switch schools,
when they have to choose between buying milk or
buying diapers, and when they are moments away
from losing power or losing their home. Samaritan
House is the village that those living in poverty
don’t always have and our support goes beyond
food, shelter, and other essential services. We let
clients know they are not alone.

As long as you all are with us, we know we can
continue to meet the needs of our neighbors
and let them know, every day, that they are not
alone. Thank you for being with us as we work
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A message from
Laura Bent, CEO
For nearly 50 years, Samaritan House
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poverty in San Mateo County. We
deploy our resources and engage
our collaborative network every day
to ensure all our neighbors have
the food, clothing, healthcare, and
housing they need to thrive.
55,000
nights of safe,
warm sleep
4 5
In the past year,
Samaritan House has
served more than
26,000 clients.

The need in our
community now is higher
than ever before.
4 5
6 7
Client stories
Virginia
Virginia grew up in San Mateo County
and raised a family with her husband.

Together, they ran a company and lived
comfortably for many years, selling their
company and retiring together. But when
her husband became ill and passed away,
Virginia went from comfortably middle
class to living on the edge. “I had all this
success in my younger years, and now
it’s all disappeared.” She lost her family
home, and her savings quickly vanished.
6ˆÀ}ˆ˜ˆ>ÃVÀ>“Li`>˜`Ü>Ã>Li̜w˜`>
small apartment. But, as a disabled senior,
returning to work was not an option, and
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amid rising prices. Samaritan House came
to her aid, providing essential rental
support. With help from her case manager,
Luis, Virginia was able to stay housed and
is now getting help as she looks for more
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case manager at the other end of the line
anytime she calls has been comforting.
“Luis was so outgoing, so comforting, and
so personable. I felt like I was the only
person he worked with all day long.”
Cynthia
Cynthia, her husband, and their three
children came to San Mateo County in 2020
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time, but still couldn’t cover the basics. With
two disabled children requiring extra care,
Cynthia had to stretch every dollar as far as
she could. She came to Samaritan House
for help. She was surprised by the resources
available to her family. “I called Samaritan
House for help with food and clothes, and
they helped me with housing, too.” Ana,
a staff member at Samaritan House, was
the person Cynthia called whenever she
needed help. “I always call Ana when I
need help. She makes sure I can get what
I need.”
Samaritan House made their family’s
challenges easier. “I feel super grateful
because every month I have food, I have
clothes, I have a doctor, I have almost
everything.” Now, when Cynthia meets
other immigrants trying to get their feet
under them, she always sends them to Ana,
knowing they’ll get that same care and
comfort that she has been able to rely on.

Daniel

>˜ˆiwÀÃÌV>“i to Samaritan House a
year ago. A challenging home life had
led him to be without housing. Without
reliable meals and other essentials, his
health was suffering. At a medical visit, a
doctor mentioned the Samaritan House
Worker Resource Center (WRC) and Reyna,
who runs the center. Daniel reached out
to Reyna, looking for work. What he found
was so much more. At the WRC, he found a
community. He learned about the shelters
and was able to move into El Camino
House in February. Once in the shelter,
he was connected to even more services,
including healthcare and food. He became
a WRC regular, always ready to take on a
job and do his best. “I am grateful to Reyna
for helping me get shelter and work too.

Samaritan House has been good for me.”
Renato
Renato has been in the Bay Area for
11 years, working as an aide with
developmentally disabled clients. Originally
from the Philippines, he moved to the
United States alone and has no local
family. He worked hard at his job and was
even able to send money home from time
to time to support his family there. “I’m
alone here in the United States. My family
is in the Philippines but I’m a US citizen.

It’s expensive in the Philippines, too, and
I want to send money to help them but I
have to pay so much to live here.” When
prices began to rise rapidly last year, he
was on his own. Without the safety net of
family, he needed help and he found it at
Samaritan House. Knowing he doesn’t have
to worry about whether or not he’ll be able
to afford food is a relief. Renato is not alone
in that relief – some of his clients come for
food too. Samaritan House has been good
for him and his community of clients. He’s
excited to be able to give back when he
can. “I came here last week with some of
my clients and we helped pack food!”
8 9
In the past year,
Samaritan House has
provided more than
55,000 nights
of safe, warm sleep
to clients at our
three shelters.
8 9
10 11
The backpack
distribution
provides brand new
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with school supplies
to 3,500 children
August
The Burlingame
Annex opens in
partnership with
Peninsula Health
Care District
September
El Camino House,
>˜œ˜‡Vœ˜}Ài}>Ìi
shelter, opens
to clients
October
During the
Thanksgiving
food distribution,
Samaritan House
feeds more than
3,700 clients
November
Cora’s Community
Market celebrates
its grand unveiling
July
Year in review: a
timeline of events
Laura Bent
assumes the
role of CEO
at Samaritan
House
December
During the winter
yœœ`Ã]->“>ÀˆÌ>˜
House JGNRUƃQQF
victims access
emergency funds
and other essentials,
like food
February
The VITA tax prep
program is in full
swing. Volunteer
tax preparers help
clients receive
$386,000 in
refunds and
credits
March
The car line at the
`ÀˆÛi‡Ì
ÀÕvœœ`
pantry reaches a
high of 1,300 cars
in a week, higher
than COVID levels
April
Our WeeCare
program wraps
its academic year,
engaging more
than 70 schools
with drives and
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curriculum
May
Samaritan House
provides on
the ground
emergency food
and housing
support in
response to the
Half Moon Bay
tragedy
January
Kids Closet
ends its

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and prepares
to welcome
families back
for in-person
shopping
June
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12 13
A message from our
Board President,
Michael Jackson
The Dr. Cora Clemons Emerging Young
Samaritan Award is inspired by the
Vœ““Õ˜ˆÌÞÃiÀۈViܜÀŽ>˜`ÃiyiÃÃ
spirit of our founder, Dr. Cora Clemons,
R.N., M.F.C.C., M.P.H., Ph.D. In 1974, Dr.

Clemons was concerned that basic social
services like food, housing, and medical
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need and took action.

Today, Samaritan House is more dedicated
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vision and honoring those who’ve joined
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Mateo County, whose community service
work models Dr. Clemons’ commitment to
service and compassion.
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dedication and advocacy, we are proud to
announce the 2023 winner of the Dr. Cora
Clemons Emerging Young Samaritan Award:

Amy Nguyen.

In an effort to make her school equitable
and inclusive for everyone, Amy and her
classmates came together to supply free
period pads and tampons for their school
bathrooms. They believe that access to
basic needs can better equip the students
to feel at peace, safe, and thought of.

Their dedication made the grassroots
campaign for free menstrual supplies
possible and made a positive change on
the school culture.

Samaritan House is proud of the work Amy
has done, and we are happy to recognize
and award her proactive and inclusive
efforts with the Dr. Cora Clemons
Emerging Young Samaritan Award.

Congratulations, Amy!
Dr. Cora Clemons
Emerging Young
Samaritan Award
As Samaritan House stands on the edge
of our 50th year of service, I am proud to
step into my new role as Board President.

The coming year marks not only 50 years of
Samaritan House but also my 10th year as a
part of this community.
wÀÃÌV>“i̜->“>ÀˆÌ>˜œÕÃi>Ã>˜
occasional volunteer. The more time I spent
volunteering, the more excited I became
about this extraordinary organization and
the work they do for those in need. What
started with a few volunteer shifts has
now become a passion, and I am proud to
dedicate my time and energy to serving our
neighbors in need.

For many of you, this story is likely familiar.
œÜiÛiÀޜÕwÀÃÌvœÕ˜`->“>ÀˆÌ>˜
House, once you’ve become a part of the
community, it’s easy to get excited about
the work we do. Supporting Samaritan
House is supporting all our neighbors
through tough times. Every dollar given
and every hour volunteered is an
investment in our community and
its future.

What once was a very small organization,
founded by Dr. Cora Clemons, has
blossomed into the poverty alleviation
leader in San Mateo County.

Dr. Clemons’ dedication to lifting up our
neighbors has stayed with us all these years,
and I am grateful to be a part of that legacy
of service.

The year to come is one full of possibilities
for Samaritan House and our community.
œœŽvœÀÜ>À`̜Ì
iœvwVˆ>œ«i˜ˆ˜}œv
Cora’s Community Market. This market will
allow clients to have a shopping experience
when they come in for food. The market
is more than just food though, it’s also an
experience that will give our clients a sense
of dignity as they get the essentials they
need to survive.

With so much uncertainty in the world, it’s
hard to know what challenges Samaritan
House will encounter in the year to come.

But, I know our community. And I know the
dedicated staff and volunteers at Samaritan
House. Most of all, I am certain of one
thing: we will meet those challenges
together, with innovation, passion, and a
commitment to dignity for all.
14 15
Administration
5%
FY23 Expenses
$35.1M
Kids Closet & Holiday Assistance
2%
Shelter Services
18%
Medical & Dental Clinics
15%
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against poverty in San Mateo County for 50
years. Thanks to your generous support, we
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years to meet the critical demand for food,
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peak pandemic levels, we remain steadfast
in our commitment to providing care,
empathy, and stability to our community.

With your continued generous support,
there’s so much more we can do for our
neighbors, and we ask that you join us in
helping our clients regain their stability.

Out of a relentless crisis, we will emerge
a stronger community, more deeply
committed to each other and dedicated to
ensuring all in need have access to food,
clothing, shelter, and healthcare, through
the COVID crisis and beyond.
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and effective way possible.
89%
of expenditures go directly to programs.

Client Assistance
7%
Direct Financial Assistance
17%
Food Services
26%
Worker Resource Center
1%
Development
6%
Coordinated Entry Events
3%
Financials
$35.5M
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30%
Individuals & Bequests
11%
Foundations
Business & Community Groups 10%
4%
Other
5%
Government
35%
Samaritan House relies on the generosity of
others to make our work possible. Nearly
65% of our funding comes from private
donations. Thank you for investing in
our community.

In-Kind Contributions
1Ș}ˆ˜‡Žˆ˜`}œœ`Ã>˜`ÃiÀۈViÃ>œÜÃÕÃ
to make the best use of our dollars. 68% of
œÕÀˆ˜‡Žˆ˜`Vœ˜ÌÀˆLṎœ˜Ãˆ˜VÕ`iœÕÀvœœ`
donations, another 16% include our medical
supplies, lab tests, and professional
volunteer hours – the doctors and nurses
at our clinics.

Season of Sharing Fund
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the SF Chronicle Season of Sharing Fund.
/
ˆÃv՘`«ÀœÛˆ`iÃw˜>˜Vˆ>>ÃÈÃÌ>˜Vi̜
families and underserved individuals in San
Mateo County. More than 370 families were
provided a total of $1,445,064 emergency
assistance county wide. Because Samaritan
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˜œÌˆ˜VÕ`i`ˆ˜Ì
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Charity Navigator
Charity Navigator has awarded Samaritan
œÕÃiˆÌÃÌÜivÌ
Vœ˜ÃiVṎÛi{‡-/Ƃ,
rating, placing Samaritan House in the
top 1% of rated charities nationwide
L>Ãi`œ˜>ÃiÀˆiÃœvw˜>˜Vˆ>>˜`
transparency indicators.

Sustainability
->“>ÀˆÌ>˜œÕÃiwÃV>«œˆVˆiÃ>˜`
practices are focused on liquidity,
adaptability, and durability to ensure that
Üi>ÀiwÃV>ÞÃÌÀœ˜}̜ÃiÀÛiÌ
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needs of the community.

Balance Sheet
As of 6/30/2023
Assets $34,823,271
Liabilities $1,646,734
Net Assets $33,176,537
œÀvՏ>Õ`ˆÌi`w˜>˜Vˆ>Ài«œÀÌÃ
and 990s, please visit
www.samaritanhousesanmateo.org.

FY23 Revenue
Healthcare Districts
5%
$7.3M
RTQXKFGFKPFKTGEVƂPCPEKCNCUUKUVCPEG
July 1, 2022 to June 30, 2023
16 17
Thank you donors
Samaritan House thanks the following
individuals and organizations for supporting
our essential work in the community this
year. We take great pride in serving the
working poor, and we couldn’t be more
grateful for each and every supporter who
stepped up to meet our community’s needs.

The following donations were received
between July 1, 2022 and June 30, 2023.

With limited space we were not able to list
everyone. For a comprehensive list
please visit our website at
www.samaritanhousesanmateo.org

PRIVATE FUNDING
$250,000+

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Gilead Sciences, Inc.

Mendelsohn Family Fund
Ronald and Ann Williams Charitable
Foundation
Stanford Health Care
Sunlight Giving
$100,000 - $249,999
Anonymous (1)
Ghemawat Charitable Fund
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The David and Lucile Packard
Foundation
Silicon Valley Community Foundation
Gil & Danielle Simon
Thomas K. & Mary Rose Slattery
Sobrato Family Foundation
Solid Rock Foundation
Onnolee & Orlin Trapp
$50,000 - $99,999
Anonymous (3)
Bader Family Survivor’s Trust
Bank of America Charitable Foundation
Tammy & William Crown
Direct Relief
George H. Sandy Foundation
Kaiser Permanente Foundation
The Khachaturian Foundation
Lillian Lincoln Foundation
Makena Capital Management, LLC
Carole Middleton
The National Association of Free and
Charitable Clinics (NAFC)
Teva Pharmaceuticals
Trust of Betty J. & Ralph A. Sullivan
The Beverly Travlos 2021Living Trust
$25,000 - $49,999
Anonymous (1)
The Atkinson Foundation
Jason Buss
Center for Independence of Individuals
with Disabilities
Thelma Doelger Charitable Trust
Carmen M. & Paul M. Goeld
The Grove Foundation
Conrad N. Hilton Foundation
Invest in Others Charitable Foundation
Robert H. & Arlene Katzive
Charles W. Lew
Andrew & Marina Martin
Morallan Family Giving Fund
The Anita and James Reimann Fund
Second Harvest of Silicon Valley
Alissa & Gary Shipper
Beth & Kurt von Emster
Joan R. Wheelwright
Jim and Lia Whitehead Charitable Fund
Sheila & Mark Wolfson
$10,000 - $24,999
Anonymous (4)
Achieve Foundation
Bartz Marr Family Foundation
Duncan Beardsley
Christina E. Rising Bird & Jeffrey Bird
Bohannon Foundation
Steven Braithwaite
Margaret Burchell & Michael Brownrigg
Tish & Jim Busselle
California Water Service
The Edith and David Cassel Charitable
Fund
Charney Survivor’s Trust
Armand and Micheline Chau
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Corey, Luzaich, de Ghetaldi, & Riddle
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Courtney Roberts Foundation
Barbara H. & James T. Curry
Jean E. Dedieu
June P. and James V. Diller Foundation
Andrea & Stephen Dover
Elizabeth Erchul
Beth & William S. Freeman
David Gasca & Tanya Khakbaz
A Grateful Neighbor
Lisa & Adam Halpern
Audrey Hargis
Hehman Family Giving Fund
Herman Christensen and Sons
Sylvain and Marjorie Heumann Family
Foundation
The Grace & Laurance Hoagland Fund
Susan Hoffman
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Patricia Hsiu & William Stein
David Hunt & Heather Wolnick
J H Robbins Foundation
Kurt & Sue Jaggers Fund
Laura & Conor Johnson
Susan E. & William F. Kenney
Susan Ketcham & Anne Casscells
Anne C. Mahnken
Mollie & Joe Marshall
The Martin Family Fund
Alma Martinez & Paul Dybbro
Menlo Church
Kelly Moran & Mark Eliot
Naecker Family Foundation
Nancy C. & John H. Newman
North Peninsula Food Pantry
Observe, Inc.

Jason Paik & Jison Hong
Gus P. Panos
Frank Perez & Leticia Bido
Sophie Perisic & Igor Perisic
Pure Storage
Rite Aid Foundation
Craig Sakamoto
Schnitt Family Foundation
Mary Alice Scott
Constance M. Sevier Charitable Fund
Silicon Valley Bank
Doreen & Ravi Sinha
Stovall Family Fund
Katherine & Jonathan Sun
Alejandra Tapiero & Pablo Paniagua
YoonSung & Jason C. Ting
SCA Environmental, Inc.

Urbanek Family Foundation
Valley National Bank
Elizabeth Soto Velarde
John and Jane Wandless Charitable
Fund
Linda A. & Robert Watson
Windy Hill Property Ventures LLC
$5,000 - $9,999
Anonymous (8)
Betsy A. & Jay K. Adams
David C. Amaral
Applied Materials Foundation
David & Nicole Arnott
Bailard Foundation
Phyllis & Scott Bedford
Stephanie Bowen
Marian Byer
Mona Cannon
Carstens Realty
Kyra & John Carswell
CoachMe Health
Martin Colaco
Lorin M. Cortina & H. Jane Sung
Julia Cutler & Pierre Lemieux
Richard Laverne Davis
Lisa & Jeffrey Diamond
Sharon Dickson & Jeff Gray
Kristin & Craig Donato
Lisa Elliott
Pamela D. Ferris
First Tech Federal Credit Union
Gayle Flanagan
Franklin Templeton Investments
Vicki Friedberg
Stacie Goeddel & Mike Etheridge
Ronald & Cathy Granville, Woodmont
Real Estate Services, L.P.
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Susan R. & Steven L. Group
Myra Haggerty & Mike Harrold
Linda Hall
Patricia M. Harding & William J.

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Chris & Jamie Harris
Allison A. & Terry W. Hudson
Cheryl K. & Jeffrey Hylton
Suzanne Smith & Robert Izmirian
J Foster Charitable Fund
Kevin Jiang
The E. Richard Jones Family Foundation

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Judy C. & Anthony Kwee
Julie Pak & Steven Lamont
Nancy F. & Andrew Lanthier
Adolphus Lim
Longfellow Real Estate Partners
Debbie & Jeff Lucchesi
Connie & Robert A. Lurie
The Malaspina Family Fund
Brian Mascarenhas
Diane Christensen Mason & Charlie
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Luke Mastrangelo
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Wallace D. Mersereau
Ross & Jess Millikan
Laurel Blackett Miranda & Steven
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Stephen R. Nagy
The Natter Family Foundation
Louise & Richard Nelson
Florence Nixon
Jerry Nugent Charitable Giving Account
Kris M. & Gene P. O’Neil
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Jill & Geoffrey Parker
Gari Patton
PayPal Giving Fund
Norma Perez & Erik Ogren
Georgene Petri
Mary & David R. Phillips
Mary Ann & Michael Pietro
PMI Worldwide
Catherine & Michael H. Podell
Nancy Pribuss
Norma J. Quickert
Rakuten Cares
Jeff & Elisa Reed
Lilli Rey
Stephanie Reyes
Karen Riley
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The Sand Hill Foundation
Robert F. Sawyer
SCA Environmental, Inc.

Susan Screen
Reva & John Segall
Kathleen Shields
Beth & Russ Siegelman
Robert Silber
Faye T. & Ronald H. Star
Shauna M. & Michael Stark
Elisabeth & Jordan Stockton
Thomas B. & Kathryn R. Stucker
Charitable Fund
Lisa & Ron Sturzenegger
Judith F. & Jerry Sullivan
Ann & Steve Terwilliger
Caroline & Curtis Terwilliger
M. G. Thibaut & Charlie Vestner
Transitional Program
Derrick Tseng
Urrutia Family Fund
$2,500 - $4,999
Anonymous (4)
Alexander Family Fund
Peggy Andrews & Norm Brod
James Armstrong
Stan Karp & Cathy Baird Fund
Ian M. Baltuch
Chase Basich
Rochelle Batt
Bhumralkar Giving Fund
Michele Bielman & Michael A. Schwartz
Big Joe Handling Systems
Audrey Daines Bojack
Nancy R. & Howard Bott
John and Kathryn Milligan Family Fund
Rana & Andrew Brown
Carolyn & Robert P. Bunje
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Joanie Cavanaugh & Steven
Guggenheim
Richard C. Chambers
Marie & Mike Chuang
City/County Association of Governments
of San Mateo County
Alexis M. & David Colker
Congregational Church of San Mateo
Linda & Daniel Cooperman
Robert Crews
Teresa De Lauretis
Cynthia & Jeffrey Delamare
The East Creek Fund
Beth Yarnell Edwards
Jackson Egen
Episcopal Church of St. Matthew
Michael and Martha Everett Charitable
Fund
Christian Frank
Lawrence Garvey in honor of Christina &
Mary Garvey
Patricia Gower
Grant Giving Fund
Robert J. Grassilli, Jr.

Greek Orthodox Church of the Holy

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Hammerstrom Charitable Fund
JonHazard Account
Lisa B. & Dana C. Hendrickson
Doriane & Walter Heyman
Hope Evangelical Lutheran Church
The William T. & Susana D. Huston
Family Foundation
International Brotherhood of Electrical
Workers Local Union No. 617
Intuitive Foundation
Barbara Joyner
Lesley Kao
Lisa & Paul Karson
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Sarah Kelsey & William Forrest
Alexa Knight
Ella & Benson Lam
Ann Azama & Randall J. Lee
Robert L. Lillo and Ruth D. Lillo
The Lim Family Charitable Fund
Abby Luong
Margaret & Michael McCaffery
Bonnie McGregor & Rich Chambers
Astrid & Joseph McVeigh
Arlene Mesa
The Morrison Foerster Foundation
Sally Morton
Michael and Stephanie Moy Charitable
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Susan & Eric Nitzberg
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The O’Mara Family Fund
Josephine A. Osborne Survivor’s Trust
Richard Paterson
Carol Perusse & Tom Huening
Melissa Petkov
Nettie & Chip Ramsay
Gordon Readey
The Right Hand Fund
Tom Rivkin
Thomas Robertson
Brenda & Wayne Rodoni
Rotary Club of Foster City
Diane Russell & Ward Supplee
Jean & Robert Segale
Stephanie Seiki
Margaret Shafer & Cliff Robbins
Katherine & Robert Sharp
Shirley Family Charitable Fund
Petra Silton & Michael Listgarten
Rolly L. Slatt
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Margaret & Allan Steyer
Joyce & Jay Strauss
Berta & Don Sugarman
The Louise A. & Walter H. Sullivan
Foundation
Beverly & Doug Takizawa
Marilyn Talbot
Lissa & Deniz Teoman
Terreno Realty Corporation
Trigg Donor Advised Fund
Mary T. True
Els van Boldrik Charitable Fund
Nina Weil
Norm and Joyce Weil Philanthropic Fund
Hohenschuh Family Fund
Brenda & Jason Wong
John and Rachel Youmans
$1,000 - $2,499
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A&A Sortwell Family Trust
M. Joyce Abbott
Mark Abelson
Janet Abrams
Jay Adams
Aetos Alternatives Management
Aaron Aknin
Carla Altizer
AmazonSmile Foundation
John Ananny
Lage E. Andersen
Marcie E. Arnesty Fund
Artzt/Rosenduft Family Foundation
Erica Attard
Danielle Aubele & Brad Johanson
Patricia & Eugene L. Austin
Jonathan Bamford
Jennifer Banh
Susan & Gordon Bardet
John & Jannette Barrett
Jeanne & William Barulich
Eileen & Ralph Battat Family
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Laura E. Bent & Gary Cockrell
Margaret Berlese
Cynthia & Fred Bertsch
Phyllis & Andrew Berwick
Terry & Howard Betts
Raghav Bhargava
Neill Bickel
Mary K. Bimba
Brian Bishop
Heather J. & Steven A. Blake
Maggie & Thomas Blumberg
Amy Bogan
John Boghossian
Mary M. Bona
Bould Design
Monica & Donald Bragg
Ursula Braun
Susan & Edward Breuer
Catherine Bristow
Gayle Britt
Thomas Broderick

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Marion and Helen Brown Charitable
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David Brownman
Jochen Brumm
Robert Brush
Susan Bryan & Frank Adams
Maureen & Stephen Buchner
Jonathan Buck
Bukstein R&K Trust
The Bullock & Sandifer Family
Philanthropy Fund
Caiti & Adriene Busch
Leo Butler
Cadero/ Biederman Foundation
Piripacchio Foundation
Shana & Michael Callan
Cathrin Callas & Brian Perkins
Catherine C. Carney & Richard M.

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The Carver Fund
Casamondo Development Corporation
John and Nancy Cassidy Family
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Elizabeth J. Castillo
Lesley Cerdan
Lorraine Chan & Dennis W. Tom
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Abby Chen
Lawrence Chen
Kwok Fai Cheng
Shilpa Chetty
Jennifer Cho
Julie & Will Chong
Mihai Christodorescu
Louise Y. & Michael Chu
Flora Chui
Ellen Clear & Stephen Kazan
Virginia Clemens
The Cohn Family Charitable Fund
Gael Colas
Karen Collom & Robert Shitamoto
R. Frank Coltart
Vincent Connolly

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Catherine Coolin
Diane & Norman Cortez
Matthew Cramer
Elizabeth Cross & Anthony Stayner
Lisa & Kevin Cullinane
Michelle M. Daigneault & Robert G.

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Nina Dail
Adrienne Dale
Lily Dales
Jim Damask
Erica & Matt Damelio
Dark Horse Consulting Fund
Decorative Plumbing Supply
Joseph Defelice
Raymond Deutsch
Karifa Diawara
Colleen M. Dieterle
Stephen & Eileen DiFranco Fund
Dimas Family Charitable Fund
Michelle Dimon
Cindy & Gene Domecus
Michael Donohue
Nancy Douglas
Kevin Doyle
The John and Alison Draper Charitable
Gift Fund
Gail Dressler
Deborah & Richard Dubois
Marisa I. & Michael T. Duncan
Susan & Hardie Dunn
Eileen & John Easterbrook
Mary D. & Sean M. Echevarria
Melissa & Joshua Egbert
Norman Epstein
Charles E. Erle
Excellence Fund
Sarah B. & Alf J. Fengler
Dennis Fetterly
Brian & Julie Field
Amy & Enrique Figueroa
Jill & Robert Filice
Marian & David Finkelstein
Elizabeth Fischback
The Morgan & Peyton Fisher Foundation
Mary Ann & Robert Fitzgerald
The Flaherty Foundation
Carol E. & Roger A. Flores
Steven Fraider
Michele Freed & Gary Sprague
Helen Fricke
Anne B. Fritz & Libbie & Aaron Thacker
Jay and Grete Fry Charitable Foundation
Sonja Fuentes Tappan
Carrie Fujino
Eva & George T. Fulvio
Helen & Joseph Galligan
Robert Garner
Mark Gaynor
Geimer Charitable Fund
Daniel Geller
Tom & Connie George
Patricia Gerber & Robert Scheren
The Robert and Bonnie Gerlach
Charitable Fund
Caroline & Timothy German
Gill Family Fund
Barbara & Robert Gilmartin
Jill Goldsmith & Perry Mizota
Cory Goligoski
Kibbie Ruth & James R. Granucci
Danielle & Steve Gray
Hahn Schechter Family Giving Account
Mary Hansell & Carl J. Serrato
Ilse & Paul Hansen
Jesse Hanson
Albert A. Haust III
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John Hershberger
Tara Heumann
Linda & Michael Hirabayashi Giving Fund
Hirth Family Foundation
Angie & Stephen Hollman
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Eric Hoover
Robert Hortop
William J. Houston
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Patricia & Bruce Hraba
Hsiao Family Fund
Chris & Yvonne Hsiung
Susan Huetteman
Ianthina & Joshua Hugg
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Stella Hwang
Fiona Hyland
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Sneha & Ankit Jain
Pam Jefferis
Jeng Family Fund
Breona Jenkins
Janet & Logan Jennings
John Joly
Nancy & David Kaiser
Angela and Nicholas Kalayjian Fund
Wendy Kang
Margaret & William Kannenberg
Susan G. & Barry M. Karl
Lane Kashiwahara
Kathryn Kearney
Barbara A. Keefer
Barbara A. & Donald W. Kelley
Rich & Gina Kelley
Chris Kim
Nanci Kim
Anne & Peter Kimball
Lukas Kirby
Kopczynski Family Foundation
Marcia & Robert Krainz
Kevin Krawez
Linda A. Kuhli
Judith Kulich
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Ladera Community Church
Lam Research Foundation
Katharine Morgan Langs
Linda & Sterling Lanier
Renee Leap
Leslie Lee and Jorge Vilalta
Eve & Jerry Lerman
Leslie Family Foundation
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Jane Lim
Wei Liu
Charles I. and Julia V. Lobel Charitable
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Paige Loczi
Leslie & Frank Lohmeier
Lohnberg Family
Los Altos Community Foundation
Mary Lynn & David Maas
Dan Maass
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Charles J. Maguire
Nicole Makila
Thomas M. Maloney
Daniel March
Mark Family Fund
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Nancy & Alan Marx
Bonnie Matlock and Tod Francis
Lucretia Matulich & Lawrence P. Kollerer
Laurie and Laurence May Family
Philanthropic Fund
Gene Mayo
Suzanne & James McElwee
Carol McMahon
Megan McSweeney & Andrew Whalley
Menlo Park Live Oak Lions Club
Shelley Meyer
Susan N. Meyers
Richard S. Michaels
Joerg R. Michelfelder
Lewis D. Miller
Fred Mincher
Erica & Eric Missildine
Moledina Charity Account
Tamara K. Montacute
Montgomery Family Charitable Fund
Elizabeth Moody
Ken & Julie Moore Giving Fund
Marie Morris
Thanh & Robert F. Mougeot
Matthew Murray
Laurel & Donald Nagle
Nahmias Family Charitable Fund
Betsy & Horace L. Nash
Nash Charitable Fund
Lana Ng
Viet Nguyen
Cathy & Raul A. Nicho
John Nicoletti
Wendy & Craig Nishizaki
No Starch Press Fund
Alison & Steve Nyberg
Anne & Thomas Oertli
Maureen & Robert Olson
Susan & Kurt Oppenheimer
Robert Ovadia
Hyung Paek
Mark Palermo
Barbara Patterson & Andrew Menkes, MD
Theodore Peck
Tyler Pender
Peninsula Clean Energy
Anil Pereira
Rachel Perkel & Shawn Becker Charitable
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Craig Peters
Sonya & James L. Peters
Linda & Wesley Petit
Alesha Petrov
Prokev Phillips
Kristina Phillips & Ron Piovesan
Nancy Pilotte
Imran Pirani
Renee & Donald Polk
Valerie & Dave Powell
Power Family Fund
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David Pritchard Charitable Fund
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Barbara Quay
Dolores A. Quigg
Josh Radel and Melissa Mun Giving
Fund
Kathleen Ann Rafael
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llamina & John Ralls
Recht Giving Fund
Redeemer Lutheran Church Redwood
City
Diane & Todd Regonini
Marilyn G. Reisen
Rafael Reyes
Ryoko & Robert D. Rideau
Kristi & Brian Ridgway
Nina & Donald Robertson
Diane K. & John P. Rogers
Carol & Virgil G. Rose
Rosenberg Family Charitable Fund
Stuart Rothenberg
Cynthia Rudolph
Theresa M. & Stephen W. Rutledge
Justin Ryan
Stephanie Sala
Jane Samuel
San Mateo Charities, Inc.

San Mateo Credit Union
San Mateo Elks Lodge 1112
San Mateo Rotary Foundation
Heather Sanders
Michelle Saurel
Ann & Paul Scheley
Elizabeth Schenk Charitable Fund
Neil and Evy Schiffman Charitable
Account
Rita Schildknecht
France Schrager
Karen Schultheis Margaroni
Florette Schwartz
Walter Schwartz
Leonard C. Schwarz
James Scott
Rita S. Seamans & John H. Wichern, III
Nadir Shah
Nariman Shariat
Louisa & James Shaul
Beryl Shaw
Shearer Family Trust
Shefren Family Fund
Rosemarie and John Shield Charitable
Fund
Irene & Stan Shimizu
Lee Shult
Jeffrey Shurtleff
Aviv & Relli Siegel
Carolyn & Jeremy Siegel
John Sienkiewicz
Coleen Simmons
Martha L. Simmons & Lewis Butler
Dr. Baldeep Singh & Dr. Rachel Golden
Dolores & Edward Sleeper
Douglas K. Snodgrass
John Solomon and Caroline Buckway

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Alan Soule
Jackie Speier & Barry Dennis
Speramus Foundation
Heather Srimal
St. John’s United Church of Christ
St. Luke Catholic Church
St. Paul’s Episcopal Church / Circle of St.

Paul’s Burlingame
Joseph Stampleman
Nancy H. & Gary Steele
Jim Steichen & KJ Shockey
Breanna Stein
Lily Steinbach
Beverly & Andrew Stern
William and Judith Steul Charitable Gift
Trust
Brandon Stone
Hannah Story
Linda Sue Strand
Rosemary & Albert Stuebing
Kathy & John Stults
Lakshmi Subramanian & Kumar
Srinivasan
Michael Sumnicht
Victor Sumnicht Foundation
Evan Susser
Nina Taliaferro & Frank Kukula
John and Linda Taylor Charitable
Account
Margaret D. Teshara
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Andrighetto
Michi Thivierge
Richard Thornburgh
June & Jim Tilton
Jessica Yu & Nick Tompkins
Elvia Torres
Lisa M. Torres & Laurence Wuerstle
Elizabeth L. Tough
Lisa Toyama Jarboe
Philip Michael Traynor
Trinity Baptist Church
Elida & Orlando Trujillo
Marsha Tse
Joshua Tyler
Irvin and Margie Ungar Charitable Fund
Maria S. & Ventura Urquidez
Linea Van Horn
Jeanette Vasheresse
Mary Vigo
Marie J. & John R. Violet
The VMware Citizen Philanthropy Fund
Linda & Rich Voon
Glenn and Celene Voyles Charitable
Fund
Janet Wade
Wadycki Family Charitable Fund
Jeff Wagner
Virginia & George Wailes
Rebecca Walker
William Walker
Elaine Woo Wang
Jacqueline Irene Warden
Andrea Warner Molinari
Sharon and Josh Weinberg Tzedakah
Fund
Carol & Joseph Welch III
Janet N. White
Kimberly & Kenneth Williams
Kristen & Edward Willig
Joanne Wilson
Diana & Terry Witzel
Cary Wong
Florence Wong & Andrew Haskell
Jean Wong
Darren Woulfe
Benjamin Wu
Julia & Winston Wyckoff
Elizabeth S. & Robert Yapp
Audrey & Michael Young
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PUBLIC FUNDING
Behavioral Health and Recovery Services
City of Burlingame
City of Foster City
City of Menlo Park
City of Redwood City
City of San Carlos
City of San Mateo
City of South San Francisco
County of San Mateo
County of San Mateo Dept of Housing
County of San Mateo Health System
County of San Mateo Human Services
Agency (HSA)

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Sustainability
FEMA
Peninsula Health Care District
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CalTrain Go Pass Program
Sequoia Healthcare District
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Center
United Way Bay Area

GIFT IN-KIND
$1,000,000+
Second Harvest of Silicon Valley
$250,000 - $999,999
CAIMA, Inc
County of San Mateo
GlaxoSmithKline
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Center
$100,000 - $249,999
IGT Radiology
$50,000 - $99,999
AbbVie
AmeriCares
Crumbl Cookies Foster City
Direct Relief
$25,000 - $49,999
Dignity Health Sequoia Hospital
Help A Mother Out
*wâiÀ
$10,000 - $24,999
Läderach Chocolate Suisse
Sam Trans
State & First Store, Napa
$5,000 - $9,999
Joan E. & Marco A. Dondero
$2,500 - $4,999
Anonymous (1)
Greg Bettencourt
Tish & Jim Busselle
Christi & Tony Fontenot
$1,000 - $2,499
Robert Borelli
Pamela Fenili
Gladway
Iffer, Inc.

Beate Meyer
Karen Moses
Sharon Proft
Elizabeth A. Schnieders

MAIN EVENT SPONSORS
Visionary Level
Carole Middleton
Champion Level
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Management
Bill, Sue & Anne Kenney in memory of
Carol Fitzgerald
Sheila & Mark Wolfson
Believer Level
The Baker Family Charitable Trust
Bill Freeman
Hanson Bridgett LLP
John & Nancy Newman
PNC Bank
The Raiser Family
Star One Credit Union
Ting & Associates, Merrill Lynch Wealth
Management
Enthusiast Level
ALAS Ayudando Latinos A Soñar
David Amaral
Duncan Beardsley
Sheila Brady
Guidewire Software
M.G. Thibaut & Charlie Vestner
San Mateo County Community College
District
Sares Regis Group of Northern California
SEA Construction & Peninsula Siding
Company
Dave & Adrienne Weil
Woodmont Real Estate Services
Dreamer Level
Patty Anixter
Avidbank
Tish & Jim Busselle
Tina & Paul Crisci
Matt Damelio & Cory Goligoski, Merrill
Lynch Wealth Management
EKI Environment & Water, Inc.

Fitzgerald Landscapes
Nancy & Andrew Lanthier
Paul & Lisa Karson
One Wealth Advisors
Jay & Joyce Strauss
Silicon Valley Community Foundation
Truebeck Construction
USB Financial Services, Inc.

Ally Level
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Andrighetto
Blake & Associates
Hon. Marie & Mike Chuang

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Decorative Plumbing Supply
Julie & Brian Field
Amy & Enrique Figueroa
Patty Hsiu & Will Stein
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Michael Callan Landscape Architect
Judi Powell & David Olson
Sue & Todd Ringoen
San Mateo Credit Union
Bev & Andy Stern
Sternsmith Group
Lisa Toyama Jarboe & Blaine Jarboe
Event Entertainment Underwriters
Duncan Beardsley
Tappan Family with Chance to Excel

JOHN KELLY LEGACY CIRCLE
We rely on leadership and collaboration of people like
you to address complex issues faced by those living in
poverty. Making the decision to prepare a legacy gift gives you the opportunity to provide lasting, positive change in thousands of lives for generations to come. Legacy donors are invited to join Samaritan House’s John Kelly
Legacy Circle.

John Kelly Legacy Circle members inspire others to look toward the future and learn how they, too, can have a
lasting impact in the lives of our neighbors who are less fortunate. Please let us know if you would like to explore your family’s priorities, hopes, and dreams to make this San Mateo County community a better place for all. To join the John Kelly Legacy Circle, all you need do is tell us that you have included Samaritan House in your estate plan,
whether by your will, trust, retirement plan, bank account or other means. We hope that you will allow us to thank and recognize you in Samaritan House publications and
communications. If you choose, we will respect your wish to remain anonymous.
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LEGACY CIRCLE
Anonymous (1)
Endean Abrahamson*
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Edna Banta*
Robert Batinovich Charitable Remainder
Unitrust*
Frances A. Bedenis*
Cathryn Braga
Mary D. Bremner*
Raymond A. Brown Living Trust*
Bernice Brownson*
Donald G. Buerkel*
Tish and James Busselle
John L. Carberry
Felix and Iva De Martis Family Trust*
William S. Drieslein*
Elizabeth Erchul
Gayle Flanagan
Jeanne Fleming
William S. Freeman
Pam Frisella
Marcia Gedanken*
Margaret S. Gerlinger Trust*
Bette Ghiotti Trust*
Lois G. Gilbert Family Trust
Louis J. Gioffredi*
Robert Grassilli, Jr.

Nancy Hall*
Abraham L. Hankin*
Vivian Hendrickson*
Nina and Louis Hengel*
The Shirley S. Hort Irrevocable Trust*
Virginia Howe Inter Vivos Trust*
Irene N. Hudson*
The Hunter Family Trust
Charles T. Izmirian*
Martha Karcher*
Susan Ketcham
Lynn D. and Mary I. King*
Sherlyn M. Kistner Trust
Ann Konstantelos*
Luella C. Kraft*
Kam Chuen Kwan & Siu Lo Revocable
Trust*
Jean Letsinger*
Lewis 1991 Unitrust*
Macauley Trust*
Louis and Yvonne* Maraviglia
Mollie and Joe Marshall
Mazini Trust*
McDonough Family Trust*
Mary T. McDonough Trust*
Lelia M. Meyer Revocable Trust*
Jessie A. Miller*
Florence S. Nilsson*
Donald C. Nystrom Trust*
Nora O’Brien*
Josephine A. Osborne Survivor’s Trust*
Ventura J. Perez Living Trust*
Robert Pex*
Walter J. and Margaret C. Phelan 1991
Trust*
Walter K. Ragan*
Ruth Reuter*
Doris B. Richmond Trust*
William L. Schwartz*
Bernadette M. Senasac*
Mary Rose and Thomas Slattery*
Evelyn Stern*
Jay and Joyce Strauss
Trust of Betty J. and Ralph A. Sullivan*
Irene Thomas*
YoonSung and Jason Ting
Mary Torre Trust*
Emily N. Trine*
John Trixler Estate*
June L. Ursem*
William H. Van Horn*
Johanna Von Eitzen*
Willard Charitable Trust*
Beverly and Bernard Wolfe*
Sheila and Mark Wolfson
*Deceased
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San Mateo, CA 94403
NONPROFIT ORG.

U.S. POSTAGE

P A I D
San Bruno, CA
Permit No. 655
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

Updated , 202

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title: