Agenda — Menlo Park City Council, January 29, 2024 (part 1 of 2)

City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 menlopark.gov City Council Community Funding Grant Subcommittee

SPECIAL MEETING AGENDA
Date: 1/29/2024
Time: 1:00 p.m.

Locations: Zoom.us/join – ID# 819 1697 4486 and
City Hall, Downtown Conference room, 1st floor
701 Laurel St., Menlo Park, CA 94025
Members of the public can listen to the meeting and participate using the following methods. If you have issues viewing the meeting, please email the city clerk at [email protected].

How to participate in the meeting
• Attend in person in the Downtown conference room
• Access the meeting real-time online at:

Zoom.us/join – Meeting ID 819 1697 4486
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(669) 900-6833
Meeting ID 819 1697 4486
Press *9 to raise hand to speak
Subject to Change: The format of this meeting may be altered or the meeting may be cancelled. You may check on the status of the meeting by visiting the city website menlopark.gov. The instructions for logging on to the webinar and/or the access code is subject to change. If you have difficulty accessing the webinar, please check the latest online edition of the posted agenda for updated information (menlopark.gov/agendas)
Special Session
A. Call To Order
B. Roll Call
C. Regular Business
C1. Approval of minutes from the Jan. 30, 2023 City Council Community Funding Grant Subcommittee meeting (Attachment)
C2. Review staff recommendations and create City Council Community Funding Grant Subcommittee recommendations for the 2023-24 community funding allocations (Attachment) D. Adjournment
At every regular meeting of the City Council, in addition to the public comment period where the public shall have the right to address the City Council on any matters of public interest not listed on the agenda, members of the public have the right to directly address the City Council on any item listed on the agenda at a time designated by the chair, either before or during the City Council’s consideration of the item.

At every special meeting of the City Council, members of the public have the right to directly address the City Council on any item listed on the agenda at a time designated by the chair, either before or during consideration of the item. Special

City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 menlopark.gov City Council Community Funding Grant Subcommittee Special Meeting Agenda January 29, 2024

Page 2 ends

meetings of the City Council do not provide the opportunity for public comment on items not on the agenda (Cal. Gov.

Code §54956.)
If you challenge any of the items listed on this agenda in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City of Menlo Park at, or before, the public hearing.

Any writing that is distributed to a majority of the City Council by any person in connection with an agenda item is a public record (subject to any exemption under the Public Records Act) and is available by request by emailing the city clerk at [email protected]. Persons with disabilities, who require auxiliary aids or services in attending or participating in City Council meetings, may call the City Clerk’s Office at 650-330-6620.

Agendas are posted in accordance with Cal. Gov. Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the City website at menlopark.gov/agendas and can receive email notification of agenda postings by subscribing at menlopark.gov/subscribe. Agendas and staff reports may also be obtained by contacting City Clerk at 650-330-6620. (Posted: 1/25/2024) City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 menlopark.gov City Council Community Funding Grant Subcommittee
SPECIAL MEETING MINUTES – DRAFT
Date: 1/30/2023
Time: 2:00 p.m.

Locations: Teleconference
Special Session
A. Call To Order
Acting Assistant Library Community Services Director Rondell Howard called the meeting to order at 2:05 p.m.

B. Roll Call

Present: Combs, Taylor

Absent: None
Staff: Assistant City Manager Stephen Stolte, Executive Assistant to the City Manager Nicole Casados, Library Community Services Director Sean Reinhart, Acting Assistant Library Community Services Director Rondell Howard, Administrative Services Director Brittany Mello, Retired Annuitant Administrative Services Mary Morris-Mayorga, Library Community Services Librarian II Nora Mercer, Interim Finance and Budget Manager Rani Singh
C. Regular Business
C1. Review staff recommendations and create City Council Community Funding Subcommittee recommendations for the 2022-23 community funding allocations (Attachment) The Subcommittee discussed each applicant and staff’s recommendations.

The Subcommittee received clarification on the budgeted amount for the fiscal year and the Menlo Park School District.

The Subcommittee requested a budget for marketing the Community Funding Grant, creating a matrix for future allocations and updating “eastern Menlo Park” to “Belle Haven”.

ACTION: By acclamation, the Subcommittee made recommendations for the 2022-23 community funding allocations.

D. Adjournment
Acting Assistant Library Community Services Director Rondell Howard adjourned the meeting at 2:42 p.m.

Executive Assistant to the City Manager Nicole Casados
AGENDA ITEM C-1
City of Menlo Park
FY 2023-24 Community Funding Grant Program Applications AGENDA ITEM C-2 Page C-2.1
2023-24 Community Funding Grant
Program Application
Submitted on 30 October 2023, 2:17PM
Receipt number 34
Related form version 1
Agency/organization name AbilityPath
Agency/organization street address 350 Twin Dolphin Drive, Suite 123 Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94065
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Service description All AbilityPath services are in California’s San Francisco Bay Area. We have 13 program locations across San Mateo and Santa Clara Counties. In addition, we offer community-based services to support inclusion. For those programs, we serve individuals at their home, workplace, or in the community. With educational, therapeutic, vocational and family support services, we are distinctive in providing support to individuals throughout their lifetime; services include developmental screenings, early intervention services, children’s therapy services, inclusive preschools, adult education and independent living skills development, employment services, and family support.

Individuals/families served in the most recently completed fiscal year (number)
2871
Menlo Park residents/families served in the most recently completed fiscal year (number)
48 Comments about the service population Our services span a lifetime, from infants who are only a few months old through seniors. Some of the youngest children we serve were born with a developmental disability that was diagnosed at birth, such as Down syndrome. Others have or are Services provided and populations served
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at risk for developmental delays in cognition, gross and fine motor skills, and speech. The adults we serve, which are the focus of this proposal, all have developmental disabilities, and many have dual diagnoses. The majority have an intellectual disability. Examples of other diagnoses include autism, Down syndrome, cerebral palsy, and traumatic brain injury. Individuals served can be minimally or significantly impacted by their disability. Nearly all adults served are low-income and receive SSI or SSDI. We also serve families of children and adults with developmental disabilities, providing resources and support to ensure positive health and wellbeing. The adults we serve reflect the diversity of the Bay Area (36% White, 23% AAPI, 15% Hispanic, 10% Unknown, 5% Black/African American, 4% Arab/Middle-Eastern, 4% Multi-racial, 3% Other).

Nonprofit status ID# 941156502
Year incorporated 1920
Governing board size (number) 26
Governing board meeting frequency Quarterly
Full-time employees (number) 179
Part-time employees (number) 29
Total employees (number) 208
Volunteers (number) 100
Total monthly volunteer hours (number) 616
FY2023-24 Community Funding monies requested from Menlo Park (number)
5000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.02 FY2023-24 funding received from other agencies (number) 12190871 Funding received from Menlo Park for the most recently completed fiscal year (number)
3000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

AbilityPath empowers people with special needs to achieve their full potential through innovative, inclusive programs and community partnerships. Our vision is a world where people of all abilities are fully accepted, respected, and included.

AbilityPath’s work is guided by our mission, vision, and values (People First, Inclusion, Innovation, Community, Collaboration, and Dedication) which were developed through a collaborative process with our management team. Founded in 1920, we have been a cornerstone of the community for over 100 years. Our services have expanded through the years to meet the evolving needs and interests of individuals with developmental disabilities and their families. With educational, therapeutic, vocational, and family support services, we are distinctive in providing support to individuals throughout their lifetime. We are building on past successes and best practices to offer more services in inclusive environments.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Funding will support staffing and supplies to provide services for 9 adults with developmental disabilities who are residents of Menlo Park to enhance their life skills and create opportunities for their participation in the community through employment, educational, recreational, social, therapeutic, and volunteer activities.

Our therapists, instructors, and life skills coaches help each person with their Agency/organization narrative answers
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individualized goals, such as mobility and strength, hygiene and self-care, transportation skills, relationships and social skills, grocery shopping and cooking, and prevocational skills. Employment specialists help adults find jobs in the community and provide ongoing support to help sustain long-term employment.

Our team also works with community and employment partners to provide information and education on how to promote inclusion and how to identify & address ableism, especially in the workplace. Due to the high risk of infection and complications from Covid-19, the individuals we serve face extreme, continued vulnerability and as a result, AbilityPath continues to offer hybrid services of remote and in-person support services. Our Adult Services team is offering more than 50 engaging online classes for remote learning. Our in-person Day Program is offered 6.5 hours a day, with approximately 50% of individuals attending 3 days per week, and 50% back to 5 days per week. Inclusive, community-based activities are offered daily, as are exercise/fitness classes and activities. The adults we serve are enthusiastically re-engaging with their community through volunteer jobs, exercise classes, outdoor exploration, and recreational & educational activities. We continue to experience hiring challenges as a result of the staffing crisis and economic climate; we are actively recruiting to increase staff levels so that we can increase our Adult Services enrollment.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

AbilityPath’s safety net of support services for individuals with developmental disabilities is critical to the community. Financial assistance from the City of Menlo Park will be especially impactful during this time when we are still recovering from the impacts of the Covid-19 pandemic including numerous program modifications, increased expenses (PPE, delivering program activity packets, and cleaning), and reductions in enrollment (and therefore revenue). While safety protocols have scaled back over the last year, we continue to maintain cautious procedures including sanitizing/cleaning and providing PPE and testing as needed.

While the majority of the individuals we serve are back to at least a hybrid of inperson/remote services, we still have adult participants who are hesitant to return to in-person programs. Covid-related financial stressors caused transportation vendors to close, which has left many of the adults we serve without transportation to & from their day programs. To solve this, AbilityPath has become a transportation vendor increased staff hours to provide transportation services and is gradually purchasing additional vehicles to accommodate more individuals and mobility needs (i.e., wheelchair-accessible vehicles). Aside from the additional cost of this plan, wheelchair-accessible vehicles are in low supply and take a minimum of six months to secure. As a result, individuals are unable to attend programs, and we lose revenue due to their absences.

Current inflation is continually increasing our costs across the board – for example, for salaries, benefits, occupancy, technology, supplies & materials, vehicles & equipment maintenance, and marketing. AbilityPath is fiscally responsible by controlling overhead costs when additional investments are needed and revenues are decreased, but it is imperative that the individuals we serve continue to receive the support and supplies necessary to achieve their goals, and that our programs & staff have the resources they need to work with those we serve.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

AbilityPath plays an important role in inspiring inclusion on the Peninsula, including the City of Menlo Park. Our services are available to any resident who has a developmental disability. By supporting inclusion and participation in the community, residents without disabilities also benefit from our services. For example, our Employment Specialists educate employers about the capabilities of people with developmental disabilities and the benefits of hiring these individuals.

We view employment as a true equalizer for adults with disabilities, opening doors to economic self-sufficiency and greater independence. Research shows that adults with disabilities face high unemployment rates, leading to a disproportionate number of people with disabilities living in poverty and seclusion from their community. In California, 85% of people with disabilities are unemployed yet most want to work. Many of the individuals we support who are working in the community at businesses such as grocery stores and pharmacies are essential workers during the pandemic.

Additionally, our Independent Living Skills (ILS) program offers a wide range of services to individuals who require assistance to maintain and maximize functional capacity within their own homes or other living arrangements. ILS, along with our Day Program, teaches necessary life skills for individuals to become independent members of the community.

Over the past three years, AbilityPath began providing therapeutic services and programming for people with stroke and brain injuries. Through community-based small group therapy classes and 1-on-1 services, our therapists address mobility, fitness, daily living, speech, language, and cognitive skills, providing a continuity of Page C-2.4
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care and sharing valuable resources.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

With more than 300 partners throughout San Mateo and Santa Clara Counties, AbilityPath greatly values collaboration with other nonprofits, businesses, and individuals. These partnerships provide increased opportunities for those we serve and maximize efficiency and effectiveness of services in the community. Adults we serve volunteer at other nonprofits, we work with local businesses to provide job placements for individuals with developmental disabilities, corporate volunteers offer learning and social engagement, and we receive and provide referrals to other community services. In addition, we are an integral part of county and statewide advocacy initiatives to improve the system of disability services.

Kainos, Hope Services, and Aim Higher offer similar community-based programs for adults with intellectual and developmental disabilities. In the last 5+ years, there have been waiting lists for most adult programs - therefore, there is not enough program capacity (due to staffing shortages) for the number of individuals who would like to receive services. As a result, organizations serving adults with developmental disabilities have brainstormed through provider networks on staffing/recruitment/retention strategies, as well as come together in advocacy for increased program funding and staff wages to serve all that request support services.

Program name Adult Services
Requested from City of Menlo Park (number) 5000
Requested/received from all other sources (number) 12215299 Total funding received/requested (number) $12220299.00
Percentage requested from Menlo Park (%) 0.0409155292
Percentage requested/received from all other sources (%) 99.9590844708 Direct service costs (number) 9308845
Administrative costs (number) 2911454
Total program expenditures (number) $12220299.00
Direct service costs percentage (%) 76.1752637967
Administrative service costs percentage (%) 23.8247362033 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 5000
Funding requested/received from all other sources (number) 25795302 Total funding requested/received (number) $25800302.00
Percentage requested from Menlo Park (%) 0.0193796181
Percentage requested/received from all other sources (%) 99.9806203819 Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Direct service costs (number) 19874004
Administrative costs (number) 6192287
Total agency/organization expenditures (number) $26066291.00 Direct service costs percentage (%) 76.2440809089
Administrative costs percentage (%) 23.7559190911
Please upload any supporting documents AbilityPath_Annual Report FY22.pdf Additional documentation
Acknowledgement I understand and agree
I understand and agree; Anne-Marie Hong
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 8:29PM
Receipt number 50
Related form version 1
Agency/organization name Acknowledge Alliance
Agency/organization street address 2483 Old Middlefield Way STE 201 Agency/organization city Mountain View
Agency/organization state CA
Agency/organization zip code 94043-2330
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description Acknowledge Alliance provides mental health services in Menlo Park and Atherton through two programs, the Collaborative Counseling Program (CCP) and the Resilience Consultation Program(RCP). CCP provides psychotherapy to youth attending Menlo-Atherton High School. These mental health services are longterm, trauma-informed, and relationship-based provided by bilingual/ bicultural licensed therapists. RCP supports Beechwood School with Social Emotional Learning (SEL) lessons directly to students in the classroom and teacher consultation. Similar to the CCP program, RCP also provides limited individual psychotherapy to Beechwood students. RCP’s SEL curriculum is an 8 to 10-week course focused on instilling students with skills to improve their mental health, resilience, self-esteem, and empathy. Teachers supported by RCP participate in individual and group consultations as frequently as once a week. RCP consultants observe the classroom to provide teachers feedback on how to promote a positive classroom environment and utilize strengths-based problem-solving with their students.

Individuals/families served in the most recently completed fiscal year (number)
2143
Services provided and populations served
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Menlo Park residents/families served in the most recently completed fiscal year (number)
104
Comments about the service population CCP focuses on providing youth between the ages of 13 and 19 with private practice quality mental health services that they may not be able to afford at no cost. These students have experienced community and domestic violence and trauma. The demographics of our students from last academic year were 56% male, 44% female, 67% Hispanic/ Latinx, 22 multiethnic, and 11% Asian/Pacific Islander.

RCP is embedded in Beechwood School and provides services to grades 2nd through 8th. The demographics of Beechwood School are majority Hispanic/ Latinx (77%) descent. We do not collect teacher demographics.

Nonprofit status ID# 77-0393676
Year incorporated 1994
Governing board size (number) 8
Governing board meeting frequency Monthly
Full-time employees (number) 17
Part-time employees (number) 9
Total employees (number) 26
Volunteers (number) 6
Total monthly volunteer hours (number) 20
FY2023-24 Community Funding monies requested from Menlo Park (number)
25000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
1 FY2023-24 funding received from other agencies (number) 165000 Funding received from Menlo Park for the most recently completed fiscal year (number)
16000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Acknowledge Alliance’s mission is to promote lifelong resilience in children and youth and strengthen the cariing capacity of the adults who influence their lives.

We envision communities where youth feel more competent and cared about in schools and in their lives. Educators feel more supported and enriched in their work with students and colleagues, and education settings create safe, compassionate, and nurturing environments where everyone feels cared for, competent, and resilient. For 30 years, we have served youth, especially those who are disenfranchised and from marginalized communities, who face adversities that hinder success, both in and out of school.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Funding awarded by the City of Menlo Park would support the direct service of mental health therapists and counselors at Menlo Atherton High School to provide students with individual and group mental health counseling services to explore experiences, relationships, and feelings in a safe and confidential setting and at Beechwood school to instill teacher and students social emotional and mental Agency/organization narrative answers
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health wellness, self-esteem, and empathy.

Our goal for student mental health services is for them to gain insight into their self-destructive behaviors, learn more effective forms of self-advocacy, and develop techniques to address and cope with traumas and pressures in their lives, creating the necessary resiliency for lasting change. Additionally, therapy helps students reduce the stress they feel, which allows them to be less distracted and more engaged in the learning process at school. Our therapists also actively collaborate with families, school and probation staff, other mental health staff, and any involved outside agencies or resources. Services are available during the school day, and bi-lingual services (Spanish/English) are accessible.

Schools with teacher support and SEL have been shown to greatly improve a positive and safer school climate, improve the academic success of students, and reduce burnout in educators. Positive relationships with adults lead to improved social, emotional, and mental health wellness of children. Our consultants help facilitate these positive changes in student-teacher relationships.

Because students are able to receive these services regardless of their ability to pay and our school contracts are subsidized, we seek funding from our community, foundations, and organizations like the City of Menlo Park sources to cover the cost of directly serving at-risk students and help us reduce the cost for schools for SEL and educator support.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Acknowledge Alliance provides vital and integrated mental health services at Menlo Atherton High School and Beechwood School free of cost and available for any students and teachers in need. Every year, we continue to see an increase in service hours from students receiving psychotherapy and teachers receiving consultation. To meet the increased demand while keeping costs low for schools and free to the students and teachers, financial assistance is crucial. We are able to offer more hours and expand the counseling team to meet demands.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Our programs provide mental health services on-site at Menlo Atherton and Beechwood to help students and educators through the challenges in the school community by managing internal and external trauma and supporting their emotional wellness. Our therapists have a long-term commitment to the students and educators and continue to provide counseling and case management as they navigate the challenges socially and academically. Positive school communities show a reduction in trauma and anxiety in students and teachers, improve academic performance, and reduce school violence.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

CCP was born from a ground-breaking partnership between Acknowledge Alliance, the San Mateo County Probation Department, and the San Mateo County Office of Education, which operates the San Mateo County Court and Community Schools.

Since its inception, CCP has continued to grow, expanding its partnerships to six district schools and youth-based organizations serving at-risk youth to ensure that services are accessible to students in the San Mateo County area. Acknowledge Alliance continues this history of collaboration by working closely to integrate RCP and CCP within the schools. The partnerships with Menlo Atherton and Beechwood allow our programs to provide services that are accurate and relevant to their specific needs.

Acknowledge Alliance is the only provider of school-based, long-term mental health specifically designed for youth transitioning back from prior incarceration and adverse and at-risk backgrounds. Services are offered with no barriers to access. They are through collaborative partnerships, allowing Acknowledge Alliance to communicate effectively with other mental and behavioral health services targeted to youth to ensure there are no gaps and duplication of services.

SEL continues to grow as an integral part of the classroom curriculum. It is expected that SEL be integrated into teachers' classroom work plan and to be implemented by said teacher. RCP, as experts in SEL, are uniquely able to lift the burden from educators, allowing them to not only participate in SEL lessons but also a more manageable curriculum.

Program name Collaborative Counseling and Resilience Consultation Requested from City of Menlo Park (number) 16000
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Requested/received from all other sources (number) 565000 Total funding received/requested (number) $581000.00
Percentage requested from Menlo Park (%) 2.7538726334
Percentage requested/received from all other sources (%) 97.2461273666 Direct service costs (number) 1184321
Administrative costs (number) 296080
Total program expenditures (number) $1480401.00
Direct service costs percentage (%) 80.0000135099
Administrative service costs percentage (%) 19.9999864901 Funding requested from Menlo Park (number) 25000
Funding requested/received from all other sources (number) 784997 Total funding requested/received (number) $809997.00
Percentage requested from Menlo Park (%) 3.0864311843
Percentage requested/received from all other sources (%) 96.9135688157 Direct service costs (number) 1445070
Administrative costs (number) 349999
Total agency/organization expenditures (number) $1795069.00 Direct service costs percentage (%) 80.5021979656
Administrative costs percentage (%) 19.4978020344
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents FY23-24 Evaluation Highlights.pdf Additional documentation
Acknowledgement I understand and agree
Ryan Magcuyao
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 7:45PM
Receipt number 30
Related form version 1
Agency/organization name All Five
Agency/organization street address 1391 Chilco Street
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different) PO Box 22, Menlo Park, CA 94026 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description All Five is a socioeconomically diverse early childhood education program in eastern Menlo Park’s Belle Haven neighborhood. The families we serve are 75% low-income, and 25% high-income creating an authentically socioeconomically diverse integrated community. We are committed to building an equitable society, where each family, no matter their background, has access to high quality early childhood education for their children in a nurturing and respectful learning community.

Individuals/families served in the most recently completed fiscal year (number)
55 Menlo Park residents/families served in the most recently completed fiscal year (number)
25 Comments about the service population Belle Haven community demographics per Ravenswood City School District data:
86% Federal free and reduced-price meals program eligible 42% Homeless or Housing Insecure
47% English Language Learners
77% Latino
Services provided and populations served
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11% Pacific Islander
8% African American
4% Other
Nonprofit status ID# 45-2334963
Year incorporated 2014
Governing board size (number) 8
Governing board meeting frequency Quarterly
Full-time employees (number) 22
Part-time employees (number) 3
Total employees (number) 25
Volunteers (number) 104
Total monthly volunteer hours (number) 206
FY2023-24 Community Funding monies requested from Menlo Park (number)
13000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
,44
FY2023-24 funding received from other agencies (number) 178189 Funding received from Menlo Park for the most recently completed fiscal year (number)
13000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

All Five’s mission is to empower all families to choose a high-quality early childhood education (ECE) for their children.

Since 2015, our work and community are centered where we are located, in eastern Menlo Park’s Belle Haven neighborhood. The families we serve, no matter their socioeconomic background, have access to high-quality early childhood education for their children in a nurturing and respectful learning community. This child-centered, research-based approach to education in a full-day preschool setting is designed to support working families. The program provides two meals and two snacks daily to ensure nutritional needs are met for growth and learning.

Our ten-hour per day, fifty-weeks per year approach matches the needs of working families with a bigger impact on learning at the time when human brains grow the most.

All Five is our community’s only NAEYC (National Association of the Education of Young Children - a highly respected organization and certification) accredited program serving children from low-income families.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Our most pressing need is funding for additional hours for our dedicated and talented onsite speech language pathologist to work with children experiencing developmental challenges. Although the speech language therapist is available for 5 hours per week year-round, we’ve obtained only partial funding for this school year. Following are this initiative’s purpose and need details.

PURPOSE: Research shows that 80% of brain development happens by age of three. Vocabulary attainment at age three is indicative of performance at ages nine and ten on various vocabulary, language development and reading comprehension Agency/organization narrative answers
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measures. Thus, All Five is committed to investing in children’s brain growth at the time when brains grow the most.

NEED: Literacy development is a vital part of a child’s overall development and literacy skills are the foundation for well-being including mental and physical health, academic, economic, and social success. Yet, before children can learn to read and write, they need to develop the building blocks for literacy – the ability to speak, listen, understand, watch, and draw.

One hundred percent of City of Menlo Park Community Fund monies will go toward the Speech Language Support Initiative.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Families in the Belle Haven community are 86% low-income, 47% English learners, 42% homeless or house-insecure, and 12% of third graders read at grade level. Yet, our community of All Five families is purposely bifurcated.

Research supports the positive impact, for all children, on learning in socioeconomically diverse settings. As such, our community of families fall into two categories: 75% low-tier; including homeless and house-insecure; and 25% high-tier, generally earning above $200,000 per year.

The City of Menlo Park’s consistent funding has been highly impactful in providing additional services for our community's children with special needs. And, with our growing number of teachers and children being served it would be tremendous if you would consider continued funding in support for our community’s youngest learners. We are incredibly fortunate that educational equity minded donors, including YOU, who understand philanthropy’s role in holistically and equitably supporting our students, their families, and our teachers. Please know we are more than grateful for you to support All Five at any level that works for you! Children, and their families, living in eastern Menlo Park’s Belle Haven community have long experienced disinvestment and been disproportionately impacted by health, environmental, and economic challenges. The enormous opportunity gap between the Belle Haven community and surrounding neighborhoods requires intervention and All Five’s Speech Language Support Initiative invests in the wellbeing of our eastern Menlo Park’s children and their families. We are honored and humbled by your many years of generous support and powerful partnership with All Five.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

The idea for All Five was inspired by thirty years of teaching early childhood education in both lower, as well as higher, income communities. Founder Carol Thomsen, a resident of Menlo Park for 27 years, experienced young children, in their first five years of life, being treated very differently. Children from low-income families were assumed to need to be told how to learn, even though research shows that approach does not work and does not last. Children from high-income families were being nurtured using the latest research - showing that children are inherently curious, and when given the opportunity to direct their own learning, the learning sticks. Beautiful environments were not considered important for children from low-income families, yet essential for children from high-income families.

All Five's socioeconomically diverse demographic means 75% of All Five students' have tuition primarily funded either by the State of California or by a family’s sliding-scale rate at a fraction of a high-quality early childhood program’s cost.

Yet, All Five's program quality is so exceptional that 25% of students' families pay full tuition at $2450 per month for the preschool program and/or $2750 per month for the infant-toddler program.

All Five’s model uncovers the enormous opportunity gap between very low-income communities compared to surrounding neighborhoods. Yet, our model also facilitates authentic sharing of families’ common values and purpose to provide the highest quality education possible for their children. Our families all largely share the desire for community and connection.

Additionally, All Five’s model of learning from, and supporting, our community through job placement augments All Five staffing needs, as well as those of the broader ECE community. We highly value the cultural understanding we gain from our numerous teachers and staff who reside in our community and are proud of our community members who chose to pursue education careers. We have hired and trained fourteen staff members, nine from our community and five All Five parents who were inspired and supported by our program to work in early education. In addition to All Five bringing equity to early childhood education, we are also bringing equity to our community of parents and caregivers through our staffing and mentoring practices.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

DISTRICT COLLABORATION ● February 2023: For the first time, All Five rising kindergarteners, with their Page C-2.13
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parents invited to attend as well, visited the Belle Haven kindergarten classrooms to experience what RCSD kindergarten will/would be like. ● February 2023: Belle Haven principal Michelle Masuda Lee attended All Five’s Family Café (community parent meeting) to present an overview of RCSD’s kindergarten and elementary programming, answer questions, and dialogue with families regarding RCSD’s immense changes since our community’s parents attended district schools. ● August 2023: We sent more All Five graduates to Ravenswood City School District schools this past year than any since our 2015 founding. ● District engagement included ongoing connection with Ravenswood superintendent Gina Sudaria, district staff, and school principals regarding community ECE support and kindergarten readiness.

COMMUNITY PARTNER COLLABORATION
We facilitate holistic support to children attending All Five through collaborations with community partners providing physical, mental, vision, and dental health as well as basic needs. District engagement includes ongoing connection with Ravenswood superintendent Gina Sudaria, district staff, and school principals regarding community ECE support and kindergarten readiness. Additionally, Ravenswood Education Foundation ED Jenna Wachtel Pronovost is a long-time All Five board member and parent informing best practices and strategic approach.

Revolutionizing education improvement requires sustained commitment over time.

The 2022-23 school year was a year of immense positive transition and evolution.

The upward trajectory in staffing, professional development, culture, leadership, and family engagement have occurred at an unexpected and favorable rate.

ROBUST INTERN INITIATIVE
Strong community partnerships, including Stanford University Haas Center for Public Service, Eastside College Preparatory School, and Summit Schools increases local youth volunteering and interning to support teachers and children.

Our 2023 interns included three college students from CSU San Bernardino, UC Davis, and Stanford, as well as two middle school students and two high school students including one visiting from Asia.

All Five engages with other Ravenswood ECE providers via a communitywide collaborative, as well as with provider directors individually. Although other agencies provide early childhood experiences, All Five is our community’s only intentionally socioeconomically diverse organization educating and caring for our community’s children.

All Five is committed to disseminating the value of early care and education to be a greater community value. As Dr. James Heckman found, “…Early childhood education resulted in stronger families and significantly contributed to upward mobility in the next generation—an indication that early childhood education can be an effective way to break the cycle of poverty.”
Program name Speech Language Support Initiative
Requested from City of Menlo Park (number) 13000
Requested/received from all other sources (number) 24500 Total funding received/requested (number) $37500.00
Percentage requested from Menlo Park (%) 34.6666666667
Percentage requested/received from all other sources (%) 65.3333333333 Direct service costs (number) 37500
Administrative costs (number) 0
Total program expenditures (number) $37500.00
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Funding requested from Menlo Park (number) 13000
Funding requested/received from all other sources (number) 2927000 Total funding requested/received (number) $2940000.00
Percentage requested from Menlo Park (%) 0.4421768707
Percentage requested/received from all other sources (%) 99.5578231293 Direct service costs (number) 2134000
Administrative costs (number) 806000
Total agency/organization expenditures (number) $2940000.00 Direct service costs percentage (%) 72.5850340136
Administrative costs percentage (%) 27.4149659864
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents 23.10.18_Update_A5_reduced.pdf Additional documentation
Acknowledgement I understand and agree
Karen Pace, All Five, Strategic Projects Manager
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 31 October 2023, 11:42AM
Receipt number 39
Related form version 1
Agency/organization name Bay Aares The True Light Resources for All Agency/organization street address 1338 Hollyburne AVe
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different) 1338 Hollyburne Ave Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Emergency assistance
Seniors/older adults
Youth/teens
Service description Bay Areas True Light Resources programs will help to provide community-based solutions that center local voices to empower community action for All. True Light's work will stem from financial/emergency, community-oriented solutions to Life's problems. The organization is a volunteer-driven commitment to helping residents improve home health and gain access to local resources like subsidized housing, nutrition, and Senior case management, providing outreach and engagement such as vouchers to meet the community's necessities such as work clothing and transportation. Another outreach that is tremendously needed is to engage the Latino population. According to a 2021 American Community Survey published by the U.S. Census Bureau, we have an older population of 14.3%, 51.9% are not citizens, 15.3% don't speak English, and 5.8% live in poverty.

As you can see, there is a communication break that we can cover if the organization works closely with the city to support efforts to include the residents.

Also, most help is geared toward tours 18 and over 65. The non-profit's primary goal is to reach and help support programs for seniors and support our youth. We want to assist those who need support with disabilities.

Services provided and populations served
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Bay Area's True Light Resources for All believes that with a volunteer-driven mentality and plan, we can have the youth work tour programs they can run and gain experience in the service sector and be productive. Bay Area's True Light Resources vision is to have transparency within residents and inclusion to make the programs developed along with the city's fructuous and effective.

Individuals/families served in the most recently completed fiscal year (number)
0 Menlo Park residents/families served in the most recently completed fiscal year (number)
0 Comments about the service population 2-year plan for the grant to be used:

December- December 2023/2024
• Create a Podcast for live communications about city news and 1:1 interviews with residents, maybe business owners, or meaningful conversations with the city guidelines.
• Canvasing the neighborhood with the program and organization vision and need • Poster creation and logo and revamp on the website to be more professional. • Host events with other organizations following city guidelines • Recruit youth at colleges or work with high schools to integrate the program's vision and work philanthropy. With the city's guidelines. • Work with organizations to create programs for the youth and seniors that mean conversations and % that the program will pay for services rendered. • Conversations with immigration organizations and seeing how help can be made without jeopardizing stakeholders.

Nonprofit status ID# 93-2625282
Year incorporated 2023
Governing board size (number) 1
Governing board meeting frequency Monthly
Full-time employees (number) 1
Part-time employees (number) 1
Total employees (number) 2
Volunteers (number) 2
Total monthly volunteer hours (number) 20
FY2023-24 Community Funding monies requested from Menlo Park (number)
70000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
100%
FY2023-24 funding received from other agencies (number) 0 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

BATT Light Resources is a nonprofit 501 (c) (3) tax-exempt corporation offering services that improve the lives of low-income families throughout the region. We Agency/organization narrative answers
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specialize in meeting people where they are, not where they should be. We build on what people have, regardless of shape or cast. We respect diversity, see beyond, serve, and can see hidden strengths.

We specialize in helping to create self-sufficient and contributing community members by creating resources and helping during hardships; we help find resources such as training, education, and family emergency resources. In the process of helping, we are Looking for ways to keep the planet clean for your children and grandchildren. Like recycling and supporting renewable energy. By working closely with organizations to offer small grants for resident's home improvement projects, electric bikes, and electric cars.

2. Describe how your agency/organization plans to use the requested funding if awarded.
2-year plan for the grant to be used:

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Bay Areas True Light Resources All is inspired and envisioned from the heart after seeing the need as a resident and being part of the city, knowing how a city works, where the gaps are, and what is needed to support the city residents.

Bay Areas True Light Resources All would like to work with the City to address human services available to residents, whether it's financial assistance or activities to support our youth, seniors, and families in need.

Having the City of Menlo Park backing up and supporting the organization's vision is good because it will help guide the programs and open and restore communication between residents and the City.

Its programs for seniors, such as Senior seminars and technology services, create a senior net. BAAT Light Resources believes that the movement is only possible with help from our youth, and having support programs for youth and including them in the process will be integral.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.
• Create a Podcast for live communications about city news and 1:1 interviews with residents, maybe business owners, or meaningful conversations with the city guidelines.
• Canvasing the neighborhood with the program and organization vision and need • Poster creation and logo and revamp on the website to be more professional. • Host events with other organizations following city guidelines • Recruit youth at colleges or work with high schools to integrate the program's vision and work philanthropy. With the city's guidelines. • Work with organizations to create programs for the youth and seniors that mean conversations and % that the program will pay for services rendered. • Conversations with immigration organizations and seeing how help can be made without jeopardizing stakeholders.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

As a Bellehaven resident, After attending many different events and supporting events and programs in my neighborhood and seeing where I can be of assistance and work alongside organizations that want to empower our neighborhood and start the activity and coordinate help services for the residents:

Partner with education partners to provide training and support for our youth Partner with organizations where elderly and disabled residents can attend a day facility like PIV to help family members relieve time to rest Work with Standford University programs and help our youth volunteer and receive credits.

Work with high schools to see how our organization can help integrate the youth into programs where volunteers are needed.

Create partnerships with the city to see how we can create an internship for high schoolers attending the police academy or explorers programs.

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yours, please describe how your agency collaborates and works together with the other agency(s) to avoid unnecessary duplication of services.
organization, meaning we go beyond any personal benefit. However, as you know, you need a tribe to do something good; there is no I in TEAM without the help of everyone interested in genuinely helping people in need and seeing beyond a unique benefit. The organization will consider all the collaboration needed with the city guidance and the needs of the residents to connect with the right resources.

Program name Apollos Watered
Requested from City of Menlo Park (number) 70000
Requested/received from all other sources (number) 0
Total funding received/requested (number) $70000.00
Percentage requested from Menlo Park (%) 100
Percentage requested/received from all other sources (%) 0 Direct service costs (number) 20000
Administrative costs (number) 50000
Total program expenditures (number) $70000.00
Direct service costs percentage (%) 28.5714285714
Administrative service costs percentage (%) 71.4285714286 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 70000
Funding requested/received from all other sources (number) 0 Total funding requested/received (number) $70000.00
Percentage requested from Menlo Park (%) 100
Percentage requested/received from all other sources (%) 0 Direct service costs (number) 20000
Administrative costs (number) 49999
Total agency/organization expenditures (number) $69999.00 Direct service costs percentage (%) 28.5718367405
Administrative costs percentage (%) 71.4281632595
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Additional documentation
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Please upload any supporting documents FinalLetter_93-
2625282_BAYAREASTHETRUELIGHTRESOURCESFORALL_08042023_00.pdf BATT Resources for All Business Plan.pdf
Articles of Incorporation for California.pdf
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 25 October 2023, 6:18AM
Receipt number 31
Related form version 1
Agency/organization name Beyond Barriers Athletic Foundation Agency/organization street address 50 Woodside Plz
Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94061
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description finishBeyond Barriers Athletic Foundation promotes healthy lifestyles, improves personal safety, and adds structure for lifelong achievement by providing scholarships for aquatic programs to underserved youth in Menlo Park BBAF serves children between 0 to 18 years of age who are members of a “low income” family. Generally defined as having a combined household income of less than 300% of the designated Federal Poverty Level for the community, and who reside in our neighborhoods in need.

The CDC lists drowning as the leading cause of unintended death for US children ages one to four and the second leading cause for children under 14.

According to a USA Swimming Foundation survey, two-thirds of African-American children, nearly half of Latino and four in ten white kids have little to no swimming ability. Nearly eight in ten children from households earning less than $50,000 per year have little to no swimming ability. The families we serve need access to a local pool and ease of funding for these vital lessons for the safety of their children.

In July 2023, the New York Times wrote an article "Drowning is #1 Killer of Young Children; U.S. efforts to fix it are lagging. " This article brought important attention Services provided and populations served
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to our critical mission. The article can be found here:
https://drive.google.com/file/d/1Z0nx4sarZFj8SVeK2AXuMT0kgJAh3CSV/view? usp=drive_link
Individuals/families served in the most recently completed fiscal year (number)
661
Menlo Park residents/families served in the most recently completed fiscal year (number)
385
Comments about the service population Beyond Barriers Athletic Foundation (BBAF) provides aquatic lessons for underserved youth throughout the Bay Area. BBAF is seeking funds from the City of Menlo Park to specifically support youth and programs in our Menlo Park programs.

Nonprofit status ID# 45-1276113
Year incorporated 2012
Governing board size (number) 7
Governing board meeting frequency Monthly
Full-time employees (number) 0
Part-time employees (number) 1
Total employees (number) 1
Volunteers (number) 7
Total monthly volunteer hours (number) 40
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

7.5 FY2023-24 funding received from other agencies (number) 185000 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Beyond Barriers Athletic Foundation promotes healthy lifestyles, improves personal safety, and adds structure for lifelong achievement by providing scholarships for aquatic programs to underserved youth in Menlo Park.

2. Describe how your agency/organization plans to use the requested funding if awarded.

In June 2021, the Belle Haven Pool in East Menlo Park was shut down to facilitate the construction of the new Menlo Park Community Campus (MPCC). In 2019 (last full year of operations prior to the Covid Pandemic in 2020 and the Belle Haven Pool closure), Beyond Barriers Athletic Foundation (BBAF) subsidized over 3000 swim lessons for over 450 kids from low income families in East Menlo Park, and over 575 hours of water polo development program for over 80 kids from low income families in East Menlo Park at the Belle Haven Pool.

Agency/organization narrative answers
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BBAF is looking forward to subsidizing quality aquatics programs for children from low income families at the new MPCC pool that we know work (based on their success at the former Belle Haven pool), such as Family Water Safety one day events, Swim Lessons, and a Girl's Youth Water Polo development program.

Some of these programs would be unique to the MPCC pool and would provide the local neighborhood with opportunities not offered at the Burgess pool.

A Community Funding Grant from the City of Menlo Park would help us rebuild our successful aquatic programming for underserved youth at the new MPCC pool in East Menlo Park when it opens in 2024 and into the future and allow us to continue our outstanding program at the Burgess Pool in West Menlo Park. This would help greatly in promoting equity in aquatic program opportunities between the new MPCC pool and the existing programs at the Burgess Pool. With your support, BBAF will be able to continue to help our underserved neighborhood children in East Menlo Park receive safety and life skills critical to their success in the pool, the classroom, and beyond

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

We hope the City of Menlo Park will consider a partnership with BBAF and help make water safety accessible and attainable for ALL youth. Over the summer the New York Times published an article: "Drowning Remains #1 Cause of Death In Young Children; US Efforts to Fix it are Lagging." This article brought important attention to our mission.

Thank you for considering a partnership with BBAF to ensure all children have access to this important life skill.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

The CDC lists drowning as the leading cause of unintended death for US children ages one to four and the second leading cause for children under 14.

BBAF’s programs are located at neighborhood providers and pools who partner with us. Water safety is essential for young children. BBAF partners with local providers to fill this skill gap for underserved children.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

BBAF's partners with local providers is an important part of our success. In order for our programs to be successful they must allow ease of access for the families we served. The pools we partner with are positioned in the neighborhoods that allow ease of access for local underserved children.

Although other swim safety programs exist, BBAF is the first locally to take a holistic, integrated approach that leverages existing providers and community facilities. The families we serve need easy access to a pool in their neighborhood and ease of funding for these vital lessons and life skills for their children. Ideally, all underserved youth would have access to the essential skill of water safety.

Even with our expanding footprint the unmet need in this area is still significant.

Program name Aquatic Lessons for Menlo Park Youth
Requested from City of Menlo Park (number) 15000
Requested/received from all other sources (number) 185000 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Total funding received/requested (number) $200000.00
Percentage requested from Menlo Park (%) 7.500
Percentage requested/received from all other sources (%) 92.500 Direct service costs (number) 130000
Administrative costs (number) 70000
Total program expenditures (number) $200000.00
Direct service costs percentage (%) 65.00
Administrative service costs percentage (%) 35.00
Funding requested from Menlo Park (number) 15000
Funding requested/received from all other sources (number) 185000 Total funding requested/received (number) $200000.00
Percentage requested from Menlo Park (%) 7.500
Percentage requested/received from all other sources (%) 92.500 Direct service costs (number) 135000
Administrative costs (number) 65000
Total agency/organization expenditures (number) $200000.00 Direct service costs percentage (%) 67.500
Administrative costs percentage (%) 32.500
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Darcie Taylor
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 9:42PM
Receipt number 27
Related form version 1
Agency/organization name Boys & Girls Clubs of the Peninsula Agency/organization street address 401 Pierce Rd
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description Direct year-round services for K-8 students at BGCP's McNeil Family Clubhouse and Belle Haven Elementary School in Menlo Park. In the 94025 zip code, 67 residents attend BGCP's program at Belle Haven, and 74 students engage in programs at the Menlo Park Clubhouse.

Individuals/families served in the most recently completed fiscal year (number)
388
Menlo Park residents/families served in the most recently completed fiscal year (number)
362
Comments about the service population While youth in the Belle Haven neighborhood of Menlo Park have innate skills, capabilities, and dreams to achieve school success and promising futures, the students in this neighborhood face significant challenges to school success.

Fewer than one in three students meet grade level proficiency in math and literacy; 57% are English Language Learners; 89% qualify for free-reduced price meals; 25% experience housing insecurity, and many lack access to basic resources like healthy meals, safe out-of-school places, and mental health Services provided and populations served
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resources.

Demographic information regarding ethnicity: 100% of students are people of color: 88% Latinx, 4% Asian/Pacific Islander, 3% Black/African American, and 5% Other
Few have access to activities that promote school success, such as tutoring, mental health services, career enrichment opportunities and mentors to help youth develop a sense of possibility. BGCP focuses on closing this opportunity gap and making our Menlo Park community a great place for all kids to grow up.

Nonprofit status ID# 941552134
Year incorporated 1958
Governing board size (number) 34
Governing board meeting frequency Quarterly
Full-time employees (number) 144
Part-time employees (number) 154
Total employees (number) 298
Volunteers (number) 1141
Total monthly volunteer hours (number) 3352
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.05%
FY2023-24 funding received from other agencies (number) 19300000 Funding received from Menlo Park for the most recently completed fiscal year (number)
10000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Boys & Girls Clubs of the Peninsula provides K-Postsecondary youth with yearround expanded learning programs in socio-economically disadvantaged neighborhoods in East Palo Alto, eastern Menlo Park, Redwood City, San Mateo, Daly City, and South San Francisco. Our Vision is for "All youth grow up to lead fulfilling lives fueled by their passions, talents, and a love of learning". Our mission is "To empower the youth in our community with equitable access to social, academic, and career opportunities to thrive".

2. Describe how your agency/organization plans to use the requested funding if awarded.

BGCP respectfully requests a grant in the amount of $15,000 from the City of Menlo Park.

Funding from the City of Menlo Park will help support the direct service costs of providing our community’s youth with BGCP's expanded learning time programs at Belle Haven Elementary School and the McNeil Family Clubhouse in Menlo Park for the 2023-2024 school year.

Students benefit from academic support programs that promote student academic Agency/organization narrative answers
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achievement in core subjects, such as reading and math. Our programs also provide a broad array of enrichment and social emotional learning activities that complement the regular academic program and help students discover their talents and passions.

Grant funds will be used to help cover the costs of our Youth Program Instructor who interact daily with our students and lead all academic and enrichment classes. We prioritize recruiting culturally competent staff, many of whom represent similar backgrounds as our students, who can serve as role models, build positive relationships and help students develop a sense of possibility.

Ensuring we have quality, well-trained staff in place to best serve our students is one of our biggest operational challenges as we continue to scale. We want BGCP to be a great place to work and grow professionally, because we know when our staff thrive, our students thrive.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

BGCP provides important academic support, enrichment and social-emotional skill building for youth residing in or attending BGCP programs in the most economically challenged neighborhood in Menlo Park. Financial assistance from the City of Menlo Park will help to cover the budgeted expenses for expanded learning time programs serving 252 K-8 active* students at our two Menlo Park program sites during the 2023-2024 school year. (*active students are defined as those who engage in programs a minimum of 2x/week)
After merging with Mid-Peninsula Boys & Girls Clubs and Boys & Girls Clubs of North San Mateo County, BGCP has grown from 16 sites across three school districts, to 29 sites across eight school districts. We’re now the largest expandedlearning provider in San Mateo County. In FY22, 2800 active youth benefitted from our programs and in FY23, the number grew to 4,800. This year we are on track to provide 5,400 youth with access to free, year-round, expanded learning opportunities.

We knew that such tremendous expansion this year would require a significant budget increase. Our budget grew from$21 million in FY22 to $34.5 million in FY24. While acknowledging the inherent financial challenges of large budget increase, we believed this was the right thing to do, because our kids needed us.

It takes a very strong base of community, government, foundation, corporate, and individual donor support to subsidize the true cost of providing this critical safety net for youth from the disadvantaged neighborhoods in Menlo Park. BGCP does receive financial assistance from other organizations that restrict the funding to East Palo Alto, our new programs in Daly City and South San Francisco, or specific program areas such as our high school/postsecondary Future Grads program, Mental Health support or STEM. However, BGCP does not receive any other funding targeted for our program sites in Menlo Park. The City's continuing partnership is critical in helping us meet our revenue goals and provide the necessary flexibility to adjust our programs to help our students, families and community recover from the impact of the pandemic.

As we expand our programs in San Mateo County's most socio-economically disadvantaged neighborhoods, we are focusing on diversifying our funding to build greater financial sustainability. In FY23, we made strides toward this goal by increasing government funding to 17% of our bookings, compared to 12% in FY22.

Government sources will continue to present large, new funding opportunities, so we have invested in our first Director of Government & Community Relations

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

With support from the City of Menlo Park, youth residing in Menlo Park's socioeconomically disadvantaged neighborhoods will have equitable access to the social, academic, enrichment and career opportunities needed to succeed in school and thrive in life.

The Menlo Park neighborhoods served by BGCP are located in the heart of Silicon Valley, immediately adjacent to affluent suburbs and highly regarded public schools. While youth in BGCP neighborhoods share the same potential and aspirations as their peers in the surrounding community, most BGCP youth have limited access to well-resourced schools, tutors, enriching summer camps, sports leagues, and college and career opportunities that promote school success. Most BGCP students in eastern Menlo Park come from historically black or Latinx neighborhoods in which generations of systemic racism have created conditions that limit students’ upward economic mobility.

BGCP services level the playing field, so all Menlo Park students’ futures can be determined by their own actions, rather than the arbitrary circumstances into which children are born. BGCP programs fill a community need by leveraging resources to enable our students to overcome the economic disparities and inequities in resources that limit financial well-being. BGCP programs are critical to Page C-2.27
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positioning students in east Menlo Park to succeed in school, find meaningful careers and improve their families’ economic status.

Education is a key factor in achieving economic mobility and research shows that BGCP programs are making a positive impact. A recent study by Fund for Shared Insight and Humai Consulting found that students with a positive perception of BGCP had higher attendance at school. Research has shown that regular school attendance leads to positive school outcomes such as higher test scores, grades and graduation rates.

K-8 Programs include:

Barry Carr Sports League – many of our families do not have the financial resources for their children to join organized sports leagues. The Barry Carr Sports league provides students with opportunities to cultivate the mindsets, skills and habits gained from participating in athletics that are impactful in every part of our students’ lives. It’s exciting to see families cheering from the bleachers while they watch their kids and BGCP staff come together, have fun, and get exercise.

Mental Health Services – Across all BGCP sites, there are increased mental health concerns as more youth are experiencing increased stress, anxiety and depression. In addition to our partnership with Child Mind Institute, we have scaled our in-house mental health services to all ensure all our students have access to mental health support.

LIteracy Support - A troubling consequence of our community’s inequitable access to opportunities for youth is a significant academic gap. In San Mateo County, only 25 percent of third graders from disadvantaged circumstances are literacy proficient, compared to 71 percent of students from non-disadvantaged backgrounds. And the pandemic led to learning loss that disproportionally impacted our community’s most vulnerable youth.

In response to the widening academic gap, we have revised our Kindergarten through 3rd grade academic programs (historically focused on homework support) to more intentionally target learning gaps and establish strong academic foundations. We see too many second and third graders who don’t know all their letter names and sounds, or who struggle to count to 100. Belle Haven and Menlo Park Clubhouse students rotate to different high-impact learning stations, including daily phonics and math tutoring, online learning programs, Kumon-style tutoring activities, and independent reading. School teachers have already told us that they have seen improvement in literacy skills for the young students attending BGCP afterschool.

Community Support– Through the McNeil Family Clubhouse, BGCP fosters a sense of community by providing our families in east Menlo Park with a place to come together for various events and workshops such as voter registration, job application assistance, and weekly fresh produce through our partnership with Second Harvest Food Bank. Families have daily opportunities to come together to cheer on their kids at youth sports, student project showcases, BGCP's community Thanksgiving dinner, and other events. Our clubhouses serve as community gathering spots for weekend events

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

BGCP's mission could not be accomplished without our strong relationships and partnerships with a wide range of corporations, agencies and individuals.

Community partners, corporate partners, and volunteers provide students with time, talent, expertise, and financial support. Recently, 25 girls from the Peninsula Ball Foundation helped to host a fun event for our students and another group of over 60 volunteers provided activities for the whole school. Overall, BGCP offers about 72 volunteer hours/week at the Menlo Park Clubhouse and 36 volunteer hours/week at our Belle Haven site, primarily for tutoring and classroom support.

On average, 19 committed individuals volunteered at least once a week at the Menlo Park locations.

Partner organizations include:
o The Ravenswood City, Redwood City, and Sequoia Union High School Districts:
we have strong partnerships with the local schools which Menlo Park residents attend. The schools all invite our presence on their campuses and encourage, support, and partner with us to serve their students. At our two Menlo Park sites, Ravenswood school district principals, teachers, and guidance counselors share student information about student homework completion, behavior and reading levels to enable us to better align student services. A full-time BGCP instructor is on-site at the Belle Haven Elementary School to provide flexible school-day support for school staff and students.
-- Mindworks: Hands-on enrichment curriculum classes for K-5th (e.g. Grossology and Creature Features)
-- Art in Action: curriculum fosters creativity by exposing students to different Page C-2.28
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artists and art techniques.
-- Ravenswood Classroom Partners: 1 on 1 and small group tutoring for students who need more reading and/or math help in grades K-5.
-- Ravenswood School District: provides hot suppers for students every day --- Second Step: SEL curriculum taught once a week with students --- Soccer for success: Fitness curriculum for K-5th grade twice a week. --- Belle Haven Library: provides spaces for reading and enables students to check out books
--- Kids Cooking For Life: hands-on cooking classes, 2x/week for 8 weeks --- Menlo-Atherton High School Chess Club: academic tutoring and teaching chess to students,
--- Second Harvest Food Bank: Second Harvest delivers fresh produce and nonperishable food to the clubhouse, helping 200 families meet their basic food needs. The entire community is welcome to come and take whatever food items they need.
--- Meta: Meta volunteers come to the clubhouse to tutor students, support our Thanksgiving celebration, and support hands-on STEM projects. --- Child Mind Institute(CMI): CMI provides prevention-focused resilience-building workshops and group trauma treatment for K-8 students, as well as caregiver workshops and support for BGCP staff.
-----Legal Aid and healthcare services to expand our families’ access to community resources.
---Volunteers from many local friend groups, businesses and organizations come to our sites to cook pancakes and decorate at Breakfast with Santa, set up and lead face painting and other Fun Friday carnival style activities, support hands-on Girls in STEM projects,

We are not aware of any other organization providing either the breadth or depth of services to youth in the geographic area served by BGCP. Other organizations provide programs such tutoring and/or sports leagues, but none offer the full youth development opportunity like BGCP, and most are selective about whom they serve. BGCP serves all students, and does not charge any fees to join our programs. Principals refer their most vulnerable students to BGCP. We are committed to minimizing duplication of services whenever possible. Should we become aware of effective services like ours being provided by another agency, we will explore opportunities to partner and collaborate.

Program name Menlo Park Clubhouse and Belle Haven School Requested from City of Menlo Park (number) 15000
Requested/received from all other sources (number) 860253 Total funding received/requested (number) $875253.00
Percentage requested from Menlo Park (%) 1.7137901841
Percentage requested/received from all other sources (%) 98.2862098159 Direct service costs (number) 822737
Administrative costs (number) 52515
Total program expenditures (number) $875252.00
Direct service costs percentage (%) 94.0000137103
Administrative service costs percentage (%) 5.9999862897 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Funding requested from Menlo Park (number) 15000
Funding requested/received from all other sources (number) 34485000 Total funding requested/received (number) $34500000.00
Percentage requested from Menlo Park (%) 0.0434782609
Percentage requested/received from all other sources (%) 99.9565217391 Direct service costs (number) 22970000
Administrative costs (number) 11523000
Total agency/organization expenditures (number) $34493000.00 Direct service costs percentage (%) 66.5932218131
Administrative costs percentage (%) 33.4067781869
(number)
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Tina Syer
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 1 November 2023, 3:02PM
Receipt number 45
Related form version 1
Agency/organization name Community Overcoming Relationship Abuse (CORA) Agency/organization street address 2211 Palm Avenue
Agency/organization city San Mateo
Agency/organization state CA
Agency/organization zip code 94403
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description As the only provider of Domestic Violence (DV) support services in San Mateo County, CORA provides an array of vital supportive services for victims and survivors of Intimate Partner Abuse (IPA), including those in Menlo Park. CORA’s trauma-informed, and bilingual services include: a 24-Hour Crisis Hotline, emergency shelter, supportive housing, legal services, mental health services, 24- hour law enforcement referral program (ERP), children’s programming, LGBTQ+ specific services, community education, and more.

During the prior fiscal year:
• The Crisis Hotline fielded 4,827 calls
• 997 non-anonymous individuals reached out for assistance from the Crisis Hotline; 3,209 calls were anonymous
• 2,780 individuals were referred through ERP
• 42 Crisis Hotline calls and 36 ERP referrals were for Menlo Park residents To address a great need in the community for information about Domestic Violence/Intimate Partner Abuse, CORA recently created a new program, the Speak Up Community Education Program, which provides businesses with a three-module training designed to:
(1) help them understand domestic violence/intimate partner abuse; (2) teach them how they can recognize when employees are experiencing domestic violence and what kind of help would be useful; and (3) provide an array of strategies to help them support employees and clients in Services provided and populations served
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ways that would be most helpful, given the variety of circumstances they may encounter.

Individuals/families served in the most recently completed fiscal year (number)
3490
Menlo Park residents/families served in the most recently completed fiscal year (number)
94 Comments about the service population In FY22-23 (July 1, 2022 – June 30, 2023), CORA assisted a total of 94 persons from Menlo Park. CORA assisted 3 Menlo Park survivors fleeing a violent home by providing a Safe House or hotel stay. The Crisis Hotline fielded 42 calls from 25 individual Menlo Park residents (24 female/1 non-binary). 17 of these individuals were in crisis at the time of the call. Additionally, 36 ERP referrals were for Menlo Park residents.

Nonprofit status ID# 942481188
Year incorporated 1977
Governing board size (number) 13
Governing board meeting frequency Monthly
Full-time employees (number) 57
Part-time employees (number) 9
Total employees (number) 66
Volunteers (number) 25
Total monthly volunteer hours (number) 4336
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

7.17%
FY2023-24 funding received from other agencies (number) 139393 Funding received from Menlo Park for the most recently completed fiscal year (number)
5000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Founded in 1977, CORA is San Mateo County’s only provider solely dedicated to serving victims and survivors of Intimate Partner Abuse (IPA), and their children.

Our mission is to provide safety, support and healing for individuals who experience abuse in an intimate relationship, and to educate the community so as to break the cycle of intimate partner abuse. Our vision is a society where intimate partners treat one another with respect, where intimate partner abuse and other forms of relationship abuse are not tolerated, and where services are accessible to all who need them.

CORA’s free, trauma-informed, and bilingual services include: a 24-Hour Crisis Hotline, emergency shelter, supportive housing, legal services, mental health services, 24-hour law enforcement referral program, children’s programming, LGBTQ+ specific services, community education, and more. Beyond ERP referrals Agency/organization narrative answers
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and Crisis Hotline calls, our staff annually serves about 2,000 clients through these additional programs.

2. Describe how your agency/organization plans to use the requested funding if awarded.

CORA proposes to deliver its Speak Up Community Education Program, a tailored domestic violence education program, for those who live, work and operate businesses in Menlo Park.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Funding from the City of Menlo Park will help support the salary of a half-time community educator who will deliver these training programs to Menlo Park businesses, employees, and customers. Please note: CORA is submitting two applications this year. One will be for this one - for CORA’s Speak Up Community Education Program --and other one if for CORA’s Crisis Support Services (CSS) Program also known as CORA’s Emergency Services. We would be very grateful if both program applications are approved, but please know that if only one can be funded our priority is funding for CORA’s Emergency Services.

A survivor’s story:

Emily* called CORA’s 24/7 Crisis Hotline seeking support as she, along with her three sons, fled her ex-partner who was physically, emotionally and financially abusive. She needed safe and secure housing. CORA’s Hotline DV Counselor connected Emily with CORA’s supportive housing department. She was accepted into the program and secured an apartment, which gave her a newfound sense of stability. CORA also provided Emily with legal assistance and access to financial literacy resources. This support allowed Emily to dedicate more time to her career and to healing from trauma. Emily was promoted to coordinator at her job and is working hard towards her goals of stability and security. *Name changed to protect confidentiality

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Businesses are important members of our community; they work with people from all walks of life. Their customers and/or employees may reveal signs of domestic violence to business staff who, if they are alert and informed about domestic violence, may be able to help.

CORA’s Speak Up Community Education Program is designed to provide local businesses with education about domestic violence including how to recognize the signs that someone may be in an abusive relationship and how to effectively respond to their employees and customers who are impacted by domestic violence. The Speak Up Community Education Program is rooted in the belief that collective efficacy (a process that combines the strength of relationships among community members with their willingness to intervene on behalf of the common good), is linked to reduced violence. When a community is informed and empowered it is better prepared to prevent tragic outcomes such as what we have seen recently in San Mateo County.

In these trainings some of the content to be covered includes key concepts from the CORA’s comprehensive 40-Hour Domestic Violence Advocate Training.

Sample topics will include: what is domestic violence, some of the common signs an employee or customer may be abused at home, what a business can do to support their employees and customers, DV survivor/victim rights, and resources available in San Mateo County. The trainings will be tailored to different types of businesses – for example, hairdressers, nail salons, dentists, clergy, librarians and realtors – where there is significant interaction between the business staff and customers. CORA staff will distribute CORA brochures and other informational materials to local businesses that participate in the training so their customers have access to the materials as needed.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies. 1) Adjunct Services - CORA has built partnerships with local landlords by cultivating relationships with those amenable to renting their properties to CORA clients. Additionally, CORA works closely with local legal service providers to coordinate rather than duplicate services, and has established referral protocols with agencies to fulfill survivors’ legal needs that are outside the scope of CORA’s services.
2) Advocacy and Systems Change - CORA is part of a larger network of local, regional, and statewide IPA agencies including the San Mateo County DV Council, San Mateo County’s Coordinated Community Response to Intimate Partner Abuse, Bay Area DV Shelter Fund Development Collaborative, and the California Partnership to End Domestic Violence, among others.
3) Community Education: CORA partners with local schools through presentations and activities to engage students and teachers in identifying and preventing Intimate Partner (and dating) Abuse. CORA coordinates its outreach through a number of other agencies, including community centers, doctors' offices, and legal Page C-2.33
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aid agencies.

CORA is the only organization in San Mateo County dedicated solely to helping victims and survivors of Intimate Partner Abuse.

Program name CORA’s Speak Up Community Education Program Requested from City of Menlo Park (number) 10000
Requested/received from all other sources (number) 129933 Total funding received/requested (number) $139933.00
Percentage requested from Menlo Park (%) 7.1462771469
Percentage requested/received from all other sources (%) 92.8537228531 Direct service costs (number) 96906
Administrative costs (number) 42291
Total program expenditures (number) $139197.00
Direct service costs percentage (%) 69.6178796957
Administrative service costs percentage (%) 30.3821203043 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 7883254 Total funding requested/received (number) $7893254.00
Percentage requested from Menlo Park (%) 0.1266904625
Percentage requested/received from all other sources (%) 99.8733095375 Direct service costs (number) 7443203
Administrative costs (number) 846722
Total agency/organization expenditures (number) $8289925.00 Direct service costs percentage (%) 89.7861319614
Administrative costs percentage (%) 10.2138680386
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Additional documentation
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Please upload any supporting documents
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 16 October 2023, 2:40PM
Receipt number 17
Related form version 1
Agency/organization name County of San Mateo Jobs for Youth Agency/organization street address 455 County Center, 5th Floor Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94063
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Youth/teens
Service description The County of San Mateo Jobs for Youth program serves San Mateo County youth ages 14-21 through our three pillars of success/services—career & professional development workshops, connecting youth to employment & volunteer opportunities within the county, and access to an annual scholarship fund for post-secondary education.

Individuals/families served in the most recently completed fiscal year (number)
2455
Menlo Park residents/families served in the most recently completed fiscal year (number)
395
Comments about the service population When San Mateo County youth attend a Jobs for Youth (JFY) workshop, they have the opportunity to become a JFY Member. Membership is free and comes with eligibility for our scholarship program, exclusive internship opportunities, access to a curated jobs board, and our monthly newsletter with career tips, resources, and featured jobs throughout the County. In 2023, our total Services provided and populations served
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membership reached 6,600, with 2,245 of these members residing in Menlo Park or attending one of the Sequoia Union High School District schools. In the 2022-23 fiscal year, we served a total of 2,455 youth in workshops and 395 of the attendees were students in the Sequoia Union High School District.

Through our community partnerships, we have learned so much about the real challenges our youth are facing. Youth who are undocumented, who have been incarcerated, or have disabilities are struggling to access employment opportunities and their higher education dreams. Although these are larger national obstacles, we want to build community partnerships that align with our vision and will support our youth overcome these roadblocks. Last year, we partnered with the County of San Mateo Commission on Disabilities so all youth, regardless of their learning challenges, could submit a scholarship application that they are proud of and get access to financial support for their education. The JFY Al Teglia Scholarship program was built to help alleviate financial challenges for youth and their families as they embark on their education journey. We are proud of the impact and the lives we have touched in our 42 years and are committed to taking strides to better serve our community and uplift our youth to a life of health, financial stability, and fulfillment.

Nonprofit status ID# 94-6000532
Year incorporated 1982
Governing board size (number) 13
Governing board meeting frequency Monthly
Full-time employees (number) 2
Part-time employees (number) 0
Total employees (number) 2
Volunteers (number) 8
Total monthly volunteer hours (number) 12
FY2023-24 Community Funding monies requested from Menlo Park (number)
4000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
10 FY2023-24 funding received from other agencies (number) 23600 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

In 1982, Daly City Mayor Al Teglia had an idea: What if every youth in San Mateo County received training for the skills they needed to succeed in the workforce? From that idea came Jobs for Youth, a County of San Mateo program for youth ages 14-21. Originally part of the Human Services Agency, Jobs for Youth transitioned to the Human Resources Department in the fall off 2017. In this newest chapter, the program has solidified its three pillars of success/services— career & professional development workshops, connecting youth to employment & volunteer opportunities within the county, and access to an annual scholarship fund for post-secondary education. In the last fiscal year, 2,455 youth were served and supported through JFY services. These program components support the achievement of an aspirational goal: In service of the County of San Mateo's Agency/organization narrative answers
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Shared Vision 2025 for a healthy, livable, prosperous, environmentally conscious, collaborative community, we envision a county in which every youth feels empowered to take charge of their career and economic future.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Recognizing that low-income Jobs for Youth participants needed support to achieve their higher education and vocational goals, Al Teglia created the JFY Scholarship program in 2005. The scholarship is specifically available to San Mateo County youth who are at least a junior in high school, between the ages of 16-21, are a JFY member, have a minimum 2.0 cumulative GPA, come from a lowincome background, and have encountered hardship. These scholarships have historically been worth $1,500 each and in the 2021-22 fiscal year, the amount of each award was increased to $2,000 to better support the financial needs of our youth as they embark on their higher education dreams. The scholarship program aims to increase postsecondary educational attainment among low-income youth, with the expectation that higher levels of education and training lead to socioeconomic gains. After Scholars are selected, we expect to see an immediate increase in their intention to enroll in college or a vocational training program. We also expect to see correlating intermediate outcomes: our goals are for Scholars to enroll in one or more college or vocational courses and to complete those courses.

Long-term outcomes that we expect to see with this program include an increase in the likelihood of graduating and, eventually, the attainment of a higher socioeconomic position among youth who receive our scholarship. To date, 325 Scholarships have been awarded. In total, we have provided $428,000 to deserving individuals; next Fall, we will award an additional $40,000, bringing the total amount provided to youth to $468,000. A $4,000 grant would fund a full scholarship for two youth in the 2023-24 fiscal year. If received, 100% of the grant would go directly into the Al Teglia Scholarship Trust Fund, which is completely separate from the JFY Operating/Organizational budget.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

A $4,000 grant from the City of Menlo Park would fund two $2,000 higher education scholarships to two youth who reside in Menlo Park or are current or former Sequoia Union High School District (SUHSD) students. Our scholarship cohort has included at least one Menlo Park resident or SUHSD student every year since 2015. In the last three years, there have been ten in 2021, nine in 2022 and ten in 2023. Our Scholar selection process involves redacting all candidate personally identifiable information, including residency, in accordance with biasreduction best practices; however, given the number of Menlo Park and SUHSD graduates who have received our higher education scholarship, we fully anticipate that our 2024 cohort will include two or more Menlo Park students.

The City of Menlo Park has generously supported Jobs for Youth for several years, most recently providing $2,000 in the 2021-22 to fund Jobs for Youth Scholar Diana Guardado. We hope to continue this collaboration to serve highneed youth in our county.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Improving access to higher education is an equity project of considerable importance, and one of increasing urgency. Given community colleges’ focus on low-income and nontraditional students, this trend in particular has concerning implications for equity in higher education. Financial barriers to postsecondary education access have been well-documented, and with the current economic climate, it is logical to conclude that cost barriers most likely play a part in this enrollment decline.

Our scholarship program is available to all youth in Menlo Park and throughout the County of San Mateo, including students at Menlo-Atherton High School, TIDE Academy, and other high school, adult education, and various other university, college, and vocational programs. While we consider the prior accomplishments of our scholarship applicants, we are mostly interested in each student’s level of need, as demonstrated by financial and life hardships, and future potential. Our application review process reflects these priorities, with the most weight given to student need. As a result, we are poised to meet the needs of those students in Menlo Park who need assistance the most.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

While the JFY program services is not collaboratively administered with other organizations, JFY maintains great community partnerships with the San Mateo County Office of Education, public schools, court schools, libraries, recreation centers, community-based organizations, and employers throughout the County.

These community partnerships play an essential role in hosting our job skills workshops and providing employment and volunteer opportunities to youth.

Additionally, our partners help advertise our scholarship and other resources to the young people that they teach and work with, as well as their families. A number of teachers and counselors have now made the scholarship application a required assignment for all of their students to advance the work of equity in higher education.

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We maintain a network of relationships throughout Menlo Park to provide JFY services to the community. These partnerships include Menlo Park & Atherton Library staff, and teachers and administrators at Sequoia Union High School District schools, who help us schedule workshops and advertise our Scholarship and other resources to students, parents, and staff. Additionally, we work with employers to advertise youth-friendly job opportunities to our members. Most recently, we have featured Menlo Park jobs at Mathnasium and Bow Wow Meow.

Jobs for Youth is unique in that we deliver workshops in the school setting, working closely with teachers and school administrators to ensure alignment between our workshop content and the unique student needs of any given classroom. In this sense, Jobs for Youth's services do not overlap significantly with the types of support that similar organizations provide. We do, however, collaborate regularly with other youth employment organizations, including the San Mateo County Office of Education Career and Technical Education program and various non-profit groups, to ensure mutual support in the achievement of our shared goals. Collaborative efforts have included cross-promotion of services, curriculum sharing, and strategic dialogues.

Program name Jobs for Youth Al Teglia Scholarship Program Requested from City of Menlo Park (number) 4000
Requested/received from all other sources (number) 36000 Total funding received/requested (number) $40000.00
Percentage requested from Menlo Park (%) 10.0
Percentage requested/received from all other sources (%) 90.0 Direct service costs (number) 40000
Administrative costs (number)
Total program expenditures (number) $40000.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 0
Funding requested/received from all other sources (number) 0 Total funding requested/received (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number) 0
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs (number) 301909
Total agency/organization expenditures (number) $301909.00 Direct service costs percentage (%) 0
Administrative costs percentage (%) 100
Please upload any supporting documents 2023 24 - JFY Governing Board.pdf 2022 23 JFY Scholarship Fund Statements.pdf
2023 24 - JFY Operating Budget.pdf
City of Menlo Park Scholar Update.pdf
Additional documentation
Acknowledgement I understand and agree
Jordy Pascual
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 3:26PM
Receipt number 28
Related form version 1
Agency/organization name East Palo Alto Tennis and Tutoring (EPATT) Agency/organization street address Sobrato Center for Nonprofits, 3460 W. Bayshore Rd, Suite 107 Agency/organization city Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different) PO Box 60597 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description East Palo Alto Tennis and Tutoring (EPATT) equips youth with the skills they need to thrive on college and career pathways. We achieve this by providing no-cost academic one-on-one tutoring, parent empowerment, enrichment activities, mentorship, coaching, and tennis instruction. Our comprehensive in-school and extended learning day programs help boost students’ reading and math skills, study skills, mindsets, tennis skills, and overall college and career readiness.

Individuals/families served in the most recently completed fiscal year (number)
193
Menlo Park residents/families served in the most recently completed fiscal year (number)
24 Comments about the service population EPATT predominantly enrolls historically underserved K-12th grade students from Menlo Park, East Palo Alto, and Palo Alto. In 2022-23, our student demographics were: 71% Latinx, 20% Pacific Islander, 7% Multiracial, 1% Black, .5% Asian, and .5% Caucasian.

Services provided and populations served
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Nonprofit status ID# 26-3316879
Year incorporated 2008
Governing board size (number) 19
Governing board meeting frequency Quarterly
Full-time employees (number) 8
Part-time employees (number) 5
Total employees (number) 13
Volunteers (number) 84
Total monthly volunteer hours (number) 626
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
1%
FY2023-24 funding received from other agencies (number) 104000 Funding received from Menlo Park for the most recently completed fiscal year (number)
15000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

EPATT’s year-round programs focus on the academic, physical, and socialemotional health of our youth and families. Using the unique combination of academic tutoring/mentoring, parent education, and tennis instruction, EPATT staff endeavor to level the playing field for both students and parents. We strive to equip students and families with the tools, skills, and opportunities they need to achieve college and career readiness.

Parents are our most important partners. EPATT’s bilingual staff helps parents, many of whom do not speak English, navigate the complexities of the American school system. The staff communicates regularly with parents about their child’s progress.

Every week, EPATT students receive two or more hours of one-on-one tutoring.

Working closely with EPATT staff, tutors learn how to best address the specific needs of their “tutee.” Besides helping EPATT students raise their reading level, master math, and hone their time management and organizational skills, tutors serve as positive role models and mentors.

Students receive three or more hours of group tennis instruction per week. Our tennis coaches provide social-emotional support to help students become more resilient, confident, and independent.

EPATT operates throughout the school year, including during school intersession (e.g., over Thanksgiving and winter break) and on staff development days, as well as during the summer.

2. Describe how your agency/organization plans to use the requested funding if awarded.

A grant from the City of Menlo Park would help underwrite EPATT's afterschool tennis program.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Tennis is a sport available only to those who have access to tennis courts, coaches, and other resources necessary to play. EPATT strives to make tennis Agency/organization narrative answers
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inclusive by providing these resources to our students, and we can only do it with financial support from foundations, individuals, and local government.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Roughly one-fifth of EPATT students live, or attend schools, in Menlo Park. They play on their school's tennis teams and compete against local middle and high school teams. They compete in United States Tennis Association (USTA) sponsored tournaments around the Bay. And many continue to play the sport well into adulthood.

Students from the Menlo Park Community benefit in lots of ways from learning a lifelong sport like tennis. They improve their hand-eye coordination, build strength, and learn leadership and other life skills. Additionally, a recent report found that girls who participate in physical activity are more likely to have higher body confidence and experience benefits throughout their lives. Based on survey results from students and parents, playing tennis has contributed to improved quality of life for the majority of our participants.

EPATT is uniquely positioned to fill this community need. It is currently the only program on the Peninsula that offers year-round, no-cost tennis instruction to students and families from Menlo Park, East Palo Alto and surrounding communities.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We work closely with teachers and administrators at multiple schools and school districts to ensure that we provide the best academic experience for our students.

We partner with local private schools who are interested in diversifying their student body. We regularly recommend to our high-achieving students that they consider applying to these schools. (To date, we've helped facilitate over 200 scholarships to private high schools for our students.) We collaborate in various ways with the USTA, Stanford University, Canada College, the City of East Palo Alto, the County of San Mateo, as well as several non-profits around the Bay, in order to provide opportunities for our students.

As mentioned above, EPATT is the only program on the Peninsula that offers yearround, no-cost tennis instruction. We are not, however, the only afterschool program that offers academic assistance to local students. Sometimes parents are unable to meet the stringent requirements we have for participation in the program.

We ask parents to submit their child's report cards and progress reports every quarter, for example. We also have a policy that, barring no extenuating circumstances, students cannot miss more than three classes per quarter. We refer parents who find these terms too onerous to other quality afterschool programs.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Administrative service costs percentage (%) 0
Funding requested from Menlo Park (number) 15000
Funding requested/received from all other sources (number) 350000 Total funding requested/received (number) $365000.00
Percentage requested from Menlo Park (%) 4.1095890411
Percentage requested/received from all other sources (%) 95.8904109589 Direct service costs (number) 1227290
Administrative costs (number) 409097
Total agency/organization expenditures (number) $1636387.00 Direct service costs percentage (%) 74.9999847224
Administrative costs percentage (%) 25.0000152776
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Amy Kohrman
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 6:13PM
Receipt number 3
Related form version 1
Agency/organization name Family Connections
Agency/organization street address 3460 W. Bayshore Road, Suite 202 Agency/organization city Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different) 3460 W. Bayshore Road, Suite 202 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description For 30 years, Family Connections has strengthened our community by expanding access to high-quality early and ongoing childhood education combined with parent education, family wellness and supportive services, and linkages to community resources for racially and ethnically diverse families in San Mateo County, working to optimize children’s health and safety to improve school achievement. Our early learning programs help address a lack of affordable educational opportunities for under-resourced children in our area, offering longterm benefits as they develop through high school and beyond.

Our tuition-free early learning programs promote children’s academic and social/emotional development through culturally responsive dual language learning, developmentally appropriate curriculum, and special needs inclusion for families with children from infancy to age five, for two-three days/weekly; 3-4 hours/day, based on children’s ages. Our approach to education engages parents and children, side-by-side, to ensure children can be successful learners when they begin kindergarten.

Young Scholars programming, for Family Connections alumni children ages 5 to 11 who attend school districts including Menlo Park, offers enriching educational opportunities for children, parent education, and monthly, family project-based academic enrichment STEAM learning workshops. Launched in 2014, our Young Services provided and populations served
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Scholars program responded to an urgent, expressed need by our early learning program alumni families who were seeking ongoing academic support, parent coaching and mentoring when their students reached critical transitions in kindergarten and through elementary school.

Family Connections understands that positive family dynamics are critical to a child’s success. Therefore, in addition to the “on the job” training our parents receive through our early childhood education programming, participating families have access to parent education, mental health counseling, parent support groups, family engagements (including “Daddy and Me” events for fathers and their children), early intervention consultants, home visits and linkages to vital community resources to improve their capacity to support their developing children.

Our parent education infuses the Parents as Teachers (PAT) curriculum, an evidence-based holistic approach to strengthening families. PAT increases parent knowledge of child development, improves parenting practices, increases children’s school readiness and provides early detection of developmental delays and health concerns. Family Connections newly developed Triple P (Positive Parenting Program curriculum) groups afford us the ability to enhance our parent education, helping parents learn practical strategies and skills to improve their parenting practices and promote positive child development. To further expand our impact, we now offer these groups to all families within our service communities, including those from Menlo Park, even if they are not enrolled in Family Connections classes with their children. Our parent education empowers parents to embody their role as their child’s first — and most influential — teacher and as advocates and leaders in their children’s education and development.

Our mental health support services offer regular onsite and in-home mental health counseling and onsite parent-led peer support groups where families can learn from one another, help those experiencing social isolation, reduce toxic stress and build a sense of community. Our Early Intervention Specialists (providing Early Childhood Mental Health Consultation services) further supports families in our programs and in other early learning community programs, promoting healthy emotional and behavioral development for children.

Through community partner collaborations, we ensure family needs which fall outside of what we have the capacity to provide can be met through collaboration and/or seamless referrals to known staff members at partner agencies, evidenced by our weekly food distributions brought on through participant feedback as an identified area of need.

Individuals/families served in the most recently completed fiscal year (number)
398
Menlo Park residents/families served in the most recently completed fiscal year (number)
58 Comments about the service population Family Connections’ participating families earn far less than their counterparts in San Mateo County. As of June, 2023, the area median income (AMI) for San Mateo County was $175,000. Of our Menlo Park families, 77% earn an income considered to be Acutely Low (below 15% AMI); 15% earn an income considered to be Extremely Low (below 30% AMI); and the remaining 8% earn an income considered to be Low (below 50% AMI) according to income limits by family size (https://www.smcgov.org/media/144471/download?inline=). The racial/ethnic make-up of our Menlo Park families is: Latinx, 73%; Native American, 11%; Asian, 9%; and 7% Caucasian. Of these families, 67% are primarily Spanish speaking.

Nonprofit status ID# 94-3315163
Year incorporated 1993
Governing board size (number) 13
Governing board meeting frequency Monthly
Full-time employees (number) 12
Agency/organization structure and funding request
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Part-time employees (number) 4
Total employees (number) 16
Volunteers (number) 30
Total monthly volunteer hours (number) 60
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.6%
FY2023-24 funding received from other agencies (number) 651158 Funding received from Menlo Park for the most recently completed fiscal year (number)
8000

1. Please provide a brief statement of your agency/organization purpose.

Family Connections’ mission is to create the highest quality family learning community so underserved children and parents together become the drivers of their own success. Our vision is thriving kids through thriving families. We believe that every child deserves a healthy and equitable start to their education. "Children begin learning the minute they are born and the care and education they receive in their first years of life are the building blocks to future success in the classroom, in the workforce and in life... Local studies conducted over the last decade indicate that approximately one-half of Kindergarteners are not ready for school, meaning they do not have the requisite academic or social-emotional skills to thrive in school." (Silicon Valley Community Foundation, Improving School Readiness in San Mateo County, 2019) Our unique approach helps ensure children have the academic and social/emotional development needed to successfully navigate the larger school systems and parents have the knowledge, confidence, and resilience necessary to support their child's ongoing healthy development. Our team works in partnership with families, expanding access to high-quality early and ongoing childhood education combined with parent education and engagement opportunities, family wellness and supportive services, and linkages to community resources so they have the necessary tools and skills needed to be successful in school and in life.

2. Describe how your agency/organization plans to use the requested funding if awarded.

A grant from City of Menlo Park 2023-24 Community Funding Grant Program will continue to meaningfully support Family Connections’ programming for our duallanguage learner, primarily Latinx students and families who attend our programs serving residents of Menlo Park, in a continuum of early learning from infancy through elementary school. Funding will support educator salaries and/or curriculum materials including English Language acquisition, English literacy, English Language Arts, and Mathematics and parent education materials in our early childhood and Young Scholars parent participation education programs.

Requested funding would also provide us with the opportunity to apply funds for enrichment curriculum materials (such as STEAM learning) to benefit the participants in all of these programs.

Funding will also support our onsite family support services, including mental health counseling and home visitation services, as demand continues to increase.

Our team of clinicians work with families onsite and at home, improving access to these critical services to address the growing presence of toxic stress within the family unit. Our home visitors provide intensive support to families, helping parents navigate community referrals while providing tools to help them embody their role as their children's most influential teacher.

Family Connections continues to be grateful to the City of Menlo Park, as we partner to ensure our children and families have the resources they need to be successful in school and in life.

Agency/organization narrative answers
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3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Financial assistance from the City of Menlo Park will assist Family Connections in hiring and retaining highly qualified educators and support staff to not only support our participating families’ and children’s educational needs, but also other identified areas of heightened need. Our participating families face serious challenges: poverty; language barriers; under/unemployment; substance abuse; domestic violence; housing and food insecurity; lack of transportation; and mental health concerns; any one of which can impede their children's school success. As we continue to evolve to meet the growing needs of our service communities, we have become a highly accessible hub for under-resourced families to access a multitude of educational and supportive services for families with young children.

Our mental health and home visiting support services address insufficient pathways to mental health treatment and in-home support for families who lack access due to financial and systemic barriers such as lack of health insurance, failure to meet program criteria due to a lack of symptom severity, inability to qualify for services due to documentation status, long wait lists and a dearth of bilingual/bi-cultural providers. We remove barriers to these essential services by embedding them as critical aspects of our program in a welcoming and safe environment that supports the entire family, by people they know and trust.

According to A Summary of Findings from the Act Early Response to COVID-19 Needs Assessment, the pandemic "has had a multilevel impact on early identification and service delivery including reduced allocation of resources for this work (e.g., staffing, funding, and time), poor service delivery coordination, communication challenges between families and providers, misconceptions about service availability, and competing priorities as families struggle to meet basic needs of living" (www.cdc.gov/ActEarly). In addition to these factors, lack of social connections with peers and other adults have contributed to notable and observable social/emotional and speech/language delays in the children in our classes. At Family Connections, our unique approach supports all of these challenges. Your funding support enables us to hire and retain qualified teachers who are equipped to support and identify increased developmental needs/delays, including providing connections to our own team of home visitors and therapists who can provide supportive services and resources through community partnerships as soon as possible when needs, concerns or potential developmental delays are observed/identified.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Family Connections education programs continue to address the persistent achievement gap between economically disadvantaged students in our Menlo Park service area as compared to the overall student population. According to the 2022 Report to the Community issued by the San Mateo County Office of Education, 2021-22 California Assessment of Student Performance and Progress (CAASPP) results indicated 58.8% of all San Mateo County students met or exceeded English Language Arts (ELA) standards and 49.05% met or exceeded the standard for mathematics. Comparatively, the percentage of socially disadvantaged students meeting or exceeding standards measured markedly lower (32.5% for ELA, 20.73% in math) (https://www.smcoe.org/, p.13). "Many children in our county get quality preschool and other kinds of enrichment in their first five years, when 90% of brain development occurs. Children from lowincome families often don’t have access to the same opportunities. The achievement gap is actually an opportunity gap. These kids arrive at kindergarten already behind, and by 3rd grade, are not reading at grade level. Up to 3rd grade, kids learn to read. After, they must read to learn. If kids aren’t reading proficiently by 3rd grade, it becomes increasingly difficult for them to be academically successful, thus closing off important career opportunities in the knowledge economy." (The Big Lift outcomes report for San Mateo County, https://www.thebiglift.org/wp-content/uploads/2020/01/18_Outcomes.pdf) Over 30 years, Family Connections has sought to help narrow the achievement gap for socially disadvantaged students through our tuition-free, early and ongoing childhood education programs. Our holistic approach has been unique in our service area as the only early learning parent participation program specifically designed to meet the unique needs of underserved families with young children.

During this critical stage of human development, our early childhood education and family support services afford underserved Menlo Park parents and their children an opportunity to learn, grow and develop so they can successfully navigate the larger school system when entering kindergarten. Through our site located in the Ravenswood City School District, we provide parents an opportunity to engage in our programming within the communities they reside.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Family Connections' partnership with the Ravenswood School District has really flourished over this past year. Since moving to our new location at the Los Robles/Ronald McNair Academy in 2021, we have been deeply appreciative of the Ravenswood School District providing us with classroom space where Page C-2.48
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participating children and families can experience early learning within a school setting. We have been working more intentionally with the district to elevate the awareness of our organization in the community, directly resulting in an increase in enrollment, which has included families of Menlo Park. Due to this increase in enrollment, we are offering a new afternoon class for families with children ages 1 through 3, as the need exceeded our capacity for just one class per site.

Family Connections is a participant of the Little Blue House Collaborative, an East Palo Alto and Menlo Park community collaborative sharing programming updates, resources, and work toward addressing the gaps that exist in the communities we serve. Partner organizations include the Ravenswood School District, Rise, StarVista, the East Palo Alto Public Library, Speech Goals, Baby Basics of the Peninsula, Ability Path, The Primary School, and Learning Home Volunteers.

Through this collaborative, we have also partnered with Rise to offer programming from their site in an effort to increase accessibility to families who want to participate in our services. Starting this year, we are now offering caregiver/child drop-in playgroups that focus on serving expectant mothers as well as families with babies from birth through 12 months of age. Additionally, we also hold family engagement activities such as barbecues and resource fairs at the site to help promote our services as well as other available community services.

For mental health counseling, our full time mental health clinician collaborates with a team of intern clinicians through our partnership with Palo Alto University (PAU), enabling us to maximize the number of participants we are able to serve. To promote optimum family functioning, health and safety, we are founding and continuing members of the collaborative led by San Mateo County Office of Education to implement the Parent Café model county-wide, based on family strengthening Protective Factors. We refer parents to Golden Gate Regional Center, Nuestra Casa, Prenatal to Three for children with special needs. Lucile Packard Children’s Hospital at
Stanford supports our pediatrician visits, Ravenswood Health Center - Virtual Dental Home Program enables our dental care visits, and for emergency safety net services we partner with Samaritan House to ensure our families are familiar with key staff and are well-versed in the processes to access support. We collaborate with StarVista for additional counseling and to better support father/male caregiver involvement through providing support groups, workshops, and other activities focused on strengthening male involvement in their children’s lives.

Lastly, we are working with Upward Scholar’s Teacher Up Program. The Teacher Up Program supports adult immigrant college students interested in Early Childhood Education with wraparound support, including stipends, employer connections, webinars, and more, in an effort to address the severe shortage of early educators across the Bay Area. Starting in the next couple of months, Family Connections will provide internship opportunities to participants in the Teacher Up program with the goal of addressing the early educator shortage. We expect to have interns join our East Palo Alto class soon!

As a smaller organization, Family Connections understands the importance of collaboration and leveraging strengths from community partnerships. Our participation in the Little Blue House Collaborative helps us create a greater awareness of the services we can offer the community and also learn more about the work of other organizations, especially those who do similar work or serve the same community.

This past year, we have seen how working with organizations that do similar work has actually led to more opportunities for collaboration and partnership, as well as avoiding duplication of services. Izzi Early Education, an organization that provides comprehensive child development and support services to children (ages 0-5) and their families across San Mateo County, is another organization providing early learning programming. Through collaboration, we identified how Family Connections' Early Childhood Mental Health Consultation (ECMHC) services offers a desirable component for early learning providers such as Izzi Early Education. As of April 2023, our organizations have formally partnered to provide ECMHC services at multiple Izzi Early Education program sites. ECMHC is a preventative intervention approach that aims to strengthen the abilities of families, teachers, and other caregivers to support young children’s social and emotional development. ECMHC improves teacher-child relationships, enhances socialemotional skills for children, reduces challenging behaviors, strengthens the parent-child relationship and improves job satisfaction while reducing turnover for early childhood staff. While teachers, mental health clinicians, and home visitors are working directly with families, Early Childhood Mental Health Consultants offer necessary support to ensure the learning environment, and those who support it (teachers and parents) are equipped and able to offer the highest quality Page C-2.49
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environment where young children can learn, develop and thrive! We now serve Head Start sites throughout the county, including those located in the Ravenswood City School District area. Family Connections is thrilled to partner with Izzi Early Education, leveraging each of our services to provide more holistic growth for the families we serve.

Program name Family Connections Parent Participation Early Childhood Education Program Requested from City of Menlo Park (number) 10000
Requested/received from all other sources (number) 1447551 Total funding received/requested (number) $1457551.00
Percentage requested from Menlo Park (%) 0.6860823395
Percentage requested/received from all other sources (%) 99.3139176605 Direct service costs (number) 1152678
Administrative costs (number) 304873
Total program expenditures (number) $1457551.00
Direct service costs percentage (%) 79.0832018914
Administrative service costs percentage (%) 20.9167981086 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 1680551 Total funding requested/received (number) $1690551.00
Percentage requested from Menlo Park (%) 0.5915231188
Percentage requested/received from all other sources (%) 99.4084768812 Direct service costs (number) 1315747
Administrative costs (number) 373870
Total agency/organization expenditures (number) $1689617.00 Direct service costs percentage (%) 77.8725000991
Administrative costs percentage (%) 22.1274999009
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Additional documentation
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Please upload any supporting documents City of Menlo Park Annual Report Financial StatementAnalysis, FY22-23.pdf Acknowledgement I understand and agree
Eric Valladares
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 8:53AM
Receipt number 14
Related form version 1
Agency/organization name HIP Housing
Agency/organization street address 800 S Claremont St, Suite 210 Agency/organization city San Mateo
Agency/organization state CA
Agency/organization zip code 94402
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Youth/teens
Service description HIP Housing’s mission is to invest in human potential by improving the housing and lives of people in our community. What started as a small social service agency has grown into a multifaceted organization, providing brick-and-mortar housing and innovative social programming to low-income individuals and families facing displacement and homelessness.

What sets HIP Housing apart from other community development efforts is our holistic approach, which integrates our four programs – the Home Sharing Program, Self Sufficiency Program, the Property Management Division, and our new Housing Readiness Program. In tandem, these programs seek to 1) prevent displacement and homelessness, including by connecting people to housing resources, 2) maximize and preserve existing housing stock, and 3) equip individuals with the support they need to overcome economic inequities and stabilize their financial situation. In the previous fiscal year 2022-2023, our programs collectively housed 1,161 individuals.

HIP Housing respectfully requests a grant of $15,000 from the City of Menlo Park.

If our request is approved, this grant will be used to support the activities of our Services provided and populations served
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innovative housing programs within Menlo Park in FY 2023-2024.

Individuals/families served in the most recently completed fiscal year (number)
3325
Menlo Park residents/families served in the most recently completed fiscal year (number)
92 Comments about the service population San Mateo County’s affordable housing crisis has only intensified in recent years as job growth rapidly outpaces housing supply and income inequality deepens.

The resulting lack of affordable housing has culminated in the economic insecurity and mass displacement of low-income residents who are disproportionately Black, Hispanic/Latinx, women, and immigrants.

Due to the severity and systemic roots of the housing affordability issue in San Mateo County, HIP Housing serves a highly diverse population. Our clients tend to operate with extremely limited resources, as a result of fixed income, timeintensive and low-paying work, and lack of social and financial support.

Of the clients served by our programs in FY 2022-2023…
94% were low-income, poverty level, or below.
28% lived with a disability.
25% were older adults over the age of 65.
14% were children under the age of 15.

The racial demographics of our clients break down as follows:

American Indian/Alaskan Native: 0.4%
Asian: 12.6%
Black: 6.8%
Hispanic/Latino: 26.1%
Multiracial: 15%
Native Hawaiian or Pacific Islander: 1.9%
White: 37.2%
When considering equity in wealth, opportunity, resources, and privilege, housing affordability is a nexus of stability. Investment in HIP Housing’s innovative and scalable solutions ensures that there are increased affordable housing opportunities for low-income individuals and families who are being priced out of our community.

Nonprofit status ID# 94-2154614
Year incorporated 1972
Governing board size (number) 16
Governing board meeting frequency Every other month
Full-time employees (number) 39
Part-time employees (number) 3
Total employees (number) 42
Volunteers (number) 25
Total monthly volunteer hours (number) 60
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.47%
Agency/organization structure and funding request
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FY2023-24 funding received from other agencies (number) 3310562 Funding received from Menlo Park for the most recently completed fiscal year (number)
12000

1. Please provide a brief statement of your agency/organization purpose.

HIP Housing’s mission is to invest in human potential by improving the housing and lives of people in our community. Every year we connect people to housing they can afford through our innovative Home Sharing Program, Self Sufficiency Program, Property Development and Management, and Housing Readiness Program. These programs work in tandem to prevent homelessness, counter displacement, and enable more than 1,200 low-income individuals throughout San Mateo County to find, or remain in, safe, stable, and affordable housing.

2. Describe how your agency/organization plans to use the requested funding if awarded.

HIP Housing respectfully requests a grant of $15,000 from the City of Menlo Park.

If our request is approved, this grant will be used to support the activities of our housing programs in Menlo Park during FY 2023-2024. These programs work in tandem to provide innovative, affordable housing solutions and directly address housing insecurity in the City of Menlo Park by offering housing solutions that counter displacement.

1. Our Home Sharing Program matches people with extra space to share (room or Accessory Dwelling Unit) with individuals seeking an affordable place to live. This program reduces housing costs for both Home Providers and Home Seekers and is a practical, time-tested solution to the severe affordable housing shortage in San Mateo County, including in Menlo Park. The Home Sharing Program enables working people to find a place to live close to their job, school, and/or family while helping struggling older adults and individuals with special needs to avoid displacement from their homes and community. The Home Sharing Program is listed in Menlo Park’s Housing Element as an affordable housing solution (as well as in the Housing Elements of San Mateo County and all of its municipal jurisdictions). Support for FY 2023-2024 will contribute to our efforts to:
--Interview, screen, and provide housing assistance to 30-40 individuals who live and/or work in Menlo Park.
--Match 5-10 individuals who live and/or work in Menlo Park in new, affordable Home Sharing arrangements.
--Provide follow-up and support services to 2-5 Menlo Park residents matched in previous years.

2. Our Self Sufficiency Program empowers low-income families and Transitional Aged Foster Youth to break the cycle of poverty and transition to financial stability and security by helping clients find affordable housing, develop skills that will lead to sustainable employment, and gain the financial literacy and life skills needed to realize independence and success. To qualify for the program, clients must be low-income and have a clear educational or job training plan. If selected, clients receive a rent scholarship, trauma-informed case management, connection to educational institutions and job training, intensive coaching and access to monthly life skills workshops, and referrals to vital community resources. Support for FY 2023-2024 will contribute to our efforts to:
--Provide monthly case management to 3-4 low-income Menlo Park families with dependent children and/or Transitional Aged Foster Youth representing 4 adults and 7 children to empower them to complete educational goals and become financially independent.
--Provide affordable housing to 2 families at the Chilco street home (1430 Chilco) for up to 2 years.

3. Our new Housing Readiness Program allows our agency to offer case management to individuals who contact us and do not fit into our existing programs. Housing Readiness staff will assist callers in completing affordable housing applications or accessing other housing-related services. Support for FY 2023-2024 will contribute to our efforts to:
--Offer housing information and community resources to 40-50 individuals living or working in Menlo Park who contact our agency for help.
--Follow-up with residents to answer questions, determine if they need more support with their housing search.
--Provide ongoing case-management to 2-3 Menlo Park older adults who need support completing affordable housing applications, training on how to be a good tenant, and connection to community resources to help them become stably housed.

Agency/organization narrative answers
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4. Our Property Management Division expands the affordable housing stock available throughout the County. By partnering with local municipalities, private funders, banks, and other institutions, we can purchase and rehabilitate multifamily residential properties and then rent them at below-market rental prices to our income-qualified clients. Support for FY 2023-2024 will contribute to our efforts to:
--Provide housing to 55 Menlo Park residents in two properties in Menlo Park at 1157-1161 Willow Road and 6-8 Coleman Place.

County-wide, we project to serve over 3,500 through our programs in FY 2023- 2024…
--Our new Housing Readiness Program will provide housing assistance to 2,350 people who contact our agency for support each year.
--Home Sharing Staff will help 435 people find, or remain in, affordable housing through our Home Sharing Program.
--Our Self Sufficiency Program will support 50 low-income families and transitionage foster youth (150 adults and children) as they work towards their education and career goals and grow their financial resilience.
--Through our Property Management Division, the number of HIP Housing owned and managed units will increase by 8% (39 new units), housing 730 tenants in total.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

In San Mateo County, income inequality is stark and housing stock is extremely limited. In 2021, nearly 25,000 low-income renters lacked affordable housing in the County, and 72% of extremely low-income households spent over 50% of their income on housing (California Housing Partnership).

According to Zumper.com, in order to afford the City of Menlo Park’s average monthly asking rent of $3,300 for a 1-bedroom apartment, renters would need to earn $83 per hour – over five times the City’s minimum wage. As a result, lowincome individuals and families face strained incomes, displacement, overcrowded and unsafe living conditions, physical and mental stress, and deepening economic and racial segregation.

By investing in HIP Housing, the City of Menlo Park will be supporting a variety of programs that continue to support affordable housing opportunities for low-income individuals who live and/or work in the City. With your support, HIP Housing will continue to maximize Menlo Park’s existing housing stock and develop affordable housing solutions.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Access to stable and affordable housing is a critical determinant of success in life, affecting health, access to education, and the opportunity for economic mobility.

The predominantly white and wealthy demographics of San Mateo County reflect a history of overt exclusion, continuing into present-day housing development. HIP Housing’s programs not only increase affordable housing opportunities in Menlo Park, but also:
--Preserve Menlo Park’s thriving and diverse community. --Enable struggling renters to avoid displacement and remain in their existing affordable housing.
--Help low-income individuals find a stable and affordable place to live that is close to work, their children’s school, and their family support network. --Enable Menlo Park’s workforce to find sustainable residency in and around the City.
--Allow older adults and people with special needs to remain living independently in their own home.
--Empower low-income families and Transitional Aged Foster Youth to break the cycle of poverty and transition to financial stability and security.

In FY 22-23, our staff…
--Provided housing information and referrals to 49 individuals who live in Menlo Park.
--Interviewed, screened, and provided housing assistance to 27 individuals who live and/or work in Menlo Park through the Home Sharing Program. --Maintained Home Sharing arrangements for 4 Menlo Park residents or individuals who work in Menlo Park.
--Worked with 1 older adult Menlo Park resident in our newly formed Housing Readiness Program to provide case management support in her journey to apply for housing services.
--Provided housing and case management support to 3 low-income single parents and 3 children in our Self Sufficiency Program.
--Provided affordable housing to 55 individuals residing in HIP Housing’s Menlo Park Properties on Willow Road and Coleman Place.

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Every day, HIP Housing’s Programs strive to make the City of Menlo Park a great place for everyone to live, work, and thrive, regardless of their income. We would like to introduce you to one of our clients, Linda, who works in Menlo Park and has been matched with a Home Sharing Provider since 2022.

Linda is an older adult who was renting a room in San Mateo. When her housemate of two years was accepted into a Below Market rate apartment, Linda lost her stable housing and needed to find a new place to call home. A friend told her about HIP Housing’s Home Sharing Program and she immediately applied, telling her Home Sharing coordinator that she was very stressed about looking for new housing within her budget. Linda has been working as a nanny for six years for a family in Menlo Park and hoped to find something closer to cut down on transportation expenses.

Within a few weeks, Linda met Jean, a teacher and Homeowner in East Palo Alto.

The two interviewed each other several times, using a guide provided by HIP Housing. Happily they decided to match as housemates! Not only did Linda find a new place to call home much closer to her job, but she also reduced her housing costs by $300 a month!
HIP Housing’s volunteers and staff follow up with Home Sharing matches every couple of months to check in on the match. Jean thought about renting out a second room to help supplement her income but said that she and Linda get along so well that they wanted to make it work with just the two of them in the home.

Jean said, “Linda is an awesome housemate and we really get along well. Thank you to HIP Housing for all your work”.

By supporting HIP Housing’s work in the City of Menlo Park, you are increasing the number of affordable housing solutions available to low-income residents and people who work in Menlo Park.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

HIP Housing maintains strong community partnerships in order to connect clients with resources that fit their unique needs.

Our Home Sharing, Self-Sufficiency, and Housing Readiness Program teams collaborate with the following community organizations:
--Cal State East Bay and Eastside Prep School - interns assist with Home Sharing Program marketing and outreach efforts.
--CORE Community Centers - clients are referred to CORE for rent assistance and shelter referral.
--Haven Connect - the Home Sharing Program reaches out to individuals on our Property Interest list to provide information about our three social service programs
--Legal Aid and Project Sentinel - clients are referred for any legal advice regarding notices to move, rent disputes, and other legal landlord/tenant matters. --One Life Counseling Center - refer clients in the Self-Sufficiency Program for counseling services and pay for up to 10 sessions/year. --Samaritan House and Life Moves shelters- conduct presentations for residents and staff at the shelters
--San Mateo County’s Office of Education - ongoing outreach for school district employees and collaboration with Superintendent Nancy Magee. --The County of San Mateo - ongoing outreach for County employees and retirees. --County of San Mateo’s Housing Authority - housing subsidies for the Chilco Street home and helping Housing Readiness Clients apply for vouchers --Spark Point Centers at all 3 community colleges - conduct presentations for staff and receive referrals to all 3 programs.

Collaborate with the City of Menlo Park on maintaining the waiting list for the Coleman Place property.

Community Outreach Activities Targeting the City of Menlo Park:
--We placed Home Sharing ads throughout local newspapers, magazines, partner organizations’ websites, radio stations, and online newsletters --We increased Home Sharing display advertising throughout the County, including billboard ads
--We sent Home Sharing flyers and eblasts to businesses, faith-based organizations, community calendars, schools, 65+ centers, and community associations
--We spread information through meeting and networking with community-based organizations, schools, farmers markets, government agencies, healthcare providers, and nonprofits throughout the County
--We presented on the Home Sharing Program to various 65+ centers, County employees, nonprofits, associations, and podcasts
HIP Housing will continue to focus on expanding our in-person and virtual outreach activities in the City of Menlo Park during FY 2023-2024. We recognize the value Page C-2.56
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of using a variety of platforms and mediums to ensure that those in the greatest need learn about our programs. By increasing the accessibility of the information in circulation about our programs, we hope to provide direct assistance to as many individuals and families who are experiencing homelessness and housing insecurity as possible.

HIP Housing’s capacity and experience supplement its multifaceted approach to the affordable housing crisis. By means of cross-sector collaborations and property development, HIP Housing is uniquely positioned to increase the amount of affordable housing options available throughout the County and beyond. HIP Housing’s collaborations and capacity to offer unique services are described below:

1. Partnerships with commercial housing developers. By partnering with commercial housing developers, the agency utilizes impact fees and ensures developers’ compliance with inclusionary requirements to further the production of affordable housing units in the region. HIP Housing is currently partnered with Premia to ensure Premia’s recently acquired property (10 units) in Redwood City is in compliance with the County’s inclusionary requirements. HIP Housing maintains a similar partnership with Greystar as Greystar builds 39 affordable units in Redwood City. The agency is also providing support to Longfellow, with the potential to leverage $50 million in impact fees to support affordable housing development in Redwood Shores.

2. Collaborations on Housing Elements. HIP Housing’s Home Sharing Program is listed in the Housing Elements for San Mateo County and all 20 municipal jurisdictions in the County as an affordable housing solution. Since 1969, each city’s Housing Elements has been updated every 8 years and serves as the blueprint for how the region will develop and grow. As Housing Elements renewals are underway this year, HIP Housing is again working with each jurisdiction to ensure that Home Sharing is recognized as a feasible, sustainable option.

3. Acquisition of new properties. The agency closed escrow on two properties in 2020 and 2021. In 2020, HIP Housing acquired Rolison, a 10-unit property in Redwood City. All units are rent and income restricted to 60% of AMI. In 2021, HIP Housing secured Coleman, a 14-unit property in Menlo Park. These units are restricted at 80% of AMI for income and 60% for rent with a preference for those who live or work in Menlo Park.

4. Capacity building through new programs. In 2021 Home Sharing staff also worked with the Stanford d.school, the Taproot Foundation, and Bank of the West to develop a model and business plan for its new Information and Referral Program. Once the program is up and running, our staff will be able to track and follow up with over 2,000 callers a year to ensure that they find housing assistance outside of our agency.

5. Support of regional and national home sharing programs. While our Home Sharing Program is thoroughly connected throughout San Mateo County, the program also actively ensures that other organizations and jurisdictions have the tools and resources they need to implement local home sharing programs. Laura Fanucchi, HIP Housing’s Director of Programs, serves as the Vice President of the National Shared Housing Resource Center’s Board of Directors and has provided technical assistance to emerging home sharing programs throughout the country for over 20 years. HIP Housing is also a part of the West Coast Home Sharing Collaborative. Ultimately, HIP Housing’s efforts have helped to launch 11 new home sharing programs in California, which has increased the capacity of 7 neighboring jurisdictions to provide affordable housing opportunities to their communities.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Administrative service costs percentage (%) 0
Funding requested from Menlo Park (number) 15000
Funding requested/received from all other sources (number) 3310562 Total funding requested/received (number) $3325562.00
Percentage requested from Menlo Park (%) 0.4510515817
Percentage requested/received from all other sources (%) 99.5489484183 Direct service costs (number) 2088466
Administrative costs (number) 530323
Total agency/organization expenditures (number) $2618789.00 Direct service costs percentage (%) 79.7493039722
Administrative costs percentage (%) 20.2506960278
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents FY 23-24 Agency Budget - FY 23-24 Agency Budget.pdf Additional documentation
Acknowledgement I understand and agree
Kate Comfort, Executive Director
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 16 October 2023, 2:25PM
Receipt number 6
Related form version 1
Agency/organization name JobTrain
Agency/organization street address 1200 O'Brien Drive
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different) 1200 O'Brien Drive Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description JobTrain is requesting a grant of $10,000, which if awarded will be used to support the activities of our Supportive Services Team, Career Resource Center, and Client Supportive Services Team, located at JobTrain’s east Menlo Park headquarters. Using JobTrain’s “whole person” approach, JobTrain staff will deliver these wraparound services to Menlo Park residents, empowering low-income youth and adults in the city with the tools and resources they need to create positive change in their lives.

Services provided include:
• JobTrain’s Supportive Services Team will help low-income Menlo Park residents to enroll in Public Benefits such as CalFresh, TANF, and Healthcare, and also connect them to resources for housing, legal, financial, and family support providers.
• JobTrain's Career Resource Center will provide residents with an array of job readiness services, designed to help clients to upgrade their skills and secure employment.
• JobTrain’s Client Supportive Services Team will provide city residents with access to needed resources to help them remain stable as they focus on their studies and improving their skill. Resources include transportation vouchers and Services provided and populations served
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tools and supplies needed to help clients succeed in the classroom and/or their workplace.

Individuals/families served in the most recently completed fiscal year (number)
3013
Menlo Park residents/families served in the most recently completed fiscal year (number)
143
Comments about the service population The majority of people JobTrain serves face significant barriers to employment.

The men and women that we serve come from different backgrounds, and walks of life, and each has taken their own unique pathway to JobTrain. They are young adults who may not have a high school degree, and need help gaining job and academic skills. They are parents working multiple minimum wage jobs just to get by who want to create a better future for their families. And they are individuals trying to navigate a new pathway back into their community and a productive life, after exiting the criminal justice system.

The obstacles to economic mobility faced by the communities we serve are multifaceted and complex. JobTrain targets its career training and intensive supportive services to low-income communities throughout San Mateo and Santa Clara Counties with the highest rates of poverty and unemployment, with a focus on the underserved communities of east Menlo Park (Belle Haven), East Palo Alto, and North Fair Oaks.

In FY23, JobTrain’s programs and services impacted the lives of 3,013 individuals:
• 90% were low-income, 52% have only a high school diploma or less, 45% were unemployed, 27% were formerly incarcerated and 7% were homeless • 35% were Male and 65% were Female
• 54% Hispanic; 16% Asian; 10 Black; 6% White; 3% Pacific Islander; 6% Multiracial; and 4% Other Individuals often come to JobTrain with minimal job skills. These individuals need additional services and intensive supports to achieve their education and career goals, which is why JobTrain’s “whole person” approach used by our Supportive Services Team, Career Resource Center, and Client Supportive Service Team, is such a vital part of their journey as clients focus on achieving long-term success and financial independence.

As noted in JobTrain’s Report submitted to the City of Menlo Park in July 2023, during FY23, 143 Menlo Park residents contacted JobTrain for assistance. With your support during the grant period, JobTrain provided direct services (using both in person and remote channels) to 92 of these Menlo Park residents, through our Supportive Services Team, Career Resource Center, and Client Supportive Services Team.

Nonprofit status ID# 941712371
Year incorporated 1965
Governing board size (number) 18
Governing board meeting frequency Quarterly
Full-time employees (number) 69
Part-time employees (number) 5
Total employees (number) 74
Volunteers (number) 24
Agency/organization structure and funding request
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Total monthly volunteer hours (number) 17
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.10
FY2023-24 funding received from other agencies (number) 10883698 Funding received from Menlo Park for the most recently completed fiscal year (number)
10000

1. Please provide a brief statement of your agency/organization purpose.

Since JobTrain was founded in 1965, it has been part of the fabric of the Menlo Park community, located in east Menlo Park at the heart of the communities that we serve. Founded on the belief in the potential of every human being, we believe that through training, wraparound supportive services, encouragement, and inspiration, our clients will be empowered to create their own pathway to success.

All they need is a chance – JobTrain’s Career Training Programs and intensive Supportive Services are providing that chance.

JobTrain is a 501©3 nonprofit educational and training institution accredited by the Western Association of Schools and Colleges and approved by the Bureau of Private Post-Secondary Education, with a mission is to help those who are most in need to succeed. JobTrain has a proven track record of empowering those with significant barriers to employment, to transition from poverty to financial stability.

Our purpose is to improve the lives of people in our community through assessment, attitude, job skills training, and high potential career placement. We create an opportunity for low-income youth and adults to develop personal and career goals, and to achieve their aspirations by acquiring relevant skills and positive attitudes about and their potential. Through our Career Training Programs, Rapid Employment, Skills Development, and intensive Supportive Services, JobTrain empowers low-income youth and adults in underserved communities to break down barriers to economic mobility, by preparing our them for a successful and sustainable career in high demand fields.

While the Bay Area is a place of extreme prosperity, within this prosperity, many residents have been left behind, and the COVID19 pandemic only exacerbated the economic disparities in the region, particularly for the low-income residents of Menlo Park.

Now, more than ever, JobTrain's work is critically important for the full economic recovery of the entire region and ensuring that EVEYONE is included in that recovery. As experts in anti-poverty and workforce development practices, we understand our responsibility to the people and the communities that we serve.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Since JobTrain was founded in 1965, it has been part of the fabric of the Menlo Park community, located in east Menlo Park at the heart of the communities that we serve. Founded on the belief in the potential of every human being, we believe that through training, wraparound supportive services, and encouragement, our clients will be empowered to create their own pathway to success. All they need is a chance – JobTrain’s Career Training Programs and intensive Supportive Services are providing that chance.

Our purpose is to improve the lives of people in our community through assessment, attitude, job skills training, and high potential career placement. We create an opportunity for low-income youth and adults to develop personal and career goals, and to achieve their aspirations by acquiring relevant skills and Agency/organization narrative answers
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positive attitudes about and their potential. Through our Career Training Programs, Rapid Employment, Skills Development, and intensive Supportive Services, JobTrain empowers low-income youth and adults in underserved communities to break down barriers to economic mobility, by preparing our them for a successful and sustainable career in high demand fields.

Now, more than ever, JobTrain work in critically important for the full economic recovery of the entire region and ensuring that EVEYONE is included in that recovery. As experts in anti-poverty and workforce development practices, we understand our responsibility to the people and the communities that we serve.

JobTrain remains committed to delivering high performing programs and intensive wraparound supportive services that empower our clients to build a sustainable career, and achieve full economic mobility.
2: Describe how your agency/organization plans to use the requested funding if awarded
JobTrain is requesting a grant of $10,000, which if awarded, will be used to support the activities of our Supportive Services Team, Career Resource Center, and Client Supportive Services Team, all located at JobTrain’s headquarters in east Menlo Park.

During the grant period for FY24: 7/1/32 – 6/30/24, the grant funding would be allocated as follows:
• 92% will be used in direct program support for Menlo Park residents. • 8% will be used to conduct outreach activities in the Menlo Park community.

JobTrain’s Supportive Services Team will help low-income Menlo Park residents to:
• Enroll in Public Benefits including: Medi-Cal, CalFresh, TANF, and General Assistance.
• Connect to vital resources for housing, food, legal services, and childcare.

Menlo Park residents will also benefit from JobTrain’s Career Resource Center, which provides:
• Access to computers and other office resources for job searches. • Referrals to free or low-cost digital resources such as: Computer rental, low-cost laptops, free or no cost internet.
• Rapid Employment Services.
• Career Guidance and Job Readiness Services.
• Online workshops, and the opportunity to enroll in Skills Upgrade Classes and Career Training.

Residents of Menlo Park will also benefit from Client Supportive Services, which provides clients with the resources they need to attend trainings and/or commute to work, including:
• Transportation Vouchers
• Work Clothing
• Supplies needed to help clients succeed in the classroom and/or the workplace.

At JobTrain, the key ingredient to delivering successful outcomes for our clients, is our “whole person” approach to services. Staff work one-on-one with clients to create a training and employment plan to meet their unique needs by:
• Meeting clients where they are and building trust through intensive case management.
• Providing targeted services that increase each client’s ability to move forward toward economic stability.
• Engaging with JobTrain’s partners to increase capacity to provide vital supports to clients facing significant barriers to employment.

These wraparound services and supports are a vital component in helping our clients to transition from poverty and unemployment to a sustainable career and financial independence.

With your help during FY24, JobTrain will continue to focus on providing clients with the job skills, wraparound supportive services and resources they need to break their cycle of poverty and create their own pathway to sustainable employment. Throughout their journey, clients will receive support from counselors who develop an individualized plan designed to help them achieve their goals and find employment in their chosen field.

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JobTrain will leverage this grant through our strong partnerships with other organizations that also serve the City of Menlo Park, and we remain focused on increasing our outreach and engagement activities within the city, which moving forward will include:
• Implementing new Employer Engagement Practices to attract and engage the best employers in the region in service of our graduate’s long-term economic success.
• Developing new strategic partnerships and building a stronger service provider eco-system.

It is our hope that the City of Menlo Park will be by JobTrain’s side once again in FY24, as we continue to deliver an economic mobility model that empowers lowincome individuals in the City of Menlo Park, and throughout the County, to reclaim their lives from poverty and create a financially independent future.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

JobTrain’s goal is to empower the people that we serve to achieve full economic mobility, defined as achieving sufficient income and benefits to thrive economically in the place where they live, and in alignment with our mission, JobTrain’s programs and services are continuing to deliver best in class outcomes to our clients and our community.

While the effects of the COVID pandemic are lessening, low-income residents of Menlo Park continue to face significant challenges, and multiple barriers to employment. Our staff have witnessed first-hand their incredible strength and resilience, and JobTrain’s goal is to help them move forward into new jobs and careers that will get them back on track, and on a pathway to full economic mobility.

When Menlo Park residents come to JobTrain for assistance, they will be welcomed into an environment where the dignity and worth of every individual is respected – a place where the staff truly reflects the amazing diversity of the communities that they serve, fostering a safe and welcoming space for our clients to study, grow, and thrive.

With the support of the City of Menlo Park during FY24, JobTrain will continue to provide our critically needed programs and services to low-income individuals and families throughout Menlo Park. With a grant of $10,000, JobTrain projects to serve 150 Menlo Park residents through all our programs and services.

Specifically for Supportive Services, the Career Resource Center, and the Client Supportive Services Center, we project to serve 100 Menlo Park residents. These residents will receive a total of 270 services.

Supportive Services:
• 30 Menlo Park residents will receive 75 Supportive Services.

Career Resource Center:
• 65 Residents will receive190 career services, including: Career Guidance, Rapid Employment and Job Readiness Services, as well as connections to employment opportunities, access to Skills Upgrade Classes, and the opportunity to enroll in full time Career Training Programs.

Client Supportive Services:
• 5 Residents will receive Client Supportive Services, including: Transportation vouchers, work clothing, and the supplies needed to help them succeed in the classroom and/or the workplace.

In addition, 50 residents will benefit from Skills Upgrade of Career Training services.

For the Menlo Park residents that JobTrain will serve during FY24, gaining access to the vital network of support that they need to remain stable, and focused on achieving their goals so that they can secure stable employment will generate more than just income – it will bring hope, new social networks, and self-respect.

Many low-income individuals and families may be unaware of, or do not know how to gain access to the programs and resources that are available to them, and how gaining access to these programs could significantly improve their financial wellbeing. With your help, JobTrain will bridge this gap, providing the critical support and resources that Menlo Park residents need.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

JobTrain serves as an integral part of the Menlo Park community, and the programs and services we provide reflect observed community needs. JobTrain has been embedded in the Menlo Park community since 1965, with headquarters Page C-2.63
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in east Menlo Park, and satellite offices centrally located in East Palo Alto, South San Francisco, North Fair Oaks, and San Jose. We understand our responsibility to the people and the communities we serve and center their voices in everything that we do.

JobTrain is committed to being responsive and collaborative with programs and services that are designed to directly address the needs of the community, and we have a long history of inclusive and collaborative community engagement. We have a diverse staff that reflects our community, and who are uniquely qualified to provide input as to the specific needs of our service recipients. 17% of JobTrain staff are former students, and more than 30% live, work, and are actively involved in the same communities they serve every day.

This is reflected in JobTrain’s programs, which are designed to meet people where they are, providing targeted services that directly address their unique needs.

Since 2009, JobTrain has been providing a Supportive Services Team, Career Resource Center, and Client Supportive Services that have been providing needed services to the residents of Menlo Park. JobTrain’s headquarters, located at 1200 O’Brien Drive is known throughout the community as a trusted place, where residents can go and talk to caring, experienced staff, and be confident that they will receive high quality services at no cost. Located less than a mile from Belle Haven, JobTrain is easily accessible to all Menlo Park residents, particularly those located in the Belle Haven area of the city. JobTrain also recently opened a Career Center in North Fair Oaks, making services more convenient for residents.

We are unique in that we provide an array of services directly to city residents, including emergency and safety net services. We also partner and collaborate with numerous organizations to leverage resources and provide the best possible services to our clients.

Our dedicated staff that is committed to evolving to meet the changing world around us. We continuously update and expand our programs and processes to respond to the changing labor market and the evolving needs of our clients, as we strive every day to accomplish our mission, to help those who are most in need to succeed.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

JobTrain works with numerous partners who bring specific expertise that leverage and enhance the programs and services that JobTrain provides, both in the City of Menlo Park and throughout San Mateo County.
• We partner with Five Keys Schools and Programs to provide GED preparation onsite at our headquarters in east Menlo Park.
• JobTrain’s supportive Service Center team helps clients to enroll in Public Benefits such as CalFresh, TANF, and Healthcare.
• To help clients meet their basic needs, we have reciprocal relations with Second Harvest Food Bank, Daybreak Shelter, HIP Housing, LifeMoves, Peninsular Family Services, and Star Vista.
• JobTrain has Technical Advisory Committees that includes local partners such as: Google, LinkedIn, Intuit, Bon Appetit, Webcor, and Box. Collectively, they provide advice and input for all our Career Training Programs, while offering pipelines to employment opportunities for our graduates. • The Palo Alto Medical Foundation, Stanford Health, and Kaiser Permanente, work closely with our Career Developers to provide JobTrain Medical Assistant, and Certified Nursing Assistant students with externships that upon graduation, often lead directly to full-time employment.

We also have reciprocal partnerships with:
• One East Palo Alto
• Boys & Girls Club of the Peninsular
• San Mateo county Human Services Agency
• Nuestra Casa
• KARA
• Belle Haven School (Parent Groups)
• VA Menlo Park
• Farmers Market Discount Food Program
• Child Support Services San Mateo County
• Community Legal Services in East Palo Alto
• Renaissance Mid-Peninsula
• San Mateo County Behavioral Health, Department of Rehabilitation • Foster Youth Programs
• JobCorps
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• Tech4Success
In the coming year, JobTrain will continue to reach out to, and engage with, local employer, so that we can create a direct pipeline to employment for our clients.

There are currently no other agencies in San Mateo County that provide the comprehensive programs and services available to clients at JobTrain.

While some of the services provided through JobTrain are also available through the San Mateo County Human Services Agency, many clients have told staff that they feel more comfortable coming to JobTrain, rather than going to a government agency, as there is no stigma attached to asking for assistance, no wait time for services, and our office location in Menlo Park makes it especially convenient.

To leverage precious resources and avoid duplication of services, JobTrain works with our partners to ensure that we are maximizing resources, so that our clients receive the best possible services in the most efficient way. We communicate with our partners at least once a month, invite them to our events, and attend our partners events.

Program name Client Supportive Service Team & Resource Center Requested from City of Menlo Park (number) 10000
Requested/received from all other sources (number) 197474 Total funding received/requested (number) $207474.00
Percentage requested from Menlo Park (%) 4.8198810453
Percentage requested/received from all other sources (%) 95.1801189547 Direct service costs (number) 158797
Administrative costs (number) 38677
Total program expenditures (number) $197474.00
Direct service costs percentage (%) 80.4141304678
Administrative service costs percentage (%) 19.5858695322 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 10883698 Total funding requested/received (number) $10893698.00
Percentage requested from Menlo Park (%) 0.0917961926
Percentage requested/received from all other sources (%) 99.9082038074 Direct service costs (number) 8847204
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs (number) 1994320
Total agency/organization expenditures (number) $10841524.00 Direct service costs percentage (%) 81.6048002107
Administrative costs percentage (%) 18.3951997893
Please upload any supporting documents JobTrain Spring 2023 Newsletter-SBD Recognition.pdf Additional documentation
Acknowledgement I understand and agree
Patricia Cheeseman
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 11:08AM
Receipt number 44
Related form version 1
Agency/organization name Junior League Palo Alto Mid Peninsula Agency/organization street address 555 Ravenswood Avenue Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Youth/teens
Service description The Junior League of Palo Alto•Mid Peninsula is an organization of women whose mission is to advance women’s leadership for meaningful community impact through volunteer action, collaboration, and training. Our focus area is improving the wellbeing of our community through programs and community partnerships that address the impacts of systemic poverty on the physical and mental health of individuals and families, including the lack of sufficient housing, food, and provisions.

Individuals/families served in the most recently completed fiscal year (number)
4483
Menlo Park residents/families served in the most recently completed fiscal year (number)
4000
Comments about the service population We serve youth and any population impacted by poverty including those with physical and mental health issues, lack of sufficient housing, food, and provisions.

We provide resources and volunteers and partner with organizations like Project Services provided and populations served
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READ, Art in Action, Pathways, The KSP, Hope's Corner, Princess Project, CORA, HIP Housing, and many others in order to most efficiently and effectively utilize time, expertise, and resources.

Nonprofit status ID# 94-1603047
Year incorporated 1965
Governing board size (number) 8
Governing board meeting frequency Monthly
Full-time employees (number) 2
Part-time employees (number) 3
Total employees (number) 5
Volunteers (number) 115
Total monthly volunteer hours (number) 575
FY2023-24 Community Funding monies requested from Menlo Park (number)
64040
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

11.5%
FY2023-24 funding received from other agencies (number) 0 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

The Junior League of Palo Alto•Mid Peninsula is an organization of women whose mission is to advance women’s leadership for meaningful community impact through volunteer action, collaboration, and training. Our focus area is improving the well-being of our community through programs and community partnerships that address the impacts of systemic poverty on the physical and mental health of individuals and families, including the lack of sufficient housing, food, and provisions.

2. Describe how your agency/organization plans to use the requested funding if awarded.

In 2017, JLPA•MP (Junior League Palo Alto Mid Peninsula), located at 555 Ravenswood, Menlo Park, partnered with the Redwood City Public Library to create what is now known as Project STEAM. STEAM learning kits have been provided to youth and their families for small group learning. Skilled JLPA•MP members volunteer their time and expertise, mentoring students and families, making learning tangible, engaging and collaborative. Project STEAM has also provided field trip opportunities as well as a ‘Women in STEAM’ live speaker miniseries where JLPA•MP members shared their own journeys and experiences in a variety of STEAM fields. In addition to Project STEAM volunteers, many JLPA•MP members also support Project STEAM ‘behind the scenes’ through project prep volunteering and contributing to student book drives, food distribution, and additional support when the need arises.

During COVID closures, Project STEAM stayed strong, pivoting to virtual learning to ensure continued services. Project STEAM removes the access barrier that exists for many students to meaningful STEAM learning opportunities, which is why Project STEAM continues to offer services both in-person and virtually.

Project STEAM’s unique combination of trained and dedicated mentors from the JLPA•MP, quality STEAM materials, and a safe, known learning environment has created access to STEAM learning that previously did not exist for many Agency/organization narrative answers
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marginalized students and families.

Now, Project STEAM is stronger than ever before, still providing mentor-guided, hands-on STEAM learning opportunities to the youth and families at the Redwood City library. In 2023, JLPA•MP expanded support to include Social Emotional Learning components and address food insecurity in order to meet the needs of families and remove obstacles to learning.

EXPANSION TO MENLO PARK YOUTH:

Project STEAM has proven to be such a successful program at the Redwood City Public Library, that we as JLPA•MP, would like to expand this program to Menlo Park youth to make these STEAM opportunities available to even more children who otherwise would not have access to these resources. We plan to start providing STEAM activity kits and SEL (social emotional learning) material to youth through the Menlo Park and Belle Haven public libraries. We also plan to include other common barriers to learning like healthy snacks and basic supplies.

Why expand to Menlo Park? We polled many families that visit the Menlo Park public libraries as well as some families that attend school in the Menlo Park public school district. We found that many families often must choose between buying necessities for their family and buying healthy snacks/school supplies/books for their children (children develop a love of learning and reading when they are able to build their very own library collection at home). However, some of these families in need feel uncomfortable going to distribution centers for essentials and food, mainly for safety reasons. Some also have expressed that they are embarrassed and would rather not be seen at one of the local food distribution centers. We want to try to bridge that gap with dignity by providing access to STEAM and SEL activities at safe locations like public libraries and the JLPA•MP gatehouse at 555 Ravenswood, Menlo Park.

We start by providing these kits to Menlo Park youth and will host a virtual mentoring session, led by our skilled JLPA•MP volunteers, all of whom have received youth STEAM training and background checks through Redwood City and the Redwood City public library. As the program becomes more popular, we will explore hosting in-person STEAM workshops at the public libraries and/or the JLPA•MP gatehouse.

ADDITIONAL SERVICES:

Our commitment involves the continuation of our Project STEAM tinker club virtual meetings and kit distributions throughout the Summer season, as many existing programs conclude during this period. This presents an increased demand for our resources during the Summer months.

Additionally, with the grant funding we desire to organize seasonally themed drives, such as providing backpacks and school supplies in the Fall and offering youth STEAM gift drives during the holiday season. These drives will not only attract more families in need to our program but also play a pivotal role in building trust within the community. Establishing this trust is essential as it allows us to gather crucial information about the specific supplies, food items, SEL/mindfulness activities, and STEAM programs that are most urgently required.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Within the community of Menlo Park, there exists a significant group of families who go unnoticed due to a misperception that residents of Menlo Park do not require assistance. Unfortunately, our current financial resources do not permit us to facilitate the expansion of this program to cover the entire City of Menlo Park, yet we firmly believe that its implementation would bring about a substantial, positive impact on the broader Menlo Park community.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

JLPA•MP has discovered that many families often face a challenging dilemma, having to make difficult choices between purchasing essential items for their households and providing their children with healthy snacks, school supplies, and books to foster a love of learning and reading at home. Regrettably, some of these families in need harbor reservations about visiting traditional distribution centers for necessities, primarily due to concerns about safety. Additionally, many have conveyed feelings of embarrassment and a desire to remain inconspicuous when seeking assistance from local food distribution centers.

Our initiative aims to bridge this gap while preserving the dignity of these families by offering access to both STEAM and SEL activities, in conjunction with essential pantry items and nutritious snacks. These services will be provided at safe, welcoming locations such as public libraries and the JLPA•MP gatehouse at 555 Ravenswood in Menlo Park.

We are the founders of this project and have committed to developing it year after a year. The relationships we have build with the library and the families allow us realtime data to observe the effectiveness of the program.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Our dedicated JLPA•MP community team actively engages with non-profit partners, such as HIP Housing, CORA, Project READ, The Miracle League of SF Peninsula, Pathways, Art in Action, Princess Project, The KSP, Hope's Corner, Page C-2.69
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and Good Karma Bikes, to assess the most impactful and most effective ways we can serve our community. Our strong relationships with these non-profit partners enable us to continually identify the most pressing needs coming directly from organizations that are in direct contact with support the demographic.

Our involvement encompasses a wide range of volunteer and program management activities. For instance, we have created welcome bags for victims of domestic abuse in safe houses (in partnership with HIP Housing), provided dresses and consultation for Princess Project underprivileged youth girls, assisted at local animal shelters, supplied art kits for Art in Action classes that serve thousands of local families, and collaborated with the Redwood City Public Library to establish a safe space for underprivileged children to explore STEAM concepts outside of school.

In addition to our direct service initiatives, we also engage in DIADs (Done in A Days), coordinating training opportunities for our members, and organizing drives to address specific community needs. These quick volunteer days have a long lasting effect in our community.

We maintain a high level of vigilance to minimize redundant services, harnessing our small team's ability to adapt swiftly and efficiently to cater to the most pressing community needs. Additionally, we excel in seamlessly coordinating with other organizations, fostering synergy to optimize our collective effectiveness. JLPA•MP is given positive feedback time after time on how well-equipped our volunteers are with skills and community impact strategies that make for a positive partnership that produces long-lasting change. Members of our League are often invited to become Board Members or advisors to local nonprofits because of the excellent collaboration skills they have observed.

Program name Project STEAM Menlo Park
Requested from City of Menlo Park (number) 64040
Requested/received from all other sources (number) 0
Total funding received/requested (number) $64040.00
Percentage requested from Menlo Park (%) 100
Percentage requested/received from all other sources (%) 0 Direct service costs (number) 64040
Administrative costs (number) 0
Total program expenditures (number) $64040.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 64040
Funding requested/received from all other sources (number) 0 Total funding requested/received (number) $64040.00
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Percentage requested from Menlo Park (%) 100
Percentage requested/received from all other sources (%) 0 Direct service costs (number) 64040
Administrative costs (number) 0
Total agency/organization expenditures (number) $64040.00 Direct service costs percentage (%) 100
Administrative costs percentage (%) 0
Please upload any supporting documents 23_24 Budget Proposal.xlsx Additional documentation
Acknowledgement I understand and agree
Sara Gee on behalf of Junior League Palo Alto Mid Peninsula Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 2:28PM
Receipt number 32
Related form version 1
Agency/organization name Legal Aid Society of San Mateo County Agency/organization street address 330 Twin Dolphin Drive, Suite 123 Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94065
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description Providing free civil legal services to low-income residents Individuals/families served in the most recently completed fiscal year (number)
3457
Menlo Park residents/families served in the most recently completed fiscal year (number)
125
Comments about the service population Legal Aid SMC provided direct legal services to 53 Menlo Park households, impacting 123 individuals. Several of these households faced multiple legal issues.

Legal Aid SMC opened 48 new cases and continued work on 14 cases that had been opened before the start of the contract period. These cases covered a range of legal needs including housing, immigration, health care affordability, special education access, and safety net benefits.

Services provided and populations served
Agency/organization structure and funding request
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Nonprofit status ID# 94-1451894
Year incorporated 1959
Governing board size (number) 16
Governing board meeting frequency Every other month
Full-time employees (number) 32
Part-time employees (number) 6
Total employees (number) 38
Volunteers (number) 176
Total monthly volunteer hours (number) 378
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.19 FY2023-24 funding received from other agencies (number) 5238664 Funding received from Menlo Park for the most recently completed fiscal year (number)
8000

1. Please provide a brief statement of your agency/organization purpose.

Legal Aid SMC’s mission is to fight social injustice through civil legal advocacy for people living in poverty. Legal Aid SMC provides individual representation, community education, systemic advocacy, and strategic collaborative approaches to address legal issues and resolve problems in important areas of basic need including health, housing, income, and freedom from violence. Legal Aid SMC is an integral part of San Mateo County’s safety net, collaborating with community agencies, local governments, health care providers, and many others to provide coordinated services to low-income residents. Legal Aid SMC leverages its resources by recruiting, training, and supervising hundreds of pro bono attorneys and legal professionals who provide thousands of hours of free legal services each year.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Legal Aid SMC will provide free civil legal services to Menlo Park’s most vulnerable populations in the areas of housing, health care, income maintenance, special education, domestic violence, immigration, and elder abuse. Legal Aid SMC attorneys will serve Menlo Park residents who are threatened with eviction; denied access to health care or health coverage; denied CalFresh (Food Stamps) or other safety net benefits; struggling to navigate changing immigration laws; or need help escaping abusive partners or household members. All services are available in person and by phone or video conference.

In addition to providing direct services, Legal Aid SMC attorneys will develop and present education and outreach programs and materials to educate Menlo Park residents about their legal rights.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The Legal Aid Society of San Mateo County provides civil legal services addressing basic needs free of charge to its low-income clients. We rely on a combination of public and private grants, contracts, and individual donations.

Funding from the City of Menlo Park would both support our efforts to provide civil legal services to low-income residents of Menlo Park and strengthen Legal Aid SMC’s future applications for funding from the County of San Mateo and other cities, which require that applicants show financial support from other local jurisdictions. Funding from Menlo Park would also support applications to prospective funders who target the southern part of San Mateo County.

Agency/organization narrative answers
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4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Last year, Legal Aid SMC helped 53 unduplicated households in Menlo Park with 62 legal problems. The median household income of our Menlo Park clients was just $20,148, less than 1/7th of the median household income in San Mateo County ($145,388 ) .

Legal Aid SMC will continue to help Menlo Park families at risk of displacement.

We will ensure that eligible low-income Menlo Park residents, including lowincome seniors and those with disabilities, obtain the CalFresh and other safety net benefits they need to feed and care for their families. We will represent women escaping abusive partners, and seniors who live in fear of abusive family members. Legal Aid SMC will also help people access affordable health care and help children with special needs get the services they need to succeed in school.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

The Legal Aid Society of San Mateo County collaborates with many community organizations and government agencies in San Mateo County to provide holistic legal services to its clients. Through its participation in the LIBRE project, Legal Aid SMC works with community organizations and government agencies throughout the peninsula.

As a partner in the CRISP Collaborative (Collaborative Resources for Immigrant Services on the Peninsula) we work with other legal services providers to expand immigration legal services to low-income immigrants. Legal Aid SMC created the Domestic Violence Collaborative in partnership with CORA (Community Overcoming Relationship Abuse) and Bay Area Legal Aid to provide pro bono representation to domestic violence survivors. We also partner with health providers in San Mateo County through our Peninsula Family Advocacy Program (FAP). FAP provides legal services that help resolve problems that adversely affect children’s health. Legal Aid SMC's housing team collaborates with other legal services organizations as well as community agencies that provide rental assistance and social services to families at risk of homelessness.

Pre-pandemic, these services were offered in-person. During the pandemic, Legal Aid SMC and our partners provided services remotely through a variety of mechanisms including video conferencing, phone appointments, and outreach activities that utilized social media like Facebook Live. Post-pandemic, we have both resumed in-person services and maintained remote service delivery options like phone and video consultations to broaden our reach in the community.

Legal Aid SMC is the only provider of free legal services in San Mateo County to people who need help in the areas of access to health care, safety net benefits, elder abuse, special education, and other issues. Legal Aid SMC collaborates with other local and regional legal services providers, including Bay Area Legal Aid, the Stanford Community Law Clinic, CORA, the San Mateo Superior Court, Catholic Charities, Immigration Institute of the Bay Area, Pangea Legal Services, and Community Legal Services in East Palo Alto to coordinate client referrals and address housing, domestic violence, immigration, and other legal issues faced by low-income San Mateo County residents at a systemic level. We work with these agencies to ensure that our services are complementary and not duplicative.

Program name
Requested from City of Menlo Park (number) 10000
Requested/received from all other sources (number) 5238664 Total funding received/requested (number) $5248664.00
Percentage requested from Menlo Park (%) 0.1905246745
Percentage requested/received from all other sources (%) 99.8094753255 Direct service costs (number) 4985341
Administrative costs (number) 589283
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Total program expenditures (number) $5574624.00
Direct service costs percentage (%) 89.4291884080
Administrative service costs percentage (%) 10.5708115920 Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 5238664 Total funding requested/received (number) $5248664.00
Percentage requested from Menlo Park (%) 0.1905246745
Percentage requested/received from all other sources (%) 99.8094753255 Direct service costs (number) 4985341
Administrative costs (number) 589283
Total agency/organization expenditures (number) $5574624.00 Direct service costs percentage (%) 89.4291884080
Administrative costs percentage (%) 10.5708115920
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Lauren Gee
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 1 November 2023, 10:03AM
Receipt number 41
Related form version 1
Agency/organization name LifeMoves
Agency/organization street address 2550 Great America Way, Suite 201 Agency/organization city Santa Clara
Agency/organization state CA
Agency/organization zip code 95054
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description Haven Family House provides interim shelter and services for homeless families serving up to 91 individuals per night with 23 family units. 9 of these units are reserved for Veteran clients.

Individuals/families served in the most recently completed fiscal year (number)
7075
Menlo Park residents/families served in the most recently completed fiscal year (number)
11 Comments about the service population LifeMoves seeks funding under this grant application to support Haven Family House, our family shelter in Menlo Park. We cannot guarantee access for Menlo Park residents at this site, but do accept referrals from the local area by experienced service providers through the San Mateo County Coordinated Entry System. The County endeavors to place individuals and families in interim housing programs that are close to the community in which they have relationships and ties (close to last permanent address, family, work, former schools, and other community ties). Thus, we serve residents of Menlo Park and surrounding communities at Haven Family House as well as at our other San Mateo County Services provided and populations served
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interim housing locations. We also provide support to Menlo Park residents through our Rapid Rehousing program and serve unsheltered Menlo Park persons via engagement by our Homeless Outreach Team.

Nonprofit status ID# 77-0160469
Year incorporated 1987
Governing board size (number) 17
Governing board meeting frequency Quarterly
Full-time employees (number) 378
Part-time employees (number) 48
Total employees (number) 426
Volunteers (number) 8000
Total monthly volunteer hours (number) 5295
FY2023-24 Community Funding monies requested from Menlo Park (number)
20000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.03
FY2023-24 funding received from other agencies (number) 99 Funding received from Menlo Park for the most recently completed fiscal year (number)
16000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

LifeMoves is the largest and most innovative provider of interim housing and supportive services for individuals, couples, and families experiencing homelessness in Silicon Valley and the Bay Area Peninsula. Since 1987, LifeMoves (formerly InnVision Shelter Network) has given our neighbors experiencing homelessness a temporary place to call home while providing intensive, customized case management through both site-based programs and community outreach. Our mission is to end homelessness by providing interim housing, support services, and collaborative partnerships.

2. Describe how your agency/organization plans to use the requested funding if awarded.

The funds from this grant will support staff salaries for children’s programming and intensive case management at the Haven Family House (HFH) shelter located in Menlo Park. The onsite child development center has a preschool side and a toddler side so that children of many ages can be served. The children’s programing is detailed and creative, hosting STEM activities, crafts, and team building. For example, children participated in the My Story Book activity in which they fill pages with their own reflections, thoughts, stories, and illustrations.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The effects of homelessness are devastating for children. Families have little money for necessities, and are left with few opportunities for their children to learn and play. Children not only suffer from physical problems resulting from poor nutrition, lack of proper health care, and inadequate shelter, but stress and trauma play a major role in their lives.

Families lacking such basics as food and shelter often are unable to provide a supportive educational environment for their children; as a result, children experiencing homelessness often fall behind in their studies and struggle to catch up. Studies such as the Stanford Studies on Homeless Children, Youth and Agency/organization narrative answers
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Families have indicated that school achievement of homeless children is usually far below the achievement of housed children. Over 20% of homeless children do not attend school at all. Children need stable housing, basic needs, and a safe and welcoming educational environment, which encourages academic readiness.

Staff at Haven Family House provide the tutoring and support that these children need to learn and to grow. In each of the last three fiscal years Haven Family House has served more children than adults.

Additionally, although it seems we have “made it through COVID,” our families are still dealing with COVID-19 related aftershocks – eviction protection and many public benefit programs have ended, but the affordable housing stocks and job markets have not improved – opportunities to secure housing and employment that were lost due to COVID have not been replaced. And families need more support than ever to navigate the changing landscape of programs that do still exist. Robust children’s programming enables parents to save money, search for stable housing, and secure full-time employment – all with the knowledge that their children are safe, being supervised, and engaging in educational enrichment activities.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Haven Family House offers exactly the type of services that are needed in the community of Menlo Park and that are called out in the January update of the 2023-2031 Housing Element – specifically, to address the needs of people experiencing homelessness, and plan for and support emergency shelters, low barrier navigation centers, and transitional and supportive housing opportunities.

This is where LifeMoves’ programs shine. We are especially honored to serve Veteran families in the area, with accommodations reserved for Veteran families at Haven Family House every night. LifeMoves shares the City of Menlo Park’s commitment to serving Veterans and is glad to be a part of the effort to help them.

Additionally, the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income is an integral part of LifeMoves’ practices that also supports the City of Menlo Park’s Housing Element update. These values are reinforced with our culturally diverse staff through regularly scheduled culturalawareness trainings. In addition to in-house expertise, LifeMoves contracts with a licensed clinical psychologist to provide mandatory, semi-annual training to all LifeMoves staff on cultural competency and sensitivity by integrating multiculturalism into organizational practices.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

LifeMoves partners with more than 50 different agencies that also serve lowincome families from a variety of backgrounds. Many of these organizations have longstanding collaborations with LifeMoves to provide enhanced resources and specialized support to our clients; this enables us to maximize our grant funds while avoiding duplication of effort in the community. Below is a sampling of local agencies that provide services to Haven Family House and our other interim housing programs:

Organization Service Offered
Child Care Coordinating Council Child development services and childcare CORA Domestic violence support services
County Mobile Health Services On-site health services
Ecumenical Hunger Program Refers families, provides housing vouchers El Centro de Libertad Drug and alcohol treatment services Golden Gate Regional Center Services for special needs children Goodwill Industries Vocational training and job development Housing Industry Foundation Rental assistance
Interfaith Network for Community Help Household items and furniture Job Train Vocational training and ESL classes
My New Red Shoes Children's shoes and clothing
Peninsula Family Service On-site therapeutic childcare
San Mateo Credit Union Workshops on financial literacy
Second Harvest Food Bank Food
Stanford School of Medicine Workshops for parents (“Ask the Pediatrician”) Women’s Recovery Association Parenting classes and substance abuse counseling
In the past, we have also received generous volunteer assistance from the broader Menlo Park community, including individuals and families, schools, congregations, community groups, and local companies. This collaboration further enabled the staff at Haven Family House to stretch resources and provide services efficiently. As of September 2023, LifeMoves has resumed in-person volunteering with COVID-19 protocols and trainings for all volunteers. Just a few organizations that provide volunteers include the Palo Alto Women’s Club, Young Men’s Service League, San Mateo Barristers, and Los Altos United Methodist Church.

The services provided at Haven Family House are not duplicated by any other agency, as there are no other family shelters in Menlo Park. Our clients at Haven Family House are primarily residents of southern San Mateo County, including Belle Haven, East Palo Alto, and Menlo Park.

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Program name Haven Family House
Requested from City of Menlo Park (number) 20000
Requested/received from all other sources (number) 969807 Total funding received/requested (number) $989807.00
Percentage requested from Menlo Park (%) 2.0205959344
Percentage requested/received from all other sources (%) 97.9794040656 Direct service costs (number) 922959
Administrative costs (number) 115153
Total program expenditures (number) $1038112.00
Direct service costs percentage (%) 88.9074589254
Administrative service costs percentage (%) 11.0925410746 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 20000
Funding requested/received from all other sources (number) 65966897 Total funding requested/received (number) $65986897.00
Percentage requested from Menlo Park (%) 0.0303090476
Percentage requested/received from all other sources (%) 99.9696909524 Direct service costs (number) 54927036
Administrative costs (number) 11917688
Total agency/organization expenditures (number) $66844724.00 Direct service costs percentage (%) 82.1710865318
Administrative costs percentage (%) 17.8289134682
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents LifeMoves 2021-22 Annual Report.pdf LifeMoves FY24 Budget.pdf
Additional documentation
Funding application certification and submittal
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Acknowledgement I understand and agree
Hanna Pesha
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2023-24 Community Funding Grant
Program Application
Submitted on 30 October 2023, 1:33PM
Receipt number 37
Related form version 1
Agency/organization name Live In Peace, Inc.

Agency/organization street address 321 Bell Street
Agency/organization city East Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description Live In Peace is a non-profit organization that seeks to advance the power and beauty we know in our community by empowering our youth and young adults.

Our programs combine our intuitive nature and systemic understanding to create powerful and effective programs with long-term impact. Our programs focus on youth and young adults that are not served by other programs and partners and those identified by their high schools as the most at-risk for dropping out. We mentor, counsel, tutor, coach, advocate, and serve in the role of anything that a strong community should do on behalf of its youth.

Individuals/families served in the most recently completed fiscal year (number)
350
Menlo Park residents/families served in the most recently completed fiscal year (number)
100
Comments about the service population Our core demographic are those the least likely to graduate high school and even less likely to find onramps to fulfilling, economically stable careers. Many have been part of the juvenile justice system and at the very least counted out by teachers, judges, and other youth programs. Historically, our communities have Services provided and populations served
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been considered low-income. The SWAG program specifically is made up of students in grades 9-12 in the Sequoia Union and Ravenswood School districts.

Students are predominantly socioeconomically disadvantaged youth, exclusively youth of color (Latinx, Pacific Islanders, and African Americans) and the ethnic composition of SWAG is in many ways a reflection of East Palo Alto demographics and, crucially, the youth served by SWAG fall into ethnic categories that experience lower graduation rates in SUHSD schools as compared to other high schools in California.

Nonprofit status ID# 45-2301493
Year incorporated 2013
Governing board size (number) 6
Governing board meeting frequency Quarterly
Full-time employees (number) 11
Part-time employees (number) 4
Total employees (number) 15
Volunteers (number) 2
Total monthly volunteer hours (number) 40
FY2023-24 Community Funding monies requested from Menlo Park (number)
20000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
1%
FY2023-24 funding received from other agencies (number) 1628679 Funding received from Menlo Park for the most recently completed fiscal year (number)
10000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Live In Peace is a non-profit organization that seeks to advance the power and beauty we know in our community by empowering our youth and young adults.

SWAG, Gap-Year Project, College Initiative, The Bike Shop and the LIP Junior Golf Program, and many of our students are able to take advantage of many or all of our programs as they provide wrap-around support at all stages of young adults’ lives.

2. Describe how your agency/organization plans to use the requested funding if awarded.

We are seeking funding for our SWAG high school program. This a program that supports 80 kids between 9th and 12th grade who are least likely to graduate and makes them part of the Live in Peace family. It’s support, mentoring, tutoring, and security to ensure they graduate.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

We are requesting funding from the City of Menlo Park to ensure the program can continue seamlessly despite two grants sunsetting this year (one private foundation, one government grant). These multi-year grants supported the majority Agency/organization narrative answers
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of the program and as such we are looking to diversify our funding streams to maintain program continuity and sustainability. The City of Menlo Park has been a supportive partner to our organization in the past and we are grateful for the opportunity to submit this request as well.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

We know that when students are not able to graduate from high school, they are more likely to get involved in the penal system and other systemic inequities, need federal or state assistance, and are without the options of student loan access, access to unions or joining the service. The best way to fight system racism, poverty, and generational curses is to arm yourself with education and vision for your life. And the SWAG high school program does just that for our youth and it works. We see our program as an investment in the lifelong success of our youth in East Palo Alto and Menlo Park, with a specific focus on the Belle Haven community of east Menlo Park.

We also know that our work positively impacts the California state system. While it costs $106,000 to house an inmate in California for a year—and a more astounding $300,000+ per youth/per year in the Division of Juvenile Justice—it costs approximately $3,025 for a young adult to be in our SWAG program.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

The SWAG program has been a collaboration from its inception and a collaboration that breeds continued success. It is a partnership with the County of San Mateo, the Ravenswood and Sequoia School Districts, and local cities of East Palo Alto and Menlo Park. We are able to reach students in part to referrals, campus access, word of mouth in the community, and provide wrap around supports thanks to these partnerships.

Our organization is stand alone in the way we provide services to high school students. Not only do we provide after school support and tutoring, we also provide one-on-one mentoring and life coaching, mental health support, familial support and resources, and more to ensure each and every student is whole and moving forward with their lives personally, academically, emotionally, and professionally. We see the difference in these students as a result of the personal relationships developed and cultivated within our programs and truly believe in the work we do.

Program name SWAG High School Program
Requested from City of Menlo Park (number) 20000
Requested/received from all other sources (number) 948902 Total funding received/requested (number) $968902.00
Percentage requested from Menlo Park (%) 2.0641922506
Percentage requested/received from all other sources (%) 97.9358077494 Direct service costs (number) 827770
Administrative costs (number) 57944
Total program expenditures (number) $885714.00
Direct service costs percentage (%) 93.4579333735
Administrative service costs percentage (%) 6.5420666265 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Funding requested from Menlo Park (number) 20000
Funding requested/received from all other sources (number) 1540000 Total funding requested/received (number) $1560000.00
Percentage requested from Menlo Park (%) 1.2820512821
Percentage requested/received from all other sources (%) 98.7179487179 Direct service costs (number) 2480833
Administrative costs (number) 182792
Total agency/organization expenditures (number) $2663625.00 Direct service costs percentage (%) 93.1374724295
Administrative costs percentage (%) 6.8625275705
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Laura Gross
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 23 October 2023, 12:08PM
Receipt number 26
Related form version 1
Agency/organization name Menlo Rotary Community Foundation Agency/organization street address c/o Amy Boggs, 490 Sherwood Way #3 Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different) P.O. BOX 876, Menlo Park CA 94026 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Seniors/older adults
Youth/teens
Service description Together with the City of Menlo Park, The Rotary Club of Menlo Park established the Belle Haven Community Garden. In addition to garden plots for community members (including older adults), this garden provides education and youth service learning opportunities to local youth as well as meeting a need for fresh produce in the community. The garden also serves as a community hub, with picnic table, little free library, and periodic workday gatherings.

Individuals/families served in the most recently completed fiscal year (number)
200
Menlo Park residents/families served in the most recently completed fiscal year (number)
200
Comments about the service population The 35-bed garden primarily serves the Belle Haven community. Many users are seniors with farming/gardening knowledge that can be shared and passed down.

Workdays involve bed-holders and their families, as well as members of the Interact Club (high school arm of Rotary, out of Eastside Prep) and the Service Services provided and populations served
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Learning group at Menlo-Atherton high school.

Nonprofit status ID# 94-2723876
Year incorporated 1981
Governing board size (number) 12
Governing board meeting frequency Monthly
Full-time employees (number) 0
Part-time employees (number) 0
Total employees (number) 0
Volunteers (number) 65
Total monthly volunteer hours (number) 50
FY2023-24 Community Funding monies requested from Menlo Park (number)
2000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
1%
FY2023-24 funding received from other agencies (number) 0 Funding received from Menlo Park for the most recently completed fiscal year (number)
3000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

The Menlo Rotary Community Foundation (previously Rotary Club of Menlo Park Foundation) was established in 1981 and supports three endowments funds:

Scholarships; Community Service; and International Projects. In this proposal, we focus on our Community Garden. The Garden represents our ongoing commitment to improving health, food access and education in our community.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Our regularly recurring expenses include insurance (~$1600) and water (~$1300).

In addition, many of the beds require refurbishing this year (~$800 lumber and supplies), as well as new soil (many beds are depleted to about half of their volume: 10 yards at $110/yd=$1100) and compost (will access free). Occasionally we have unforeseen expenses (last year we replaced the Ivy Dr. garden gate and the lock on the Hill Avenue entrance). We would use the funds to offset costs of these expenses.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

We are committed to continuing support of the community garden but our original charter called for us to not be the sole financial supporters of the garden. In past years, we had sponsorships from Facebook, which disappeared during the last two years. The increasing costs of water, insurance, and maintenance require that we seek other outside funds.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

In addition to serving as a community hub and green spot in a relative food desert, the garden provides educational programs to youth from Eastside Prep and MenloAtherton High School. The garden itself teaches farming, and we also expose the youth and participants to composting, impacts of climate change, and integrated pest management. Our next generation are becoming acutely aware of the need to find sustainable, non-toxic answers to food production! For youth as well as adults (especially older adults), many scholarly articles have examined what is obvious to Agency/organization narrative answers
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many, i.e. that gardening and food production are beneficial to physical and mental health and well-being.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We act as coordinators for activities in the garden including workdays, and planting/harvest days. We work with Menlo-Atherton Service Learning (Andrew Stuart) and the Interact Club at Eastside Prep (Yuhui Chen). We recently collaborated with the City of Menlo Park to obtain 6 yards of wood chips and had the students weed the paths and cover them with woodchips. (This chore is essential to keeping weeds from invading the garden beds.) This year we will try to arrange a compost drop-off through the Hill Street service entrance so that bed holders can amend their soil.

This is the sole community garden in Belle Haven. Students at schools in other neighborhoods of Menlo Park are exposed to teaching gardens in elementary school (for example, Encinal School), and we want to be sure that District 1 is not left out of this experience. We collaborate with the schools and the City of Menlo Park. We are always open to new collaborations with aligned agencies and business sponsors.

Program name Belle Haven Community Garden
Requested from City of Menlo Park (number) 2000
Requested/received from all other sources (number) 2000 Total funding received/requested (number) $4000.00
Percentage requested from Menlo Park (%) 50.0
Percentage requested/received from all other sources (%) 50.0 Direct service costs (number) 4000
Administrative costs (number) 0
Total program expenditures (number) $4000.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 2000
Funding requested/received from all other sources (number) 215000 Total funding requested/received (number) $217000.00
Percentage requested from Menlo Park (%) 0.9216589862
Percentage requested/received from all other sources (%) 99.0783410138 Direct service costs (number) 193000
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs (number) 4800
Total agency/organization expenditures (number) $197800.00 Direct service costs percentage (%) 97.5733063701
Administrative costs percentage (%) 2.4266936299
Please upload any supporting documents After.jpg
Before.jpg
During.jpg
Service learning group.jpg
Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 4:30PM
Receipt number 49
Related form version 1
Agency/organization name MPC (Menlo Park Community) Ready Agency/organization street address 1410 Mills Court
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Emergency assistance
Seniors/older adults
Youth/teens
Service description The MPC (Menlo Park Community) Ready organization focuses on advancing a collaborative community partnership to increase disaster preparedness across the Menlo Park community. A key benefit of MPC Ready is the existing organizational structure that provides an ongoing entry point for new people to get started or to build collaboration.

The structure includes our ongoing community meeting that offers a way for existing, new and prospective members to build knowledge and skills and connect with others, including those from counterpart organizations and government officials. These meetings are free and open to all. Since January 2020, we have offered community education focused on skills and topics not addressed elsewhere and/or ones presented customized to our populations. We plan to add monthly “office hours” for drop-in support towards focused programs such as a Firewise USA pilot program and one aimed at earthquake home mitigation.

One primary service is the systematic building of household and Services provided and populations served
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block/neighborhood-level disaster preparedness via Block Coordinators supported by a Neighborhood Coordinator and MPC Ready. Currently, we are organized at the block and often neighborhood level (such as within a large condo building complex) on up to the MPC Ready organization. A “block” usually consists of 12- 15 households that vary in populations. Residents may include families with small children, elderly, single parents, recently divorced or widowed, disabled, lowerincome renters, people of color, and those living paycheck-to-paycheck where a disaster could displace them into possible homelessness. An overall HOA-style community might include mostly seniors and those with limited mobility.

Our services to Block Coordinators include training, education, support, materials and an established organization that offers a low-barrier-to-entry point. We are an inclusive program. Within a general framework, we offer much flexibility that appeals to a broader array of people.

Following a disaster, the Block Coordinators would first establish their own and their family unit/household’s safety and welfare. They would then focus on their most vulnerable neighbors. Block coordinators also often stock extra supplies of water, food, equipment and other “shelter in place” necessities, they can help neighbors, as needed, following a disaster.

In addition, the MPC Ready Block and Neighborhood Coordinators are often connected to other parts of our community, such as to a local club, school, small business or house of worship. Block Coordinators may then, often with our support, help a community organization that they are affiliated with to start getting prepared. This hastens community resilience building.

MPC Ready volunteers can help the government in other ways, such as by holding community engagement sessions to collect input into the city’s Safety Element, proposed programs, or “After Action” reports. We have already held two such sessions. One was aimed at collecting community input into the Menlo Fire District’s new Community Resilience Unit. The other was a “Lessons Learned from the Storms” collaborative meeting, in partnership with members of the city’s Environmental Quality Commission.

With a little just-in-time training, we could help the city to “deploy” additional help for proactive mitigation. For example, we could go out in pairs to remove trash near storm drains, help staff sandbag stations, and deliver and set up sandbags at the residences of the elderly, disabled or otherwise vulnerable populations. We could also help staff booths at community events, blood drives or vaccine clinics, or provide communication services.

We could help Menlo Park obtain reimbursement from FEMA for tracked volunteer hours in connection with a declared disaster. Following just-in-time-training, volunteers could safely help with various post-disaster tasks such as helping with the debris removal effort.

Individuals/families served in the most recently completed fiscal year (number)
5660
Menlo Park residents/families served in the most recently completed fiscal year (number)
4510
Comments about the service population We focus on residents residing within the Menlo Park zip code of 94025.

Our approach is directly correlated with improved disaster outcomes at the neighborhood level. Specifically, we build the “linking, bonding and bridging” aspects of “social capital.” An increase in all aspects of “social capital” especially helps communities such as Belle Haven which has increased disaster risk. We work across all of Menlo Park, and in the broader community, as part of a deliberate and purposeful strategy.

We take a holistic approach to building community within a neighborhood, which includes pets and sometimes extended family members. An organized block/neighborhood typically includes families with young children, seniors, teenagers, and the disabled. The neighborhood contact list allows neighbors to ask for, and give informal support, such as babysitting, picking up groceries, or transportation for a blind or elderly neighbor. The social traditions build trust and a “front-porch” style community. Children and youth benefit from having adult neighbors who take an interest in them and in what they have to say. This helps build their self-esteem. Neighbors feel comfortable checking on neighbors, especially when something does not look right. When neighbors travel, they let at least a few neighbors know who look after their property, which reduces possible crime.

Our efforts help combat what a recent Surgeon General Report labeled the Page C-2.90
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“epidemic of loneliness” in America. People who know neighbors feel more connected and supported. Along with yearly social traditions, neighbors may go out to dinner together and some neighborhoods even have a neighborhood book club!
In addition, most MPC Ready active volunteers are “seniors” or renters. The Block Coordinator position helps “senior” volunteers to get more involved in our community.

Nonprofit status ID# 94-3136771 (MPC Ready Disaster Preparedness Fund at Philanthropic Ventures Foundation
Year incorporated 2020
Governing board size (number) 5
Governing board meeting frequency Monthly
Full-time employees (number) 1
Part-time employees (number) 0
Total employees (number) 1
Volunteers (number) 566
Total monthly volunteer hours (number) 475
FY2023-24 Community Funding monies requested from Menlo Park (number)
5000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
20%
FY2023-24 funding received from other agencies (number) 20000 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

The mission of MPC Ready is to work collaboratively to help build disaster prepared and climate-change ready neighborhoods through advocacy, outreach, education and training, resources, organization, and support.

2. Describe how your agency/organization plans to use the requested funding if awarded.

We would use the grant to establish a “pilot” program to help the most-in-need and ready Block Coordinators to establish a neighborhood meeting place for post disaster organized assembly. The grant would go towards a rolling bag with supplies, sign, portable card table, and two lightweight chairs.

The Rolling Bag would help a block coordinator to quickly set up a neighborhood meeting point where neighbors know to gather following a disaster. At the meeting place, neighbors could share information with each other, and later go in pairs to check on unheard-from neighbors, reporting back on conditions. The neighborhood meeting place would also foster informal support, light first aid and other help that would enable neighbors to safely shelter in place until outside help arrives. We also seek to establish communication protocols so block and neighborhood coordinators could quickly relay accurate information, as to conditions on the block, to the designated next level up. Our goal would be to provide accurate information, as quickly as possible, to our local government officials serving in our government’s Incident Command Post.

We believe this effort would lay a foundation for a future City of Menlo Park-led Agency/organization narrative answers
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effort to establish emergency assembly points and an evacuation plan.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The grant would demonstrate our government’s confidence in the MPC Ready’s efforts and increase our partnership with the government. The funds would help us to do more across Menlo Park. The grant would also help MPC Ready obtain grants from other sources.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

In a disaster, studies show that our most immediate source of help will be the neighbors living closest to us. Professional first responders will be overwhelmed and there will not be nearly enough. Neighborhood-level disaster preparedness efforts help to meet major gaps in community-wide disaster preparedness. It changes the role of residents from potential victims to partners with our government in building disaster resiliency.

It would be prohibitively expensive, and very difficult, for the government to attempt to organize households and neighborhoods across Menlo Park. Some residents may not trust the government or a paid government employee. However, they are more likely to trust a neighbor. Government employees typically live miles away from Menlo Park. Following a disaster, these employees might find it difficult to return to Menlo Park (even if “required”) due to impassible roads or their family situation. When building readiness systematically, and as part of a community, we find that people are more likely to add household preparedness supplies, and to meet neighbors.

By building prepared neighborhoods, we accelerate whole-of-community readiness. We have an organization also ready for spontaneous volunteers to join following the next disaster. We are an asset to Menlo Park.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

MPC Ready follows best practices and Federal and State policies that stress the importance of collaboration, communication, coordination and cooperation across the “whole of community.”
We spend a considerable amount of time working to build trusting and open collaborative relationships across counterpart organizations, other non-profits, and with the government and elected officials. We meet with individuals, attend meetings and trainings and have actively laid the groundwork for even more collaboration in 2024.

We have also collaborated with members of the City of Menlo Park Environmental Quality and Housing Commissions, and the Climate Resilient Communities organization.

We participate in the California Emergency Services Association (CESA), San Mateo County Emergency Managers Association, San Mateo County Chamber of Commerce and the San Mateo County’s THRIVE RISE Alliance. Representatives, at their own expense, attended the May 2023 Conference in Lake Tahoe and the June CERT Conference in Burlingame. These conferences helped MPC Ready volunteers to make even more connections for future collaboration.

We have also built collaborative and trusting relationships with organizations working in District 1, such as Belle Haven Action, Belle Haven Empowered, Rotary Club and Climate Resilient Communities. District 1 especially requires a collaborative approach, to avoid duplication of effort, given the many organizations involved.

We seek collaboration with local government efforts by including elected officials and staff on our mailing lists. We attend Fire Board and City of Menlo Park Council meetings, and County meetings focused on disaster preparedness. We also take the Menlo Fire’s CERT trainings and “refresher” courses, and other trainings such as Stop the Bleed, Red Cross Ready and CPR/First Aid.

The East Palo Alto based organization called “rEPAct” includes a focus in Belle Haven in their stated mission. We seek to collaborate with any rEPAct efforts focused on the Belle Haven community. We have working on joint outreach and training efforts.

There is no other volunteer-based group, or government agency, focused on systematically building neighborhood-level disaster preparedness across the Menlo Park zip code.

However, other groups can provide an entry point to neighbors meeting neighbors and building social ties. These include Neighborhood Watch, issue-based neighborhood organization, and other spontaneous efforts to develop social ties with neighbors. Where these efforts exist, MPC Ready works to support these Page C-2.92
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efforts and add the aspect of disaster preparedness.

Other organizations and groups provide disaster-preparedness-through-response skill-building. These include: Listos California, Stanford University, Menlo Park Fire Protection District, Bay Area UASI, FEMA, Resilient Los Altos, City of Palo Alto efforts, and elsewhere.

However, local training efforts are not the same as preparing in an organized and ongoing community. MPC Ready promotes the training offered elsewhere and works to not duplicate specific courses. Our training focuses on more specialized skills needed to be prepared at the Household and Neighborhood level. We attend training offered by various groups to learn and to invite attendees to join one of our area’s local disaster preparedness organizations.

Program name Neighborhood Assembly Point
Requested from City of Menlo Park (number) 5000
Requested/received from all other sources (number) 5000 Total funding received/requested (number) $10000.00
Percentage requested from Menlo Park (%) 50.0
Percentage requested/received from all other sources (%) 50.0 Direct service costs (number) 10000
Administrative costs (number) 0
Total program expenditures (number) $10000.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 5000
Funding requested/received from all other sources (number) 20000 Total funding requested/received (number) $25000.00
Percentage requested from Menlo Park (%) 20.0
Percentage requested/received from all other sources (%) 80.0 Direct service costs (number) 25000
Administrative costs (number) 0
Total agency/organization expenditures (number) $25000.00 Direct service costs percentage (%) 100
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs percentage (%) 0
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Lynne Bramlett
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 3:23PM
Receipt number 48
Related form version 1
Agency/organization name My New Red Shoes
Agency/organization street address 330 Twin Dolphin Drive, Suite 135 Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94065
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description Since its founding in 2006 by Menlo Park resident, Heather Hopkins, MNRS has provided new shoes and clothing to over 100,000 Bay Area school-age children inneed, improving their quality of life and well-being. Beyond the provision of basic needs, MNRS has expanded our program portfolio in recent years to include cash transfer pilots focused on underserved populations in our area.

Individuals/families served in the most recently completed fiscal year (number)
4295
Menlo Park residents/families served in the most recently completed fiscal year (number)
100
Comments about the service population 100% of MNRS’ program recipients live at or below the poverty line. We serve families and caregivers with school age children, including foster youth, homeless youth, refugees, migrants, immigrants, LGBTQ youth, formerly trafficked youth, and youth with disabilities. To maximize community resources and strengthen our collective capacity to serve children, MNRS partners with local child welfare agencies, the juvenile court system, schools and community-based organizations to identify and reach the students and families for whom our program will have the Services provided and populations served
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greatest impact.

Nonprofit status ID# 20-4683289
Year incorporated 2006
Governing board size (number) 5
Governing board meeting frequency Quarterly
Full-time employees (number) 5
Part-time employees (number) 0
Total employees (number) 5
Volunteers (number) 1500
Total monthly volunteer hours (number) 100
FY2023-24 Community Funding monies requested from Menlo Park (number)
1000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
>1
FY2023-24 funding received from other agencies (number) 1496528 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

My New Red Shoes (MNRS) is a 501(c) 3 whose mission is to improve the quality of life and well-being of children by working to reduce the impact of income inequality on youth and their families. Our programs mobilize resources and partnerships to provide a social safety net for children while helping to stabilize struggling families. Our hope is to help create a normalized school experience for children experiencing economic hardship by assisting families with basic needs that impact their school-age children.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Funding from the City of Menlo Park will enable MNRS to expand the number of children served in Belle Haven in 2024.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Funding from the City of Menlo Park will be targeted towards the Menlo Park families who are struggling the most to afford their basic needs. Our region cannot survive without working people, yet it is so expensive to live here that many working parents’ salaries prevent them from being able to afford anything but the bare minimum for their children. We hope to fill-in that gap and provide some of the basic goods necessary for local children to feel a sense of belonging and confidence in school–items such as new clothing and well-fitting shoes. Especially in this region, a quality education is necessary for children’s future economic advancement. To create a better school experience and thereby increase attendance and overall learning, it is necessary to ensure that children have their basic needs met, thereby avoiding the negative social-emotional impacts that result from a lack of proper clothing and footwear.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

My New Red Shoes helps struggling families and caregivers by providing basic needs and wrap-around services to families while delivering long-term benefits to the community by building the capacity of local agency partners to expand Agency/organization narrative answers
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services to families and children. Since 2006, MNRS has helped to close the clothing, confidence, and inclusion gap for tens of thousands of local students through strategic partnerships with local school programs and child-serving agencies.

With the closure of a local resource, the 49ers Academy, MNRS has been providing assistance to the community in order to seamlessly maintain and transition elements of the Academy’s programming for students at Menlo-Atherton High School and Cesar Chavez Ravenswood Middle School. MNRS’ support for Menlo Park’s most at-risk students goes back to the founding of our organization.

Our partners in serving Menlo Park children and families include Ecumenical Hunger Program, Ravenswood City School District and Menlo-Atherton High School.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

With the goal of strengthening our collective social safety net, MNRS contributes to the health and vitality of the nonprofit and social services ecosystem through collaboration, service delivery, and advocacy. Our unique approach is communitycentered, maximizes collective resources and strengthens the social safety net for children and families, while enabling MNRS to identify needs and gaps in community services in order to mobilize resources to support other nonprofits, and public and private sector partners. Our approach to stakeholder engagement and collaboration ensures that MNRS avoids the duplication of services, maximizes the use of community resources, and creates impact for families by prioritizing their needs and hopes for the future.

MNRS is currently providing capacity and strategy support to a newly formed nonprofit, The Circuit EPA. Based out of Cesar Chavez Ravenswood Middle School in East Palo Alto, The Circuit EPA aims to provide middle and high school youth living in underserved communities with high-quality STEM education while also helping to meet students’ basic needs. In addition, MNRS is assisting The Circuit EPA with the establishment of a “Giving Center” on the CCRMS campus--a valuable community resource providing basic needs support to students and their families from East Menlo Park and East Palo Alto.

MNRS is the only local agency that provides new shoes and clothing to students at scale along with cash grants. To maximize community resources and strengthen our collective capacity to serve children, we collaborate with child welfare agencies, the juvenile court system, schools and community-based organizations to identify and reach the students for whom our program will have the greatest impact while taking steps to ensure that our services are not duplicated. Our goal is to maximize the use of community resources, assure that we continue to address an unmet need, and allow the agencies that we collaborate with to fill a gap in basic services they would otherwise be unable to provide.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Administrative service costs percentage (%) 0
Funding requested from Menlo Park (number) 1000
Funding requested/received from all other sources (number) 1496528 Total funding requested/received (number) $1497528.00
Percentage requested from Menlo Park (%) 0.0667767147
Percentage requested/received from all other sources (%) 99.9332232853 Direct service costs (number) 1178535
Administrative costs (number) 196901
Total agency/organization expenditures (number) $1375436.00 Direct service costs percentage (%) 85.6844665982
Administrative costs percentage (%) 14.3155334018
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 4:44PM
Receipt number 51
Related form version 1
Agency/organization name Nature Bloomers
Agency/organization street address 545 UNIVERSITY DR. #2 Agency/organization city MENLO PARK
Agency/organization state CA
Agency/organization zip code 94025-5100
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Seniors/older adults
Youth/teens
Service description Nature Bloomers is a pioneering nonprofit organization dedicated to enhancing mental well-being and environmental consciousness through immersive nature experiences and innovative educational initiatives. Our mission is to foster a deeper connection between individuals and the natural world, promoting mental health, community engagement, and environmental stewardship.

Individuals/families served in the most recently completed fiscal year (number)
500
Menlo Park residents/families served in the most recently completed fiscal year (number)
30 Comments about the service population Nature Bloomers demonstrates a commitment to equality by ensuring access to the outdoors irrespective of race, age, gender, ethnicity, or socioeconomic status.

Moreover, our specific focus on minorities underscores a profound dedication to addressing historical disparities and providing a sense of belonging to those often marginalized. Nature Bloomers not only enriches lives by connecting individuals Services provided and populations served
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with nature, but also actively promotes community unity, making their initiatives deeply impactful and inspiring for everyone involved.

Nonprofit status ID# 88-1205686
Year incorporated 2022
Governing board size (number) 3
Governing board meeting frequency Monthly
Full-time employees (number) 1
Part-time employees (number) 2
Total employees (number) 3
Volunteers (number) 4
Total monthly volunteer hours (number) 30
FY2023-24 Community Funding monies requested from Menlo Park (number)
9000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
12 FY2023-24 funding received from other agencies (number) 75000 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Nature Bloomers is a 501(c)(3) non-profit organization based in Menlo Park, California dedicated to promoting mental health and nature conservancy. Our purpose is to enhance the well-being of the community by connecting individuals to nature, fostering appreciation for the environment, and organizing educational activities that promote mental health through nature immersion.

2. Describe how your agency/organization plans to use the requested funding if awarded.

If Nature Bloomers is awarded funding, the funds will be utilized for purposes aligned with our mission, as follows:

Community Building and Social Connection: Organizing community events and outdoor activities bring people together, fostering a sense of community and social connection with like-minded people. This supportive and inclusive community helps build relationships and collaborate on shared goals; promoting mental wellbeing.

Educational Programs: Develop and expand educational initiatives, workshops, and seminars to raise awareness about mental health and nature connection, experiential learning opportunities that go beyond traditional classroom settings.

Partnerships: Collaborate with other organizations, schools, and healthcare institutions to expand the reach of their programs and create a more significant impact.

Capacity Building: Provide ongoing training, resources, and educational materials for staff, and volunteers to enhance their skills in organizing outdoor events, workshops, and conservation projects.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Nature Bloomers, as a community-focused organization, has several compelling reasons to seek financial assistance from the City of Menlo Park:

Community Well-being: Nature Bloomers is dedicated to promoting mental health Agency/organization narrative answers
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and nature conservancy. By organizing events and programs that facilitate nature connection, We contribute significantly to the overall well-being of Menlo Park residents. Financial support from the city would enable us to expand our initiatives, reaching more people and enhancing community mental health.

Public Health Impact: Nature Bloomers' activities have a direct positive impact on public health. Studies consistently show that spending time in nature reduces stress, anxiety, and depression. By fostering a deeper connection between people and nature, Nature Bloomers indirectly eases the burden on local healthcare facilities, making our programs an asset to the community's overall health.

Educational Value: Nature Bloomers conducts educational tours and workshops, imparting knowledge about nature conservation and mental health. By educating the community about environmental sustainability and mental well-being, they contribute to a more informed and environmentally conscious citizenry.

Tourism and Economic Impact: Nature Bloomers' activities can attract visitors, boosting local tourism. Increased tourism can have positive economic effects on Menlo Park, leading to potential economic growth and job creation within the city.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Given the fact that the majority of Menlo Park residents work from home, a connection to nature is vital for them to alleviate depression, anxiety, and stress.

Nature Bloomers' mission and initiatives align closely with the well-being and interests of Menlo Park residents. Financial assistance from the city would not only support Nature Bloomers' activities but also foster a healthier, happier, and more connected community, aligning with the city's goals of promoting public health, community engagement, and environmental sustainability.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Nature Bloomers, as a community-focused nonprofit organization, employs various strategies to collaborate, network, and coordinate activities and services with other agencies. Here are several ways in which Nature Bloomers engages in such collaborative efforts:

Partnerships with Environmental Organizations: Nature Bloomers collaborates with environmental conservation organizations, local parks, and wildlife authorities.

Through these partnerships, they can organize joint events, nature clean-up initiatives, and educational programs that promote both mental health and environmental awareness. Nature Bloomers collaborates with Valley Water on helping with their river restoration program and hosting educational events. One recent event organized by Nature Bloomers provided our community members with the opportunity to take a tour of the Silicon Valley Advanced Water Purification Center to familiarize themselves with energy costs of water purification. Nature Bloomers has also partnered with the Valley Water on their Adopt-A-Creek Program.

Educational Institutions Collaboration: Nature Bloomers partners with schools, and universities to conduct educational workshops and also conduct research. Nature Bloomers has partnered with Stanford School of Medicine to better understand the connection between nature-based interventions (NBIs) and physiological parameters using wearable devices and self-reported physical symptoms and mental health status https://myphd.stanford.edu/nature-n-health/

While many organizations focus on digital platforms such as webinars, apps, and consultation services to promote nature connection, Nature Bloomers takes it a step further by organizing outdoor events. This distinctive feature offers several significant advantages:

1. Hands-On Experience: Nature Bloomers provides individuals with the opportunity to engage with nature physically. Outdoor events allow participants to touch, feel, smell, and experience nature firsthand. This hands-on experience creates a more profound and memorable connection compared to virtual interactions.

2. Immersive Learning: Being outdoors provides an immersive learning experience.

Participants can learn about local flora, fauna, ecosystems, and conservation efforts while being surrounded by nature. This immersive approach enhances the educational impact and encourages a deeper understanding of the environment.

3. Physical and Mental Health Benefits: Outdoor activities promote physical exercise and mental well-being. Activities such as hiking, gardening, or birdwatching not only connect people with nature but also contribute to improved physical health and reduced stress levels, aligning with Nature Bloomers' mission of promoting mental health.

4. Building Community: Outdoor events bring people together in a shared physical space. This sense of community fosters social connections, encourages dialogue, and promotes a sense of belonging among participants. Community building is an essential aspect of Nature Bloomers' efforts to create a supportive and inclusive environment.

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Program name Boosting mental health via nature connection Requested from City of Menlo Park (number) 0
Requested/received from all other sources (number) 37000 Total funding received/requested (number) $37000.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 100 Direct service costs (number) 46000
Administrative costs (number) 3500
Total program expenditures (number) $49500.00
Direct service costs percentage (%) 92.9292929293
Administrative service costs percentage (%) 7.0707070707 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 9000
Funding requested/received from all other sources (number) 75000 Total funding requested/received (number) $84000.00
Percentage requested from Menlo Park (%) 10.7142857143
Percentage requested/received from all other sources (%) 89.2857142857 Direct service costs (number) 112000
Administrative costs (number) 12000
Total agency/organization expenditures (number) $124000.00 Direct service costs percentage (%) 90.3225806452
Administrative costs percentage (%) 9.6774193548
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents IRS document.pdf Additional documentation
Funding application certification and submittal
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Acknowledgement I understand and agree
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2023-24 Community Funding Grant
Program Application
Submitted on 2 November 2023, 3:21PM
Receipt number 33
Related form version 1
Agency/organization name Nuestra Casa de East Palo Alto Agency/organization street address 2396 University Avenue Agency/organization city East Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different) PO Box 52004, East Palo Alto, CA 94303 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Seniors/older adults
Youth/teens
Service description We serve Menlo Park community members through our Community Outreach programs.

Individuals/families served in the most recently completed fiscal year (number)
105000
Menlo Park residents/families served in the most recently completed fiscal year (number)
15954
Comments about the service population During FY 23, our community engagement efforts reached 15,594 Belle Haven (eastern Menlo Park) residents. Outreach information included city/county surveys, connections to safety net resources, COVID vaccine information, and energy savings programs.

Services provided and populations served
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Nonprofit status ID# 46-4040538
Year incorporated 2002
Governing board size (number) 8
Governing board meeting frequency Quarterly
Full-time employees (number) 6
Part-time employees (number) 15
Total employees (number) 21
Volunteers (number) 56
Total monthly volunteer hours (number) 195
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.01 FY2023-24 funding received from other agencies (number) 1642258 Funding received from Menlo Park for the most recently completed fiscal year (number)
10000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Nuestra Casa exists to uplift Latino families in East Palo Alto and the midpeninsula through community education, leadership development, and advocacy.

We envision a vibrant mid-peninsula community united around shared values, where every resident thrives—no matter where he or she lives. Through civic engagement activities and collaborative community action, our families in East Palo Alto, Belle Haven, North
Fair Oaks, and Redwood City are paving the road for other generations to follow.

Three core strategies inform every program, event, workshop, and advocacy effort we undertake: community education, leadership development, and community-driven advocacy.

2. Describe how your agency/organization plans to use the requested funding if awarded.

We respectfully request a $10,000 grant to support our Community Outreach program, specifically for residents of eastern Menlo Park/Belle Haven. Outreach includes safety net and emergency assistance resources.

We reach Belle Haven residents through our door-to-door canvassing and tabling outreach efforts. During FY23, we shared over 15,000 fliers during community outreach efforts in Belle Haven. Our community outreach included information about: CA COVID-19 prevention and vaccination, LIBRE (immigration benefits and safety net resources), and energy savings programs. Our outreach is more than just a flier though, our network of promotoras (community outreach workers) have in-depth conversations with community members and connect them to resources that can help their families.

We are soliciting $10,000 under this grant opportunity. The funds would support over 400 hours of promotora time.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Promotoras are critical in disseminating information and engaging community members on resources and concerns. They serve as trusted messengers, bridging the gap between service providers and those in need. We hire a cadre of women Agency/organization narrative answers
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who graduate from our Promotoras program as paid staff to conduct ongoing outreach in our communities. Annually, our Promotoras reach tens of thousands of community members with critical information about safety net, emergency assistance, and health resources and social/environmental justice issues. They also connect community members to organizations that can help them apply for these resources. During FY 2023, for example, our promotoras helped to connect 1,541 community members to core agencies or case management to help them sign up for safety net supports. In addition, we helped 144 families secure rental assistance, Medi-Cal, and/or CalFresh.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

At Nuestra Casa, we understand issues that the communities we serve experience deeply because our team members live, work, worship, and have children who go to school in our communities. Our families know who we are and what we do, and they trust us. Everyone on staff at Nuestra Casa has lived experiences similar to the community members we serve. We know what it's like to live in crowded housing, be an English Language Learner, and feel left out of decision-making that affects our lives. For this reason, we empathize with the current and evolving challenges facing our community, and we work with community members to develop solutions through our programs. As described above, we reach a significant number of residents through
our community outreach programs.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

As a small non-profit, we must develop strong ties with numerous local CBOs, city and county government, policy, and academic organizations to achieve our goals.

We have an extensive network of partners in San Mateo County (50+ entities).

We are long time partners of the LIBRE Project (Linking Immigrants to Benefits, Resources & Education). We are active YESS Collaborative steering committee members and collaborate with many of Thrive Alliance’s efforts and the non-profits in its network. We have contracts with the County and in every city we work. We work closely with Community Legal Services in East Palo Alto (CLSEPA), Legal Aid Society, and YUCA for immigration/legal services and housing advocacy, Ravenswood Family Health Center for local health services, and One East Palo Alto and the League of Women Voters for civic engagement work. We also have strong ties with Redwood City Together and Belle Haven Action. We have many government, CBO and policy partners through our housing and environmental justice work including San Mateo County Anti-Displacement Coalition, SPUR, San Francisco Estuary Project, One Shoreline, Stanford, and more.

Our Community Outreach efforts are well known and respected. Other agencies typically come to us to engage our promotoras in reaching community members of Belle Haven, East Palo Alto, North Fair Oaks, and Redwood City. Nuestra Casa is uniquely positioned to address these challenges because our team members live, work, worship, or have children who go to school in our communities—our families know who we are and what we do, and they trust us.

Agency/organization street address 1455 Madison Avenue
Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94061
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Service description Ombudsman Services of San Mateo County, Inc. is committed to working with residents, families, facilities and stakeholders to create a community dedicated to protecting the rights of all residents living in long-term care in San Mateo County.

Residents in long-term care are often the most vulnerable in society. We create immediate change for residents through our hands on advocacy efforts addressing issues that range from quality of care issues to egregious abuse.

Individuals/families served in the most recently completed fiscal year (number)
9316
Menlo Park residents/families served in the most recently completed fiscal year (number)
135
Comments about the service population There are additional unaccounted Menlo Park residents who spend time in a shortterm rehab following a hospital stay who are also served by our program when they reside temporarily in a skilled nursing or rehab located in San Mateo County.

Although they may be permanent residents of Menlo Park, there numbers will not Services provided and populations served
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be included in the total above, as the zip codes are connected to facility, not the resident for short-term stays.

Nonprofit status ID# 94-33977402
Year incorporated 2001
Governing board size (number) 8
Governing board meeting frequency Monthly
Full-time employees (number) 4
Part-time employees (number) 6
Total employees (number) 10
Volunteers (number) 30
Total monthly volunteer hours (number) 6770
FY2023-24 Community Funding monies requested from Menlo Park (number)
3000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.0026
FY2023-24 funding received from other agencies (number) 783763 Funding received from Menlo Park for the most recently completed fiscal year (number)
3000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

The Ombudsman Services of San Mateo County, Inc, works to advocate for and protect over 9,000 residents in San Mateo County that reside in 432 long term care facilities. Last year our field ombudsman made XXXX unscheduled visits to the facilities. With our continued presence in the facilities, our ombudsmen build trust with the residents and gain familiarity with the relevant issues that re important to combatting barriers to good care, connecting with the residents and needed services. OSSMC receives complains made by or on behalf of residents and we investigate and bring resolution to those complaints. We ensure the dignity and respect for those we serve and hold the facilities accountable for providing quality care, quality of life and a safe environment for the residents.

2. Describe how your agency/organization plans to use the requested funding if awarded.

The City of Menlo Park's funding will be used to support the work of our south County Regional Supervisor, Nicki Manske who supervises approximately 11 field ombudsmen that report to her. We cover 380 residents who can not care for themselves in Menlo Park's long term care facilities, as well as additional Menlo Park residents who are residing in short-term rehab facilities throughout the County.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The funds we receive from the City of Menlo Park will help OSSMC to meet its federally-mandated mission by providing advocacy services to the clients in Menlo Park and by investigating allegations of abuse emanating from the families in your city. Our program relies on funding from local government, private and corporate foundations and individuals to sustain our work. One of the biggest issues in our facilities is quality of care, exacerbated post pandemic with the shortage of healthcare workers. The numbers of complaints to OSSMC continues to increase.

We are taking care and advocating for the frailest Menlo Park residents.

Agency/organization narrative answers
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4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

There is no other program in San Mateo County that does the work of the Ombudsman Services of San Mateo County. No one else monitors long-term care licensed facilities and advocates for residents who reside there. We help facilitate quality of care, ensure residents are treated with dignity and respect. We are the eyes and ears on the ground of the facilities and making sure that Department of Health and Community Care Licensing are kept abreast of situations and very serious complaints so they can follow up with us to make sure issues are resolved effectively.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

OSSMC collaborates with the California Department of Health and Community Care Licensing. We also work closely with law enforcement agencies in our community to investigate allegations of abuse. We work with Aging and Adult Services, The Public Guardian, Adult Protective Services, Legal Aid Society, Golden Gate Regional Center, San Mateo County Dental Coalition, Family Caregivers Alliance, Alzheimer's Association, the Hospital Consortium and Healthcare Coalition to name a few.

Ombudsman Services of San Mateo County, Inc. is unique in that there is no other agency duplicating the work we do with the frail and vulnerable population.

Program name n/a
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 3000
Funding requested/received from all other sources (number) 973263 Total funding requested/received (number) $976263.00
Percentage requested from Menlo Park (%) 0.3072942435
Percentage requested/received from all other sources (%) 99.6927057565 Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Direct service costs (number) 1031099
Administrative costs (number) 90150
Total agency/organization expenditures (number) $1121249.00 Direct service costs percentage (%) 91.9598590500
Administrative costs percentage (%) 8.0401409500
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Elyse Brummer
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 13 October 2023, 8:07PM
Receipt number 15
Related form version 1
Agency/organization name Omniware Networks
Agency/organization street address 4546 El Camino Real B10 #765 Agency/organization city Los Altos
Agency/organization state CA
Agency/organization zip code 94022
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Seniors/older adults
Service description Many seniors living in senior housing facilities experienced anxiety, isolation, or loneliness. We will organized social and outing activities to improve their mental well-being as well as improve their access to nature and open space.

Individuals/families served in the most recently completed fiscal year (number)
1000
Menlo Park residents/families served in the most recently completed fiscal year (number)
150
Comments about the service population Per US census data, 14.6% of Menlo Park's population is at age 65 or older, which is about 4800 seniors in Menlo Park.

Per medical research published at Neurology.com, those who sleep longer than eight hours each day could be at an increased risk for stroke. As many seniors have mobility limit and are lack of active social connections, they sleep longer because they are not working or as actively engaged in social functions, which hurts their physical and mental health.

Services provided and populations served
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Our proposed program will address this issue to help seniors to become active to improve their physical and mental health. We have provided social, cultural, outdoor activities for seniors in Menlo Park in 2023 and received tremendous positive feedback. Many seniors asked us to organize more such activities for them.

Nonprofit status ID# 26-0319712
Year incorporated 2007
Governing board size (number) 4
Governing board meeting frequency Quarterly
Full-time employees (number) 0
Part-time employees (number) 0
Total employees (number) 0
Volunteers (number) 50
Total monthly volunteer hours (number) 60
FY2023-24 Community Funding monies requested from Menlo Park (number)
2000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
7 FY2023-24 funding received from other agencies (number) 30000 Funding received from Menlo Park for the most recently completed fiscal year (number)
2000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Omniware Networks was created by a woman of color who came to the US as an asylee. It is managed by a diverse group of volunteers to address a series of matters most relevant to our local communities in order to improve the community well-being, inclusiveness, sustainability and social justice, especially within the underserved communities in silicon valley.

2. Describe how your agency/organization plans to use the requested funding if awarded.

We plan to use the grant to organize social, cultural or outdoor activities for seniors, such as senior talent show, afternoon tea time with games and music, outdoor group BBQ/picnics and sightseeing.

We plan to spend all the funding directly to the program to benefit the seniors with minimal administrative cost. The estimated allocation is below:

1. $200 program information brochures and flyers

2. $1800 program supplies and services
We have successfully organized such activities for Menlo Park seniors with much positive feedback and impacts 2022-2023. Upon hearing seniors' ask for more activities, we sincerely ask for your funding support to enable us to bring the joy and health to Menlo Park seniors 2023-2024.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

We are a small nonprofit organization to generate big impacts in our communities.

Since we are led and managed all by volunteers, no one is paid, it demonstrate our passion and commitment to serve the community. We don't use fundraising Agency/organization narrative answers
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services. We rely on individual donations of our board members and key volunteers as the core funding source. Our core team and volunteers are very passionate and dedicated, so the contribution and donation from them are stable but small size.

We ask for the grant assistance to enable us to bring the passion and service to benefit seniors in Menlo Park.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Per research of University of Michigan on Healthy Aging, feelings of isolation and loneliness will lead to quite a few physical, mental and psychological issues for seniors.

The most effective ways to address these issues are to increase the social contacts of seniors, and organize leisure activities for them as a group activity.

We plan to organize social, cultural or outdoor activities for seniors, such as senior talent show, afternoon tea time with games and music at seniors residence, so that they don't have to worry about / constrained by the lack of transportation.

We are not aware of any large scale services like ours in Menlo Park. Second, these issues won't be fixed by any organization's one-time activity. Therefore, our proposed program does not conflict with other agencies' similar services, but will enhance and augment the impacts and benefits to seniors.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We have good connections with many partners including nonprofit, municipalities, business and the general public. Collaboration and partnerships is important to our program's impacts and success. We have been using an interactive teamwork model to enhance the relationship and the success of our projects/programs.

We listen to their ideas, suggestions and feedback, and incorporate them into our program/project plans. We also speak up our mind, thoughts and ask for help.

This interactive teamwork model makes our projects more relevant, effective, better received, and more impactful.

For example, we worked with a senior housing facility to provide a program to improve the well-being and the access to clean air to seniors with limited mobility and means. Our partner, the senior facility management, has more knowledge about seniors' habits and profiles, and played an active role in helping us design the program. It was well received by the seniors with much positive feedback, which exceeded our expected impact, and benefited the seniors well.

If other agencies providing the same type of services as ours, we will collaborate with them in the following ways:

1. target different audience - we'll coordinate with other agencies to identify their serving audience and differentiate our serving audience from theirs (ie. different sites/locations)

2. conduct services at different times

3. learn their best practices as well as lessons to structure our service program with different approaches to serve the same purposes.

4. partner together to scale service to more people, or lengthen the program duration to generate bigger and longer impacts.

Program name seniors mental well-being
Requested from City of Menlo Park (number) 2000
Requested/received from all other sources (number) 2000 Total funding received/requested (number) $4000.00
Percentage requested from Menlo Park (%) 50.0
Percentage requested/received from all other sources (%) 50.0 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Direct service costs (number) 4000
Administrative costs (number) 0
Total program expenditures (number) $4000.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Funding requested from Menlo Park (number) 2000
Funding requested/received from all other sources (number) 2000 Total funding requested/received (number) $4000.00
Percentage requested from Menlo Park (%) 50.0
Percentage requested/received from all other sources (%) 50.0 Direct service costs (number) 4000
Administrative costs (number) 0
Total agency/organization expenditures (number) $4000.00 Direct service costs percentage (%) 100
Administrative costs percentage (%) 0
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents Caring for Seniors Menlo Park.docx.pdf Additional documentation
Acknowledgement I understand and agree
Judy Shen
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 11:19AM
Receipt number 56
Related form version 1
Agency/organization name Peninsula Conflict Resolution Center Agency/organization street address 1670 S Amphlett Blvd #115 Agency/organization city San Mateo
Agency/organization state CA
Agency/organization zip code 94402
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description This grant is to support 80 youth ages 14 - 18 through access to de-stigmatizing and culturally appropriate programs around mental health, violence and AOD in North County, San Mateo.

Individuals/families served in the most recently completed fiscal year (number)
2002
Menlo Park residents/families served in the most recently completed fiscal year (number)
1250
Comments about the service population Our proposed project will serve youth between 12 and 18 years old - 90-95% BIPOC - mainly Latine, PI (Samoan & Tongan), and Black in low to extremely low poverty levels and who are at risk of, or current involvement in, the justice or foster care system. We also have dedicated linguistically and culturally appropriate support for our newcomer populations.

Services provided and populations served
Agency/organization structure and funding request
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Nonprofit status ID# 77–0144000
Year incorporated 1986
Governing board size (number) 6
Governing board meeting frequency Monthly
Full-time employees (number) 16
Part-time employees (number) 4
Total employees (number) 20
Volunteers (number) 150
Total monthly volunteer hours (number) 850
FY2023-24 Community Funding monies requested from Menlo Park (number)
25000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
1 FY2023-24 funding received from other agencies (number) 966713 Funding received from Menlo Park for the most recently completed fiscal year (number)
25000

1. Please provide a brief statement of your agency/organization purpose.

The Peninsula Conflict Resolution Center (PCRC) has been providing services in San Mateo County for over 36 years. Established in 1986 by a small group of community members with a desire to address problems and disputes impacting local neighborhoods, PCRC began by listening, mediating, and working with residents to co-create solutions. Over the decades PCRC became deeply embedded in San Mateo County - being called upon to facilitate complex mediations between community members and families, within jails and schools, and between law and enforcement and residents - helping to restore trust and reduce violence.

Since our inception, we have grown to serve over 28,000 residents across San Mateo county - expanding our theory of change and violence prevention strategy to enable us to urgently respond to conflicts and problems that arise, while simultaneously approaching problems with a more macro, preventative, and systems-change approach. What has remained as a core principle of our work, stemming from our roots in community conflict resolution, is our deep commitment to our people and our community.

2. Describe how your agency/organization plans to use the requested funding if awarded.

This funding will support Restorative Justice programming at Menlo Atherton High School and East Palo Alto Academy as they work towards addressing youth violence, mental health problems and AOD mis-use. This work is part of a wider organizational initiative that advocates for changing the culture of schools throughout San Mateo through staff, administration, and police training in Restorative Justice, DEI and Mental health First aid. We intend to reduce punitive school policies that target BIPOC youth.

Our programmatic goal is to create youth leadership and mentorship opportunities where young people can advocate to powerful systems stakeholders for more restorative approaches. Our goal: by June 30th of 2024 our youth leaders will have designed and presented their own policy recommendations to school Superintendents and San Mateo County Office of Education.

To reach our programmatic goals, we will employ the following activities:

Create a leadership cohort on 2 high school campuses
Host youth listening sessions
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Educate youth about AOD, Restorative Justice, Conflict Transformation, and Mental Health First Aid
Create peer-to-peer support programs
Identify additional needs - access to resources, housing, job training, parent project etc and provide the necessary referrals
High School student mentors will work with middle school student groups to address the rising number of very young children involved in gangs and crime Each semester young people will go out into the community - presenting to their own communities on MHFA and AOD.

Young people will host ‘hallmark’ events for school campus presentations on learning.

To reach our policy and cultural change goals, we will employ the following activities:

Provide trauma informed training (Restorative Justice, Mental Health First Aid, DEI and Conflict Transformation/De-Escalation) to teachers, administration, and police who interact with our young people.

Link young leaders to Stakeholders - host conversations and listening sessions; create an opportunity for young people to advocate for policy changes.

Include law enforcement - humanizing young people, creating relationships.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

In all of our neighborhoods and schools we have seen a rise in violence and racial conflict. The pandemic put incredible economic, mental/emotional/health, and interpersonal strain on our youth and families. What’s more, the renewed conservative rhetoric (particularly anti-immigrant) has created stress and fear - many are not seeking needed services (medical and entitlements) because they are afraid of deportation or further exclusion. BIPOC youth, who often are already confronted by extreme poverty, housing insecurity, and violence, are now struggling (more than ever) with mental health issues and AOD mis-use.

Schools are coming to the end of their covid-recovery related programming and are investing less in needed programs like ours. We are often called upon by schools, in desperate need of support, to respond to urgent needs at reducedrates. This is unsustainable for two reasons: (1) this reactive vs proactive approach does nothing to change the culture of schools or address the root problems; (2) this puts extreme pressure on our organization as we are not able to dedicated the needed resources to properly build out sustainable and long-term programs with dedicated staff and support. We provide free support to schools at a cost to PCRC (roughly 225,000 a year).

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

We create strong and cohesive networks of support that build upon individual and collective strengths - inside and outside the school community - so that families, schools, and service providers are all in direct communication and collaboration in support of our young people. We uplift our young people as leaders, asking them for recommendations and guidance on policies that will improve their lives and learning. We also identify wider community needs and connect young people and families to needed culturally relevant and de-stigmatized services.

PCRC is often called in to support schools in moments of urgent need. This reactive programming needs to be better supported by multi-year programming, youth leadership programs and policy change to have a true impact on school culture. PCRC is proud of our work in schools, but we can do so much more with fully funded programs. For example, we responded to a crisis at Bayshore Elementary School (supported by SMOE) after the death of two former students as a result of gun violence. The deceased children had siblings in the school, and the teachers had formed strong relationships with their families - the loss was devastating. PCRC held a restorative circle and safe space for faculty to grieve, speak about their struggles and fears, and prepare to return to teaching. We helped organize vigils and supported the community in presenting demands to the city.

PCRC has also worked at Menlo Atherton High School for two years. We have already seen positive outcomes: reduced violence and bullying; a reduction in/alternatives to suspension and expulsion (addressing the school to prison pipeline); reduced racial disproportionality; improved relationships and attitudes among students, teachers, administrators and parents; positive and inclusive school climate and culture (less punitive, more restorative).

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We have long standing relationships with San Mateo Union, Jefferson and San Bruno Park school districts - they often call us in to resolve conflict disputes or facilitate restorative justice training or work on campuses. We work closely with the San Mateo Office of Education and can easily facilitate listening sessions and meetings where students can self- advocate. We also work with the Youth Leadership institute who we will involve in our leadership work on campus, the Boys and Girls Club, Friends for youth and ‘FLY’ - Fresh Like Minds for Youth. We also partner with San Mateo and Redwood City PAL (Police Activities League) and Page C-2.118
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SAL (Sheriff's Activities League) - these relationships uniquely position PCRC to create healthier relationships between youth and police, making young people safer from police violence and racial profiling. PCRC is a member of the ‘All County AOD Prevention Coalition’ who will support our training and work around AOD prevention on campus, as well as support any policy recommendations made by student leaders.

We create networks of support - our programs do not exist in silos. As our programs progress, we identify needs through community outreach and listening sessions so that we can connect youth and families to needed services, coordinate activities, and train service providers in cultural competency, mental health first and DEI so that our communities are better served.

To our knowledge there are very few agencies, consultants or firms that provide similar services to ours. This is why we work closely with the ecosystem of service providers in the district to ensure that there is adequate youth support. PCRC's approach to RJ or Mediation is also connected to a larger curriculum of community power building through training programs outside of schools - but that directly impacts youth. Weare practitioners and champions of empathy and respect. We collaborate with other agencies where there is mission/vision and value alignment to complement each other and provide the best possible services and outcomes.

Program name Youth for Change
Requested from City of Menlo Park (number) 25000
Requested/received from all other sources (number) 300000 Total funding received/requested (number) $325000.00
Percentage requested from Menlo Park (%) 7.6923076923
Percentage requested/received from all other sources (%) 92.3076923077 Direct service costs (number) 272418
Administrative costs (number) 49030
Total program expenditures (number) $321448.00
Direct service costs percentage (%) 84.7471441726
Administrative service costs percentage (%) 15.2528558274 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 25000
Funding requested/received from all other sources (number) 300000 Total funding requested/received (number) $325000.00
Percentage requested from Menlo Park (%) 7.6923076923
Percentage requested/received from all other sources (%) 92.3076923077 Direct service costs (number) 272418
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs (number) 49035
Total agency/organization expenditures (number) $321453.00 Direct service costs percentage (%) 84.7458259839
Administrative costs percentage (%) 15.2541740161
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Malissa Netane-Jones
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 1:57PM
Receipt number 22
Related form version 1
Agency/organization name Peninsula Volunteers Inc. (PVI) Agency/organization street address 800 Middle Avenue
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Service description Peninsula Volunteers Inc. (PVI) has created and provided services to enable older adults to age in place, guided by a long-standing legacy of caring and our values of respect, commitment, trust, dedication and compassion for over 75 years. Our programs provide over $6 million in services to the Menlo Park and surrounding communities. We are committed to ensuring that high quality and enriching services are available to seniors so they remain vibrant, engaged, and vital members of our community through our four primary programs (Meals on Wheels, Rosener House Adult Day Center, RIDE PVI and Little House Activity Center).

Meals on Wheels provides healthy, home delivered meals to physically impaired and/or homebound older adults throughout most of San Mateo County.

Rosener House Adult Day Services offers critically needed therapeutic activities (including physical, occupational, speech and music therapies) for older adults with cognitive and physical limitations including Alzheimer's disease, stroke and other chronic conditions. Extensive caregiver support services are also offered.

RIDE PVI offers seniors with on-demand ride service to essential medical / dental appointments, supermarkets and pharmacies as well as senior centers at a low, Services provided and populations served
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subsidized cost.

Little House Activity Center - offers a wide range of classes and activities to keep seniors physically fit, intellectually and artistically enriched, and socially engaged.

Individuals/families served in the most recently completed fiscal year (number)
8500
Menlo Park residents/families served in the most recently completed fiscal year (number)
1700
Comments about the service population Meals on Wheels - clients are primarily older, homebound adults who are physically limited in their ability to cook or shop for themselves and/or do not have assistance with food preparation. 98% of MOW recipients are 60 years old and over, with 40% over the age of 80. The majority are low-income, with 54% having annual incomes of less than $25,000 and 75% with less than $50,000. The ethnic breakdown is 46% White, 14% Asian American, 8% Hispanic American, 9% African American 1% Native American, and 21% mixed race, other or unknown. 40% are male and 60% are female.

Rosener House - Clients in the program suffer from memory loss and/or dementia (Alzheimer's disease), Parkinson's disease, stroke and other chronic conditions.

They receive services from trained therapists (occupational and music), health monitoring and medication management by registered nurses as well as counseling by social workers. The racial/ethnic breakdown is 7% Hispanic, 3% African-American, 9% Asian/Pacific Islander and 81% White.

RIDE PVI - The program primarily serves seniors who are no longer able to drive due to vision and physical limitations. Over 35% of our clients use the service at least once a week. The majority of clients have incomes below $50,000 per year.

Little House - the primary age range of clients is between 70-88.

Nonprofit status ID# 94-1294939
Year incorporated 1947
Governing board size (number) 19
Governing board meeting frequency Monthly
Full-time employees (number) 48
Part-time employees (number) 21
Total employees (number) 69
Volunteers (number) 230
Total monthly volunteer hours (number) 1475
FY2023-24 Community Funding monies requested from Menlo Park (number)
40000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.6%
FY2023-24 funding received from other agencies (number) 1900500 Funding received from Menlo Park for the most recently completed fiscal year (number)
20000
Agency/organization structure and funding request
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1. Please provide a brief statement of your agency/organization purpose.

Peninsula Volunteers Inc. (PVI) enables seniors to age in place by offering services to meet the physical, social, mental and emotional health needs of clients, allowing them to grow older with dignity and independence in their homes.

PVI's programs are directed towards the most vulnerable and at-risk seniors and adults with disabilities, to ensure their challenges are met with care and commitment.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Meals on Wheels - To continue being a vital link in alleviating food insecurity by providing and delivering nutritious meals to seniors in need (who are unable to shop or cook for themselves, and who do not have family and friends nearby who can assist with food acquisition and meal preparation.) Rosener House - PVI's Adult Day Center is regionally renowned for the extensive range of enriching and leading-edge programming. Funding from the City of Menlo Park would help pay the costs of providing exercise classes, music therapists, social workers, and occupational therapists. Our current funding does not cover the total direct staffing costs.

RIDE PVI - Provide more low-cost, on-demand rides to Menlo Park seniors as the program grows, and more seniors learn of this service. In the last fiscal year, we added an additional ride coordinator to help with the increasing demand for the service. The requested funds would be used to provide over 700 rides.

Little House Activity Center- At Little House, older adults find a caring, compassionate, and vibrant community that values their wisdom and experiences.

It becomes a place where friendships are forged and cherished. Members are welcome to spend the day socializing and engaging in programs in a safe, active, and welcoming environment. The fitness programs at Little House combine socialization with health and wellness to help adults maintain and improve their physical fitness and function. Certified instructors lead all programs. Our programs include over 20 weekly group exercise classes, open gym, mind-body programs such as Tai Chi and yoga, and one-on-one personal training. Little House provides life enrichment programs that stimulate adults' intellectual, social, and cultural interests, enhancing the overall quality of life. Specific emphasis is on the arts and ongoing education, and our members are encouraged to explore their creative side through our creative arts, music sessions, and cultural events, fostering selfexpression and joy. Members stay connected with friends and family in the technology center. We offer one-on-one tech tutoring as well as an open lab.

Dedicated tech program instructors teach innovative and unique classes on how to use the computer, iPad, or smartphone. Little House provides supportive services such as HICAP counseling, support groups, and assistance navigating community resources. The center also encourages older adults to remain active and engaged by offering volunteer opportunities within the center and the broader community.

The Little House Café offers daily congregate lunches to enhance older adults' overall quality of life by providing nourishment and meaningful social engagement.

Funding from the City would allow PVI to continue providing these essential programs and activities.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Meals on Wheels - To continue providing vital services for our senior population in Menlo Park, additional funding is necessary to cover the gap in funding from other funders and clients. MOW has a contract with San Mateo County Aging and Adult Services for Older Americans Act, but that funding is limited and does not cover the full cost of providing services. Last year for example, fundraising from other sources of over $60,000 was needed to sustain the service for Menlo Park residents. PVI seeks grants from foundations, local corporations, other cities where we provide service, and individual donations to help sustain this vital safetynet service. Food insecurity among seniors increases disability, decreases resistance to infection, and extends hospital stays. Experts agree that risk for malnutrition is high among specific groups of seniors and adults with disabilities, especially those with inadequate income to purchase food, those who are isolated, who suffer from illness and other conditions affecting independence. PVI incurs a cost of $16.50 per meal (including food costs and staff to prepare, package and deliver meals.) San Mateo County reimburses PVI at a rate of $11.50 per meal and clients pay on average $.90, leaving a $4.10 funding gap which is absorbed by PVI as a loss. This is for the 102,500 meals covered by OAA funding. PVI serves another 60,000 meals which are solely funded by grants, donations or otherwise also absorbed as a loss. The ability to continue fulfilling this essential service would be helped significantly by funding from the City of Menlo Park.

Currently we have 20 residents of Menlo Park needing our services and are on our waiting list.

Rosener House - The full cost of providing high quality programs to participants is Agency/organization narrative answers
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over $135.00 per day. Many families cannot afford to pay the full fee, so fundraising is critical to being able to provide services for these participants.

Moreover, Rosener House provides add-on services such as occupational therapy, speech therapy and a Registered Nurse on staff - these extra services are not covered by the $135.00 fee so we are requesting funding assistance from the City to help maintain these important programs.

RIDE PVI - The ride program offers seniors on-demand transportation at a subsidized rate ($8.00 flat fee) for most participants. While we receive funding from other agencies/organizations such as the Sequoia Healthcare District and the County of San Mateo, it does not fully cover the per full carrier rate (average of $16.00 per ride) nor administrative costs, which equals an operating loss for the program. Funding from the City will enable PVI to increase ridership while helping to alleviate the program deficit.

Little House Activity Center- Little House recognizes that being physically and socially active is incredibly important to the health of older adults. Physical activity and mental stimulation improve their ability to do daily activities, prevent falls, and increase life expectancy. Having a community of friends has a dramatic effect on the overall mental health of seniors and reduces the risk of depression and isolation. While our program and membership pricing is below market, many seniors still cannot participate due to financial hardship. This grant funding will enable us to provide scholarships and a subsidized rate program to the neediest seniors in our community, potentially reaching 20 low-income seniors in Menlo Park.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Meals on Wheels - The population of seniors is growing significantly, increasing from 52.4 million in 2018 to 94.7 million in 2060. (2019 Profile of Older Americans 4 of 8 community need. ) (Administration on Aging U.S. Dept. of Health and Human Services, May 2020.) As seniors live longer, it is important to ensure that they are not isolated. In fact, research has shown that social isolation can cause conditions like high blood pressure, heart disease, obesity, depression, even death. Other issues that will need to be continuously addressed are food insecurity, physical and mental gradual decline. Meals on Wheels is the only organization providing nutritious, home-delivered meals to homebound senior residents (and younger adults with disabilities) in Menlo Park. The program significantly enhances food security and physical wellbeing, allowing recipients to remain independently in their home (and obviate or delay the need for institutional living). Just as importantly, the drivers who deliver the meals serve as a critical point of social contact, sometimes being the only person, the client sees all day.

They become familiar with the clients on their routes and are able to notify the Meals on Wheels office staff if any seems awry. MOW has been providing service to Menlo Park residents since it started in 1977. PVI MOW is the sole provider of this service in Menlo Park and is available to all seniors and adults with disabilities who cannot shop or cook for themselves. Menlo Park residents receiving PVI home-delivered meals and the ancillary services are able to remain in their own homes and community with independence and dignity. Most older adults want to remain in their own homes as long as possible, and investing in seniors makes this possible and helps to avoid institutional placement.

Rosener House - In Menlo Park, many families (15%) in the middle-income category who have a loved with Alzheimer's or other memory/physical impairment, are unable to afford the expenses of long-term care nor qualify for public benefits.

Funding from the City of Menlo Park will allow residents to attend Rosener House regularly and receive the services and care that will enhance their quality of life.

RIDE PVI - A survey of seniors in the Menlo Park community and surrounding region cited transportation as their second biggest challenge in their daily life.

With public transportation being inefficient or difficult to access based on distance, taxis being too expensive, and rideshare apps not feasible for seniors without smartphones or with limited technical knowledge, many seniors decide to forego needed medical visits and shopping. The result of this decrease in essential visits is poor health outcomes, among other effects. RIDE PVI was developed as an ondemand, low-cost, door-to-door solution to these obstacles. Working with Lyft and Uber, our transportation coordinators utilize ride share desktop platforms to request drivers on the senior's behalf. The senior makes 1 call to PVI, and we dispatch drivers to their homes with 5-10 minutes of their request. Having an actual person on the other side to talk to is a feature that is valued by seniors. In addition, the ride is monitored from inception until the destination is reached, providing seniors with added security and comfort. Also, importantly, the rider pays a discounted fee, reducing the cost barrier for seniors who may be low-income or are on fixed incomes. Recently, based on the requests from our clients, the program has been expanded beyond medical/dental/supermarket/pharmacy/senior center destinations to allow seniors to visit spouses/partners who are in hospitals/nursing facilities and physical rehabilitation centers. These visits can enhance the recovery process and promote the overall well-being of their loved Page C-2.124
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one. Over 3,500 rides have been taken by Menlo Park seniors since January 2023, the largest percentage by volume in the program, highlighting the need this service is fulfilling.

Little House - The City of Menlo Park Grant will play a pivotal role in helping to ensure that Little House continues to serve older adults in the community and to meet the evolving needs of seniors. The funding will be earmarked to subsidize services or reduce fees for participants with limited financial resources so that Little House remains accessible to all older adults, regardless of their financial situation. The grant funding from the City of Menlo Park will allow Little House to continue its vital mission of serving older adults and ensuring their well-being, engagement, and fulfillment in the community. With the city's support, Little House can continue to be a beacon of support and care for the older adult population, making Menlo Park an even more age-friendly and compassionate city for its older residents.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Meals on Wheels - PVI staff members are all part of larger aging services networks on the Peninsula. PVI programs are well known to other organizations, as referrals are made to and received from other organizations serving similar populations. Sequoia Healthcare District and Peninsula Health Care District assist financially to serve residents of their respective districts. San Mateo County Aging and Adult Services contracts with Meals on Wheels and Rosener House for Older Americans Act funding and provides direct referrals from County social workers.

Meals on Wheels serves as a link to a broad band of social services for clients to access throughout the county and increases their ability to thrive and enhance well-being.

Rosener House is a service provider for the San Mateo County Dementia Capable Services and Supports that assists individuals with a diagnosis of early-stage dementia who are living alone. Collaborating organizations include Stanford University, the Department of Veterans Affairs, California Department of Developmental Services, Second Harvest Food Bank, the City of South San Francisco, Catholic Charities, Samuel Merritt University, Sequoia and Foster City Villages, Stanford Aging Adult Services, Sequoia Healthcare District, Seniors at Home, Mission Hospice, Menlo Park Senior Center, Fair Oaks Community Center, San Carlos Adult Activity Center. These organizations frequently refer their clients to our program and participate in networking functions where information on our services is exchanged and updated.

RIDE PVI - We have partnerships with the Villages of San Mateo County and Ability Path (an organization providing services to older adults with developmental disabilities). Also, several PVI managers are members of the New Beginning Coalition (which is a broad-based group of providers whose mission is to improve the quality of life of San Mateo County’s older adults and adults with disabilities) and participate in OAA monthly provider meetings. Last year we partnered with the City of Menlo Park Senior Center to provide rides to their clients.

Little House - Little House Activity Center will continue its community outreach and provide more awareness of what programs and services are provided. Our number one goal for our clients is to help prevent social isolation. By providing access to our fitness, health & wellness, life enrichment, and social programs, we can help eliminate their isolation and offer a holistic approach to their wellbeing. Little House will coordinate services and programs with other agencies, such as Stanford Aging Adult Services and Sequoia Healthcare District, to offer a continuity of services and a collaborative support network.

Meals on Wheels - PVI is the only provider of home-delivered meals in Menlo Park. Coordination with San Mateo County Aging and Adult Services ensure there is no duplication of service for those who have a County funded caregiver through In-Home Support Services
Rosener House - There are 3 other adult day programs in San Mateo County and one of these is an adult day health care program. Rosener House is the only adult day program in the region with a multi- disciplinary team that has a unique focus on dementia related- conditions as well as having a Board-Certified Music Therapist. Music therapy helps to reduce stress, anxiety and depression while promoting emotional satisfaction. It is distinguished by including health services in its offerings which are affordable for families. The directors of the day programs work together by meeting and participating in efforts to reach aging service professionals for referrals and inform new families about available services.

RIDE PVI - This senior low-cost, on-demand transportation program is unique in Menlo Park. The program manager connects regularly with other senior transportation providers in the larger region to assess where there are duplications and/or gaps in service.

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Little House - PVI is uniquely positioned to provide a holistic approach to our members’ well-being. We offer opportunities for individuals to explore all areas of well-being: emotional and social support by providing social programs that develop friendships amongst participants; fitness either in a class setting or one-on-one training in our gym with a specialized trainer; and mental stimulation and selfexpression through life enrichment programs. We also support nutritional needs through daily congregate dining, and we work in tandem with Sequoia Healthcare District to provide wellness lectures and with Stanford Aging Adult Services to offer an evidence-based class specific to seniors.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 40000
Funding requested/received from all other sources (number) 1244960 Total funding requested/received (number) $1284960.00
Percentage requested from Menlo Park (%) 3.1129373677
Percentage requested/received from all other sources (%) 96.8870626323 Direct service costs (number) 5932050
Administrative costs (number) 778490
Total agency/organization expenditures (number) $6710540.00 Direct service costs percentage (%) 88.3989962060
Administrative costs percentage (%) 11.6010037940
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Please upload any supporting documents PVI Budget Income Statement FY 2023.pdf Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 6 October 2023, 3:42PM
Receipt number 11
Related form version 1
Agency/organization name Ravenswood Classroom Partners
Agency/organization street address P. O. Box 384
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94026
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description Inspired by the belief that every child deserves an equal opportunity to learn, Ravenswood Classroom Partners (RCP) is devoted to working with the Ravenswood City School District to support the success of students in eastern Menlo Park and East Palo Alto. Since 2008, Ravenswood Classroom Partners has partnered with Ravenswood teachers and provided exceptionally trained volunteer tutors at no cost to the school district or families. Each dedicated volunteer tutor is a consistent, caring presence in the lives of these children, working weekly in the same classroom with the same students throughout the year.

Individuals/families served in the most recently completed fiscal year (number)
450
Menlo Park residents/families served in the most recently completed fiscal year (number)
350
Comments about the service population The Ravenswood public schools are faced with overwhelming socioeconomic challenges, underfunding, high absenteeism and low teacher retention rates.

These issues lead to school performance that lags that of neighboring districts, resulting in an uneven playing field. The schools we serve have unique challenges:

Services provided and populations served
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89% of the families are low income, 47% of the students are English language learners, 88% of the students are reading below grade level and over 40% are considered homeless. Ravenswood Classroom Partners serves the most struggling readers in the Ravenswood School District. This year more help is needed than ever as the performance of Ravenswood students declined on many state-level and annual metrics due to the pandemic, high rates of absenteeism, and uneven learning when students returned back on campuses. Schools are back to normal but Ravenswood students still have a ways to go.

Nonprofit status ID# 47-1582614
Year incorporated 2015
Governing board size (number) 8
Governing board meeting frequency Quarterly
Full-time employees (number) 0
Part-time employees (number) 2
Total employees (number) 2
Volunteers (number) 150
Total monthly volunteer hours (number) 170
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
8%
FY2023-24 funding received from other agencies (number) 48000 Funding received from Menlo Park for the most recently completed fiscal year (number)
15000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

For over 15 years, Ravenswood Classroom Partners' trained volunteer tutors have been collaborating with teachers to reinforce school curriculum and support learning by providing 1:1 and small group academic support in the Ravenswood City School District. Ravenswood teachers partner with our volunteers to help improve academic performance and social-emotional well being of their students.

RCP volunteers are formally trained to utilize the Ravenswood Schools’ curriculum so our impact is both effective and seamless. RCP is a key component of the district's literacy intervention strategy.

Ravenswood school closures and remote learning due to the coronavirus crisis have exacerbated the massive divide in local education. Low-income communities such as Ravenswood have been disproportionately impacted by the pandemic and, though schools have returned to in-person instruction, students are still recovering from lost time in academics. Our goal is to accelerate learning, help students catch up and target those children with the lowest literacy scores. With months of distance learning and difficulties in a safe return to campuses, this group of very vulnerable students has shown significant learning loss (as measured by state standardized tests) and if not mitigated may lead to lasting academic and life setbacks. Our goal is to provide personalized academic intervention to our local students who need it the most and ultimately to help build a better tomorrow for this future generation of learners.

Agency/organization narrative answers
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2. Describe how your agency/organization plans to use the requested funding if awarded.

While many students across the nation fell behind in learning due to the global pandemic, those who came into the pandemic with the fewest academic opportunities are exiting with the greatest learning loss. The students in the Ravenswood School District remained in remote learning much longer than surrounding communities and their return to school was negatively impacted by higher covid case rates and absenteeism. Students in eastern Menlo Park face far greater educational challenges than do students in western Menlo Park. In the Ravenswood School District, 89% of students are from low-income families and 47% are from non-English speaking families.

Ravenswood Classroom Partners has always stood alongside the students and teachers of Ravenswood, helping to close the academic gap by offering tutoring and valuable mentorship support to students. Now, we have a chance to help propel the district towards truly transformative change that will provide an outstanding education for all students. We are thrilled to be part of the district’s tiered intervention support system this year, helping students catch up by providing evidence-based intensive literacy tutoring. With an alarming 88% of Ravenswood students reading below grade level, the need has never been greater. Volunteer tutors work with individual students in multiple tutoring sessions per week and cover content that links back to what is being taught in the regular classroom.

Our vision is that all Ravenswood students from eastern Menlo Park and East Palo Alto will receive the education they need to achieve their highest potential and become valuable contributors in our global society. The enormous opportunity gap between the Ravenswood community and the surrounding school districts requires intervention to address the disheartening spring 2023 Smarter Balance test results. Only 42% of California's third graders can read and write at grade level, according to the state's latest smarter balanced test, but Ravenswood's third graders fared even worse with only 12% meeting or exceeding grade level.

The students at Belle Haven are part of the future of Menlo Park. It is essential that their elementary school education prepares them to fully participate and succeed in school. While students in the Menlo Park City School District have robust family engagement, afterschool enrichment options and most of their basic needs met, the students at Belle Haven lack access to many of these opportunities.

This year Ravenswood Classroom Partners has aligned our programs with new research showing that evidence-based practices and the science of reading are the most effective methods to teach kids to read. RCP is delivering tutoring support with a clear focus on reading skills known as "foundational phonics" which includes explicit instruction in phonics, vocabulary and comprehension. This strategic approach is aligned with the new reading curriculum adopted by the Ravenswood City School District.

The requested grant funds would help enable us to provide the framework to deliver literacy instruction for students that have fallen behind and reach more classrooms, teachers and learners.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Every year we rely on generous individuals, family foundations and grants to fund RCP programs. As we ramp up our commitment to the Ravenswood City School District and see the increased needs created by remote school, high absenteeism rates and declining test scores, we have been seeking greater support from local granting agencies. Financial support from the community is needed more than ever to ensure that RCP can meet the surge in demand and reach more struggling students. A grant from the City of Menlo Park will allow us to implement and grow our literacy tutoring program to accelerate learning, partner with talented teachers, and engage the youngest learners with an increased focus on English language development support.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

RCP volunteer tutors are passionate about student learning and meet a critical need in the Ravenswood community. Each day our dedicated volunteers form relationships, achieve results and help hundreds of students in East Palo Alto and eastern Menlo Park recover from the pandemic’s many setbacks and reach their full potential. Last school year, our volunteer tutors delivered over 8,000 one-onone tutoring sessions to students who otherwise could not afford it! This school year we are working with the teachers and curriculum team to modify our high quality intensive tutoring program to adopt research-aligned reading practices, including phonics. Our goal is to reach more students and help close the massive learning gap that has widened over the last several years.

Our early-literacy tutoring program is uniquely positioned to meet the school district's needs. Our program is embedded in the school day, coordinated with teachers, and allows students who are the farthest behind to have a minimum of 3 Page C-2.130
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tutoring sessions per week. Students are supported in-person by a consistent tutor, tutors are well trained and data informs our tutoring sessions to personalize lessons and maximize student learning. In addition to benefiting Belle Haven students, the Menlo Park community also benefits by enhanced academic success in the next generation of our local students.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We work closely with the Ravenswood City School District teachers and administrators to develop our programming and training materials. We partner with the district curriculum team to train our volunteer tutors in structured reading intervention and phonics concepts. We also partner with other local nonprofits and education teams such as the Ravenswood Education Foundation, the Children's Health Council, Stanford University Haas Center for Public Service and the Bring Me a Book organization. In addition, we network with other nonprofit tutoring organizations including Healthy Cities Tutoring and Mentor Tutor Connection to collaborate on best practices.

There is one other tutoring organization that engages students on Ravenswood elementary school campuses, Ravenswood Reads. Ravenswood Reads does after school tutoring using their own curriculum. They typically work with less than 30 students per year and their tutoring sessions are delivered remotely. We are the only nonprofit providing tutoring support that is embedded in the school day and is well aligned with classroom curriculum. With our model of in-class tutoring and our vast cohort of volunteers, we are able to reach many more students than other tutoring nonprofits. In addition, we do this at no charge to the underresourced district. The Ravenswood School District uses a multi-tiered system of support to recommend and track students in reading intervention programs so that we don't duplicate efforts.

Program name Improving literacy rates through phonics-based tutoring Requested from City of Menlo Park (number) 15000
Requested/received from all other sources (number) 140000 Total funding received/requested (number) $155000.00
Percentage requested from Menlo Park (%) 9.6774193548
Percentage requested/received from all other sources (%) 90.3225806452 Direct service costs (number) 140200
Administrative costs (number) 14800
Total program expenditures (number) $155000.00
Direct service costs percentage (%) 90.4516129032
Administrative service costs percentage (%) 9.5483870968 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 15000
Funding requested/received from all other sources (number) 171200 Total funding requested/received (number) $186200.00
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Percentage requested from Menlo Park (%) 8.0558539205
Percentage requested/received from all other sources (%) 91.9441460795 Direct service costs (number) 171000
Administrative costs (number) 15200
Total agency/organization expenditures (number) $186200.00 Direct service costs percentage (%) 91.8367346939
Administrative costs percentage (%) 8.1632653061
Please upload any supporting documents RCP_2023 Progress Report_R3-2.pdf letter of support2023.pdf
Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 26 October 2023, 6:00PM
Receipt number 35
Related form version 1
Agency/organization name Ravenswood Education Foundation Agency/organization street address 2120 Euclid Avenue
Agency/organization city East Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different) PO Box 396 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description The Ravenswood Education Foundation (REF) works to ensure equitable and high-quality educational opportunities for Ravenswood City School District (RCSD) TK-8th grade students by building on local strengths and engaging the entire community.

Individuals/families served in the most recently completed fiscal year (number)
1560
Menlo Park residents/families served in the most recently completed fiscal year (number)
420
Comments about the service population 86% Socioeconomically Disadvantaged 57% English Learners
42% Housing Insecure or Homeless
77% Latinx
11% Hawaiian or Pacific Islander
8% Black or African American
Services provided and populations served
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Nonprofit status ID# 26-0166433
Year incorporated 2007
Governing board size (number) 16
Governing board meeting frequency Monthly
Full-time employees (number) 3
Part-time employees (number) 0
Total employees (number) 3
Volunteers (number) 404
Total monthly volunteer hours (number) 200
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.14%
FY2023-24 funding received from other agencies (number) 10308500 Funding received from Menlo Park for the most recently completed fiscal year (number)
15000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

The mission of the Ravenswood Education Foundation (REF) is to ensure equitable and high-quality educational opportunities for Ravenswood students by building on local strengths and engaging the entire community.

REF is committed to improving student achievement, supporting teaching excellence and engaging families in their children’s education.

Our vision is that all Ravenswood students, grades TK through 8, receive the education they need to achieve their highest potential and become valuable contributors and leaders in our global society.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Under Ravenswood City School District (RCSD) Superintendent Sudaria’s inspired leadership, each of Ravenswood’s school-site leaders have transitioned from district-centric to school-based budget formulation and accountability. Increased fiscal transparency and understanding uncovers unanticipated and time-sensitive discretionary needs benefiting students, families, and teachers.

As school leadership teams have direct knowledge of their school’s discretionary needs, REF aims to allocate a $15,000 discretionary budget to each principal.

Eastern Menlo Park children, families, and educators will directly benefit from a Belle Haven School Discretionary Fund. Thus, the City of Menlo Park funding the Belle Haven School discretionary account will have a direct impact on Menlo Park residents.

The Discretionary Fund gives principals the opportunity to use this money where they think it is needed most without budgetary constraints. The Belle Haven Elementary School principal has used her discretionary expenditures to build community and school culture. Discretionary expenditures include gifts for staff appreciation and recognition, food for family informational meetings, items to promote school culture, and other expenditures school leadership deems necessary and doesn’t fall within, or exceeds, an existing budget category.

Agency/organization narrative answers
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A special example for the need of a Discretionary Fund is when last winter, strong winds knocked down utility lines, Belle Haven Elementary School took the lead to feed families that were without power for almost a week in eastern Menlo Park.

Most recently, because the school main campus is undergoing a much needed renovation, Belle Haven Elementary School had to move to portables in a new location. Teachers and staff were able to start moving just a few days before the first day of school. During this critical time, administrators saw the need to provide food and drinks for all staff who worked tirelessly to make sure they were ready to welcome students on the first day of school. The principal also acknowledged and recognized the hidden heroes during this stressful time and used the discretionary fund to thank the custodians for going above and beyond with a small gift as a token of appreciation. These gestures that come from the Discretionary Fund support, inspire, recognize, and promote the well-being of the Belle Haven Elementary School community.

The requested funds will be used to support the Belle Haven Elementary School’s Discretionary Funding, which serves eastern Menlo Park families, with no portion of the funds be used for REF overhead expenses.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

As stated by Steve Langdon, one of REF’s generous donors: “Each year, we give money to our strong and well funded schools to make them even better. But it concerns us that this can worsen the gap with schools whose families can’t afford to give. So we match the contribution to our schools with one to schools in need.

We want our good fortune to help kids in struggling areas, too.” Students in eastern Menlo Park face far greater educational challenges than do students in western Menlo Park. In the Ravenswood school district, 86% of students are socioeconomically disadvantaged and 42% are housing insecure or homeless. The children at Belle Haven Elementary School are part of the future of Menlo Park.

Our vision is that all Ravenswood students will receive the education they need to achieve their highest potential and become valuable contributors in our global society.

RCSD leadership, with REF’s support, is implementing extraordinary support to scaffold Ravenswood students during this 2023-24 school year. The City of Menlo Park’s generous support, combined with other equity-focused funders will allow us to build on the strength of the Ravenswood community and provide every child with the education they need and deserve.

The City of Menlo Park Community Funding Program’s 2022-2023 support of the Belle Haven Elementary School Discretionary Fund was highly impactful. Thus, we are requesting the same funding for this school year as the Discretionary Fund gives the principal of Belle Haven Elementary School the opportunity to use this money where she thinks it is needed without budgetary constraints.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Since 2007, Ravenswood Education Foundation has supported the Ravenswood City School District as a funding and thought partner to serve the district’s students of whom 86% are socioeconomically disadvantaged and 42% are housing insecure or homeless. REF capitalizes on its close relationship with the RCSD superintendent, school board, school faculty, staff, and families, as well as community partners and providers to deliver the district services and supplies most in need. This longstanding foundation/district partnership uniquely positions REF to meet a wide-range of essential district services, including providing elementary school students, families, and faculty with high-value services’ funding.

Education leaders dedicating their professional talent and time for the benefit of children, families, and teachers in our area’s most challenging circumstances deserve funding to meet the immense needs they witness and can affect. Family basic needs support, family engagement, and professional development efforts recognize the time and resources faculty and families give as well as the incredible difference those efforts are making in the lives of Menlo Park children.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

REF regularly collaborates with many local organizations. These organizations include Young Men’s Service League (YMSL), Ravenswood Classroom Partners (formerly All Students Matter), Chan Zuckerberg Initiative (CZI), Vive Church, Portola Valley Boy Scout Troop, Stanford KA, and many others to bring much needed school resources, volunteer support, and community service projects to Ravenswood. Additionally, REF partners with the Boys and Girls Club of the Peninsula to offer summer support to students in eastern Menlo Park and East Palo Alto.

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Although collaboration with outside agencies looks a little different from each other, Jazmin Sosa, REF’s Director of Operations, oversees all volunteer opportunities in the district. Strong partnership with school sites allows REF to see the needs that surface during the school year. Open and strong communication has allowed REF to partner with many community agencies to support Ravenswood projects as they arise. Some of these opportunities include building garden beds, helping teachers move classrooms, run Robotics tournaments, and much more.

For instance, earlier this year, because Belle Haven Elementary School is undergoing a much needed renovation, KA Stanford volunteers spent a weekend building a Reading Room Annex so Belle Haven students can still have access to a library this school year. The volunteers, led by our Belle Haven Reading Room coordinator, laid down tiles, built bookshelves and moved thousands of books to the new annex to ensure students can have weekly access to books during the projected two years of construction.

We are grateful for the strong partnership with our equity-minded community agencies to ensure all students in East Palo Alto and eastern Menlo Park have the best education they need and deserve.

The RCSD superintendent, all school principals, and REF’s executive director are integrally involved in REF-funded program budget planning and implementation thus avoiding duplication of services. District leadership collaboration ensures REF funds are directed to the highest priority and highest value programs with focus on supporting student achievement for every student in the district. REF is the top contributor and supporter of the Ravenswood City School District.

The Ravenswood Education Foundation is deeply grateful for the support of the City of Menlo Park in ensuring eastern Menlo Park students attending Ravenswood public schools receive the support they need to enable a holistic, high-quality educational experience.

Program name Belle Haven Elementary School Discretionary Fund Requested from City of Menlo Park (number) 15000
Requested/received from all other sources (number) 0
Total funding received/requested (number) $15000.00
Percentage requested from Menlo Park (%) 100
Percentage requested/received from all other sources (%) 0 Direct service costs (number) 15000
Administrative costs (number) 0
Total program expenditures (number) $15000.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 15000
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Funding requested/received from all other sources (number) 10308500 Total funding requested/received (number) $10323500.00
Percentage requested from Menlo Park (%) 0.1452995593
Percentage requested/received from all other sources (%) 99.8547004407 Direct service costs (number) 9552500
Administrative costs (number) 771000
Total agency/organization expenditures (number) $10323500.00 Direct service costs percentage (%) 92.5316026541
Administrative costs percentage (%) 7.4683973459
Please upload any supporting documents Annual 2023 web.pdf Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 4:06PM
Receipt number 58
Related form version 1
Agency/organization name Rebuilding Together Peninsula
Agency/organization street address 841 Kaynyne St
Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94063
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Service description Rebuilding Together Peninsula (RTP) provides free home repairs and safety modifications to low-income homeowners and renovations for community facilities in San Mateo County and northern Santa Clara County. Our Safe at Home (SAH) program is focused on improving the health and well being of our neighbors in need by enhancing the safety and comfort of their homes and the community as a whole.

Many of our clients live in older houses that have fallen into disrepair. They simply don’t have the resources to hire a contractor, and often don’t have the skills or physical ability to make repairs themselves. As the cost of living in the area and inflation rates continue to rise, more low-income residents need our assistance.

Support of our Safe at Home program will help us offer more comprehensive repairs for our neighbors in need. We are seeing more homes with a larger, more expensive set of repairs needed. With limited funding, our program staff have to prioritize repairs to be made; unfortunately, sometimes smaller less expensive repairs may be feasible, while important larger repairs (e.g., roofing, a new furnace), may exceed the funding available for a single house. Funding from local cities helps to supplement funding we receive from the county and foundations for Services provided and populations served
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home repairs and enables us to offer more essential services to our community.

Individuals/families served in the most recently completed fiscal year (number)
86 Menlo Park residents/families served in the most recently completed fiscal year (number)
4 Comments about the service population The figures in the two preceding questions reference the number of households served. Within the 86 total households, there were 147 individuals; within the 4 Menlo Park households, there were 7 individuals. In addition to the 86 homes, we repaired nine local community facilities – one of those facilities received repairs at three of its locations.

RTP serves a wide array of households, all of which qualify as low-income per HUD income limits. Of the households served in FY2022-23:
- 61% of participants had extremely low income, 24% of participants had very low income, and 15% of participants had low income.
- The median annual household income was $36,480.
- 59% of the households had a senior living in the home. - 41% of the households had a person with a disability living in the home. - 81% of participants identified as a person of color (approximately 32% White Hispanic, 27% multi-racial Hispanic, 14% Asian, 5% Black or African American, and 3% multi-racial non-Hispanic; 19% of the participants identified as White).

Nonprofit status ID# 94-3106209
Year incorporated 1989
Governing board size (number) 18
Governing board meeting frequency Every other month
Full-time employees (number) 12
Part-time employees (number) 1
Total employees (number) 13
Volunteers (number) 616
Total monthly volunteer hours (number) 410
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.3%
FY2023-24 funding received from other agencies (number) 565447 Funding received from Menlo Park for the most recently completed fiscal year (number)
10000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Rebuilding Together Peninsula’s mission is “repairing homes, revitalizing communities, and rebuilding lives.” RTP’s work brings together skilled staff and volunteers to build intergenerational equity for low-income families on the verge of displacement. RTP makes it possible for vulnerable seniors, BIPOC (Black, Agency/organization narrative answers
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Indigenous, Persons of Color) families, and single female heads of households to live in safe and healthy homes. Our work promotes hope, enhances dignity, and builds intergenerational housing equity for families at risk of displacement.

RTP has three main programs to ensure our vision of safe homes and communities for everyone: National Rebuilding Day/Fall Rebuilding Day (NRD/FRD), Safe at Home (SAH), and Special Projects.

Rebuilding Days: repairs for 35-45 low-income homeowners and community facilities annually, working with community sponsors and over 1,000 volunteers, mainly completed on work days in April and October.

Safe at Home: smaller projects completed by RTP staff, AmeriCorps members, and a handful of skilled volunteers to address critical home repair needs for approximately 100 low-income homeowners annually.

Special Projects: project focuses have varied, but our current special project is focused on lead paint remediation in San Mateo County.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Funding from the City of Menlo Park will be used to provide repairs to Menlo Park households. We plan to repair 8-11 homes this year, which is more than previous years because we received an award from the city’s Below Market Rate (BMR) housing program. An award from the city’s Community Grant Program will ensure we can repair as many homes as possible. In addition to the BMR funds, RTP receives funding from San Mateo County CDBG funds that is allotted for repairs in multiple communities in the county, including Menlo Park. This funding from the City of Menlo Park will allow us to increase the scope of repairs performed at these homes, thereby allowing us to address even more health and safety concerns.

RTP’s Safe at Home program provides low-income seniors, veterans, people with disabilities, and families with children with free critical health and safety related home repairs. RTP’s skilled repair technicians eliminate tripping hazards; add grab bars; install stair railings; and increase lighting. This program improves health and reduces the risk of falls among our neighbors in need.

Specific repairs are prioritized by a combination of home repair expertise, an environmental fall risk assessment, and a Safe at Home checklist developed in partnership with the Administration on Aging and the American Occupational Therapy Association. Home safety modifications like grab bar installation and ensuring floor resiliency are common recommendations for people at risk of falls.

Repairs are performed by our skilled repair technicians and supervised by our Director of Programs, who is a general contractor, and our Safe at Home Manager.

RTP is credible, reliable, trustworthy, and performs critical home repairs and safety modifications at no charge for low-income homeowners.

SAH has three main goals: (1) Low-income, mainly elderly and BIPOC (Black, Indigenous, Persons of Color), homeowners residing on the Peninsula have access to free home repair services that enable them to live in a dry, clean, pestfree, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home (the National Center for Healthy Housing’s ten principles of healthy homes). (2) Safety and health priorities identified in each home are addressed by our expert repair technicians, skilled volunteers and/or trusted sub-contractors. (3) Participants are equipped with the knowledge and tools necessary to identify health and safety hazards.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The requested funds from the City of Menlo Park will help our Safe at Home program maintain services while experiencing increasing costs. This is for two reasons:
(1) the impact of inflation, particularly on construction materials, supplies and subcontractors, has skyrocketed in the post-COVID era. The San Francisco Bay Area boasts the highest construction costs in the world (International Construction Market Survey, 2022) meaning that most elderly, low-income homeowners simply can’t afford to keep their homes in good repair.
(2) RTP is expanding the SAH program this year by implementing the second year of a mobile-home-specific repair program. Mobile homes are often ineligible for CDBG funds because they lack flood insurance. This new project was launched in partnership with the county and four foundations last year and its success led to the county deciding to continue to support it this coming year.

Unfortunately, RTP receives more applications per year than our programs can accommodate. Homeowners that aren’t selected are placed on a waiting list and cannot receive any assistance until our annual funding allows it. Limited funding prevents us from providing homeowners with major repairs and more expansive scopes of work. Additional funding from the City of Menlo Park would allow us to Page C-2.140
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better serve Menlo Park residents.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Safe at Home benefits the Menlo Park community. The program provides critical health and safety repairs to low-income homeowners in the area, the majority of whom are elderly, persons of color, and/or people with disabilities. RTP is committed to equity, emphasizing a safe and healthy home for every person.

Our programs address health disparities by increasing the ability of BIPOC individuals to maintain their safe and healthy homes and pass a safe and healthy home down to the next generation. Stable and affordable housing is a key social determinant of health. However, fewer BIPOC people own homes in our community and those that do, often must choose between paying for prescription medications or home repairs.

In San Mateo County 35% of Pacific Islander, 35% of Latinx residents and 36% of Black residents are homeowners as compared to 67% of white residents (Source:

Get Healthy San Mateo County). This is a legacy of the history of the racialization of access to home ownership as stated in the book The Color of Law “government and private industry came together to create a system of residential segregation.” Gentrification and potential displacement is a source of stress and trauma for lowincome BIPOC residents.

Additionally, the peninsula’s housing stock is aging. The average home in our community is 70 years old and the repairs needed are complex and expensive - especially mobility modifications (ramps, trip resistant flooring) that enable our elderly neighbors to age-in-place.

RTP has partnered with the Sobrato Impact Lab and Actionable Insights to measure the impact of our work and demonstrate the impact that RTP has on the community and on individual homeowners. RTP’s work has proven to extend beyond repairs and renovations; we impact lives and communities across six domains:

Safety: The homes and community facilities we repair are safer structures that are better prepared for outside dangers and have reduced hazards.

Physical health: RTP focuses on improved functionality of homes as well as creating a home that promotes personal hygiene and a homeowner’s overall health.

Mental health: After repairs are complete, homeowners report improved feelings of overall well-being, increased pride in homes, and improved ability to cope with life’s stressors.

Independence: Homes renovated by RTP offer our vulnerable neighbors increased physical mobility, improved ability to take care of the home, and the ability to age in place.

Economic security: Repaired homes decrease the cost of maintaining the home and improve property value – both essential to economic security for our lowincome neighbors.

Community: Safe and healthy homes also improve homeowners’ relationships with their neighbors and repaired community facilities increase a nonprofit’s ability to serve our community.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Over the past 35 years, RTP has forged extensive relationships with our local communities. Not only do we partner with project sponsors and volunteers, we partner with trade unions, vendors, and corporations that supply volunteer labor and donated materials. In collaboration with other nonprofits, city staff, and county social workers/case managers, RTP is able to identify community members that are in need of our services. After we’ve served homeowners, we refer them to other programs that can help them with additional needs (e.g., Meals on Wheels, El Concilio, and PG&E Low-Income Home Energy Assistance Program).

Furthermore, the community facilities that we serve are able to better serve their recipients without the burden of spending money on needed repairs.

At this time, Rebuilding Together Peninsula is the only free home repair organization serving San Mateo and northern Santa Clara counties. The Center for Independence of Individuals with Disabilities (CID) offers a Home Modification Services program that helps with installing ramps, rails, grab bars, etc., but does not provide home repairs. We have collaborated with CID on several occasions to tackle the home modification and repair needs of a homeowner. El Concilio of San Mateo County is a contractor for the PG&E Energy Savings Assistance Program (ESAP) and works as a subcontractor for Central Coast Energy Services, which administers the Department of Energy’s Weatherization program for San Mateo County. El Concilio has a minor home repair program to address repairs that they come across in the process of working on energy improvements for the home. El Concilio and Central Coast Energy Services participate in the Energy Workgroup that we convene twice a year; additionally, we regularly refer clients to them and vice versa.

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Program name Safe at Home
Requested from City of Menlo Park (number) 10000
Requested/received from all other sources (number) 1134517 Total funding received/requested (number) $1144517.00
Percentage requested from Menlo Park (%) 0.8737310149
Percentage requested/received from all other sources (%) 99.1262689851 Direct service costs (number) 953764
Administrative costs (number) 190752
Total program expenditures (number) $1144516.00
Direct service costs percentage (%) 83.3333915821
Administrative service costs percentage (%) 16.6666084179 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 3176672 Total funding requested/received (number) $3186672.00
Percentage requested from Menlo Park (%) 0.3138070062
Percentage requested/received from all other sources (%) 99.6861929938 Direct service costs (number) 2455541
Administrative costs (number) 695917
Total agency/organization expenditures (number) $3151458.00 Direct service costs percentage (%) 77.9176178137
Administrative costs percentage (%) 22.0823821863
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents RTP-Annual-Report-FY21-22.pdf RTP Theory of Change SAH.pdf
RTP Case Study.pdf
Additional documentation
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Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 1:09PM
Receipt number 19
Related form version 1
Agency/organization name Riekes Center for Human Enhancement Agency/organization street address 3455 Edison Way
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Youth/teens
Service description The Riekes Center provides students the opportunity to define and accomplish their goals in an environment of nonjudgment and acceptance. Students are provided this opportunity regardless of their ability to perform or to pay.

Individuals/families served in the most recently completed fiscal year (number)
7000
Menlo Park residents/families served in the most recently completed fiscal year (number)
717
Comments about the service population The 717 Menlo Park residents served reflects 2022 numbers. It does not include students in the Menlo Park City School District that we served through visits to the Center (during the 2021-22 school year) and onsite during daily support during lunch and recess times (during the 2022-23 school year). We were unable to collect student data from the school due privacy reasons.

Services provided and populations served
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Nonprofit status ID# 94-3224127
Year incorporated 1996
Governing board size (number) 16
Governing board meeting frequency Every other month
Full-time employees (number) 37
Part-time employees (number) 21
Total employees (number) 58
Volunteers (number) 62
Total monthly volunteer hours (number) 154
FY2023-24 Community Funding monies requested from Menlo Park (number)
20000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
.48
FY2023-24 funding received from other agencies (number) 89310 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

The Riekes Center for Human Enhancement is a nonprofit community center. Our mission is to provide each student with the best possible opportunity to define and accomplish individual goals, build character and learn transferable life skills through Creative Arts, Athletic Fitness and Nature Awareness, in an environment of non-judgment and mutual respect. We provide these opportunities regardless of the student’s ability to pay, or ability to perform.

The Riekes Center thrives on providing transformational outcomes for our students.

At the Riekes Center, all students, all goals, and all interests are equally important. Each person’s uniqueness, potential, and development is celebrated.

It’s a place where real world diversity thrives and empathy is encouraged through our Core Values of Self Supervision, Honest Communication and Sensitivity to Others that are the Center’s operational and social standards.

2. Describe how your agency/organization plans to use the requested funding if awarded.

The Riekes Center’s Scholarship fund is instrumental to the Center’s program and mission. Over 30% of students at the Riekes Center benefit from the Scholarship Fund, allowing us to ensure that all students at the Center have equal access to all of our programs in Athletic Fitness, Creative Arts, and Nature Awareness. All funds from the Menlo Park Community Funding Grant would go directly towards our Scholarship Fund to directly impact Menlo Park residents. Since the Riekes Center serves individuals across the Bay Area as well as internationally, funds from the grant would only be allocated to Menlo Park residents. Last year, the Center distributed over $72,000 in scholarships directly to Menlo Park residents.

This does not include the $35,200 in scholarship funds allocated to Summit Public Schools Program which serves Summit Prep and Everest Public School in Redwood City. The Riekes Center’s Scholarship Fund is in place to ensure that every individual who has a desire to enroll in any of our programs, and will uphold our Core Values, is able to, regardless of their ability to pay. Students may receive a partial scholarship, full scholarship, or participate in work trade. The work trade Agency/organization narrative answers
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program allows students to volunteer at the Center while receiving their scholarship, allowing the student to take ownership over their program at the Center while learning valuable life skills and having a positive impact on the Center and the community.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The Riekes Center is seeking financial support from the City of Menlo Park to allow us to continue to provide scholarships to Menlo Park residents to ensure that they have the opportunity to grow at the Center while contributing to our environment of non-judgment and mutual respect regardless of their ability to pay.

The Center values the importance of community building and interaction. We believe that through engaging resources, time, and care in the community, we can create a brighter future for all. Having the support from the City of Menlo Park not only provides us the financial opportunity to impact the community, but also symbolizes the commitment that the Center has placed on working with a wide variety of our local organizations to reach participants from all backgrounds to bring a diverse representation of the community together.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

The Riekes Center is unique because of the scope and quality of our programs combined with our emphasis on human connection. This fosters a diverse community that is driven by personal goals and growth while accepting and supporting the goals and growth of every other participant. Students engage with the Center because they have a want to pursue a goal or passion whether it is learn to play an instrument, train for the Olympic and Paralympic teams, learn bird language, or advance their leadership skills through community service and each student also respects that their purpose for being at the Riekes Center is no more important than any other students purpose.

This environment of non-judgment and acceptance eliminates hierarchies and cliques, allowing students to understand their importance is NOT dependent on if they are an athlete, a musician, a naturalist, or a student at the Riekes Center; they are unconditionally important. The Riekes Center Scholarship Program is the driving force for our mission, providing the Center with the means to allow every student the opportunity to access the programs at the Center.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

For the past 12 years, there has been a memorandum of understanding with the Veterans Affairs Palo Alto Health Care System to provide free programming for Veterans and Active Duty Service Members that VA staff has helped us to promote to both inpatient and outpatient Veterans. The Veterans programs at the Center have included fitness, music appreciation, nature, photography, and art classes as well as an internship program. The program has continues to evolve to impact more Veterans, most recently with our partnering with Stanford's Physical Medicine & Rehabilitation Department to provide ongoing Injury Prevention Clinics and Workshops to Veterans across the Greater Bay Area.

The Riekes Center has developed a working relationship with other youth services organizations such as the County of San Mateo Behavioral Health and Recovery Services and the Palo Alto Medical Foundation, receiving regular client referrals and working with clinicians to introduce and onboard new students. Referrals from those services enter the Center as a participant, rather than a patient, focusing on their personal interests and goals at the Center. A small team of staff, our Environmental Officers, work behind the scenes to ensure that those students are provided with the opportunity to have successful experiences through Customized Programs. We have received a grant from the County of San Mateo BHRS NMT program to offer youth services across all departments at the Center.

The Center also partners with numerous schools in the area to provide programming. Synapse School has onsite programming in music for Jazz Band, Rock Band, and Digital Composition in addition to offsite Nature Programming at Filoli. Additionally, we routinely conduct their staff training and team building workshops. Oak Knoll Elementary, Encinal Elementary, Laurel School (upper and lower), and Hillview Middle School have onsite and offsite programs through the Center. The Center also serves as a site for both the Summit and Everest High School expeditions, offers electives to Design Tech High School, and provides elective programming at Las Lomitas and La Entrada. Those programs span across athletic fitness, music, photography, animation, trade skills, and mechanics. The Riekes Center has also provided Leadership Training to Menlo School for their Freshman Orientation led by the seniors as well as other team building opportunities and Adaptive Sports/Team Building workshops for San Francisco Day School. The Center has also provided intermittent week long camps for Alta Vista School in San Francisco and Acton Academy in Redwood City.

Other programs such as Ice Oasis, East Palo Alto Tennis and Training (EPATT), Encinal Elementary, Bullis Charter School, Ravenswood School District, and Taft Elementary have conducted programs at the Riekes Center for students and staff Page C-2.146
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to experience the diversity of programs.

Our internship program draws from students both locally; at Menlo College, CSU East Bay, and San Jose State University; and internationally with students from Mexico, Japan, Finland, and France. Interns are provided with the unique opportunity to explore their targeted area of interest while utilizing other programs at the Center to enrich their experience and build human connections.

There is no other program that combines the diversity of programs, level of service, culture of caring, and focus on student goals like the Riekes Center. The Center’s unique teaching methodology fosters an environment that empowers students rather than creating dependency mentoring. Participants define their own goals and are given the skills, knowledge, and confidence to accomplish them and teach others as they go. This unique synergy of human connection and enhancement and the facility and personnel at the Riekes Center result in a program that is unparalleled.

While there are many organizations that share the values and the mission of the Riekes Center, their approach and resources differ from the Center’s. This has resulted in collaborations with numerous schools and health systems to help create a multidimensional approach toward student growth and goal attainment.

The Riekes Center routinely attends resource fairs targeted to youth, Veterans, underserved, and disabled participants. In addition to providing program outreach another goal for those resource fairs is to connect with other organizations targeting similar populations and to identify other resources available so that we can communicate to our participants what those opportunities are if they are not offered at the Center. We fully believe in supporting our community and that includes supporting and collaborating with other agencies that may offer programs that we do not.

More specifically schools may not have the resources, trained staff, and facilities to offer classes for music, video and photo production, basketball practices, archery, etc. Alternatively, other health programs may take more traditional approaches to health, focusing on education and support. The Riekes Center provides a safe environment for those practices to be implemented while focusing on the goals of the student as a contributor to the community. The Center also seeks to provide team building and work retreat options for our community partners to learn more about each other's organizations and also provide enriching opportunities for the staff.

Program name Riekes Center Scholarship Program
Requested from City of Menlo Park (number) 20000
Requested/received from all other sources (number) 519234 Total funding received/requested (number) $539234.00
Percentage requested from Menlo Park (%) 3.7089649392
Percentage requested/received from all other sources (%) 96.2910350608 Direct service costs (number) 519234
Administrative costs (number) 0
Total program expenditures (number) $519234.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Funding requested from Menlo Park (number) 20000
Funding requested/received from all other sources (number) 519234 Total funding requested/received (number) $539234.00
Percentage requested from Menlo Park (%) 3.7089649392
Percentage requested/received from all other sources (%) 96.2910350608 Direct service costs (number) 539234
Administrative costs (number) 0
Total agency/organization expenditures (number) $539234.00 Direct service costs percentage (%) 100
Administrative costs percentage (%) 0
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents Riekes Center Highlight Videos.pdf Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 2:46PM
Receipt number 36
Related form version 1
Agency/organization name Samaritan House
Agency/organization street address 4031 Pacific Blvd
Agency/organization city San Mateo
Agency/organization state CA
Agency/organization zip code 94403
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Emergency assistance
Seniors/older adults
Youth/teens
Service description As our economy sluggishly moves towards recovery, demand for our services continues to reach more neighbors. Our community’s most vulnerable members are more reliant than ever before on the social services sector for their basic survival. Samaritan House is here to help. As the County’s central anti-poverty organization, Samaritan House serves as the community’s safety net, addressing food insecurity, housing instability, medical fragility, and economic insecurity.

Honored as one of California’s Non-Profit of the Year for 2023 by Assembly member Diane Papan, Samaritan House celebrates nearly 50 years in leading the fight against poverty in San Mateo County. The heart of Samaritan House is Client Services, acting as the gateway to an array of homelessness prevention services for eligible, low-income residents of the City of Menlo Park. Case managers provide individual counseling, case management and referrals to enriching programs at Samaritan House, as well as to other services and agencies throughout the County. The financial, health, housing, education and career needs of our clients are evaluated in order to determine which services will help them Services provided and populations served
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reach stability.

For those in need of homelessness prevention services, Samaritan House provides both a) housing relocation and stabilization services – emergency financial assistance (short-term rental assistance, payment of rental arrears, moving costs, rent application fees, security deposits, utility bills, car repair, etc.), and b) housing stability case management, such as eviction prevention services and transportation assistance. In order to care for the needs of our clients as a whole, additional services are offered, as needed, including emergency/crisis intervention, alcohol and drug abuse services and treatment, mental health services, education, employment and training, financial assistance, health care and health insurance, legal and mediation services, senior services, taxpayer information, transportation assistance and energy assistance. Our healthcare services are provided to medically underserved, uninsured residents of Menlo Park, and include primary medical and dental services, as well as specialty services such as diabetic care, gynecology, dermatology, behavioral health, neurology, orthopedics, ophthalmology, optometry, podiatry, and rheumatology.

Food and nutrition services include healthy ‘prescription’ food dispensed by the Food Pharmacy at the Free Clinic of Redwood City to help our patients with diabetes control their disease.

Individuals/families served in the most recently completed fiscal year (number)
26485
Menlo Park residents/families served in the most recently completed fiscal year (number)
540
Comments about the service population The fallout from the pandemic is an ever-increasing divide between those who prosper and those who continue to struggle for basic living necessities. Our staff can no longer predict who will line up for food, call for housing assistance, or shop for children’s clothes. Our clientele includes seniors, students, single-parents, and educators, but we now also serve tech workers and middle-income families who had not previously required our services. Folks who were once financially secure are now just one paycheck away from financial hardship. As our client base grows, Samaritan House remains steadfast in our commitment to provide care, empathy, and stability to everyone in our community.

San Mateo County is the fourth richest county in America, with levels of income inequality amongst the greatest in the state. It is home to 22 billionaires, nearly 5,000 people with annual incomes over $1 million and, yet, also to 65,000 food insecure children and adults. The City of Menlo Park’s residents are not exempt.

Menlo Park’s relative affluence, with a median household income of $179,913 (US Census 2021), belies the fact that many city residents suffer from the same economic inequality, food and housing insecurity, and health disparity as the rest of San Mateo County. It now costs a family of four at least $160,000 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. With a growing list of layoffs hitting industries from restaurant and retail to marketing and tech, including Menlo Park based giants like Meta and Robinhood, job insecurity threatens the well-being of many families unaccustomed to living paycheck to paycheck.

Our community’s most vulnerable members are more reliant than ever before on the social services sector for their basic survival. Since April 2020, demand for our vital services has increased a staggering 400%, and we have grown by 66%, serving more than 26,000 individuals each year. Despite past relief efforts, clients continue to be destabilized by the post-pandemic world and an unpredictable economy. Their stresses continue in a world that is quite literally more expensive and harder to navigate than before the pandemic. In response to this escalated demand, we have accelerated the expansion of many of our core services so we can continue to meet the needs of our local community.

As the designated Core Services Agency for southern San Mateo County, Samaritan House South serves the working poor of Menlo Park earning less than 30% of the Area Median Income (AMI), which is $55,900 for a family of four in San Mateo County (HUD, State of CA HCD, SMC 2023). Each client who arrives at Samaritan House is screened for income eligibility prior to receiving services. The majority of Samaritan House clients are productive members of our communities, with many working more than one low-paying job just to survive. Many lack savings and do not earn enough to cover emergency costs out of pocket, such as car repair, medical emergencies or a sudden loss of income; many have exhausted their unemployment benefits; many endure mental health, legal, disability or domestic violence adversity. All cope with significant hardship which has negatively impacted their household’s income level and ability to remain stably Page C-2.150
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housed.

Samaritan House’s south San Mateo County clients have sought medical care from The Free Clinic of Redwood City for over 20 years. Patients are medically underserved, uninsured adults who do not qualify for Medi-Cal or Medicare and who cannot afford out of pocket healthcare costs, such as premiums, copays or deductibles, even after subsidies are applied. This region scores highest in the area’s Community Needs Index, indicating increased barriers to healthcare access. Our patient population consists largely of Latinx families, with 87% of our patients identifying Spanish as their primary language.

Samaritan House remains steadfast in its effort to help our most vulnerable neighbors stabilize their financial health and become self-reliant. Our wide array of homelessness prevention and shelter services provide clients with a more complete and sustainable solution to their struggles. We ensure the working poor aren’t invisible and provide the support they need to be fed, clothed, healthy and housed so they can remain active, successful members of our community. Rather than surviving crisis to crisis, our whole person approach helps clients create stable, predictable futures.

Nonprofit status ID# 23-7416272
Year incorporated 1974
Governing board size (number) 21
Governing board meeting frequency Monthly
Full-time employees (number) 125
Part-time employees (number) 22
Total employees (number) 147
Volunteers (number) 773
Total monthly volunteer hours (number) 20576
FY2023-24 Community Funding monies requested from Menlo Park (number)
27500
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
<1
FY2023-24 funding received from other agencies (number) 4094000 Funding received from Menlo Park for the most recently completed fiscal year (number)
20000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Fighting Poverty. Lifting Lives. Established in 1974 by Public Health nurse Cora Clemons, Samaritan House is a nonprofit health and human services agency that has been leading the fight against poverty in San Mateo County. We are the only organization delivering the full breadth of essential services and personalized support to the working poor, free of charge, while preserving dignity, promoting self-sufficiency, and providing hope. By ensuring our clients are fed, clothed, healthy, and housed, we help them create their own stability and remain an active, successful part of our community.

2. Describe how your agency/organization plans to use the requested funding if awarded.

The economic climate continues to plague our most vulnerable neighbors, and they will continue to need the City of Menlo Park’s generous support. As the fallout Agency/organization narrative answers
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from layoffs and inflation warp the previously stable lifestyles of our neighbors living on the fringe, our services will provide the buffer they need to reestablish their stability. Samaritan House respectfully requests funding in the amount of $27,500 for general operating support of the essential safety net services we provide Menlo Park’s low and extremely low-income families, primarily those living in the Belle Haven neighborhood (a disproportionate number of who struggle with hunger, homelessness and poverty). This funding will be used to strengthen the community by making sure that our clients have access to food, shelter, healthcare, personalized case management, emergency financial services, and a broad range of supportive services, to set Menlo Park’s most vulnerable residents on a path toward stability, self-reliance and success.

Here is our strategic plan to help our neighbors regain their stability:

WE WILL KEEP HARDWORKING INDIVIDUALS AND FAMILIES HOUSED:

In order to stem homelessness, Samaritan House offers emergency financial assistance to individuals and families in crisis to help pay rent or other critical bills.

As the designated Core Service Agency for Menlo Park and as the Lead Core Services Agency for the County, we are responsible for the procurement and processing of all financial assistance for all seven Core Services Agencies. In the past year, Samaritan House doubled the amount of financial assistance we distributed directly to local families. On behalf of our CORE partners, we ensured 1,800 local families remained safely housed and distributed $7.3M into the community. Additional household supports, 236,700 diapers, 20,500 pieces of children’s clothing, and 3,500 backpacks, were provided to local families so they could stretch their budgets further. Further, in times of climate crisis, we stepped up to swiftly and efficiently administer emergency relief funds, along with food, and other care and connections needed, to local flood victims. Given the escalating cost of living and persistent job market volatility, we are preparing for an influx of families seeking our assistance. Our commitment to safeguarding their housing stability remains resolute.

WE WILL KEEP THE UNINSURED HEALTHY WITH COMPREHENSIVE,
PREVENTIVE MEDICAL AND DENTAL CARE:

The Free Clinic of Redwood City has broadened its in-person medical care. The inclusion of a full-time Advanced Practice Provider (APP) and Dental Hygienist has led to a notable uptick in visit volumes, now approaching pre-pandemic levels.

Additionally, the appointment of a Food Pharmacy Coordinator and a part-time Pharmacist has substantially enhanced on our capacity to support both our clinic team and patient community. The expansion of the Behavioral Healthcare program includes a master-level student training program with 3 bilingual graduate students providing mental health support. As well, we have partnered with Stanford to secure a MD, PhD expert in stress management in medical patients, as a group facilitator. She created ‘Mas Alla del Estres’, a 6-week intervention for stress, anxiety, and depression, benefitting our patients. We’ve also continued to enhance our Ophthalmology and Optometry services to meet the growing demand in the community, especially among diabetic patients, by offering retinal screening examinations with digital retinal imaging and performing dilated fundus exams.

This growth has had major impact on our capacity to deliver top-quality health care, and it is our ultimate goal to continue our fundamental work in ensuring our community’s most vulnerable have access to the medical, dental and behavior healthcare, nutritious food, and resources they need.

WE WILL KEEP FAMILIES NOURISHED WITH HEALTHY FOOD:

This past year, we provided enough food for 4.85 million meals, an increase of 30% over the previous year. Looking ahead, we will continue drive-through food operations, while also opening up our grocery pantry, Cora’s Community Market, providing snacks to school pantries, and hot meals out into the community.

Emergency food bags will once again be available on-site at our new Samaritan House South, Belle Haven location in early 2024, making it easier for Menlo Park clients to access food services. Together, all of our food programs increase limited financial resources available for families by more than $1,800 per household annually. Most recently, Samaritan House was named 2023 recipient of the California Resource Recovery Association's Outstanding Edible Food Recovery Program, for recovering and redistributing one million pounds of surplus food from our local partnerships across the peninsula. Managing this surplus addresses climate change while meeting the needs of our food-insecure neighbors, and we look forward to building upon this effort and redirecting nourishing meals to our community members who need them most.

WE WILL PROVIDE SAFE SHELTER FOR THE UNHOUSED
With the opening of El Camino House in October 2022, we now operate three shelters throughout San Mateo County, specifically in Redwood City, San Mateo, and South San Francisco, providing over 55,000 safe, warm nights of sleep to more than 530 individuals each year. Shelter staff work diligently to connect clients to permanent housing, employment opportunities, mental health services, and Page C-2.152
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more. In the upcoming year, 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.

WE WILL CARE FOR CHILDREN AND SENIORS LIVING IN POVERTY:

In FY23, our Annual Back-to-School Program distributed 3,500 new backpacks, filled with school supplies, across north, central and south San Mateo County.

Last year’s Holiday Program, which ran from October through the end of December, served 3,270 families, including 5,624 youth and teens. The Holiday Toy and Gift Card Distribution event was held at the San Mateo County Event Center. During the event, 4500 toys were distributed to children, 371 teens received $25 Target gift cards, and 1,000 households received $125 Visa gift cards. Festivities included a visit from Santa, holiday music, “snow showers”, cupcake cars, fresh coffee, kettle corn, goodie bags, and chocolate advent calendars.
2022’s Family Sharing Program (in operation for over 25 years) included a return of Senior Sharing. In all, 115 donors “adopted” 189 client families and seniors for the holidays, bringing us back to pre-COVID levels of support. In total, we served 757 individuals (of which an estimated 65% were children).

Additionally, a 2nd Annual Christmas Senior Gala & Brunch was held at EPA Apostolic Church in partnership with St Mark AME Zion Church, Valley Presbyterian Church, Saint James AME Zion, New Sweet Home COGIC, and Samaritan House, featuring a carving station with turkey and ham. Festivities included live music, sing-a-longs, drawings, a photo booth, and gifts. 130 seniors, including Menlo Park residents, attended in-person, 20 attended virtually, and 10 homebound seniors received hot meal and gift deliveries. Samaritan House gifted 150 x $25 Target gift cards and 52 x $100 Clipper cards.

Menlo Park residents were also invited to a Christmas Gift Giveaway at WeHOPE in East Palo Alto. The festivities were organized in collaboration with A Brighter Day Youth Work Program, St. Samuel COGIC, and Samaritan House. Samaritan House gifted 152 families x $125 Visa gift cards and boxes of See’s Chocolates.

AMID GROWING DIVIDES, WE WILL CONTINUE TO WORK TOWARDS A MORE EQUITABLE AND PROSPEROUS COUNTY FOR ALL:

Samaritan House will continue to be a thought leader in our community, partnering closely with nonprofits, government, individuals, corporations, and foundations alike in our poverty-alleviation efforts. We will think through fresh initiatives and pilot new ideas. We will continue to serve the growing need in our community in culturally appropriate ways, while thinking strategically about how to combat underlying issues of poverty and prepare for what’s next. We will prioritize empathy and excellence in all that we do, and work to create a more equitable and inclusive space for our county’s diverse population, particularly those most underrepresented and marginalized among us.
--- We cannot do this work alone. Together with the City of Menlo Park, we will ensure that those most in need have a pathway out of poverty. As we head into our 50th anniversary as an organization, we know that our future will be decided by how we continue to move forward, advocate for our neighbors, and provide holistic, personalized care to each person who comes to us for help - we will continue to be a pillar in our community because our neighbors need our help. “...I reached out to Samaritan House looking for work, but found so much more: a community, housing, healthcare and food.” – Samaritan House client

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

THE PANDEMIC AFTERMATH LINGERS, COMPETING FOR A FAMILY'S

LIMITED RESOURCES
As we reflect on these past three years, it is clear that its effects will continue to shape our communities well into the future. We have yet to see a decline in need, with more parents seeking clothes for their children and requests for financial assistance outstripping available funding. With the end of pandemic supports, our clients face agonizing decisions about how to afford the rising costs of food, gas, and rent. Many parents we serve now balance the need to work to provide for their family with the need to care for their children. In San Mateo County, the cost of childcare has risen by a staggering 67% over the past 5 years, at an average cost of $21,847 per child per year, while the availability of care has decreased. (The Cost of Being Californian 2021; The Insight Center.) For families already struggling to make ends meet, such increases in cost can be impossible to cover. Every time we put clothes, food, or other resources in the hands of parents, we enable them to stretch their budget a little further and to send their children out into the world with confidence and a sense of dignity.

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RECOVERY LOOMS:

Even with the tide shifting sluggishly in post-pandemic recovery, there are things we can be grateful for: wages and employment are on the rise and inflation is dropping. For the first time in recent years, wages for the poorest 20 percent of households in our country continue to increase. Unemployment nationally sat at

3.6% this autumn, and new jobs continue to be added to the workforce. Inflation has dropped from its 2022 high of 9.1%, and our country did not fall into the fullblown recession so many had predicted. Yet, even in the glow of small victories, families need our help.

YET STILL, THE FUTURE IS UNCERTAIN:

Although the labor market remains resilient heading into 2024, Menlo Park and the Bay Area are witness to a tech reckoning, losing more than 240,000 jobs in 2023, a more than 50% increase over last year and growing. In addition, continued high interest rates provide skepticism that we can still avoid a global recession. The average cost of a one-bedroom apartment in Menlo Park has skyrocketed to $4,231, a staggering increase of 39% over 2022. Our County carries the highest average rental debt per household and the largest increase in food stamp enrollment across all of California. How are our working poor, let alone all the recently unemployed neighbors, able to maintain a self-sufficient standard of living in San Mateo County?
And the hard truth underlying our tech-centric community is this: the majority of our clients were working multiple jobs and unable to meet demands of Bay Area living before the pandemic. Over 80% of Samaritan House clients work multiple low wage jobs, and most want to enroll in training or certifications to obtain better professions, but lack the resources, childcare, or time to do so. 33% of San Mateo County households do not get paid enough to make ends meet, with Black, Latinx, Asian, and Native American households disproportionally underpaid. ‘Help wanted’ signs in store front windows cannot provide the living wage our post-COVID world necessitates, and small businesses are also struggling to find the help they need.

Now, rising rents and wages that don’t stretch nearly as far are exacerbating daily struggles in a society that is reopened but even less equitable.

NEIGHBORS IN MENLO PARK NEED OUR HELP:

California’s poverty rate still ranks as the worst in the entire country at 13.2%, thanks to incredibly high rent, utilities, and basic essentials. The demand for assistance is reaching new levels. Thousands of residents of all ages are food insecure in San Mateo County. We continue to add 140 new clients per month, share 1,100+ hot meals a day and make 1,000+ monthly grocery deliveries to seniors and the homebound.

The fragile members of the Belle Haven community continue to need our help covering basic needs, such as food, medical and dental care, utility or car repair expenses, so that household income can go toward housing costs. Geographically isolated from the rest of Menlo Park by Hwy 101, Belle Haven residents are at a lower socioeconomic status than residents in the rest of the city; they earn lower incomes, lack employment opportunities, they are at greater risk of displacement, majority minority (over 80% Latinx and African-American, U.S. Census data), and most identify Spanish as their primary language. Samaritan House serves as a reliable support network that this population often lacks, from case managers taking the time to truly listen as an individual or family shares their story, to the volunteers who engage clients and make their visits to Samaritan House a positive experience for the whole family.

Samaritan House's wide range of safety net services – food, access to shelter, health care and financial assistance - are vital components of San Mateo County’s human services safety net. The following client story demonstrates our impact on the lives of vulnerable Menlo Park residents as they reclaim stability and prosper independently:

Henry, a 70-year-old, full-time worker and City of Menlo Park resident, along with his cognitively impaired wife, found themselves in debt to the IRS and, consequently, unable to claim their Supplemental Security Income (SSI). Even working 8 hours per day, which is Henry’s capacity at this point in his life, and earning a nominal $2640 per month, Henry was not able to maintain payments on their current bills and, simultaneously, pay their back IRS debt. Samaritan House recognized Henry and his wife’s struggle in seeking a solution that would alleviate the stress of debt. Paying off the IRS debt would have a positive impact on their financial stability, allowing them to claim their SSI benefits again and plan for a more secure and sustainable future. Fortunately, Henry and his wife found a solution with Samaritan House’s financial assistance program, offering them help in the form of three months of rent assistance totaling $5,000. With help paying his current bills, Henry was able save his income and resolve their IRS debt, in turn allowing them to again claim their SSI benefits and plan for their self-sustaining future. This story serves as an inspiring example of how Samaritan House can put Page C-2.154
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money into the hands of hard-working clients who then utilize the support to create an independent, stable future.
---
In times of heaviness and mounting challenges, Samaritan House has and will continue to boldly step forward as the reassuring neighbor and solution-oriented leader for poverty-alleviation in our community. Together with the City of Menlo Park, we will serve those from Menlo Park who come to us in financial crisis or who are entering or experiencing homelessness with the tools and resources that will sustain them beyond our immediate infusion of emergency resources. We will lead with the knowledge, compassion, and with the care and hope that our clients crave most in times of strife. Whether the crisis is big or small, global or personal, we know what to do, and we are here to offer help, healing, and hope to every client who walks through our door. That is our promise and our plan.

As we each strive to prevail victorious from the post-pandemic economic fallout, we ask for your support in helping our neighbors regain control and stability in their lives. Thank you for your generous contribution this past year and for your consideration of our funding request.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Samaritan House is a model of powerful good and is central to caring for and stabilizing tens of thousands across our County, including Menlo Park residents.

Our wide array of safety net services provides clients with a more complete and sustainable solution to their struggles. With prices for all basic needs skyrocketing, demand for services has remained high, and Menlo Park residents in crisis have benefitted from access to food, clothing, shelter, medical and dental care, case management, holiday assistance, and emergency financial assistance.

In early 2024, we will deepen our reach within the City of Menlo Park by expanding our Samaritan House South Client Services Program to, a new site location in Belle Haven, providing emergency services including food, homelessness prevention services, and emergency housing assistance closer to home. The Belle Haven site will offer services to Menlo Park residents while providing easy geographic access and transportation flexibility for those local clients who use public transit and/or walk/cycle.

Medical care is available through Samaritan House’s Free Clinic of Redwood City, which operates as a zero-fee, well-integrated “medical home” combining physical, oral and mental health support, while also offering the full spectrum of attendant services to address ALL the social determinants of health, such as food and housing support, financial empowerment, and wraparound case management services. A bilingual promotora supports the delivery of health care services, encourages patients to use ancillary services, and improves the quality and cultural competence of services for vulnerable populations in Menlo Park. The Clinic provides primary health care for the uninsured and for those who cannot afford ACE Program services. San Mateo County Medical Center Clinics, such as the Fair Oaks Family Health Center, serve the uninsured through the ACE Program. Stanford medical students run Menlo Park’s Arbor Free Clinic; however, the clinic is only open on Sundays and does not provide a continuity of primary care.

It is this full integration of programs and services that makes Samaritan House uniquely positioned to fill the identified needs of the Menlo Park Community and realize meaningful change for all. A look back at FY23, Client Services assisted 540 people (233 households) and provided $159,735 of direct financial assistance to 44 Menlo Park households: rental assistance ($130,016), security deposits ($11,178), utility payments ($4,951), car repair ($3,450), and shadow debt ($8,000). As a result, these residents who were at imminent risk of homelessness averted the shelter system and returned to stable housing. As well, ten (10) unhoused Menlo Park residents found warmth and shelter at one of Samaritan House’s three shelter sites. Further, 111 Menlo Park residents received critical medical, dental and behavioral healthcare at the Free Clinic of Redwood City.

With your support, this fiscal year of 2023-2024, Samaritan House aims to serve at least 200 households and 500 residents living in Menlo Park.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

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 multiagency, countywide effort circumvents shelter placement by using every available resource to keep residents housed.

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Samaritan House also manages and oversees the program services of the County’s Community Action Agency whose mission it is to lead antipoverty efforts in San Mateo County. As the lead Core Service Agency, Samaritan House serves as fiscal sponsor of San Francisco Chronicle’s Season of Sharing (SOS) Fund for San Mateo County, coordinating a rental/emergency assistance program for a network of seven community-based organizations covering all regions of the County. 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 also administers the financial assistance funding for the City of Menlo Park’s Tenant Relocation Assistance Program.

Samaritan House’s homeless prevention services program expanded significantly in response to the pandemic. As the central anti-poverty organization for San Mateo County, Samaritan House was selected by Silicon Valley Community Foundation and multiple agencies and municipalities to administer their COVID-19 relief funds to help individuals and families in crisis pay rent, rental arrears, or other critical bills. Additionally, Samaritan House served as the State’s primary partner on the ground in San Mateo County providing outreach an application assistance for all government funding through California’s Housing is Key Initiative.

Samaritan House is the administrator of the Community Transportation Benefits Program, sponsored by San Mateo County Express Lanes Joint Powers Authority, to help San Mateo County residents cover some of their transportation costs.

Clients can choose between a Clipper Card or a FasTrak® toll tag/transponder, each valued at $100 (one-time benefit). This is the first countywide transportation program created to benefit all San Mateo County residents.

Leveraging our success as a leader in securing, coordinating and operating numerous multi-level agency, county-wide collaboratives, Samaritan House uses its expertise and relationships to better integrate homelessness prevention services among community agencies and local residents. Partners include:

WeHOPE, City of Menlo Park, Office of the City Manager and Police, CORA, Ecumenical Hunger Program, Fair Oaks Community Center, Fair Oaks Health Center, Street Life Ministries, Beechwood School, Peninsula Conflict Resolution Center (PCRC), Peninsula Family YMCA, LifeMoves, The Primary School, Second Harvest of Silicon Valley, Menlo Church, East Palo Alto Police, One East Palo Alto, Menlo Park Senior Center, Menlo Park College, Ravenswood Family Health Center, Mental Health Association, HIP Housing, Healthright 360, Community Legal Services of East Palo Alto, Legal Aid Society of SMC, Lions Club, Cardinal Free Clinics, East Palo Alto Library, and Star Vista.

Meanwhile, the Free Clinic of Redwood City collaborates with many community agencies and resources, delivering high quality care to its patients. In addition to longstanding partnerships with Sequoia Hospital and San Mateo Medical Center, the Clinic collaborates with Sequoia Healthcare District, Stanford Health Care, Dignity Health, the City of Redwood City, Kaiser Permanente, Direct Relief, National Association of Free & Charitable Clinics, Teva Pharmaceuticals, and numerous private and family foundations, such as the Ronald & Ann Williams Foundation and the Urbanek Family Foundation. Not only do we conduct community outreach at local health fairs, we also work with other agencies who serve high segments of uninsured populations, such as St. Francis Center and the Society of St. Vincent de Paul. We also partner with agencies providing direct clinical services for our patients, such as Strides for Life, which provides colonoscopies, and Operation Access, which provides outpatient surgical procedures, including cataract removals, gallbladder, and orthopedic surgeries to name a few. New and ongoing projects include:
• Stanford Health Care: Supports the improved integration of Samaritan House’s social services and the Free Clinic of Redwood City’s health care services for those clients residing in East Palo Alto and Menlo Park. Together, the Clinic Manager and Promotora address the social determinants of health and provide streamlined care to improve health outcomes.
• Dignity Health Sequoia Hospital: Sequoia Hospital performs all laboratory & diagnostic studies for our patients pro bono. Sequoia hospital also can refer to the clinic vulnerable patients discharged from the hospital with no primary care physician or who are unable to get timely access to a physician. • Stanford University: Stanford’s preclinical students help check vital signs & assist with interpretation.
• San Francisco State University/Samuel Merritt University: We work with the SFSU Nurse Practitioner & Samuel Merritt Nursing and Nurse Practitioner programs to provide a clinical training experience where students hone their clinical skills in a community medicine environment to which they may not be exposed in academic settings.
• Sequoia Healthcare District and Second Harvest of Silicon Valley: Physicians refer diabetic patients to our on-site Food Pharmacy to receive diabeticappropriate food weekly, paired with nutrition education for families. Goals: relieve Page C-2.156
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food insecurity, improve nutrition and eating habits, and decrease the burden of chronic diabetic care.
• Fair Oaks Health Center: Refer patients with diabetes to Food Pharmacy Program, deliver nutrition education and counseling supports • Kara – Grief Support: Monthly group sessions provide grief/rape/trauma counseling to patients identified by our mental health clinician. • The Parent Project: 12-week intervention program offered at PCRC and San Mateo Probation Dept.

Samaritan House continues to participate in the Mid-Peninsula Community COVID-19 Group, organized by the Stanford School of Medicine’s Pediatric Advocacy Program. With a regional focus on South County, representatives from different community partners meet bimonthly to collaboratively respond to evolving community needs through sharing of information, partnerships, and advocacy.

Partners include Ecumenical Health Program, Second Harvest of Silicon Valley, Legal Aid Society of SMC, and Primary School, among others.

The two main agencies providing similar services to Samaritan House South are Ecumenical Hunger Program and Ravenswood Family Health Center, both located in East Palo Alto. Duplication of services is avoided with some key distinctions:
• Ecumenical Hunger Program provides long-term food assistance whereas Samaritan House South provides emergency food assistance. Moreover, the Food Pharmacy Program at the Free Clinic of Redwood City advances health equity with the provision of weekly prescription foods, coupled with nutrition workshops and food demos, to patients with diabetes and hypertension. • Ravenswood Family Health Center, located in East Palo Alto, serves both insured and uninsured adults and children; patients are charged on a sliding scale.

The Free Clinic of Redwood City serves uninsured adults, at no cost to patients.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 27500
Funding requested/received from all other sources (number) 29463700 Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Total funding requested/received (number) $29491200.00
Percentage requested from Menlo Park (%) 0.0932481554
Percentage requested/received from all other sources (%) 99.9067518446 Direct service costs (number) 24013900
Administrative costs (number) 5543900
Total agency/organization expenditures (number) $29557800.00 Direct service costs percentage (%) 81.2438679469
Administrative costs percentage (%) 18.7561320531
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Isabelle Anderson
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 18 October 2023, 8:58AM
Receipt number 10
Related form version 1
Agency/organization name Service League of San Mateo County Agency/organization street address 727 Middlefield Rd
Agency/organization city Redwood City
Agency/organization state CA
Agency/organization zip code 94063
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description We provide assistance with food, clothing, backpacks (equipped with clothing, gift card, all basic hygiene and much more), hygiene kits, personal protection equipment (PPE), housing vouchers for emergency shelter, transitional housing, bus passes, clipper cards, greyhound tickets, CA-ID letters, counseling and community referrals.

Individuals/families served in the most recently completed fiscal year (number)
236
Menlo Park residents/families served in the most recently completed fiscal year (number)
15 Comments about the service population Our service population consisted primarily of individuals who were being released from San Mateo County Jails and needed emergency assistance. We also served individuals who were homeless and in dire need of transitional housing. Our population and their families are often battling multiple challenges such as addiction, mental health issues, homelessness and disparity.

Services provided and populations served
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Nonprofit status ID# 94-1661885
Year incorporated 1961
Governing board size (number) 13
Governing board meeting frequency Quarterly
Full-time employees (number) 14
Part-time employees (number) 10
Total employees (number) 24
Volunteers (number) 276
Total monthly volunteer hours (number) 96
FY2023-24 Community Funding monies requested from Menlo Park (number)
3000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.1 FY2023-24 funding received from other agencies (number) 2546000 Funding received from Menlo Park for the most recently completed fiscal year (number)
3000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

One of the primary purposes of the Service League is to provide rehabilitative services to individuals involved in the criminal justice system while in-custody at the San Mateo County jails. Our agency also provides emergency re-entry services to those recently released from the County Jail. We operate seven Hope Houses: two homes are substance use disorder (SUD) programs for women, pregnant women and women with Infants, many of whom are also exiting a correctional facility, are homeless and have co-occurring disorders; two homes are women's supportive transitional homes; and three homes are men's supportive transitional homes. Moreover, the Service League makes every effort to assist the families of those incarcerated by providing immediate assistance, staffed by a Service League employee in the lobby of the Maguire Correctional Facility and at the Service League office. Through various programs in the Maguire Correctional Facility and Maple Street Correctional Center and resources offered by the Service League, our agency strives to promote positive changes in individuals while they are Incarcerated. In addition, every effort is made to assist those exiting custody by providing them with the opportunity to transition back into the community without having to resort to their previous illegal activity, substance use or homeless status.

2. Describe how your agency/organization plans to use the requested funding if awarded.

The funds requested are for assistance to Menlo Park residents who are homeless or released from Maguire Correctional Facility and Maple street Correctional Center, or those who would be returning to Menlo Park after release, and the families of those in custody who reside in Menlo Park. These funds will be used for basic emergency needs such as temporary shelter or transitional housing services, food, clothing, bus tickets, clipper cards and greyhound tickets, specialized backpacks and hygiene kits, PPE, counseling services and community referrals. All funds expended for maintenance, administration, clerical support, and direct client assistance are supplemented by the efforts of approximately 276 volunteers. To accommodate those who do not qualify for our services and/or those whose needs are greater than we can provide, we network with other San Mateo County agencies such as the Core Agencies located throughout San Mateo County, the navigation center and other local shelters, Life Moves, Ravenswood, Agency/organization narrative answers
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Willow and Fair Oaks Community Centers, Second Harvest Food Bank and other local treatment and housing programs.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Our offices are located in Redwood City in close proximity to Menlo Park. Jail facilities for both men and women are also located near Menlo Park.

Consequently, male and female residents of Menlo Park who have few or no personal resources when they are released from jail come to the Service League for assistance. All of the inmates at the Maguire Correctional Facility and Maple Street Correctional Center are released in Redwood City. Inmates are introduced to our programs and services while in custody during orientation and once released from custody, they come to the Service League office or the Jail lobby for emergency assistance. Our agency prides itself on serving this specific vulnerable population, often left with few or no options or opportunities to learn how to lead healthy lives upon their return to the community.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Our agency provides services to individuals and family members who reside in the city of Menlo Park, or who would end up there upon release, possibly homeless.

The ex-offender relies on the Service League to provide basic emergency services.

It is known that those recently released from jail with no personal support and no access to basic services can have an adverse and costly impact, not only on the individual, but also on the community as a whole. With the ongoing support of the Menlo Park Community Funding Program, the Service League hopes to continue to motivate people through programs and services to recognize their value, to set and achieve life goals and to assume responsible behavior going forward. City of Menlo Park Community Funding Program funds are linked to financial assistance received from other sources. Loss of support from the City of Menlo Park could mean the loss of other funding resulting in a commensurate reduction in emergency services available to Menlo Park residents.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

In both correctional facilities located in Redwood City, the Service League coordinates activities with the Sheriff’s Office, the Forensic Mental Health division of the County Health Department, and with a diverse group of volunteers representing many religious denominations and cultures. The agency has established collaborative efforts with the County Office of Education, Project Read and JobsTrain. Additionally, community colleges in the area are able to provide educational opportunities promoting adult literacy, GED tutoring and testing.

Furthermore, we work closely with Stanford University, Notre Dame de Namur University and other colleges and universities in the Bay Area to give students volunteer and intern opportunities at the Service League to earn credit towards graduation. In addition, our agency contracts with the Sheriff’s Office to provide law library services, and in-custody and post-release services in the facilities.

There is currently no mechanism outside of a court order in concert with Child Protective Services for a female inmate to have a contact visit with their child.

Service League has partnered with the Sheriff's Office in coordinating and sitting in during the contact visit. The philosophy of the Maple Street Correctional Center strongly revolves around programming and helping our inmates prepare to return to society with new skills. The Service League continues to collaborate with various shelters, Substance Use Disorder (SUD) programs, job training, and other organizations and agencies in the county to expand the number of resources available to clients. It initiates and supports innovative local correctional programs, alternatives to incarceration, and personal growth and development opportunities for inmates and ex-offenders. Significant collaborative efforts include sharing with other agencies the cost of providing transportation for ex-offenders whose home is out of state and providing shelter for singles and families awaiting placement in transitional and/or more permanent housing. Our agency also works with the VA in Menlo Park, Mental Health Association (MHA) and San Mateo County health clinics throughout the county to ensure that our clients have every opportunity to utilize these valuable services. The Service League networks and refers to the San Mateo Community Centers and local shelters, San Mateo County Housing Authority, Second Harvest Food Bank and employment services such as Peninsula Works and JobsTrain. We work closely with local shelters to assure that families and qualified individuals have access to these services. We have service collaboration with the Maple Street shelter and Redwood City Police Department to ensure that former inmates who do not qualify under LifeMoves rules may still be served.

The Service League serves a unique population that is not always welcomed at other agencies, and are consequently unable to secure with the other agency(s) to avoid unnecessary duplication of services. We are committed to providing every relevant service available in San Mateo County to our clients in need. The agency maintains a comprehensive database of available resources and our staff fosters cordial relationships with other local programs in an effort to not only serve the client, but to serve them in the most cost-effective manner possible. It is our agency's intention not to duplicate existing services, but rather strive to provide the Page C-2.161
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most comprehensive set of services to our clients by pooling our resources.

Program name Community Services
Requested from City of Menlo Park (number) 3000
Requested/received from all other sources (number) 201259 Total funding received/requested (number) $204259.00
Percentage requested from Menlo Park (%) 1.4687235324
Percentage requested/received from all other sources (%) 98.5312764676 Direct service costs (number) 77812
Administrative costs (number) 10187
Total program expenditures (number) $87999.00
Direct service costs percentage (%) 88.4237320879
Administrative service costs percentage (%) 11.5762679121 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 3000
Funding requested/received from all other sources (number) 2546000 Total funding requested/received (number) $2549000.00
Percentage requested from Menlo Park (%) 0.1176932130
Percentage requested/received from all other sources (%) 99.8823067870 Direct service costs (number) 2568368
Administrative costs (number) 409894
Total agency/organization expenditures (number) $2978262.00 Direct service costs percentage (%) 86.2371409903
Administrative costs percentage (%) 13.7628590097
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents Service League AR 22-23.pdf Additional documentation
Funding application certification and submittal
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Acknowledgement I understand and agree
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2023-24 Community Funding Grant
Program Application
Submitted on 2 October 2023, 4:36PM
Receipt number 5
Related form version 1
Agency/organization name So Many Choices Community Project Agency/organization street address 1366 Hollyburne Ave
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Youth/teens
Service description SMCCP supports formerly incarcerated 18–25-year-olds experiencing homelessness by providing comprehensive services to help them reintegrate into their communities and obtain stable housing.

Individuals/families served in the most recently completed fiscal year (number)
100
Menlo Park residents/families served in the most recently completed fiscal year (number)
50 Comments about the service population SMCCP connects homeless youth ex-offenders with Community Resources that move them towards self-sufficiency and obtaining stable housing. Our volunteered Case Managers meet biweekly with clients to assist them in obtaining identification, social security cards, housing, mental health services, public benefits, and workforce development services. We support our clients with finding housing and providing rental assistance or reunification services with family members. We also provide food and clothing to clients in need of a meal and Services provided and populations served
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clean clothing. 2024 SMCCP plans to hold monthly support groups for clients and provide a safe, nurturing environment for emotional growth and encouragement to successfully reintegrate into society. Additionally, SMCCP will offer regular workshops to help formerly incarcerated youth increase self-awareness to be more cognizant of their feelings, behaviors, motives and desires. SMCCP believes helping youth ex-offenders develop self-awareness will empower them to make the mental and emotional changes necessary to move their life in a positive direction.

Nonprofit status ID# 86-1552481
Year incorporated 2021
Governing board size (number) 4
Governing board meeting frequency Quarterly
Full-time employees (number) 0
Part-time employees (number) 0
Total employees (number) 0
Volunteers (number) 15
Total monthly volunteer hours (number) 104
FY2023-24 Community Funding monies requested from Menlo Park (number)
1 Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
20 FY2023-24 funding received from other agencies (number) 1 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

So Many Choices Community Project is our homeless empowerment and reentry transitional services delivery platform created to identify, connect, and engage the neediest to access quality resources, and services. Target Market: 18–25-yearolds

2. Describe how your agency/organization plans to use the requested funding if awarded.

SMCCP will use the money for rental assistance, emergency and permanent housing for our clients in dire need of assistance. SMCCP will provide Hotel vouchers for our clients to immediately receive housing and get removed from their homelessness predicament. The funding will also be used for rental assistance once permanent housing has been secured for our clients.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

SMCCP has been supporting the youth of the city of Menlo Park since 2019 and financial assistance is needed to enable the organization to continue and support our youngsters in the low-income community. The City of Menlo Park has prioritized housing at all levels as a city. Our at-risk youth, and most with a background in foster care have the least number of resources and my organization has served at least 50 youth in East Menlo Park with rental assistance, hotel assistance, and referrals to shelters to help make our streets a better place for youth.

4. Describe how your services or specific program benefits the Menlo SMCCP addresses the following challenges in the community; Agency/organization narrative answers
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Park Community and how it may be uniquely positioned to fill an identified community need. 1) Lack of support services for youth leaving prison – There are developmental differences between
youth and adult ex-offenders and many re-entry programs are usually not structured for youth.
2) Housing instability for ex-offenders - Homelessness, housing instability, and the lack of affordable
housing are primary predictors of recidivism.
3) Lack of family support for 18-24 year olds – Family support is a very important factor in helping a
youth successfully reintegrate into their communities after prison. Unfortunately, some families are often
the root cause behind the youth’s problem behavior.
4) Job readiness - Many youths leaving prison lack the soft skills needed to secure and maintain
employment, such as interviewing, problem-solving, and anger management skills. 5) Recidivism for formerly incarcerated youth – Statistics show 75% of returning youth will be arrested again within three years of leaving jail.

We address the following opportunities:
1) Reunification with positive family members – We help clients develop positive, healthy relationships
with family members and possibly reintegrate them back into the family home. 2) Rental assistance for youth ex-offenders to maintain stable housing – We will provide a monthly
stipend to help youth obtain their own apartment or rent a room in a safe home. 3) Case management and mentoring from people who have been through the criminal justice system –
Our case managers have successfully reintegrated back into society and help connect youth to housing
opportunities, education support, workplace and career trainings, employment opportunities, and mental
health support so they are able to rebuild their lives.

SMC Community Project is positioned to address these challenges and opportunities because:
*We focus exclusively on youth between 18 -25 who usually have deficits in education, job preparation,
and other life skills which makes re-entry more difficult *We recognize that youth leaving prison face many challenges when reentering society and housing
instability is one of the biggest challenges.
*We partner with community organizations addressing the barriers to re-entry for ex-offenders

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We partner with other community organizations in San Mateo County that serve ex-offenders. We have
worked with partners such as Samaritan House, Church of God in East Menlo Park, and Anchor to Shelter to host clothing, food drives, and help homeless youth obtain stable housing and
other social services. In Fall 2021, we will partner with the Araminta Ross Foundation to hold workshops
that deal with job readiness, education, mental health, and other issues that exoffenders face when returning from prison.

Some of our core partners and allies include:

New Creation Home Ministries - provides housing and support services to homeless pregnant or
parenting teen mothers ages 13-22 in East Palo Alto. Maintains two residential programs for mothers and
their children. Offers weekly parenting and life skills classes, and other support services.

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back into society
Success Center - offer programs in employment, education, and housing support for young people age
16 to 24
U Kan Too - Independent Living home for the homeless
Blerd Academy - a wealth building program that focuses on helping AfricanAmerican student obtain scholarships to HBCU's
Bay Area Community Services – provides rental assistance and access to affordable housing
Fountain of Life Global Christian Ministries
As SMC Community Project continues to grow, we plan to connect with other local organizations that are
committed to reducing the recidivism rates in San Mateo County. We will network with other
organizations, social service agencies, and churches to create programming that actively engages youth
ex-offenders and helps them create the stability they need to move their lives in a positive direction.

I don't believe anyone is offering my particular services. Life Moves may be close.

SMCCP plans to develop a partnership with Life Moves in the future.

Program name So Many Choices Community Project
Requested from City of Menlo Park (number) 130500
Requested/received from all other sources (number) 20000 Total funding received/requested (number) $150500.00
Percentage requested from Menlo Park (%) 86.7109634551
Percentage requested/received from all other sources (%) 13.2890365449 Direct service costs (number) 29371550
Administrative costs (number) 0
Total program expenditures (number) $29371550.00
Direct service costs percentage (%) 100
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 130500
Funding requested/received from all other sources (number) 20000 Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Total funding requested/received (number) $150500.00
Percentage requested from Menlo Park (%) 86.7109634551
Percentage requested/received from all other sources (%) 13.2890365449 Direct service costs (number) 29371550
Administrative costs (number) 13871550
Total agency/organization expenditures (number) $43243100.00 Direct service costs percentage (%) 67.9219343664
Administrative costs percentage (%) 32.0780656336
Please upload any supporting documents Fresh SMC Budget 2023.pdf Additional documentation
Acknowledgement I understand and agree
Lamisha Brown
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 12:09PM
Receipt number 55
Related form version 1
Agency/organization name StarVista
Agency/organization street address 610 Elm Street, Suite 212 Agency/organization city San Carlos
Agency/organization state CA
Agency/organization zip code 94070
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description School-based counseling, crisis intervention and mental health services for Menlo Park youth and parents.

Individuals/families served in the most recently completed fiscal year (number)
314
Menlo Park residents/families served in the most recently completed fiscal year (number)
123
Comments about the service population Last school year, roughly 37% of the students served by StarVista’s School-Based Counseling Services at MAHS were Menlo Park Residents. Menlo Park, like much of San Mateo County (SMC), features diversity on ethnic, linguistic, and socioeconomic levels. Despite going to the same school, students at Menlo Atherton High School (MAHS) have varied life experiences. According to EdData.org, over 30% of MAHS students qualify for free and reduced-price meals, and 17.4 % of students are English learners. These figures reflect the enormous income gap in Menlo Park, where the median household income is 160.7% more than the national median. Despite the fact that MAHS students come from different backgrounds and have different day-to-day realities, one thing many have in Services provided and populations served
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common is a need for greater mental health support.

On a national level, we are in the midst of a mental health crisis: in 2023, Depressive disorders are the #1 cause of hospitalization for those under 18 (National Alliance on Mental Illness). Like the rest of the country, California has seen a steep increase in youth reporting mental health concerns. A recent report shows that the proportion of young Californians who rate their mental health as “good or excellent” fell from 54% in 2021 to 41% in 2023, while the proportion of those who rate their mental health as “fair or poor” rose from 42% to 59% during the same period. The most commonly reported mental health issues among survey respondents were anxiety (58%), feeling stressed (54%), lack of motivation (53%), feeling overwhelmed (49%) and feeling lonely (45%) (San Francisco Chronicle).

Across racial, ethnic, class, and gender lines, young people are dealing with same existential stressors: when asked about sociopolitical issues that concerned them the most, respondents said gun violence was their greatest concern — 69% of respondents said they were very concerned about this issue — followed by racism and social injustice (54%) and lack of affordable health care (51%). The top personal concern that negatively impacted mental health was finding a good job:
with the rising costs of education, food, housing, and healthcare, 55% of California respondents said this was their top concern. Even affluent students who are less affected by rising costs of living are buckling under the weight of growing anxiety around academic achievement: as college acceptance rates continue to trend downward and competition for high-paying job rises, students across the socioeconomic spectrum are concerned for their safety and futures (San Francisco Chronicle).

San Mateo County residents are seeing this stress manifest in local youth. On a county level, a press release by SMC showed clinicians and health care programs reporting substantial increases in youth and young adults with significant mental health issues, including a 100% increase in youth being referred to behavioral health clinicians and a drastic increase in other harmful trends (e.g., substance use and intimate partner or community violence). The 2022 California Healthy Kids Survey reported that in San Mateo County, 13% of 9th graders had seriously contemplated suicide, 30% of 9th graders reported experiencing chronic sadness or hopelessness, and 18% of 9th graders reported having used drugs or alcohol.

We have seen this firsthand in providing services at Menlo-Atherton High School (MAHS), where the student population consistently has high levels of mental health needs year after year. Through conversations with staff and youth at MenloAtherton High School, we have learned that the needs continue to increase and deepen. Some of the challenges that students are experiencing at MAHS include depression, anxiety, suicidal ideation and attempt, chronic long-term trauma, substance abuse, abuse and neglect in the home, homelessness, chronic absenteeism, CPS referrals/involvement, and others.

Despite the overwhelming need for mental healthcare, San Mateo County is facing a glaring deficit: For every 100,000 youth, there are only 26 licensed Child and Adolescent Psychiatrists (American Academy of Child and Adolescent Psychiatry).

On top of that, many MAHS face additional barriers to accessing care, for reasons including lack of insurance, unsure documentation status, or lack of parental support. Schools are ideal places for youth to access mental health services, as they are where they spend most of their time and where fewer barriers to access exist. Through our School-Based Counseling program at MAHS, StarVista continues to ensure students seeking support with their mental health can access the vital services that can help them live their lives to the fullest and fulfill their enormous potential.

Nonprofit status ID# 94-3094966
Year incorporated 1966
Governing board size (number) 15
Governing board meeting frequency Monthly
Full-time employees (number) 131
Part-time employees (number) 20
Agency/organization structure and funding request
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Total employees (number) 151
Volunteers (number) 22
Total monthly volunteer hours (number) 28
FY2023-24 Community Funding monies requested from Menlo Park (number)
35000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.002
FY2023-24 funding received from other agencies (number) 2647563 Funding received from Menlo Park for the most recently completed fiscal year (number)
25000

1. Please provide a brief statement of your agency/organization purpose.

For over half a century, StarVista has provided equitable and strength-based services to children, youth, adults, and families across San Mateo County.

StarVista reaches approximately 40,000 people yearly through services including housing, mental health and substance use treatment, suicide prevention, and education. StarVista significantly contributes to our county’s social services infrastructure by providing culturally and linguistically appropriate support for community networks in addition to an effective and well-coordinated preventive system.

Through the agency’s nearly 30 programs, StarVista carries out its mission to:
- Empower Individuals - StarVista empowers individuals through a range of services, including youth leadership programming, child and parent services and support groups, and mental health services for people of all ages across San Mateo County.
-Inspire Hope - Through substance use treatment, transitional housing programs, and comprehensive mental health services for youth – including youth who are housing insecure and/or have experienced the juvenile justice or foster care systems – StarVista inspires hope to persevere.
-Strengthen Community - StarVista’s school-based counseling, San Mateo County Pride Center, and 24/7 crisis intervention and suicide prevention hotline are just a few of its programs that strengthen communities and help San Mateo County residents access vital services.

2. Describe how your agency/organization plans to use the requested funding if awarded.

A study by the U.S. Department of Health and Human Services Office of Adolescent Health shared that adolescents are most comfortable accessing healthcare services through school-based clinics. School mental health programs have been shown to help students improve academically, stay engaged in extracurricular activities, build social skills, and develop caring connections to adults in their schools and communities. Unfortunately, with the shortage of mental health clinicians nationally and locally, the rising cost of living in the Bay Area, and the competitive rates that entities like the County have been able to provide their clinicians, StarVista has faced challenges in recruiting and retaining mental health clinicians. While StarVista clinicians have had a valuable impact on the students they’ve served, clinicians and MAHS staff have voiced an ongoing upward trend in the number of students who require intensive, on-one-one care to treat serious mental health concerns. This has limited the number of group counseling and check-in sessions that StarVista has been able to provide, as well as the overall number of students that clinicians have been able to serve.

The increase in students who require intensive ongoing support, coupled with staffing shortages, have left StarVista clinicians stretched too thin to serve every student who seeks support. MAHS staff have also expressed a desire for more continuity in StarVista counselors, as staff shortages in our sector have resulted in StarVista needing to rely heavily on social work and Marriage and Family Therapist (MFT) trainees to fill staffing gaps. These trainees are only allowed to work 20 hours per week, and have less clinical experience, thus requiring more supervision from licensed clinicians. Moreover, the number of students enrolling in Marriage and Family Therapy and Social Work training programs are declining, further shrinking the pool of potential mental health providers to address critical MAHS student needs.

Agency/organization narrative answers
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Increased funding from the City of Menlo Park would allow us to restructure our current School-based Counseling Services staffing model by replacing Social Work and MFT trainees with Psychiatry Practicum students who have more clinical experience, require less supervision, and can be found in ample supply.

With a reduced need to supervise trainees, StarVista clinicians will have more capacity to serve students on an ongoing basis and to serve a greater number of students. Staffing MAHS with more experienced practicum students is financially more sustainable, provides more continuity for MAHS staff and students, and provides more experienced care for students dealing with increasingly serious issues.

If awarded, this increased capacity will allow clinicians and supervised practicum students to achieve the following desired outcomes during the 2023-2024 school year:
- Serving nearly 350 unduplicated youth, parents and families through approximately 1,300 sessions, with 140 (40%) anticipated to be Menlo Park residents
- Providing 400 individual counseling sessions to help youth address their life challenges
-Providing 600 check-in/drop-in sessions to enable youth to have flexible access to support
- Providing crisis interventions to ensure youth in crisis have someone to turn to.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The City of Menlo Park has been a valued partner since 2015. With the funding received in previous years, StarVista was able to continue providing services at MAHS throughout the COVID-19 pandemic and in its aftermath. As the pandemic continues to have ripple effects in students’ lives, our services are as important as ever. Support from the City of Menlo Park will enable us to meet increased youth and parent mental health needs by providing vital mental health services at no cost to students and their families. These services are critical as youth continue to experience an increase in mental health challenges including depression, anxiety, suicidal ideation and attempt, and other harmful behaviors. With increasing youth needs it is imperative that we can provide the staff capacity required to support the increased intensity and frequency of service demands. Unfortunately, publicly funded County mental health programs are only able to reach a small percentage of these young people, and StarVista is one of three agencies specializing in counseling on the Menlo-Atherton campus that can serve students unable to secure counseling through other channels. Although our services have been impactful, what we have provided in the past is not currently meeting the soaring needs for mental health support at MAHS, and increased financial resources will allow us to adapt to changing needs. The requested amount of $35,000, used in conjunction with funding from the Sequoia Health District, will allow us to go beyond what we've provided in previous years, expand the number of youth we support and the services we can provide, and build longer-term service continuity through a more sustainable staffing model. As mental health issues become more prevalent here in San Mateo County, the services of StarVista’s School-Based clinicians remain a crucial resource to ensuring our youth have the means to persevere through their life challenges and build successful, healthy lives.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Menlo Park has a proud history as a hub of innovation, thanks largely to its diversity and proximity to important educational institutions. MAHS students bring vital energy to the community through their service work, their creativity, and their promise. In addition to educating a large portion of Menlo Park’s youth, MAHS (more specifically, its Service Learning Center), is a valued partner of numerous Menlo Park organizations, including the Menlo Park Rotary, Menlo Park League of Women Voters, and the Meno Park Veteran’s Affairs office. In supporting mental health at MAHS, Menlo Park invests in the well-being of one of the city’s greatest intellectual and cultural assets.

Studies indicate that poor mental health in youth populations can have a domino effect in the larger community. It can lead to other health and behavioral risks like difficulties in school (e.g. higher rates of absenteeism, suspension/expulsion, and academic underperformance), engaging in self-harm, using substances to cope, or participating in risky sexual behaviors that can lead to STDs and unintended pregnancies. Many health behaviors and habits that are established in one’s adolescence carry into adulthood, affecting their career prospects, ability to take on a leadership role in the community, and capacity to parent future generations successfully. Our clinicians are able to help students no matter their life circumstances, and in doing so create a stronger support network within the MAHS community and beyond.

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Menlo Park community uniquely position us to fill these needs. Providing mental health and supportive services for many years to the Menlo Park community has enabled us to be more deeply aware and attuned to the specific needs of those living and/or receiving services in Menlo Park. We continue to evolve our services to meet new and emerging needs in the Menlo Park community. In tandem with requests for more services, we consistently receive feedback from youth, parents, school staff and community partners that validate the impact of our services on the Menlo Park community. We have attached a client story from a student at MenloAtherton High School who utilized School-Based counseling services in the past school year to help demonstrate the impact of our services. Renewed funding at this increased amount would not only allow StarVista counselors to continue their work but would also allow them to improve current systems and processes to ensure that students are receiving the best care possible.

StarVista staff reflects the diversity of the Menlo Park Community- our agency hires staff with a range of lived experiences, some of whom are former StarVista clients who know the importance of having trusted, caring adults in their lives.

Additionally, StarVista has a strong internal network to provide referrals to students with co-occurring challenges like substance use disorders, a need for LGBTQ+ centered care, or housing instability. The positive impact of our services can be seen through the progress and successes of the youth we have served in Menlo Park. In the 2022-23 school year, 282 unduplicated MAHS students received a total of 285 individual counseling sessions, 8 group sessions (with approximately 5 students attending each group), 457 check-in/drop-in sessions, 59 crisis sessions, and 11 workshop sessions. Additionally, MAHS parents and caregivers received 19 support sessions either in person or over the phone.

Last year, students who utilized our mental health services completed pre- and post- surveys that allowed us to evaluate a student’s functioning in a number of areas at the onset and termination of services. Specific areas of functioning include Family Functioning, Social Functioning, Depression, Anxiety, and Anger Control. This year, 470 total matching CANS pre-tests and post-tests were completed by clinicians across Menlo Park schools*. 237 were Pre-Tests (Initial Assessments), 233 were Post-Tests and of these, 189 students were given both a pre and post CANS assessment during the school year. The results of the surveys are as follows:
- 89% of youth who reported difficulty with social functioning at the beginning of services showed stabilization or improvement at the end of services. - 88% of youth who reported difficulty with family functioning at the beginning of services showed stabilization or improvement at the end of services. - 92% of youth who reported difficulty with anger control at the beginning of services showed stabilization or improvement at the end of services. - 93% of youth who reported difficulty with anxiety at the beginning of services showed stabilization or improvement at the end of services. - 95.6% of youth who reported difficulty with depression at the beginning of services showed stabilization or improvement at the end of services. * NOTE: Because the data sampling from Menlo-Atherton High School is so small, StarVista’s data team analyzed the Outcome Questionnaire results from all schools together. This allowed for a larger sample size, which was more representative of the population and limited the influence of outliers or extreme observations. A sufficiently large sample size is also necessary to produce results among variables that are significantly different so that we can identify trends and differences.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Partnership is a core value of StarVista, and the agency has developed a deep network of local partners throughout its 55+ years of service. Collaborations with local schools, service providers, law enforcement and other community entities enable us to provide a wide range of high-quality services, share expertise and best practices, stay abreast of the latest community needs/trends, and expand the services our community can collectively provide to individuals in need. By working as a team with our partners, we can best ensure that anyone who comes to us for help is connected to all of the services and resources that they need, whether from StarVista or other trusted community providers.

In Menlo Park, we partner with Sequoia Healthcare District to provide services (including StarVista’s School-based mental health services). The School-based Counseling Services program has been integrated into the Menlo-Atherton community in such a way that we are part of a larger system of services for MAHS students, and we work closely with MAHS staff to ensure youth are connected to the extent of services needed. We encourage our clinicians to adopt a systemsbased, collaborative perspective that allows them to know and easily refer students to other community agencies who are present on campus, including providers offering pro-social groups, mentoring, transportation resources, academic support, and other resources youth may need. Additional partnerships Page C-2.173
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supporting our work in Menlo Park include the Bay Area Suicide and Crisis Intervention Alliance, San Mateo County Mental Health Division, Human Services Agency, Health Services Agency, Office of Education, SamTrans, CalTrain, law enforcement staff, the Boys and Girls Club, Rape Trauma Services, and more.

In addition to external partnerships, StarVista’s School-based program also partners internally with StarVista’s many other programs when possible. In Menlo Park specifically, our School-based Counseling Services program refers many youth to StarVista’s Counseling Center for free counseling services, including for Medi-Cal eligible families; StarVista’s Insights program to support youth with cooccurring substance use and mental health challenges; StarVista’s Alternative to Suspension programming to provide youth who have received suspensions with opportunities to alternatively attend group therapy; and StarVista’s MindfulnessBased Treatment programming to improve youth wellness and connection.

StarVista also has additional programs in place that can be referred to for specific youth needs (e.g., transitional housing for youth experiencing homelessness).

To our knowledge, StarVista is one of three external providers of mental health services on the MAHS campus in the current school year. The other providers are Acknowledge Alliance, which typically provides services to students with probation/juvenile hall backgrounds, and MiriCenter, which provides educationrelated mental health services (ERMHS), Psycho-Ed & ERMHS Assessments, IEEs, counseling/therapy, and IEP Services. MAHS also has district and county therapists who provide ERMHS, which is separate from what Star Vista and the other agencies provide. In total, MAHS has 8 therapists from external organizations this year: 6 part-time therapists from Star Vista (making up the equivalent of 3 full-time therapists,) 1 from Acknowledge Alliance, and 1 from MiriCenter.

Because StarVista’s school-based services serve youth of all backgrounds – especially those most under-resourced and/or experiencing increased barriers to accessing services--, StarVista is the only provider on the MAHS campus that provides all MAHS populations with its type of services. Our staff works very closely with MAHS’ in-house mental health team from the beginning to end of a youth’s services, which gives clear visibility of services provided and mitigates opportunities for service duplication. Additionally, for many youth, StarVista is the only accessible provider of mental health services, further reducing opportunities for duplication.

Lastly, StarVista’s collaborative nature with community partners also works to reduce service duplication. By referring youth and families to other needed services (whether at other StarVista programs or other County community partners), we can further ensure that we are not duplicating services but rather referring collaboratively so that individuals receive the multi-layered support they need.

Program name StarVista’s School-based Counseling Services Program Requested from City of Menlo Park (number) 35000
Requested/received from all other sources (number) 118000 Total funding received/requested (number) $153000.00
Percentage requested from Menlo Park (%) 22.8758169935
Percentage requested/received from all other sources (%) 77.1241830065 Direct service costs (number) 127496
Administrative costs (number) 25504
Total program expenditures (number) $153000.00
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Direct service costs percentage (%) 83.3307189542
Administrative service costs percentage (%) 16.6692810458 Funding requested from Menlo Park (number) 35000
Funding requested/received from all other sources (number) 19609000 Total funding requested/received (number) $19644000.00
Percentage requested from Menlo Park (%) 0.1781714518
Percentage requested/received from all other sources (%) 99.8218285482 Direct service costs (number) 16130032
Administrative costs (number) 3513968
Total agency/organization expenditures (number) $19644000.00 Direct service costs percentage (%) 82.1117491346
Administrative costs percentage (%) 17.8882508654
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents StarVista 501c3 Status.pdf StarVistas-Annual-Report-FY21-22-Digital.pdf
FY22-23 School-based Testimonials.pdf
Board List - External List ONLY 08.15.2023.pdf
Balance Sheet - June 2023 (unaudited).pdf
Additional documentation
Acknowledgement I understand and agree
Tess Tran
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 9:20AM
Receipt number 46
Related form version 1
Agency/organization name Sustainable San Mateo County
Agency/organization street address 3182 Campus Drive #153 Agency/organization city San Mateo
Agency/organization state CA
Agency/organization zip code 94403
Agency/organization mailing address (if different) (same) Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Youth/teens
Service description Sustainable San Mateo County (SSMC) is an independent nonprofit organization with 501(c)(3) status that is dedicated to the long-term health of our county's economy, environment and social equity. Our vision is a sustainable future for everyone in San Mateo County. We are not affiliated with the county's Office of Sustainability.

We have four core programs that benefit Menlo Park:

Our Awards Celebration celebrates sustainability achievements by local individuals, nonprofits, government agencies, businesses and educational institutions. The awards are highly coveted and the Celebration is the "go-to" event in the county for those interested in sustainability. Nearly 300 people attended in 2023.

Our Indicators Report takes an in-depth look at one critical sustainability issue affecting San Mateo County. This year's report, released October 26, examined "The Well-Being of Children, Youth and Families" in San Mateo County and makes recommendations for improving services that support families in the county.

Our Sustainability Dashboard tracks sustainability progress by all 20 cities in the county and the county itself, so local leaders know what they are doing well and Services provided and populations served
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what they could improve upon.

Our Sustainability Ideas Bank shares proven solutions for accelerating sustainability with leaders. Each solution comes with details on how it was implemented, allowing cities to make improvements without reinventing the wheel.

In addition, we offer programs for the public on topics of interest. Among those we offered this year was "Youth for Climate Change," an interactive session with more than 80 local students when they quizzed the four former mayors on our board and State Senator Josh Becker about how to influence policy in local government. We also had an audience of 80 attend our "The Climate Fight of Their Lives" program with two of the 16 young plaintiffs who sued the State of Montana for not protecting their right to a clean and healthy environment - and recently won in court.

In addition, we are happy to voice support for programs and policies proposed for your city that align with our mission and goals, which can be helpful when applying for funding.

Individuals/families served in the most recently completed fiscal year (number)
738000
Menlo Park residents/families served in the most recently completed fiscal year (number)
37500
Comments about the service population Our programs support the overall sustainability, health and quality of life for all residents in San Mateo County.

Nonprofit status ID# 48-1265207
Year incorporated 2002
Governing board size (number) 12
Governing board meeting frequency Monthly
Full-time employees (number) 2
Part-time employees (number) 2
Total employees (number) 4
Volunteers (number) 35
Total monthly volunteer hours (number) 350
FY2023-24 Community Funding monies requested from Menlo Park (number)
5000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

1.8%
FY2023-24 funding received from other agencies (number) 47500 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Our goal is to make our county more sustainable for everyone. Living sustainably means meeting today’s needs without compromising the ability of future generations to meet their needs. Sustainable planning recognizes the interconnections between the environment, economy and society. A disruption in Agency/organization narrative answers
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any one area affects the health of the other two. Discussions about sustainability often cite the three 3E’s: Environment, Economy, and social Equity. At Sustainable San Mateo County, we focus on how all of these areas affect the health of our region.

2. Describe how your agency/organization plans to use the requested funding if awarded.

We plan to use the requested funding to help support our annual Awards Celebration, Indicators Report, Sustainability Dashboard and Sustainability Ideas Bank. Expenses include funding staff to coordinate these programs, graphic designers, printing and dissemination of our stories of success.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

We serve all of San Mateo County and seek support from all 20 cities, as well as the county. We have worked closely with Menlo Park residents involved in Menlo Spark and clean energy initiatives to educate and engage the public in making your city more sustainable. All residents of Menlo Park benefit from the work we do and are invited to our programs.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Sustainable San Mateo County was founded 31 years ago. We are a wellrespected nonprofit with close connections in many government agencies and other nonprofit organizations. We also have four former mayors on our board. We are uniquely positioned to help your city advance sustainability by sharing solutions with your leaders that other cities have successfully implemented, thus saving your staff time, and by connecting you with experts on almost any sustainability topic. In addition, we are big champions of your city's zero carbon target and often mention Menlo Park's achievements when talking with leaders of other cities.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

We partner with the county Office of Sustainability, the county Office of Education and Peninsula Clean Energy on programs on a regular basis. During the past year, we have also joined forces with eight other nonprofit organizations to present programs on sustainability topics that motivate the public.

As far as we know, no other organization or agency measures and helps accelerate progress on as many critical sustainability issues as we do. We also have a deep understanding of how local government works and regularly help leaders and staff members by directing them to proven sustainability solutions that can save them time and money.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Administrative service costs percentage (%) 0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Funding requested from Menlo Park (number) 5000
Funding requested/received from all other sources (number) 283300 Total funding requested/received (number) $288300.00
Percentage requested from Menlo Park (%) 1.7343045439
Percentage requested/received from all other sources (%) 98.2656954561 Direct service costs (number) 54300
Administrative costs (number) 234000
Total agency/organization expenditures (number) $288300.00 Direct service costs percentage (%) 18.8345473465
Administrative costs percentage (%) 81.1654526535
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents SSMC Budget FY 2023_2024.xlsx SSMC Annual Report_FY2022-2023.pdf
About SSMC Flyer.pdf
2023 Interns Flyer 1.pdf
2022 Quotes Flyer.pdf
Additional documentation
Acknowledgement I understand and agree
Terry Nagel
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 12:34PM
Receipt number 57
Related form version 1
Agency/organization name Tha Hood Squad
Agency/organization street address 444 Garden Street
Agency/organization city East Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description We work to meet the emergency needs of people in crisis, and to meet the basic needs of people of low-income status.

During our Public Health and Safety Patrol, we load up our vehicle or our electric bikes, and ride through low-income neighborhoods and encampments, responding to people’s needs in effort to remedy or prevent situations in which people are unhealthy or unsafe. Health and safety are basic needs of any community.

Because we recognize that there are multiple aspects of what health and safety holistically looks like, we have multiple components to our patrols. We hand out hot meals, clothes, hygiene items, and personal protective equipment to anyone we come across who expresses a need, and seasonally, we even hand out items such as tents, blankets, and sandbags. During the flooding and severe stormy weather of the past winter season- late 2022/early 2023, we helped to take care of people’s winter weather-specific needs, including making ourselves available in the event that an additional heavy equipment operator was needed during the flooding of our nearby San Francisquito Creek and packing and distributing sandbags. We bridged the gap between the city and marginalized communities by making sure those communities knew about all the resources the city of Menlo Park had to offer.

While on patrol, we also work to de-escalate situations and ultimately mitigate Services provided and populations served
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violence, whether they be interpersonal conflicts between neighbors, or interactions between residents and law enforcement officers. Our goal is for everyone involved to be able to get home safe at the end of the day. Sometimes we come across tense situations in progress and we stop to step in as appropriate, and often times people call or message us directly and ask for us to show up and mediate at the scene of an incident. We are well connected to our community because we come from and reside in the very communities we serve, and because we engage with city councils and meet with the Menlo Park and East Palo Alto police chiefs regularly. At these meetings we work with the chiefs to look for best solutions to address community concerns or potential risks to safety or health that they should be concerned about and best ways to solve those risks in a manner that will be beneficial to the community.

As we navigate our neighborhoods on our Public Health and Safety patrol, we carry first aid equipment including Naloxone/Narcan, bandaging, fire extinguishers, defibrillators and other medical devices that will keep people safe and alive until first responders arrive. Each member who comes out on patrol is professionally trained to respond to incidents such as drug overdoses, trauma bleeding, small fires, and more. Often, we train with the Menlo Park Fire Protection District- we are even trained CERT members- and we go through our own specialized trainings as well.

In addition to responding to basic and emergency needs during our Public Health and Safety Patrols, we also work to empower our community to take care of themselves, their families, and their neighbors through our Emergency Response and Disaster Preparedness Trainings. During monthly community events at our small urban farm, we lead conversations, demonstrations, and workshops on topics such as stopping trauma bleeding, performing CPR, and packing essentials for your household in an emergency evacuation “go bag.” We also share information on these topics on social media and on paper handouts.

Individuals/families served in the most recently completed fiscal year (number)
3500
Menlo Park residents/families served in the most recently completed fiscal year (number)
2200
Comments about the service population The vast majority of our services take place in Menlo Park and East Palo Alto, but occasionally we also service other parts of California. We seek out low-income areas and encampments, and the demographics of these areas tend to be Black and Brown in the majority, with individuals and families of all ages, and many who face barriers to economic and social wellbeing due to citizenship status and past incarceration.

Nonprofit status ID# 85-2319386
Year incorporated 2020
Governing board size (number) 4
Governing board meeting frequency Monthly
Full-time employees (number) 1
Part-time employees (number) 0
Total employees (number) 1
Volunteers (number) 10
Total monthly volunteer hours (number) 120
FY2023-24 Community Funding monies requested from Menlo Park (number)
20000
Agency/organization structure and funding request
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Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
17%
FY2023-24 funding received from other agencies (number) 90000 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 1. Please provide a brief statement of your agency/organization purpose.

Tha Hood Squad Inc, in its origins and at heart, is a BIPOC-led art collective that operates under principles of peace, love, harmony, balance, unity, and justice. Our mission is to create community-driven systems of safety, information, and care for those who have been historically marginalized. We no longer want our communities to be under-served; instead we want them to be self-serving, selfsustaining, and able to participate in the larger society without being victimized or exploited.

2. Describe how your agency/organization plans to use the requested funding if awarded.

If awarded, our organization plans to use the requested funding for direct services in Menlo Park.

We plan to purchase and distribute food, water, clothing, first aid supplies, and other essentials as part of our Public Health and Safety Patrols. Beyond regular distributions, we plan to continuing being first to responder in the event of crises/emergencies big or small, treating injuries if police and fire teams have not yet arrived, going to the areas that are historically marginalized within Menlo Park, such as Belle Haven and marsh encampments, and seeking out people throughout the city who are not being adequately served by existing local nonprofits and agencies. We want to meet people’s health and safety needs where we find them, but also, bring them out of those places and get them to other resources such as shelters. We want to make sure they know about and have access to all of the great resources that the City of Menlo Park already has to offer, and be a bridge between the City/civic life and the community/those who are often disenfranchised.

We will use our media platforms, and our relationships with individuals and organizations in order to build these bridges and make these connections a reality.

When the community experiences issues, we want to amplify the concerns of our neighbors and make sure that the right agencies and City officials are aware of those issues before they become volatile.

Overall, we plan to keep people healthy and safe in a way that only community members who understand and belong to the community, can do.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Recently, a couple friends from the City of Menlo Park staff brought to our attention the Community Funding Grant Program. We were excited to learn of the opportunity, as up until now we have been operating to the benefit of the Menlo Park community and City at our own expense.

We are requesting financial assistance from the City of Menlo Park because a significant part of our work is done in Menlo Park, and we believe it is important to partner with departments, organizations, and individuals who are based in and genuinely connected to the communities where they fund and/or execute programming. The goals and philosophies that underlie this particular grant program are very much in alignment with our values, as well as the work that we have already been doing with who and what we have.

Financial assistance would meaningfully impact us at this time and help us to continue carrying out our programs consistently, as we are already a few months into the 2023-2024 fiscal year, and still seeking ways to meet our programming needs and desired budget.

With this grant, we could increase our focus on our Menlo Park communities, which already make up a significant portion of our service population.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Our services, most specifically our Public Health and Safety Program, benefits the Menlo Park Community in that it keeps people healthy and safe. Our approach is unique in that it recognizes that when people come from systemically disadvantaged backgrounds and lack basic human necessities, unhealthy and unsafe situations are created. For example, when people are excluded from living wage employment opportunities and need to feed their hungry children, they be cornered into participating in underground economies, or other dangerous ways of Agency/organization narrative answers
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making ends meet. Not to mention the trauma and harmful psychological impacts that living in conditions like these can cause! And this is on an everyday basis for many. In times of emergency, the unhealthy and unsafe conditions are only increased exponentially.

We have identified community needs to be relevant, meaningful, timely, culturallycompetent support; and education and empowerment to mobilize for communitybased mutual aid. Our work fills these needs, and frees up law enforcement and other overburdened agencies to work on other issues that City resources can help solve.

Tha Hood Squad is uniquely positioned to provide emergency assistance and lowincome support in this area because our team is trusted by the community, knows from firsthand experience what our neighbors go through, and we take on the complexities of problems by meeting with agencies such as local police departments, including the Menlo Park Police Chief, to voice community concerns and propose solutions. We are also uniquely well-positioned in terms of our constant presence in the streets and at neighborhood events, as well as our quick response times to calls from community members.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Our organization shares knowledge, resources, and labor with local organizations whose work is in alignment with ours. We do the same sharing of knowledge, resources, and labor with local urban farmers. Our urban farm helps supplement our meal distributions and serves as a space for community-building, and for workshops on various topics that are relevant beyond the setting of a farm, such as emergency readiness, radio communication in crisis, “Stop The Bleed” training, and conflict de-escalation.

Our organization brings together people to host large-scale events. Recently, we gathered a committee of local organizations and Tha Hood Squad organized the City of East Palo Alto’s official Juneteenth celebration.

Our organization participates in and supports other events and activities when invited by other agencies, for example, networking at the San Mateo County Disaster Preparedness fair, sharing our perspective and advice with student community organizers at a Stanford Community Care Block Party, and participating in National Night Out.

Our organization is one of a kind; however, we do know of other organizations and agencies whose service goals are similar to ours. The way we execute our goals are very different from other agencies, and as such we achieve very different results. We have formed relationships with agencies who have similar goals and make sure that on our end, our work is also reaching those who are more prone to slipping through the gaps in the work of other agencies.

For example, we recently facilitated a hands-on Nalaxone/Narcan presentation to the outreach team of Project WeHOPE. Prior to us doing so their team had received no training- as even Menlo Fire offers no Narcan trainings (as per Jon Johnston, Menlo Fire Marshal). Nalaxone/Narcan is an opioid overdose reversal drug. Project WeHOPE is based in East Palo Alto and provides services to unhoused populations throughout the Bay Area. Upon learning that our team’s training and scope of work includes administering emergency first aid to those experiencing opioid overdose, they asked us to present to their team and share from our experience.

Another example is through our relationship with the Menlo Park Fire Protection District. A lot of our emergency first aid training has come from our local fire departments, as all of our team members who go out on patrols must be trained in order to participate. Over the years of relationship building with Menlo Fire, we are learning how our work and resources can compliment one another’s. For example, with the help of various certified training instructors who we partner with beyond Menlo Fire, we now take our knowledge and train community members who would not typically attend a Menlo Fire training in one of their learning spaces, but gladly come to our farm to participate in a training surrounded by familiar neighborhood faces, farm animals, and some delicious barbecue. In turn, Menlo Fire is seeking ways to support us- so far they have covered the printing expenses of some emergency readiness brochures that our team created, additionally they wish to donate battery packs to our organization to distribute throughout the community to those in need.

Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Program name Public Health and Safety Program
Requested from City of Menlo Park (number) 20000
Requested/received from all other sources (number) 20000 Total funding received/requested (number) $40000.00
Percentage requested from Menlo Park (%) 50.0
Percentage requested/received from all other sources (%) 50.0 Direct service costs (number) 18000
Administrative costs (number) 2000
Total program expenditures (number) $20000.00
Direct service costs percentage (%) 90.0
Administrative service costs percentage (%) 10.0
Funding requested from Menlo Park (number) 20000
Funding requested/received from all other sources (number) 70000 Total funding requested/received (number) $90000.00
Percentage requested from Menlo Park (%) 22.2222222222
Percentage requested/received from all other sources (%) 77.7777777778 Direct service costs (number) 76500
Administrative costs (number) 13500
Total agency/organization expenditures (number) $90000.00 Direct service costs percentage (%) 85.00
Administrative costs percentage (%) 15.00
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Denae Carmelino
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 1:05PM
Receipt number 54
Related form version 1
Agency/organization name The Joy Culture Foundation
Agency/organization street address 934 Santa Cruz Ave A Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description The Joy Culture Foundation (TJCF) serves as an invaluable resource to connect the community to Chinese language, culture and literacy. Through place-based programming, TJCF offers community informed, Chinese cultural and arts activities to the youth of Menlo Park and beyond. TJCF has served the Bay Area of California’s Chinese community for the last two years with the aim of fostering connection and cultural exchange between families and youth in the area. San Mateo County’s Chinese population has nearly doubled, and yet, there is a dearth of cross-cultural resources for these new residents to both anchor them in the United States and to their heritage. At TJCF, we offer various impactful programs, events, and services designed to connect our 500 + active monthly members to Chinese language, literacy and culture.

Individuals/families served in the most recently completed fiscal year (number)
500
Menlo Park residents/families served in the most recently completed fiscal year (number)
150
Comments about the service population The TJCF’s Little Bookworm Library is open to the general community and a Services provided and populations served
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majority of library members and active visitors are of Chinese descent. The Asian community of San Mateo, CA accounts for thirty percent of the population according to Census Data. TJCF currently serves two to three hundred families a month with five hundred being committed, long-term participants of our services.

The ages of our participants range from infants to children, depending on the program they are involved in. For our youth classes, ages range from four to eightyear-olds, and for our library and play space, nine-month-olds to two-year-olds occupy this space. We also host parenting classes for our families which target the parents.

Nonprofit status ID# 85-1605425
Year incorporated 2021
Governing board size (number) 10
Governing board meeting frequency Quarterly
Full-time employees (number) 0
Part-time employees (number) 11
Total employees (number) 11
Volunteers (number) 10
Total monthly volunteer hours (number) 60
FY2023-24 Community Funding monies requested from Menlo Park (number)
20000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
6 FY2023-24 funding received from other agencies (number) 0 Funding received from Menlo Park for the most recently completed fiscal year (number)
0 Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Our mission at The Joy Culture Foundation (TJCF) is to provide a platform where families can strengthen their bond with one another by immersing in Chinese culture and literacy. TJCF offers programs that provide children and families of Menlo Park and the general Bay Area with a wide variety of Chinese language, literacy and culture. Four major focus areas are:

1. YOUTH CLASSES: TJCF designs and offers bilingual, multi-disciplinary classes tailored to the youth of the Bay Area. This includes bilingual enrichment classes for dance, music, history lessons, calligraphy, cooking and much more. These courses are an interactive, hands-on way for children to develop an understanding and appreciation of the Chinese language and culture.

2. FREE LIBRARY: In addition to these interactive, bilingual programs, TJCF runs Little Bookworm Library which offers a wide collection of Mandarin and English books to encourage literacy in both languages. The library also doubles as a play space which fosters an opportunity for young children to develop socialization skills . 3. ADULT WORKSHOPS: Lastly, TJCF hosts workshops where parents can learn about customs in the United States and in China as a way to bridge cultural gaps.

Navigating two cultures while trying to raise a family is difficult and TJCF steps in with needed resources for our parents. We have hosted past and current parentcentered workshops focusing on family and youth mental health, nutrition, and living trust.

Agency/organization narrative answers
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4. YOUTH LEADERSHIP PROGRAM: Our newest initiative, the “Youth Leadership and Volunteering Program” actively engages teens to participate in our programming for Kindergarten and elementary school-aged children.

2. Describe how your agency/organization plans to use the requested funding if awarded.

The JCF is seeking $80,000 in funding from the City of Menlo Park for general operating support. We’d like to increase our courses, events and workshops for children and families. Since opening doors almost two years ago in 2022, our library and programs have been meeting a huge unmet community need for Chinese language books, as well as cultural and enrichment activities for children and parents. We’d like to continue creating a vibrant community of children and families who embrace the Chinese culture and language.

Over the past two years, The JCF has achieved the following outcomes:

Grew a library collection of over 6,000 books, including traditional Chinese, simplified Chinese, Cantonese, and English
Opened a large play area for children 6 months to 5 years old Organized 7 author visits and 8 cultural holiday events Provided 300 sessions for Chinese story time, 60 sessions for arts & craft Ran 80 enrichment classes, to serve over 500 students
Hosted 5/28/23 AAPI Heritage Day event attracted over 1,500 attendees

INTENDED OUTCOMES
Increase membership and users of the Little Bookworm Library by 50%.

Add 10 more classes/activities involving the library each quarter in 2024.

Increase the number of books and materials TJCF is able to offer our community, adding nearly 1,000 new resources to our library.

Source new toys and play materials for our youth members to engage with at the library.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

The Bay Area has been flooded with Chinese immigrants in the past years, yet, there are no free Chinese immersion resources or educational resources in the area. Only 1% of literature in public libraries is in Chinese, most prominently literature is in either English or Spanish. With the onslaught of hate crimes toward Asian people in the United States during COVID-19, it is an especially important time to provide community and connection to the Asian community of the United States. The Youth Leadership and Volunteer Program will address our problem statement with a two-part approach. First, the program will allow TJCF to offer more events, courses, and programs to the Bay Area, allowing us to increase our served community and have a broader impact in California. Secondly, by hiring and mentoring teen volunteers, we can hopefully inspire them to continue this work and in turn, pursue opportunities, education, and careers that will further support the Chinese-American community.

To continue our investment in the Chinese community of the Bay Area, TJCF requires funding support to sustain our current programming. To launch Little Bookworm Library two years ago, we received seed funding from a generous individual donor – with the stipulation that the organization would be self-sustaining in year 3 with membership revenue, and individual and community support. We will begin our year 3 in 2024 and have been earnestly seeking grant funding from various civic and institutional sources. We believe obtaining funding support for the City of Menlo Park will greatly help secure our financial footing for our third year of operations.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

The Little Bookworm Library is the first free-standing children’s library for Chinese language books in Menlo Park and is also uniquely positioned to fill an identified community need for enrichment programs which celebrate Chinese language and culture, as evidenced by the number of visitors to the library and the participants in our youth classes and cultural holiday events.

Our programs serve to enrich the Menlo Park community by fostering an appreciation for Chinese culture and language. In the culturally diverse and multicultural tapestry of the Bay Area, the Menlo Park Free Chinese Language and Cultural Center stands as a unique resource. Our center caters not only to the Chinese community but also extends a welcoming hand to all families interested in exploring the richness of Chinese language and culture. With Mandarin being the most widely spoken language globally, our program provides a crucial bridge between cultures, fulfilling an identified community need for cultural diversity and language education, making Menlo Park a more vibrant and connected community.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Lucille Packard Hospital: TJCF partners with the Lucille Packard Hospital to provide Chinese cultural materials, including New Year themed goody bags and other fun materials, to donate to children receiving treatment.

Palo Alto Kid Museum: We plan to partner with the Palo Alto Kid Museum to offer the library members opportunities to attend the museum and zoo events.

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El Camino Hospital- Chinese Health Initiative: We have been working with El Camino Hospital to offer our community parenting workshops related to health outcomes, nutrition and best practices which includes webinars in Mandarin.

City of Menlo Park: TJCF helps to promote City of Menlo Park events with our membership base, such as this year's Halloween Hoopla where we recruited 100 parents to take part in the parade.

N/A
Program name The Little Bookworm Library
Requested from City of Menlo Park (number) 20000
Requested/received from all other sources (number) 309000 Total funding received/requested (number) $329000.00
Percentage requested from Menlo Park (%) 6.0790273556
Percentage requested/received from all other sources (%) 93.9209726444 Direct service costs (number) 175000
Administrative costs (number) 134000
Total program expenditures (number) $309000.00
Direct service costs percentage (%) 56.6343042071
Administrative service costs percentage (%) 43.3656957929 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 20000
Funding requested/received from all other sources (number) 309000 Total funding requested/received (number) $329000.00
Percentage requested from Menlo Park (%) 6.0790273556
Percentage requested/received from all other sources (%) 93.9209726444 Direct service costs (number) 175000
Administrative costs (number) 134000
Total agency/organization expenditures (number) $309000.00 Direct service costs percentage (%) 56.6343042071
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs percentage (%) 43.3656957929
Please upload any supporting documents 2022-2023 Impact Report (1).pdf 2023 TJCF Halloween Celebration.mp4
general flyer Oct 2023.pdf
Additional documentation
Acknowledgement I understand and agree
Patty Cheng
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 26 October 2023, 11:37AM
Receipt number 9
Related form version 1
Agency/organization name Upward Scholars
Agency/organization street address 1020 Marsh Road
Agency/organization city Menlo Park
Agency/organization state CA
Agency/organization zip code 94025
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Service description Upward Scholars provides academic, financial, holistic, and career development support to adult immigrant community college students in San Mateo County, as well as students in Alameda County’s Peralta Community College District. This includes a Safety Net Fund to help students who are experiencing a financial emergency pay their rent, utilities, and other basic expenses. Our program helps adult immigrants break the cycle of poverty, achieve economic mobility, and reach their full potential. Upward Scholars’ history is rooted in Menlo Park, and the city’s Sequoia Adult School still supplies dozens of students for our program each year.

We currently have 34 students who are Menlo Park residents.

Individuals/families served in the most recently completed fiscal year (number)
353
Menlo Park residents/families served in the most recently completed fiscal year (number)
20 Comments about the service population Upward Scholars serves adult immigrant college students who are enrolled in community college. As of spring 2023, Upward Scholars' student community is 68% Latinx, 20% Asian, eight percent white, two percent Black, and two percent Services provided and populations served
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Middle Eastern. Seventy-five percent of students are women, and 54% are parents. They range in age from 18 to 70, with an average age of 36. All our students are English learners who live at or below the poverty line.

Nonprofit status ID# 45-4128140
Year incorporated 2012
Governing board size (number) 15
Governing board meeting frequency Every other month
Full-time employees (number) 8
Part-time employees (number) 1
Total employees (number) 9
Volunteers (number) 106
Total monthly volunteer hours (number) 1065
FY2023-24 Community Funding monies requested from Menlo Park (number)
10000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
1 FY2023-24 funding received from other agencies (number) 729478 Funding received from Menlo Park for the most recently completed fiscal year (number)
2500
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Upward Scholars’ mission is to provide adult immigrants the boost they need to move up the economic ladder through education and career development support.

Upward Scholars addresses economic disparity resulting from the lack of education access for adult immigrants. We promote economic mobility and access to quality career pathways for adult immigrants by helping them continue their education in community college, get higher-paying jobs, and serve as role models and advocates for their children and our community. Upward Scholars imagines a future where adult immigrant students reach their full potential with the support of an engaged community.

Since 2010, Upward Scholars has served over 1,200 adult immigrant college students. We anticipate serving 400 students in San Mateo and Alameda Counties in 2023 and 550 in 2024. We are the only nonprofit organization in the Bay Area focused on adult immigrant learners.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Upward Scholars will use its City of Menlo Park funding to provide adult immigrant community college students who live in Menlo Park with:
● FINANCIAL SUPPORT that lessens the burden of attending college by providing free textbooks, course materials and laptops, transportation assistance, grocery gift cards, and support for other college costs. We also have a Safety Net Fund that provides help with basic living expenses such as rent and utilities so that students can continue to focus on their educational goals. ● ACADEMIC SUPPORT that includes community and peer tutors who provide one-on-one tutoring to Upward Scholars students; a quarterly English Conversation Club that helps students build confidence in their English Agency/organization narrative answers
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communication skills in a safe, friendly environment; a Conversation Partners initiative that helps students continue progressing in their English fluency; peer learning facilitators; assistance with scholarship applications and transfer applications to four-year universities; and an annual Graduation Celebration. ● CAREER DEVELOPMENT that furthers students’ career goals through opportunities to develop their professional skills. Our MoveUp Program trains students to deliver high-quality, professional, individual, and small group Spanish lessons and online interpretation services; provides talented, nurturing childcare providers the opportunity to advance in their careers as nannies; offers students focused entrepreneurship resources and opportunities, including BusinessUp Boot Camps; and matches Upward Scholars students in need of employment with community members requesting services in a range of fields. We also provide mentors. With Silicon Valley Community Foundation and Morgan Charitable Foundation funding, we are developing a TeacherUp program to encourage early childhood education students to consider careers as teachers and family childcare providers.
● HOLISTIC SUPPORT that fosters students’ physical, emotional, social, and spiritual well-being. This includes a drop-in group with our Executive Director and a bilingual/bicultural counselor; small group and one-on-one sessions centered on how spiritual issues such as grief or loneliness can manifest and affect us; accompaniment to important appointments; and written references for immigration appointments and job and apartment applications.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

Upward Scholars is requesting financial assistance from the City of Menlo Park because immigrants are part of the city's fabric and a vital part of daily civic life in Menlo Park. In addition to now serving 34 students who live in Menlo Park (a significant increase from the 20 served last year), Upward Scholars has 28 Menlo Park volunteers and 70 donors who reside in Menlo Park.

Your support is vital because when adult learners have access to education and careers, they create a better life for themselves and a brighter future for their families. However, many adult immigrants face barriers to higher education. Many have no choice but to work multiple low-wage jobs, putting their educational and career aspirations aside in order to support their families. They are blocked from opportunities because they cannot access formal education, participate in traditional workforce development programs, and master English.

Community college could be a viable way forward for many of these individuals thanks to lower cost, easier thresholds for admittance, and greater scheduling flexibility. In fact, half of all Latinx college-going students are enrolled in community college. However, re-entering school as an adult learner in a new country and a new language can be daunting. And college is expensive—even community college. Community college enrollment has declined 37% since 2010, and the financial and social disruption of the COVID pandemic has only made students’ roadblocks to education even higher.

Despite the challenges they face, we firmly believe that our students can succeed.

We give them the boost they need to move up the economic ladder through education and career support.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Upward Scholars benefits the Menlo Park Community by providing services to Menlo Park residents and by enlisting Menlo Park residents as donors, volunteers, and supporters.

Upward Scholars is uniquely positioned to help residents of Menlo Park because of our community ties and because of our history, which is rooted in Menlo Park’s Sequoia Adult School. Sequoia Adult School still provides us with more than onethird of our new San Mateo County students yearly.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

In carrying out our work, we partner with many other community organizations and allies, including:
● Sequoia Adult School in Menlo Park, which was the home base for the launch of our work a decade ago, supplies us with dozens of students each year. ● New Community Church in Menlo Park provides grocery gift cards and other financial support to Upward Scholars students.
● All three San Mateo County community colleges–Cañada College, College of San Mateo, and Skyline College.
● ACCEL San Mateo County (Adult-Education, College, Career, Educational Leadership), an adult education consortium comprising five adult schools and Page C-2.192
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three community colleges in San Mateo County, offers quality, affordable programs that set Upward Scholars students on a path to college and career. ● Centro Community Partners collaborates with us on our BusinessUp program, including a two-day boot camp.
● Community Overcoming Relationship Abuse provides support services to Upward Scholars students who are impacted by domestic abuse. ● Congregational Church of the Peninsula provides financial support for Upward Scholars.
● Good2Know: This organization provides child development educational resources for students (i.e., newsletters, articles) that raise awareness of career and professional development opportunities.
● Immigration Institute of the Bay Area: We refer many of our students to them for immigration services.
● North Fair Oaks Community Center provides Upward Scholars students with financial assistance and other services.
● Redwood City Public Library uses Upward Scholars-trained translators to provide live Spanish language interpretation for English language library programs. ● Redwood City Together serves as a clearinghouse for community information and resources that can benefit Upward Scholars students and publicizes Upward Scholars’ programs. Upward Scholars also serves on Redwood City Together’s Executive Leadership Team and North Fair Oaks Community Collaboration for Children’s Success Neighborhood Action Team working group. ● Rosalie Rendu Center, Able Works, and the St. Francis Center refer ESL students who want to further their educational goals to Upward Scholars. ● San Mateo County Office of Education offers specialized workforce development opportunities and helps promote them to our TeacherUp students. They also provide students with information about career possibilities and requirements. ● Unitarian Universalist Fellowship of Redwood City provides tutors and financial support to Upward Scholars students.

No other nonprofit organization in San Mateo County is focused on adult immigrant learners as they work to create a better life for themselves and a brighter future for their families. At Upward Scholars, we want adult immigrants to have robust access to all the educational and career possibilities the Bay Area can offer.

Imagine how much stronger we would be if every adult had access to the education and training they need to reach their potential! Please join us again in making that goal a reality.

Program name
Requested from City of Menlo Park (number)
Requested/received from all other sources (number)
Total funding received/requested (number) $0.00
Percentage requested from Menlo Park (%) 0
Percentage requested/received from all other sources (%) 0 Direct service costs (number)
Administrative costs (number)
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
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Total program expenditures (number) $0.00
Direct service costs percentage (%) 0
Administrative service costs percentage (%) 0
Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 997612 Total funding requested/received (number) $1007612.00
Percentage requested from Menlo Park (%) 0.9924455048
Percentage requested/received from all other sources (%) 99.0075544952 Direct service costs (number) 945771
Administrative costs (number) 600129
Total agency/organization expenditures (number) $1545900.00 Direct service costs percentage (%) 61.1793130215
Administrative costs percentage (%) 38.8206869785
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
Please upload any supporting documents 2022 Impact Letter Updated July.pdf IRS letter Upward Scholars.pdf
Upward Scholars board members 10.18.23.pdf
Upward Scholars press.pdf
Upward Scholars 2022 990 PUBLIC COPY.pdf
Additional documentation
Acknowledgement I understand and agree
Patricia Narciso
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 27 October 2023, 7:46PM
Receipt number 23
Related form version 1
Agency/organization name Vista Center for the Blind and Visually Impaired Agency/organization street address 2500 El Camino Real, Suite 100 Agency/organization city Palo Alto
Agency/organization state CA
Agency/organization zip code 94306
Agency/organization mailing address (if different) Vista Center for the Blind, PO Box 61030, Palo Alto, CA 94306-6030 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Disabled
Seniors/older adults
Service description Vision Loss Rehabilitation for blind and visually impaired individuals - to support and teach the necessary skills to an individual who is losing or has lost their vision in order to maintain or regain their independence.

Individuals/families served in the most recently completed fiscal year (number)
2063
Menlo Park residents/families served in the most recently completed fiscal year (number)
31 Comments about the service population In FY23 Vista Center served over 3355 blind and visually impaired individuals and their families in its four-county service area of Santa Clara, San Mateo, Santa Cruz, and San Benito, including 2063 unduplicated clients.

In the City of Menlo Park, we served 31 individuals (18 female and 13 male), of which 25 were seniors, ages 55+. Grant funds were used to cover a portion of staff costs to provide services for 25 seniors ranging in age from 55 to 94 years of age.

Services provided and populations served
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All 25 residents served through this grant qualified as low-income as per San Mateo County guidelines.

Nonprofit status ID# 94-1196206
Year incorporated 1947
Governing board size (number) 19
Governing board meeting frequency Monthly
Full-time employees (number) 23
Part-time employees (number) 16
Total employees (number) 39
Volunteers (number) 91
Total monthly volunteer hours (number) 678
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

0.40 FY2023-24 funding received from other agencies (number) 3711881 Funding received from Menlo Park for the most recently completed fiscal year (number)
15000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

History: Vista Center for the Blind and Visually Impaired was founded in 1936 as Palo Alto Society for the Blind and incorporated in 1947 as a 501(c) (3) non-profit to provide support to individuals with moderate to severe vision loss. For over 80 years, Vista Center has served this community with the firm belief that vision loss need not be a barrier to independence.

Mission: Vista Center for the Blind and Visually Impaired empowers individuals who are blind or visually impaired to embrace life to the fullest through evaluation, counseling, education, and training. In FY23, Vista Center served 2063 unduplicated clients and supported an additional 1292 individuals and families. We serve clients of all ages and ethnicities, regardless of their ability to pay.

Purpose of this program is to support and teach the necessary skills to an individual who is losing or has lost their vision in order to maintain or regain their independence.
• Services include Psychosocial assessment, daily living skills training, orientation and mobility training, assistive technology training, low vision examination, support groups, information and referral and case management.
• Services are provided by Rehabilitation Specialists (Orientation and Mobility, Rehabilitation Therapist, Assistive Technology Specialist) holding Master’s degree or credentials in their field of specialty. Social Workers/Case Workers provide assessments, counseling, lead support groups and provide case management.

Our Low Vision Optometrists are Board Certified by the American Board of Optometry.
• Vista Center serves any person whose vision prevents them from doing at least Agency/organization narrative answers
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one daily living skills task no matter what their age, gender, or ethnicity. • Services are provided in the home, workplace, community, or at our office depending on the service. Low Vision Services are always at our Clinic in Palo Alto or San Jose
• Most services can be provided in person or virtually as is the case during pandemic restrictions
• Service impact is rated on evidence-based statistics collected through pre and post-test surveys.

Our program is effective in helping adults care for themselves safely and effectively in their home environment, travel confidently in the community, access community resources, and maintain a level of adjustment to disability which will prevent isolation and depression. These skills are taught in a supportive environment and are necessary to remain independent.

Our Impact | Outcomes
In FY23, Vista Center provided Vision loss rehabilitation services to 2063 unduplicated clients in the four counties of Santa Clara, San Mateo, Santa Cruz, and San Benito.

Clients surveyed report the following outcomes:

Daily Living Skills, ADL: 98% Clients who received ADL instruction are better able to cook, manage medication, organize their homes, and utilize many other new systems in everyday life.

Orientation and Mobility Skills, O&M: 95% of clients who received O&M are able to move safely within their residence using Human Guide and protective arm techniques, trailing, and placement of furnishing and lighting that increase safety and efficiency of movement.

Technology: 94% Clients who received Assistive Technology training are better able to utilize their smartphones, providing greater independence and reducing their reliance on other people
Low Vision Clinic: 80% Clients have a better understanding of their vision loss and how to maximize their functional vision upon completion of their low vision evaluation. 70% are able to read again using low vision devices, contrast training and magnifiers.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Vista Center respectfully requests grant funding of $15,000 from City of Menlo Park to continue supporting our Vision Loss Rehabilitation Program for Seniors in 2023-24. City funding enables us to provide services to low-income resident at no to low cost and help blind and visually impaired seniors overcome the physical and emotional impact of sight loss by remaining independent, safe & mobile.

Client Service plan is customized by an individual need assessment and may include a combination of our services as well as frequency, duration, and time frame of delivery. Professionals in each area implement client plans which may require one or several of the following services
• Intakes, case management and/or referrals to community resources • Adjustment to Disability Counseling / Support Groups
• Activities of Daily Living Training (ADL)
• Orientation and Mobility (travel) training (O&M)
• Training in use of Assistive Technology (AT)
• Low Vision Exam, follow up services in the Clinic and Assistive living devices Vision Loss Rehabilitation services include Intakes, Assessment, Referrals, Support Groups, 1:1 Counseling, ADL, O&M. Support group participation helps maintain a level of adjustment to disability due to vision loss. Our specially trained low vision Optometrists conduct evaluations which result in recommendations, visual aids & education to enhance the use of remaining vision.

Assistive Technology AT training leads the way in bringing technology & access to communication and information to those who are blind or visually impaired.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

In FY23 we served 31 visually impaired individuals in Menlo Park, of which 25 being Seniors. Although we strive to help all clients regardless of their ability to pay, we find it increasingly challenging to do so as our cost of doing business continues to rise, and so also the financial hardship for clients who come to us for support.

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Medical Insurance provides little coverage for vision loss rehabilitation, therefore, making it imperative for us to provide low cost to no cost services to most of our low-income clients.

The funding received from the City of Menlo Park allows Vista Center to provide services to Menlo Park's more fragile population of visually impaired, low-income seniors by teaching skills needed to remain independent and engaged in the community and thereby reducing the burden on City and families.

Services are never capped, and many seniors continue to receive Vista Center support even after completion of grant funding as specific to their immediate rehabilitation needs and need for independence.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

Vista Center is the ONLY full-service, one stop agency serving blind and visually impaired community in San Mateo and Santa Clara Counties, which includes the City of Menlo Park.

Irreversible vision loss is mostly age-related, and it is difficult for vulnerable, lowincome senior residents of Menlo Park, to pay for services that teach them how to remain independent and live with dignity. Vista Center works with all individuals regardless of their ability to pay. The funding enables provision of low or no cost services to this community.

Without support and the vital knowledge and skills needed to adapt to life with limited or no vision, it becomes nearly impossible for seniors to live independently and safely in their own homes, often resulting in depression and expensive premature institutionalization.

When we meet clients for the first time, their despair is nearly tangible. Imagine deciding what to wear in the morning, taking the right dose of medication, figuring out how to get to the doctor's office or grocery store, accomplishing simple daily tasks.

Imagine the depression knowing you may never see your grandchild's face.

Imagine the loneliness and isolation when you no longer can drive and taking a bus or train seems daunting.

Vista Center's comprehensive services teach new skills to enable access to available resources, learn to cope with and adjust to vision loss, care for oneself in their own environment by managing activities of daily living (e.g., bathing, dressing, cooking, cleaning, managing bills, paperwork, etc.), utilize assistive technology and low vision devices, live independently at home, and travel safely within the community.

The following client story illustrates how Vista Center’s Vision Loss Rehabilitation services impact the lives of seniors faced with vision loss. All clients receiving services have reported a 100% improvement in their quality of life (i.e., from NOT being able to perform tasks to BEING able to manage them). Most of our clients have continued to live in their homes as a result of this support and feel cared for, engaged in the community and hopeful for the future despite vision loss.

Mr. HA, 79 years old, resident of Menlo Park, lost vision due to stroke:

HA is a 79 year old male who lives in Menlo Park. He is married and likes to travel.

He had a stroke and lost vision to a central vein occlusion. HA received a Low Vision Exam at Vista Center to provide him with aids for reading, possibly getting back to driving and for glare and contrast sensitivity. He was also seen by Vista Center’s OT (Occupational Therapist) for living skills training and by an Orientation and Mobility (O&M) instructor for safe travel. He learned to use a white cane for identification of drop offs such as curbs and stairs, and how to cross a street safely using his hearing as well as remaining vision. The O&M Instructor worked with both him and his wife to learn human guide for traveling around in the community. The OT worked with him to be able to improve contrast in his home for writing checks to pay his bills. Glasses were also prescribed to reduce glare indoors and outside.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

Besides providing direct client services, we continue to educate the community by providing information to senior centers and retirement communities about Vista Center services and other resources in their community such as senior and shoppers' shuttles, Avenidas, Rosener House, Little House, the VA, CTAP, CA Braille and Talking Book Library, Redi- Wheels, Redi-Coast and more.

We offer in-services to professional staff of different venues (e.g., Byers Eye Institute at Stanford, Mill-Peninsula, Kaiser Permanente, Santa Clara County, San Jose Museum of Art) to enhance their ability to work more effectively with visually impaired individuals.

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We collaborate with the Stanford Falls Prevention program (Stepping On) and the Coalition for Fall Prevention in San Mateo Co. and with community and government entities such as school districts, public transportation companies and other agencies serving our client population. We share our expertise through instructional videos and membership in the national blind advocacy groups.

Further, we assist Bay area Corporations such as Facebook, Amazon, Netflix, Ford, Cisco, Google, and Microsoft with their technology accessibility projects by providing accessibility training, client participants and testing platforms.

Vista Center for the Blind and Visually Impaired is uniquely positioned as the only agency in the 4 County area providing vision loss training and rehabilitation services to all people who are blind and visually impaired. Therefore, there is no possibility for duplication of services. However, we do collaborate with other agency(s) whenever possible.

Further, the Veterans Administration Western Blind Rehabilitation Center serves only qualifying Veterans in the district while the Department of Rehabilitation works with Vista Center to provide services to working people with vision loss.

Program name Vision Loss Rehabilitation Program
Requested from City of Menlo Park (number) 15000
Requested/received from all other sources (number) 1365897 Total funding received/requested (number) $1380897.00
Percentage requested from Menlo Park (%) 1.0862504589
Percentage requested/received from all other sources (%) 98.9137495411 Direct service costs (number) 1241005
Administrative costs (number) 139892
Total program expenditures (number) $1380897.00
Direct service costs percentage (%) 89.8694833865
Administrative service costs percentage (%) 10.1305166135 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 15000
Funding requested/received from all other sources (number) 3711881 Total funding requested/received (number) $3726881.00
Percentage requested from Menlo Park (%) 0.4024813242
Percentage requested/received from all other sources (%) 99.5975186758 Direct service costs (number) 3242386
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Administrative costs (number) 484495
Total agency/organization expenditures (number) $3726881.00 Direct service costs percentage (%) 86.9999873889
Administrative costs percentage (%) 13.0000126111
Please upload any supporting documents FY24 Organizational Budget - Vista Center.pdf City of Menlo Park FY23 Grant Report with Cover Letter - submitted by Vista Center.pdf
Annual Report 2022 - Vista Center.pdf
Additional documentation
Acknowledgement I understand and agree
Poonam Malik
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 11:05AM
Receipt number 53
Related form version 1
Agency/organization name WeHOPE
Agency/organization street address P.O. BOX 50624
Agency/organization city Palo Alto
Agency/organization state CA
Agency/organization zip code 94303
Agency/organization mailing address (if different)
Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Emergency assistance
Seniors/older adults
Service description WeHOPE is the loving neighbor that believes access to clean water, a healthy meal, and affordable dignified housing is a basic human right. We believe that no one facing homelessness should go without a shower, clean laundry, a healthy meal, or a safe place to sleep, which is why we provide comprehensive services that meet the health and safety needs of the whole person. Through WeHOPE's job training, recidivism programs, and employment opportunities, we bring life skills to people in need so they can maintain quality of life and put them on a path to self-sufficiency
Individuals/families served in the most recently completed fiscal year (number)
4000
Menlo Park residents/families served in the most recently completed fiscal year (number)
123
Comments about the service population WeHOPE serves individuals experiencing homelessness.

Services provided and populations served
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Nonprofit status ID# 94-3342713
Year incorporated 2000
Governing board size (number) 10
Governing board meeting frequency Quarterly
Full-time employees (number) 119
Part-time employees (number) 14
Total employees (number) 133
Volunteers (number) 326
Total monthly volunteer hours (number) 2499
FY2023-24 Community Funding monies requested from Menlo Park (number)
20000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)
2 FY2023-24 funding received from other agencies (number) 9499999 Funding received from Menlo Park for the most recently completed fiscal year (number)
7000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

WeHOPE’s mission is to help people become healthy, employed, and housed using innovative solutions. WeHOPE is a 501c3 nonprofit organization located in the City of East Palo Alto, California and was founded in 1999 by Pastor Paul and Cheryl Bains. WeHOPE’s long-term goal is to help improve the health of cities and counties throughout the Bay Area and beyond by helping individuals overcome the critical issues facing homelessness and poverty. WeHOPE has three main initiatives which offer services that get people healthy, employed, and housed.

Emergency Shelter and Food: WeHOPE's emergency shelter assists individuals in becoming healthy, employed, and housed.

WeHOPE Shelter – East Palo Alto: WeHOPE Shelter is a 24-hour facility located in East Palo Alto that provides emergency and transitional housing for single men and women. WeHOPE takes an integrated approach to helping the homeless. Its programs are designed to address the physical, emotional, and educational needs of those served.

Case Management - WeHOPE has provided comprehensive housing focused case management for 10 years through its shelter program. Additionally, through its Dignity on Wheels program, WeHOPE has provided outreach case management for 6 years, connecting people utilizing its DoW services to housing, jobs, and services for which they qualify.

Detailed Services Include:

Dignity on Wheels - In August 2015, WeHOPE launched Dignity on Wheels (DoW), a mobile hygiene service that provides free showers and laundry services to the homeless in 5 counties and 22 cities throughout the Bay Area.

Comprehensive case management support is provided to address a variety of individual challenges including job loss, illness, and food insecurity.-WeHOPE’s customized shower, laundry and restroom trailer goes to encampments and other places people experiencing homelessness congregate providing water and power.

WeHOPE serves 4000 unduplicated individuals in the program annually.

Agency/organization narrative answers
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Vehicle Safe Parking - In 2019, WeHOPE partnered with the City of East Palo Alto to launch the first in the county RV Safe Parking Program in partnership with a City utilizing its land. The program provides safe overnight parking, toilets, showers, laundry services, meals, security, life skills classes, job training, and comprehensive case management. This program serves 30 families per year.

Hope Health Mobile - In partnership with the City of San Jose and Stanford School of medicine, WeHOPE provides virtual medical assessments, internet access, charging stations, wellness information, and healthy snacks. Comprehensive case management support is provided to address a variety of individual challenges, including job loss, illness, and food insecurity. This program serves 250 people per year.

WeHOPE Shelter - WeHOPE Shelter is a 24-hour facility located in East Palo Alto that provides emergency and transitional housing for single men and women. This program serves 500 people per year.

Family Harvest - In 2018, WeHOPE partnered with Second Harvest Food Bank to launch Family Harvest to meet the needs of community members facing food insecurity.

HOPE Jobs - HOPE Jobs provides free certification courses taught by nationally certified instructors within their professional industry. - this program serves 200 families per week.

Dignity @Work- In 2018, WeHOPE Partnered with Renaissance Entrepreneurship Center, The City of East Palo Alto, and the San Mateo County Sheriff's Office to launch a re-entry program for soon-to-be-released and formerly incarcerated individuals to help them successfully transition into society and unify with their families. - This program serves 150 people per year.

Restoring HOPE - Legislative and social barriers towards the formerly incarcerated can make it difficult to find work, which is why WeHOPE provides meaningful employment to those leaving prison while offering the support and resources needed to excel in their career and life.- This program serves 50 people per year.

2. Describe how your agency/organization plans to use the requested funding if awarded.

Funding from this proposal would allow WeHOPE to begin providing Dignity on Wheels service at Berryessa Park near the train station in Menlo Park. Dignity on Wheels is a mobile hygiene service that provides essential hygiene services to individuals experiencing homelessness. Services would be provided twice a month at an agreed upon time.

Through its Mobile Homeless Services initiative, WeHOPE provides showers, laundry, restrooms, and case management to thousands of individuals annually. In addition to mobile hygiene service, the program also includes the provision of comprehensive case management support to address various individual challenges, including job loss, illness, and food insecurity, which assist clients on the road to self-sufficiency.

Dignity on Wheels consists of a truck with a 600-gallon water tank and generator that pulls a customized trailer with shower rooms, restrooms, and a laundry room.

It is staffed with a driver, case manager, and intake specialist. The trailer has the capacity to provide 36 showers and 12 loads of laundry per 4-hour session.

Clients are recruited through community partnerships with agencies. Additionally, outreach is conducted by drivers, intake staff, and case managers to nearby areas frequented by our client demographic. WeHOPE also has an App that shows daily DoW services and includes a schedule on our website.

The program objectives of the Dignity on Wheels program are to provide individuals experiencing homelessness access to showers and laundry services and connect clients through case management services to medical, dental, safety net, and housing services in which they qualify. The success of the program is measured by the number of showers provided, the number of laundry loads, and the number of clients connected to comprehensive services.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.

WeHOPE is requesting financial assistance from the City of Menlo Park in order to offer services in the area to meet the needs of unhoused individuals residing there.

WeHOPE’s partners with cities and counties to provide direct services to their community members.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.

The services offered through the Dignity on Wheels program would directly benefit the population of unhoused individuals in Menlo Park. Mobile shower buses and trailers provide a much-needed service to individuals experiencing homelessness.

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The lack of showers, laundry facilities, and toilets is a growing and critical problem for individuals experiencing homelessness and a key reason many do not seek employment, housing assistance, or other social services for which they are eligible.

WeHOPE has a proven record of providing and demonstrating success in the face of those elements through our mobile hygiene program, Dignity on Wheels. We go to where people experiencing homelessness gather, whether in encampments or rotating shelters. Additionally, Dignity on Wheels will partner with community NPOs, FPOs, Faith-based organizations, local and county government agencies, and community centers that may already have an outreach program with homeless or at-risk clientele.

As clients in the Menlo Park Community utilize this program, they not only experience the dignity they deserve but they will be connected to an entry point to a continuum of care through the program’s case management services.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

WeHOPE works directly with San Mateo County CORE Service Agencies to ensure that the people with the highest needs have access to resources first.

Additionally, WeHOPE leads and attends Multidisciplinary team meetings to coordinate services that are equitable and inclusive. Further, WeHOPE’s outreach teams visit encampments and other places where people experiencing homelessness congregate. We collaborate with LifeMoves to ensure people are getting the best case possible. Finally, WeHOPE partners with faith-based organizations like Menlo Church, government agencies, and other nonprofit organizations like Job Train to ensure that multiple service opportunities are offered to its clients.

WeHOPE has no knowledge of any other agency that provides mobile hygiene services in Menlo Park.

Program name Dignity on Wheels
Requested from City of Menlo Park (number) 20000
Requested/received from all other sources (number) 3980000 Total funding received/requested (number) $4000000.00
Percentage requested from Menlo Park (%) 0.500
Percentage requested/received from all other sources (%) 99.500 Direct service costs (number) 3600000
Administrative costs (number) 400000
Total program expenditures (number) $4000000.00
Direct service costs percentage (%) 90.0
Administrative service costs percentage (%) 10.0
Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 20000
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Funding requested/received from all other sources (number) 97000000 Total funding requested/received (number) $97020000.00
Percentage requested from Menlo Park (%) 0.0206143063
Percentage requested/received from all other sources (%) 99.9793856937 Direct service costs (number) 9000000
Administrative costs (number) 1000000
Total agency/organization expenditures (number) $10000000.00 Direct service costs percentage (%) 90.0
Administrative costs percentage (%) 10.0
Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Alicia Garcia
Funding application certification and submittal
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2023-24 Community Funding Grant
Program Application
Submitted on 3 November 2023, 4:08PM
Receipt number 40
Related form version 1
Agency/organization name Youth Community Service
Agency/organization street address 780 Arastradero Rd., Room V-14 Agency/organization city Palo Alto
Agency/organization state CA
Agency/organization zip code 94306
Agency/organization mailing address (if different) PO Box 61000 Agency/organization representative's name
Agency/organization representative's email
Agency/organization representative's phone
Agency/organization executive director/chief executive officer's name Agency/organization executive director/chief executive officer's email Agency/organization contact information
Service category/type Youth/teens
Service description Service-learning provides evidence-based experiential learning for learners to enhance their understanding of academic and social-emotional concepts and theories in a practical environment. The benefits and outcomes for students that engage in service-learning activities are extensive. Some of the outcomes of service-learning include academic achievement, higher-order thinking skills, critical thinking, and problem-solving skills, communication skills, social awareness and understanding, empathy, civic engagement and responsibility, personal transformation and interpersonal development, self-efficacy, moral development, leadership, and inclination toward future service and/or service careers. What is even more, the value of service-learning is not exclusive to the provider (student); it has a pervasive impact on the recipients, and the wider community. Youth Community Service utilizes evidence-based service-learning frameworks adapted from the National Youth Leadership Council and Search Institute, which include the developmental assets, developmental relationship framework and IPARD (investigation, planning, action, reflection, and demonstration) to achieve the outcomes gained by the youth participating in the variety of activities offered by Youth Community Service.

Individuals/families served in the most recently completed fiscal year (number)
11000
Services provided and populations served
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Menlo Park residents/families served in the most recently completed fiscal year (number)
1500
Comments about the service population YCS serves the Sequoia Unified High School District (SUHSD) schools and in particular the three small school consortiums East Palo Alto Academy, TIDE Academy and Redwood High School serving the East Palo Alto, Belle Haven and North Fair Oaks neighborhoods.

Nonprofit status ID# 20-8099150
Year incorporated 1990
Governing board size (number) 13
Governing board meeting frequency Monthly
Full-time employees (number) 10
Part-time employees (number) 2
Total employees (number) 12
Volunteers (number) 40
Total monthly volunteer hours (number) 120
FY2023-24 Community Funding monies requested from Menlo Park (number)
15000
Percentage of FY2023-24 agency/organization budget represented by this funding request (%)

1.5%
FY2023-24 funding received from other agencies (number) 670000 Funding received from Menlo Park for the most recently completed fiscal year (number)
10000
Agency/organization structure and funding request

1. Please provide a brief statement of your agency/organization purpose.

Founded in 1990, Youth Community Service engages young people from diverse midpeninsula communities in meaningful service-based learning. YCS youth build leadership and life skills, empathy for the needs of others, and a sense of connectedness, purpose, and efficacy while making a positive difference in the lives of those around them. Our work is rooted in the core competency of servicelearning strategies that make learning relevant to youth and yield strong measurable outcomes. Our young people achieve remarkable growth in attitude, motivation, and behavior - in the community as well as the classroom. The YCS evidence-based curriculum and network of partnerships help build personal, social, and cultural competencies; develop decision-making skills; reinforce core values of caring, integrity, responsibility, and engagement; and help each young person discover their "path to purpose" that transforms their relationship with their community.

2. Describe how your agency/organization plans to use the requested funding if awarded.

A grant of $10,000 from the City of Menlo Park would be used to support program budgets for YCS program areas for Menlo Park young people ages 11 to 18 years old engaged in service-learning in Menlo Park, East Palo Alto, North Fair Oaks, and other neighboring cities. For this specific request, Youth Community Service has identified three main goals.

Goal #1: To provide 1,500 youth access to meaningful connections amongst each other, with trusted adults and the larger community through service-learning and Agency/organization narrative answers
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civic engagement. This goal directly addresses the identified need of decreasing isolation and increased connection to the greater Menlo Park especially due to the global pandemic. The main objective over the course of the program year is to engage YCS youth in the execution of over 100 service-learning project campaigns and opportunities for youth Methods on how Youth Community Service plans to execute this goal include school-based programs, camps, community events, and peer leadership programs for youth to engage in service in Menlo Park, East Palo Alto, North Fair Oaks, and neighboring communities.

Goal #2: To engage 1,500 youth in hands-on learning experiences to grow leadership and professional skills. This goal directly addresses the key community need for increased younger volunteers even through crises like the global pandemic. The main objective over the course of the program year is to create 60 leadership opportunities and professional skills workshops. Youth Community Service will provide leadership positions within student groups and communitybased, and strategically coach, guide, and mentor future leaders.

Goal #3: To increase social-emotional learning and upstream mental health through opportunities to exercise empathy both for peers and others in the greater Menlo Park community. This goal directly addresses the need to increase upstream, prevention strategies to improve mental health for youth. The main objective over the course of the program is to provide 100 opportunities to exercise empathy through service campaigns, workshops, and community events. Youth participating in YCS programs will have opportunities to relate to people of different backgrounds and identities including but not limited to ability, socioeconomic status, race, gender identity, and expression, sexual orientation, class, culture, religious beliefs, emotional condition, ethnic background, citizenship status, and age.

3. Describe your reasons for requesting financial assistance from the City of Menlo Park.
"One of our most important partners is YCS. With their help, we are able to expand college and career opportunities through partnering for service in our community, co-sponsoring college and career signing day, and ongoing opportunities to invest in our students’ abilities to give back.” -Amika Guillaume, Principal, East Palo Alto Academy, SUHSD
We are grateful for the generous support of the City of Menlo Park to leverage and extend existing financial resources to engage youth in meaningful service-learning activities for the local community. Youth Community Service (YCS) engages Menlo Park youth who are struggling to stay in school and leads them to servicebased learning activities that benefit young people, their families, and communities. The tragedy we are currently faced with is that our underserved students live in the shadow of the greatest concentrations of financial capital and resources in the world. This inequality requires increased financial investment to address that gap. Support from the City of Menlo Park allows YCS to further encourage increased support from other community stakeholders. YCS has been granted a wide range of in-kind support from local public agencies (such as office space and transportation), we are able to leverage program grants we receive for maximum impact on the lives of youth directly.

4. Describe how your services or specific program benefits the Menlo Park Community and how it may be uniquely positioned to fill an identified community need.
"As an educator, I have witnessed firsthand the deleterious impact that the pandemic has had on our youth. It is important to highlight the importance of what caring adult relations do for youth well-being. The YC program helps to foster the youth and adult relationships that are so critical."
-Greer Stone, Carlmont High School Teacher and Palo Alto City Vice Mayor The goal of YCS programs is to engage youth to serve as positive role models providing accurate information and skill-building for their peers and the community at large. YCS prepares youth to use their voices to create positive change and connectedness within their communities. Research shows that young people listen to and respect their peers in different ways than they do with adults. By creating opportunities for youth to serve as leaders in their community, we engage a wider audience of youth in the community. This process builds SEL competencies both in the youth leaders and in their peers while making positive changes in the community through advocacy, education, and civic engagement.

According to the San Mateo County Suicide Prevention Committee’s Suicide Prevention Roadmap 2021-2026, GOAL 6: “Increase Connectedness Between People, Family Members, and Community is part of a larger vision to reduce suicide deaths, suicide attempts and pain associated with suicidal thoughts so that everyone in our community can realize healthy and meaningful lives.” The Youth Need Index Report states that youth in Behavioral Health and Recovery Services programs, such as mental health and alcohol and other drugs services, are clustered in particular areas of the County with the highest hot spots in East Palo Alto and Redwood City. According to the three-tiered prevention model utilized by Stanford University’s HEARD Alliance and many others, tier-one prevention is social-emotional learning (SEL) that teaching core competency skills that promote youth well-being and protective factors against youth suicide and substance abuse. SEL can help address various forms of inequity and empower Page C-2.208
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young people and adults to co-create thriving schools and contribute to safe, healthy, and just communities.

YCS works with SUHSD teachers in various high schools to engage students in YCS programming that develops a positive sense of self through youth-led service learning projects for the greater community. With funding from the City of Menlo Park, YCS will be able to continue these outreach efforts to Menlo Park youth to engage in meaningful service learning that transforms lives. For example, research has shown that LGBTIQA+ youth (especially BIPOC youth from disadvantaged communities) are an at-risk population due to structural and social challenges.

YCS students at TIDE Academy in Menlo Park are working to create community connections for this group of youth in San Mateo County through trans youth open mic nights, a gender-affirming clothing drive, and a queer youth book club. The aim of all of these actions is to create space for youth to feel safe and build positive social connections.

YCS addresses the critical need to engage youth (primarily 11-18 years old) in service-learning to impact their life and their community, particularly at this critical time with the global pandemic. YCS applies evidence-based SEL research and deep local knowledge and partnerships to guide our service-learning programs for youth. Service-learning is a proven upstream protective strategy to engage our youth in improving fundamental social and economic systems in order to help achieve their full health and wellness potential. During COVID-19 our youth are faced with unprecedented isolation, including physical and mental health stressors. Adolescent psychologists state that the emotional well-being of young people can be directly linked to how connected they feel to their communities.

Upstream strategies like service-learning are important to address youth health and wellness.

5. a) Describe ways in which your agency collaborates, networks and coordinates activities and/or services with other agencies.

YCS was founded in 1990 as a unique community education partnership among local cities and school districts with the intent to bridge our communities through youth service. Collaboration is at the heart of YCS, as we proactively seek out partners with knowledge, skills, and resources to enhance youth experiences.

YCS draws on more than 30 years of listening and active collaboration in antiracist and community-building initiatives with community partners including the Umoja Health Collective, Climate Resilient Communities, Anamatangi Polynesian Voices, Streetcode, DreamCatchers, Live in Peace, Nuestra Casa, One East Palo Alto, Youth Empowerment Strategies for Success (YESS), and Youth United for Community Action (YUCA). YCS is grateful for the trust of the communities we serve and works to bridge needs with resources we see in the community. YCS has learned from and supported two seminal local community-based organizations: we offered Anamatangi Polynesian Voices and Live in Peace fiscal sponsorship while they transitioned to becoming their own registered nonprofits.

Currently, we provide fiscal sponsorship for the East Palo Alto Community Calendar initiative as they begin to expand their services to be a convening voice in the community to gather, organize, and communicate local events, opportunities, and resources to the residents and friends of East Palo Alto and the Belle Haven neighborhood of Menlo Park.

Our core values stem from community collaboration and partnerships. We recognize that service cannot be performed in isolation. YCS is dedicated to engaging youth in addressing our communities' most pressing challenges through collective action and collaboration.

5. b) If there are other agencies providing the same type of service(s) as yours, please describe how your agency collaborates and works together with the other agency(s) to avoid unnecessary duplication of services.
“We don’t really have other organizations that meet this specific need as well as YCS does. I think YCS does a really good job of thinking about the big picture and about everybody.

So, if you work with other organizations, you are just making a connection with that one organization. But when we have a connection with YCS, we have a deepened connection with the whole city that we didn't really have before. They’re a good bridge.”- YCS Community Partner Organization
Since our founding in 1990, YCS has worked in the community with partners and youth-serving allies in both San Mateo and Santa Clara Counties. To this day YCS works closely with youth leaders and community partners to design programs. For example, since March 2021, YCS has been an active member of the Umoja Health Collaborative which brings together community organizations, academic institutions, and government officials to provide high-risk populations with COVID19 testing, vaccination, and other essential wrap-around services. YCS youth leaders involved with Umoja have been key partners in increasing communication and education among communities of color in East Palo Alto. Under the Umoja model of “For us, By us,” YCS Umoja Peer Leaders have designed high-touch, respectful, culturally aware outreach strategies, creating a culture of trust to Page C-2.209
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support our communities of color in East Palo Alto to access COVID-19 testing and vaccines.

YCS works with over 200 partner organizations across the Bay Area to address the most critical needs of our community. Annually, YCS convenes youth leaders from across the mid-Peninsula region to connect and learn from each other. In these community-centered spaces, YCS facilitates conversations among youth to learn about the most pressing issues they see in their communities. We work to enable reflection at every layer of our work. Starting within our youth groups after each service learning experience to structured monitoring and evaluation activities to track our outcomes effectively.

Program name Youth Service-Learning and Leadership Program Requested from City of Menlo Park (number) 10000
Requested/received from all other sources (number) 736000 Total funding received/requested (number) $746000.00
Percentage requested from Menlo Park (%) 1.3404825737
Percentage requested/received from all other sources (%) 98.6595174263 Direct service costs (number) 746000
Administrative costs (number) 142000
Total program expenditures (number) $888000.00
Direct service costs percentage (%) 84.0090090090
Administrative service costs percentage (%) 15.9909909910 Projected program revenues and program expenditures for FY2022-23 budget year (current funding year
Funding requested from Menlo Park (number) 10000
Funding requested/received from all other sources (number) 670000 Total funding requested/received (number) $680000.00
Percentage requested from Menlo Park (%) 1.4705882353
Percentage requested/received from all other sources (%) 98.5294117647 Direct service costs (number) 746410
Administrative costs (number) 142351
Total agency/organization expenditures (number) $888761.00 Direct service costs percentage (%) 83.9832080841
Administrative costs percentage (%) 16.0167919159
Projected agency revenues and agency expenditures for FY 2023-24 budget year (number)
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Please upload any supporting documents
Additional documentation
Acknowledgement I understand and agree
Funding application certification and submittal
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Agency/organization name Service category/type
Requested
amount
Amount received
last FY
Staff
recommended
amount
AbilityPath Disabled $5,000.00 $3,000.00 $ 5,000.00
Acknowledge Alliance Youth/teens $25,000.00 $16,000.00 $16,000.00 All Five Youth/teens $13,000.00 $13,000.00 $13,000.00
Bay Aares The True Light Resources for All *new
Disabled,Emergency
assistance,Seniors/older
adults,Youth/teens $70,000.00 new $ 1,000.00
Beyond Barriers Athletic Foundation *new Youth/teens $15,000.00 new $ 7,500.00 Boys & Girls Clubs of the Peninsula Youth/teens $15,000.00 $10,000.00 $10,000.00 Community Overcoming Relationship Abuse (CORA) Emergency assistance $10,000.00 $5,000.00 $5,000.00 County of San Mateo Jobs for Youth Disabled,Youth/teens $4,000.00 rec'd funding in the
past but not last FY $ 4,000.00
East Palo Alto Tennis and Tutoring (EPATT) Youth/teens $15,000.00 $15,000.00 $ 8,000.00 Family Connections Youth/teens $10,000.00 $8,000.00 $ 8,000.00 HIP Housing
Disabled,Seniors/older
adults,Youth/teens $15,000.00 $12,000.00 $12,000.00
JobTrain Emergency assistance $10,000.00 $10,000.00 $ 10,000.00 Junior League Palo Alto Mid Peninsula
Emergency
assistance,Youth/teens $64,040.00
rec'd funding in the
past but not last FY $ 7,500.00
Legal Aid Society of San Mateo County Emergency assistance $10,000.00 $8,000.00 $ 8,000.00 LifeMoves Emergency assistance $20,000.00 $16,000.00 $ 15,000.00 Live In Peace, Inc. Youth/teens $20,000.00 $10,000.00 $ 10,000.00 Menlo Rotary Community Foundation
Seniors/older
adults,Youth/teens $2,000.00 $3,000.00 $ 3,000.00
MPC (Menlo Park Community) Ready *new
Disabled,Emergency
assistance,Seniors/older
adults,Youth/teens $5,000.00 new $ 4,000.00
My New Red Shoes Youth/teens $1,000.00
rec'd funding in the
past but not last FY $ 1,000.00
** DRAFT **
** NOT FOR DISTRIBUTION **

Menlo Park City CouncilJanuary 29, 2024

Menlo Park City Council
January 29, 2024