MEMORANDUM

TO: Cal C. Harling Douglas W. Johnson Barbara A. McClung Neal L. Petersen Mary Anne Schuett

FROM: Hector Melendez, Managing Director

DATE: October 31, 2013

RE: Meeting of the Board of Directors of the Margoes Foundation

The Board of Directors will meet on Thursday, November 14, 2013 at 10:00 a.m. at the offices of Pacific Foundation Services (1660 Bush Street, Suite 300, San Francisco). Parking is available in our guest lot on Austin Alley (off of Franklin Street between Bush and Pine). A light breakfast of fruit and pastries and lunch will be served.

Please note that we have a full agenda and the meeting may go past 2:00 p.m. to allow more time for discussion.

Should you have any questions or comments, please do not hesitate to contact me at (415) 561-6540 (extension 206) or Emily Schroeder, Grants Manager, at (415) 561-6540 (extension 222).

Margoes Foundation MEETING OF THE BOARD OF DIRECTORS November 14, 2013 Margoes Foundation MEETING OF THE BOARD OF DIRECTORS Thursday, November 14, 2013

AGENDA

1. Equal Opportunity Schools Presentation Exhibit 1 Luke Justice, Director of Special Projects (via Skype)

Grantee Report

2. Review of Minutes Exhibit 2

Meeting of the Board of Directors (June 27, 2013) Investment Committee Update (July 17, 2013)

3. Financial Information Exhibit 3

2013-2014 Budget vs. Actual Expenses (as of August 30, 2013) Grant Payments and Commitments Actual and Estimated Minimum Distributable Amounts (to be distributed at meeting)

4. Review of Requests Denied & Grants Paid To Date Exhibit 4

2013-2014 Requests Denied 2013-2014 Grants Paid

5. Requests to Be Considered Exhibit 5

6. Grantee Reports Exhibit 6

Bridge the Gap College Prep BUILD Fostering Futures Sunny Hills Services (to be distributed at meeting)

7. Other Business

Discussion of the foundation’s strategic future

8. Finance

Investment Committee Report

Presentation of Investment Portfolio Performance and Outlook Lawrence Zartarian – Portfolio Manager Rand & Associates

EXHIBIT 1

Equal Opportunity Schools 999 N. Northlake Way Suite 268 Seattle, WA 98109

The Margoes Foundation 1660 Bush Street, Suite 300 San Francisco, CA 94109

October 15, 2013

Re: Grant Report Update

Dear Mr. Melendez,

Thank you again for making Equal Opportunity Schools a grantee of the Margoes Foundation Venture Philanthropy program. This grant has helped EOS meet its program objectives and organizational growth goals. With your and the Foundation’s support we’ve been able to enroll thousands of additional low-income students and students-of-color in their high schools’ most rigorous, college-aligned courses.

Enclosed below you will find a summary report of our programmatic and organizational outcomes over the last year, as well as our goals for the coming year. If you have any questions or would like us to provide further detail, please don’t hesitate to reach out.

Best regards,

Luke Justice Director of Special Projects 312-343-1992 [email protected]

Equal Opportunity Schools Grant Report for the Margoes Foundation October 15, 2013

Program Objectives and Outcomes

On November 20, 2012 Equal Opportunity Schools (EOS) was awarded a Venture Philanthropy grant in the amount of $150,000 over three years from the Margoes Foundation. EOS applied for general program and operating support that would enable it to work with partner schools to identify low-income students and students of color who could benefit from taking an Advanced Placement or International Baccalaureate (AP/IB) course, but who likely would not access those systems without EOS’s support (EOS terms these students, “Missing Students”). In addition, the grant award will enable EOS to continue scaling rapidly, particularly in the Bay Area. At the time of the grant award, EOS was contracted with 7 districts, 3 of which were in the Bay Area, to find 2,044 Missing Students. Finding all 2,044 Missing Students would mean achieving equitable rates of AP/IB participation across all race and income subgroups.

Fall 2012 Missing Contracts Students

Santa Clara County Office of Ed, CA N/A San Jose Unified, CA 454 Eastside Union HSD, CA 412 Campbell Union HSD, CA 294* Auburn, WA 228 Dover, DE 160 South Orange, NJ 182 Columbia, MO 314 FY13 Total 2,044

EOS and its partners successfully identified and enrolled 1,290 additional low-income students and students-of-color in AP/IB for the 2013-14 school year, 63% of the stated objective. Several schools were extraordinarily successful in achieving AP/IB equity, while others encountered obstacles that prevented them from making meaningful progress. The mixed results have provided a rich source of learning for EOS. A retrospective analysis found the following as key factors in determining success:

(1) Schools that were able to meet EOS timelines and process objectives fared far better in their final outcomes than schools that delayed or rescheduled key elements of the program model. Delayed implementation impacted outcomes for two reasons: (1) Without having laid the proper ground work in the fall and winter, schools ran into significant challenges during spring enrollments; and (2) failure to meet EOS timelines was an indicator of larger capacity constraints at the school and/or district that created their own obstacles to success.

(2) Leadership matters: without strong leadership for equity at the school and district levels, the status quo will almost always persist. Fundamentally, the core lever of change is leadership, something EOS works to enable among its partners so that they may set a new vision for what’s possible for their historically underrepresented students. (3) Financial and other capacity constraints prevented some schools and districts from fully embracing the goal of achieving 100% AP/IB equity in a single year. Rapidly expanding an AP/IB program requires one-time expenses that district offices did not always plan for far enough in advance.

Each of these learnings has been translated into modifications to the EOS program model. EOS has moved up its program cycle by a month this year to help schools stay on track with prescribed timelines before spring enrollments. It has also reduced the overall case load of its Partnership Directors and Partnership Analysts (a PD/PA team is assigned to each school) to provide increased levels of operational and logistical support to school partners. Internally, EOS has rolled out new systems for leadership coaching and professional development so that its program staff has the support they need to enable the leadership of principals and superintendents. Finally, EOS has implemented a more rigorous application and screening process before contracting with new schools and districts, which has helped produce a cohort of partners for the 13-14 school year that exhibit more of the characteristics required for success.

Programmatic Outcomes through Time (13-14 is anticipated)

9,167

Equal Opportunity Schools Impact New Low-Income and Minority Students Enrolled in AP/IB

5,253

3,913

2,021 1,893 1,231 790 601 630 219

08-09 09-10 10-11 11-12 12-13 13-14 Impact Year 219 273 384 352 1,279 4,000 Annuity 110 246 438 614 1,253 Impact + Annuity 219 382 630 790 1,893 5,253

Cumulative 219 601 1,231 2,021 3,913 9,167

Increases in AP/IB Equity in San Jose Unified School District – 2012 v. 2013

San Jose Unified School District Increases in 11/12th Grade AP/IB Participation

80% Fall 2012 Fall 2013 70%

60%

50%

40%

30%

20%

10%

0% Med/Hi Low Med/Hi Low Med/Hi Low Med/Hi Low Income Income Income Income Income Income Income Income White/Asian Latino African American All Other Races

Organizational Growth Objectives and Outcomes

EOS partnered with 21 schools in the 12-13 school year. Through innovative outreach and recruitment strategies, EOS doubled that number to 42 for the 13-14 school year. EOS contracted with 65 schools in total, but a portion of those schools will not start until 2015 as part of the experimental design-based impact measurement EOS is conducting in collaboration with Harvard Ed Labs.

Last January, EOS launched the AP/IB Equity & Excellence Project in partnership with the Google Global Impact Awards and Harvard Ed Labs. During a 4-month long recruitment and application process, EOS dramatically expanded its portfolio in the Bay Area, Oregon, and Washington state, as well as a handful of Midwestern states. EOS also contracted with Alameda, San Mateo, and Santa Clara Counties Office of Education to build regional communities of practice to further enable the success of its school and district partners. The regional breakdown of new contracts for the 13-14 school year is enclosed below.

# of Missing Region # of Schools Students Alameda County - Livermore Valley Joint Unified 4 448 - Pleasanton Unified - Newark Unified San Mateo County - Sequoia Union HSD 4 756 - San Mateo Union HSD Santa Clara County - Campbell Union HSD - Milpitas Unified 5 560 - Morgan Hill Unified - Eastside Union HSD - Mountain View Los Altos HSD All Other Regions 29 2,376 Totals 42 3,664

Goals for Next Year

EOS will begin the next outreach and recruitment cycle this fall with the goal of more than doubling the size of its portfolio again to 86 schools. It will do this by leveraging regional relationships at the county level in California and at the state level in other parts of the country. Meeting these growth goals for next year would give EOS the opportunity to find 7,000-8,000 more missing students and make significant progress toward closing the national enrollment gap in AP and IB.

In addition, in the service of reaching financial break-even by FY16, EOS is working to double the capacity of its Partnership Analysts by the next program cycle. EOS will accomplish this target through a combination of task automation, the development of an online client portal, and by identifying and relieving key bottlenecks in the Partnership Analyst workflow.

AP/IB Equity & Excellence Project Funding Explanation

Google awarded EOS a $1.83M Google Global Impact Award (GGIA) in December 2012. The grant was awarded as ½ of the AP/IB Equity & Excellence Project – a project that helped double the number schools EOS contracted to work with this year, as well as the first-ever experimental design measurement of the impact on college completion of taking at least one AP or IB course. The Education Innovation Laboratory at Harvard University (Harvard EdLabs) is the project’s third party evaluator.

The grant award will be used to cover two areas of expenses: (1) Subgrants awarded to schools that are able to meet their equity targets to help offset one-time expenses associated with

expanding AP/IB programs. The grants will be dispersed on a per-pupil basis. (2) EOS program expenses such as salaries, benefits, and travel. Schools were required to provide a match to this contribution in the amount of $18,000, while the GGIA grant will cover the rest.

2:27 PM Equal Opportunity Schools 10/14/13 Accrual Basis Balance Sheet As of August 31, 2013 Aug 31, 13

ASSETS Current Assets Checking/Savings 10200 · Bank of America 107,004.88 10300 · Payroll account 1,007.93 10500 · Savings Bank of America 634,083.90 10550 · Bank of America CD 500,751.12 10600 · Wells Fargo 977,732.72 Total Checking/Savings 2,220,580.55

Accounts Receivable 11200 · Accounts Receivable 306,000.00 11300 · Grants Receivable 194,000.00 Total Accounts Receivable 500,000.00

Total Current Assets 2,720,580.55

Other Assets 12430 · Copier 12431 · depreciation -187.49 12432 · cost 3,374.88 Total 12430 · Copier 3,187.39

12440 · Licenses 12441 · Accumulated Amortization -21,545.13 12442 · Cost 42,500.00 Total 12440 · Licenses 20,954.87

19000 · Security Deposit 200.00 Total Other Assets 24,342.26

TOTAL ASSETS 2,744,922.81

LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable 20100 · Accounts Payable 1,457.73 Total Accounts Payable 1,457.73

Credit Cards 20150 · Bank of America Master Card 1,311.23 Total Credit Cards 1,311.23

Other Current Liabilities

Page 1 of 2 2:27 PM Equal Opportunity Schools 10/14/13 Accrual Basis Balance Sheet As of August 31, 2013 Aug 31, 13

21100 · Accrued Vacation 29,012.62 26000 · Deferred Revenue 1,830,000.00 Total Other Current Liabilities 1,859,012.62

Total Current Liabilities 1,861,781.58

Long Term Liabilities 27000 · Copier Lease 2,531.16 Total Long Term Liabilities 2,531.16

Total Liabilities 1,864,312.74

Equity 30000 · Opening Balance Equity 0.01 31000 · Net Assets 31100 · Unrestricted 337,815.63 31200 · Temp Restricted -337,815.63 Total 31000 · Net Assets 0.00

Net Income 880,610.06 Total Equity 880,610.07

TOTAL LIABILITIES & EQUITY 2,744,922.81

Page 2 of 2

EXHIBIT 2 Margoes Foundation Meeting of the Board of Directors June 27, 2013

A Meeting of the Board of Directors of the Margoes Foundation was held on Thursday, June 27, 2013 at the offices of Pacific Foundation Services, LLC, 1660 Bush Street, San Francisco, CA.

Directors Present: Cal Harling – Chairman & Director Douglas Johnson – Chief Financial Officer & Director Barbara McClung – Director Mary Anne Schuett – Director

Attending by Conference Call: Neal L. Petersen – Secretary & Director

Staff Present: Hector Melendez Amy Freeman Emily Schroeder

Call to Order The meeting was called to order at 10:05 a.m. by Cal Harling.

Review of Minutes The minutes of the November 8, 2012 Board of Directors meeting were approved. Investment Committee meeting minutes were also reviewed.

The board passed a resolution reiterating its prior approval by email of Investment Committee actions. Investment Committee minutes do not need re-approval at board meetings, unless amendments are made to policies or the committee recommends other actions or changes, in which case the board must review and approve collectively.

Mary Anne Schuett requested that staff send instructions to the board regarding log-in information for the restricted portal on the foundation’s web page. Emily Schroeder will send this information out by email to the board. Neal L. Petersen requested that a copy of the approved November 8, 2012 minutes and Investment Committee minutes be sent to him for his signature. Emily will mail the minutes to Neal to sign.

Financial Review The board reviewed the 2012-2013 Budget vs. Actual Expenses and the 2013-2014 Proposed Budget with Payout Calculation. Cal enquired as to why the PFS management fee for the 2013- 2014 proposed budget is less than the 2012-2013 actual expense. Hector Melendez will speak with PFS’ accountant and report back to the board by email. The board agreed that their approval is not needed to change this line item in the proposed budget. Mary Anne requested that PFS staff change the titles in the lower box of the Payout Calculation sheet to reflect estimated grants for 2013-2014 instead of 2012-2013.

1

Hector distributed the 2013-2014 Proposed Budget vs. Actual Expense as of May 31, 2013 to review fees accrued for the current fiscal year. PFS staff will email this document to Neal after the meeting.

Hector presented the Grant Payments & Commitments and Actual & Estimated Minimum Distributable Amounts. He reported that all multi-year grants have now been paid, with the exception of the venture philanthropy grant to Equal Opportunity Schools (EOS). The second payment of $50,000 to EOS will be released after the November 14, 2013 board meeting. This payment does not need board approval, unless any issues arise regarding reporting or organizational changes.

Review of Requests Denied and Grants Paid Hector presented an overview of grants approved and requests denied in 2012-2013, and requests denied 2013-2014 to date.

Doug Johnson requested that future requests denied documents include a column with more detailed denial notes. Staff will ensure that this column is added for future board meeting dockets.

Update on Venture Philanthropy Amy Freeman updated the board regarding the venture philanthropy grant to Equal Opportunity Schools. Due to several roadblocks, EOS’ initial goals in terms of programmatic and financial growth fell short of what they wanted to accomplish. However, Amy believes that the board should feel confident about the grant.

The board requested that EOS present a narrative of the first year of funding at the November board meeting, and address the following questions:

• Has EOS spent the first $50,000 payment, and if so, how? • Why does EOS appear to have over $2 million in cash, and how will these funds be spent? • What are the primary obstacles to implementing this program in schools?

Hector will invite EOS to present at the November board meeting, and will possibly schedule two meetings prior: a phone meeting in July with Reid Saaris, EOS Executive Director, and an in-person meeting with EOS and Doug in September or October to prepare for the presentation.

President’s Report Cal led a discussion regarding the current allocation of foundation grants and future funding goals. In accordance with the grant areas specified in John Margoes’ will (not including percentages), the foundation has generally been funding grants in the following way: 60% to support minority and disadvantaged students accessing and completing college; 30% for mental

2 health services; and 10% to support cardio-vascular research and supplementary scholarships for Asian and African nationals to study in the United States.

The board, while comfortable with the current allocation of grants, would like to explore the possibility of funding organizations that meld the two major giving areas: college access and mental health. Amy and Hector will research if any such organizations exist, and if so, will present these funding opportunities at the November board meeting.

Requests to Be Considered Hector distributed an update from Baker Places regarding their inability to use the first grant of a two-year funding commitment to hire a full-time nurse practitioner for their residential program. Although Baker Places received $25,000 from the foundation in June 2011 for this purpose, they have been unable to keep a full-time nurse on staff since then.

The board approved a motion that the foundation will not release the second grant payment of $25,000 to Baker Places, since the purpose of the initial grant is no longer viable. Baker Places must reapply with a new proposal for the board to consider any additional funding in the future.

Grants Approved:

College Preparatory/Scholarship Programs 1. Foundation for a College Education $25,000 For general support of Foundation for a College Education

2. Holy Names University $25,000 To support the Early Admit Program at Holy Names University

Mental Health Programs 3. Edgewood Center for Children and Families $20,000 To support the Transition Age Youth program

4. Fred Finch Youth Center $20,000 To support the Coolidge Court Transition Age Youth program

Total (4 Grants) $90,000

Review of Margoes Foundation Annual Report Year Ended February 28, 2013 The board reviewed the annual report. Hector and Amy proposed that they revise outdated language for the next report ending February 28, 2014. The board agreed to this request.

3

Other Business Cal initiated a discussion about his role in the foundation and the future of the foundation in general. First, Cal would like to resign as chairman of the board, reverting back to director, no later than June 2014. The board will need to decide who will replace Cal as chairman.

Secondly, Cal discussed creating a strategic plan for the foundation and raised the following questions: How will the board’s bench strength be developed and new members identified, particularly those who do not have a direct connection to John Margoes? What is the lifespan of the foundation? Should the board develop a sustainability plan, or should it consider succession and spend-down planning?

Doug thinks there are five possible alternatives for the future of the foundation:

1. Continue running the foundation as it is now 2. Merge with another foundation 3. Transition into a foundation with a singular focused objective and recruit new board members who are committed to this objective 4. Create a spend-down plan 5. Raise funds and expand the foundation

Doug will form these issues into a group discussion and will present the group’s findings at the November board meeting. He will also work with Neal to research any legal restrictions there may be. Amy will email a document to the board regarding succession and spend-down planning.

Finance Committee Doug distributed a Summary of Investments as of May 31, 2013 and an Analysis of 2013 Value Changes. Doug believes that the foundation’s future investment allocation should consist of mutual funds with common stocks and money market accounts, with zero investments in bonds. The board will discuss this further at the next investment committee meeting.

Adjournment The meeting was adjourned at 1:05 p.m.; however, the board continued to meet with Thomas Godfrey, Portfolio Manager, and Andrew Rand, Managing Director, of Rand and Associates to discuss the foundation’s finances.

Approved by: ______Date:______Neal L. Petersen, Secretary

4

MARGOES FOUNDATION INVESTMENT COMMITTEE UPDATE July 17, 2013

Sent: Thursday, October 15, 2013 4:32 PM Subject: Re: Investment Committee Minutes

Hello Emily,

The only Investment Committee actions relates to the approval of the below shown email. Sent to the members of the Investment Committee. Approved.

Doug

------

Sent: Wednesday, July 17, 2013 10:41 AM

Hello,

This is to recommend the purchase of additional investments for the Margoes Foundation. It is also to recommend the sale to close out our $900K position in the Vanguard Short-Term Investment Grade fund.

Andrew and I have been researching possible Emerging Market funds.

As of May 31 some 36% of the Margoes Portfolio was invested in U.S. stocks, some 15% in International Developed stocks, 5% in Emerging Markets stocks, 5% in the Vanguard Precious Metals fund, 25% in Income Assets and 14% in Money Market funds.

I previously included our $80K investment in the IShares MSCI EAFE FUND (EFG) in the Emerging Markets funds category. This was wrong. It is a Developed market fund.

Andrew and I are recommending the following additional investments-

Vanguard International Explorer--(VINEX)-$100,000

IShares MSCI EAFE Growth--(EFG)------$200,000

WisdomTree Europe Small Cap--(DFE)------$150,000

Total------$450,000

This is just under 10% of the Portfolio. After this additional investment, we would have some 71% in stocks. Approved:______

These are not U.S. oriented. I think the U.S. is now fully valued with a trailing PE of 18 or so. The U.S. market is at a record level but it could go higher. But, most likely the future increases will be small. Better values outside of the United States. If you can, read the Wall Street 7/13/13 article titled “Europe Woes Offer Opportunities”.

I think we should move our thought process to consider a 100% position in stocks when not holding funds in Money Market funds.

At this juncture, bonds are not a good investment as interest rates must rise at some point. The trigger point could be the U.S. Federal Reserve Board causing rates to rise.

As Andrew and I have been reviewing possible Emerging Market investments, we found that mutual funds or ETFs that invest in Emerging Markets, have two common elements -- (1) actively managed Funds have high expense rations in the 1.5% range and (2) passive funds that follow indexes have 25% or more in banks and other financial companies. There are some new funds without banks but they are too small for us to invest in.

An expense ratio of 1.5% plus our cost with Andrew would bring the combined ratio to well over 2%. Too much.

The reason why Emerging Markets indexes have a high ratio of banks might be that these may be the first companies to go public.

As you know, I am concerned about banks. Especially Euro banks.

The Euro nations have been forcing the Euro banks to invest in Euro country sovereign debt. In part this is done by not causing Euro banks to allocate capital to sovereign debt. Euro banks can have unlimited leverage for their sovereign debt holdings.

Future troubles with Euro banks could have an impact on Emerging Market banks. The three investments that we are recommending all have only a small percentage of their investments in banks.

The three funds we are recommending are not specifically Emerging Market funds. But, they do have subsidiaries in the Emerging Markets areas. Vinex has an 8% allocation to Emerging Market companies.

We first purchased VINEX earlier this year with a purchase at the $150,000 level. It holds stocks of smaller companies with about 60% in Europe. Was established in 1996 and has some $1.9 billion in assets. It is actively managed but has a low Vanguard expense ratio of only .43%. The yield is about 2.5% with a trailing PE of 13.

Vinex has only about 3% in banks.

Approved:______

The return for the last 5 years (June 2008 to June 2013) has been about 2% per year.

A $100,000 investment in Vinex would bring the total to close to 5%.

The IShares MSCI EAFE Growth Index is a passive fund. The MSCI fund invests primarily in the stocks of Europe and Far East companies. It has less than 4% in banks.

Was established in 2005 and has assets of some $1.4 billion. Expense ratio of .40%, yield of about 2.2% with a trailing PE of 17. The return for the last 5 years has been break-even.

A $200,000 investment would bring our total of the 6% range.

The WisdomTree Europe Small Cap fund (DFE) was started in 2006. It also has less than 5% banks. It is small with an asset size of some $61 million.

It is a passive fund with an expense ratio of .58%. The yield is some 3.2%. Trailing PE 12. The average annual return for the last 5 years has been a negative (1.3%) per year. Good value now.

A $150,000 investment would be at the 3% + level.

And, now to move to the Vanguard Short-Term Investment Grade fund.

This fund has a current yield of about 1.3% and an average maturity (duration) of 2-3 years. This means that with a 1% increase in interest rates, the value would decline some 2 to 3%.

The 2013 year to date return has been a negative (.36%). The return for the last year has been a positive 1.6%.

The Vanguard Long-Term Investment Grade fund has had a 2013 year to date return of (6.27%) with a one year return of (1.8%).

Time to move out of the Short-Term fund.

Please give me your comments relative to the above and, if you agree, your approval so that Andrew can proceed.

Thanks.

Do

Approved by: ______Date:______Neal L. Petersen, Secretary Approved:______

EXHIBIT 3 Margoes Foundation 2013-2014 Proposed Budget vs. Actual Expense as of August 31, 2013

2013-2014 ACTUAL as of 2013-2014 BUDGET August 31, 2013 Expense Accounting Fees $ 5,000 $ - Bank and Custody Fees $ 2,500 $ 426 Investment Mgmt Fees $ 35,000 $ 15,939 Legal $ - Other Professional Fees $ - Pacific Foundation Services $ 42,884 $ 21,442 Federal Taxes $ 5,000 State Taxes/filings $ 100 $ 70 Travel, Conferences, and Meetings (Staff) $ 700 $ - Travel, Conferences, and Meetings (Board) $ 4,000 $ 215 Insurance $ 1,700 $ - Dues and Subscriptions $ -

SUBTOTAL $ 96,884 $ 38,092 Grants $ 190,358 90,000* TOTAL $ 287,242 $ 128,092

*The $90,000 grants paid amount does not include the committed $50,000 VP grant to EOS MARGOES FOUNDATION Grant Payments and Commitments For Fiscal Year ending February 28, 2014

Unpaid Grants Grants Awarded Grants Payable Grants Paid Unpaid Grants Organization Name 2/28/2013 2013-2014 2013-2014 2013-2014 2/28/2014

Venture Philanthropy Equal Opportunity Schools $100,000 - $50,000 - $50,000 Totals (1 Item) $100,000 - $50,000 - $50,000

Education Foundation for a College Education - $25,000 $25,000 $25,000 - Holy Names University - $25,000 $25,000 $25,000 - Totals (2 Items) - $50,000 $50,000 $50,000 -

Mental Health Programs Edgewood Center for Children and Families - $20,000 $20,000 $20,000 - Fred Finch Youth Center - $20,000 $20,000 $20,000 - Totals (2 Items) - $40,000 $40,000 $40,000 -

Sub-Total $100,000 $90,000 $140,000 $90,000 $50,000

Remaining Funds for Additional Grant Awards and Payments $100,358 $50,358

Grand Total $100,000 $190,358 $190,358 $90,000 $50,000

EXHIBIT 4 Margoes Foundation 2013-2014 REQUESTS DENIED TO DATE November 14, 2013

Organization Name Location Date Declined General Project Description Denial Reason Declination Notes

Boys & Girls Clubs of Sonoma 6/5/2013 To support the Teen Services/College Not High Priority Not an acadmic organization Sonoma Valley Bound program

College Dream Team Novato 6/5/2013 To support a college access program Not High Priority Not competitive with similar requests Program for underserved youth in Marin County College Spring San Francisco 6/5/2013 To support SAT preparation and Not High Priority Not competitive with similar requests college readiness services in the San Francisco Bay Area Mission Graduates San Francisco 6/5/2013 To support the College Connect Not High Priority Not competitive with similar requests program

National Teen Leadership Folsom 6/5/2013 To support scholarships for youth Not Within Guidelines Out of area and not an academic program Program leadership camps

Pets are Wonderful San Francisco 6/5/2013 To fund services for more than 100 Not Within Guidelines Does not provide mental health services Support PAWS clients living with mental disabilities Sponsors for Educational San Francisco 6/5/2013 General operating support Not High Priority Not competitive with similar requests Opportunity Bay Area Leadership Oakland 9/17/2013 To support a college access program Not High Priority Serves few; poor proposal Foundation for low-income, high-potential students Bayview Association for San Francisco 9/17/2013 To support the 100% College Prep Not High Priority Not a strong college access program Youth Institute Children's Hospital & Oakland 9/17/2013 To fund the Community Health Not High Priority Serves few; huge organization Research Center Oakland &Adolescent Mentoring Program for Success (CHAMPS) First Place for Youth Oakland 9/17/2013 To support the Trauma Informed Not High Priority Not competitive with similar requests; not Framework Project truly a mental health agency Gateway Public Schools San Francisco 9/17/2013 To support the Burt Toler Scholars Not High Priority Not competitive with similar requests Program

1 Margoes Foundation 2013-2014 REQUESTS DENIED TO DATE November 14, 2013

Organization Name Location Date Declined General Project Description Denial Reason Declination Notes

GradGears San Francisco 9/17/2013 To support GradGuru's development Not High Priority Targets community college students; and growth during 2014 already has strong foundation support

Larkin Street Youth San Francisco 9/17/2013 To support clinical services for Not High Priority Mostly case management with limited Services homeless youth support for mental health consultation, therapy, and psychiatry Law Foundation of Silicon San Francisco 9/17/2013 To preserve independent housing Not High Priority Not a housing or support service program Valley opportunities for people living with mental illness Peninsula Choral Burlingame 9/17/2013 To support the Music Education & Not Within Guidelines Scholarships for choral education are not Association Performance Program in the primary or secondary guidelines

San Francisco Education San Francisco 9/17/2013 To support college and career Not High Priority Matches students with corporate mentors Fund readiness programs

University of San Francisco San Francisco 9/17/2013 To support a first-generation Not High Priority Scholarships without support services scholarship

YEAH! (Youth Engagement Berkeley 9/17/2013 To fund the Transition Age Youth Not High Priority For clinical case management, but hard to Advocacy Housing) Clinical Case Management Program argue that it supports independent living

Youth Together, Inc. Oakland 9/17/2013 To support the Youth Academic Not High Priority Social justice organization Support Program Grand Total (20 Requests)

2 Margoes Foundation 2013-2014 GRANTS PAID November 14, 2013

Payment Date Organization Name Location Grant Description Grant Amount

EDUCATION 03-Jul-13 Foundation for a College Education East Palo Alto General support for the college bound and $25,000 college success programs

03-Jul-13 Holy Names University Oakland Early Admit Program, targeting at-risk student to $25,000 increase their college-going rate

Total EDUCATION PROGRAMS (2 Grants) $50,000

MENTAL HEALTH 03-Jul-13 Edgewood Center for Children and San Francisco Transition Age Youth program, providing $20,000 Families intensive services to youth between the ages of 17 and 25 03-Jul-13 Fred Finch Youth Center Oakland Coolidge Court Transition Age Youth program, $20,000 providing stability for young adults with mental health disabilities

Total MENTAL HEALTH PROGRAMS (2 Grants) $40,000

Grand Total (4 Grants) $90,000

EXHIBIT 5 Margoes Foundation REQUESTS TO BE CONSIDERED November 14, 2013

Requested Recommended

College Preparatory/Scholarship Programs 1. Metas $10,000 $10,000 For general support of Metas.

2. San Francisco Conservatory of Music $30,000 Pending To support the Scholarship Program ($15,000 per year for two years).

Mental Health Programs 3. Caminar $25,000 $20,000 To support the Young Adult Independent Living (YAIL) program.

4. Family Service Agency of San Francisco $35,000 $20,000 To support the Bipolar Disorder Early Assessment & Management program.

Total Grants Requested/Recommended $100,000 $50,000

Target $50,358 METAS Prior Grants: None College Preparation and Success Program

2600 Mission Bell Drive San Pablo, CA 94806 cccmetas.org Mayra Padilla, Director, (510) 917-2998 Organization Budget: $182,680 Request: $10,000 Project Budget: N/A Recommendation: $10,000

Category: College Preparatory/Scholarships (Sustaining - Low Risk)

Summary: A group of community members, Contra Costa College (CCC) faculty, and West Contra Costa County School District administrators founded Metas in 1987 to address concerns regarding the low representation of Latinos in post-secondary education. Since that time, Metas has provided college access and preparation services to 1,500 students and their families through tutoring, mentoring, counseling, and workshops. This year Metas plans to serve over 200 students and 50 parents.

Comment: Metas, which means “goals,” is a unique organization with a grassroots genesis, staffed primarily by volunteers, that collaborates with and receives in-kind support from CCC and the local school districts. Metas serves students in grades four through twelve. The students and parents meet every other Saturday morning for tutoring and parent workshops for two hours; after lunch, students participate in academic enrichment programs for one and a half hours. Younger siblings participate in “Pollitos” childcare, so the parents can participate in workshops.

The program has been quite successful: the majority of pre-college students participate in the program for seven years; 100% of high school seniors graduate; 99% start college the following fall; and 100% of participants that completed their Associates Degree at CCC transferred to a four year school, or are taking upper-level courses at CCC. Volunteers include college students as tutors, some of whom are past participants; community members as mentors; and CCC faculty as instructors. Dr. Mayra Padilla, the Executive Director, was a participant in the program for several years as a teen. She has a doctorate in behavioral neuroscience, and has acted as a volunteer director for many years. Recently Dr. Padilla left her position as a senior neuroscientist at Sands Research, Inc. to direct the Hispanic Serving Institution (HSI) Science Technology Engineering Math (STEM) grant at CCC. CCC donates a portion of her time to Metas, and she volunteers more. Metas is a component of the HSI grant and receives some in-kind funding to help students with STEM-related services; the Margoes grant would allow continued support for liberal arts.

Recommendation (AF): $10,000 to support METAS. Margoes Foundation - 2013 - AFW-2013-3930 Organization Overview

Organization: Metas . Address: 2600 Mission Bell Drive .

City: San Pablo .

State: CA .

Zip/Postal Code: 94806 .

Web Site: www.cccmetas.org .

Primary Contact

Name: Ms. Mayra Padilla .

Organization: Metas .

Title: Director/Mentor . Address: 2600 Mission Bell Drive .

City: San Pablo . Email: [email protected] .

Telephone: (510) 917-2998 . Proposal

Program Area: . Project Title: College Preparation and Success .

Our Mission: Metas collaborates with families and youth to help underresourced students succeed in school, pursue and complete postsecondary education, and reach their potentials. We have a special interest in serving the Latino community.

Metas is the Spanish word for goals. Our program and services create a culture that prizes the goal of higher education and fosters its attainment.

The Metas program is the foundation of a 25-year-strong community united around achieving educational goals. We provide socioeconomically challenged residents of San Pablo and Richmond, particularly Latino/a students and their families, with sustained, culturally relevant, age-appropriate tutoring, academic enrichment, workshops, counseling, and other activities that build academic and college-related knowledge, confidence, and community. We have leveraged deep volunteer support and partnerships with Contra Costa College and

page 1 of 8 Margoes Foundation - 2013 - AFW-2013-3930 nearby public schools to create a resilient program that serves as a pipeline to higher education, academic success, and four-year and graduate degrees for our target population.

Metas has successfully served 1,500 students over the years (gradually serving greater numbers per year), largely through in-kind contributions including those of passionately committed staff. Last year we served 200 students and 50 parent/caregivers. A few statistics show effectiveness of and participant satisfaction with our work: - The majority of pre-college youth participate for 7 years. - 100 percent of high school seniors graduate; - 99 percent start college the following fall. - 100 percent of college participants who completed their AA at CCC last year either transferred to a 4-year school or will begin upper-class Project Summary: coursework at CCC. - More than half of Metas college students attending CCC participate all 4 semesters. - 30 percent of college-attending tutors participate for at least 5 years. - More than 75 percent of parents participate in Metas workshops for at least 1 year.

Our low-budget model has allowed us to avoid dependence on foundational funding. However, the needs of our community require us to pursue even more ambitious solutions and build our capacity to deliver them. We reach only a small number of the youth who could benefit from our services, but we lack the staffing capacity to recruit, interview, coordinate, and train more college students to be tutors. Curriculum consulting in identified program areas could improve student outcomes. Youth and families lack resources to visit private universities outside the Bay Area, often resulting in enrollment in less rigorous but more familiar local colleges.

We respectfully request support from the Margoes Foundation to help us achieve programmatic improvement and expansion over the next year. Specifically, these goals include: - Expanding the number of high school and college youth we serve by 20 percent, - Expanding tutor training to maximize value to tutor and tutee, - Addressing key student proficiencies (third-grade reading and Algebra I) through specialized curricula, - Enabling academically qualified students to gain familiarity with East Coast universities (field trip). Please note that our Org and Program Budget are the same. Thank you for your consideration. . Project Start Date: 2013-07-01 .

Project End Date: 2014-06-30 . Program Summary: college prep and success - targeting Latino/a population .

page 2 of 8 Margoes Foundation - 2013 - AFW-2013-3930 Grant Geographic County(ies) - In California . Contra Costa . Service Area: Grant Age Group Elementary 6-10;Middle School 11-14;High School 15-18;College 19-24; Served: Adult 25-64 .

Narrative Questions

Concise description of your organization including history, mission, geography and populations served, and types of programs/services provided.

Metas is a 25-year-strong community united around achieving educational goals. We appreciate this opportunity to submit a proposal to the Margoes Foundation. We respectfully request $10,000 from the Margoes Foundation to provide socioeconomically challenged youth and their families with resources that foster academic aspiration and success.

Metas is the Spanish word for goals. We create a culture that prizes the goal of higher education and fosters its attainment.

Our Mission: Metas collaborates with families and youth to help underresourced students succeed in school, pursue and complete postsecondary education, and reach their potentials. We have a special interest in serving the Latino community.

History: In 1985, community members, Contra Costa College (CCC) faculty, and West Contra Costa School District administrators began to discuss underrepresentation of Latino students at CCC. Rates of truancy, leaving school, and gang involvement were higher than for white students. Metas began serving a small number of families in 1987. As word of the program spread, Metas became a destination for families seeking to make the dream of college a reality for their children. Metas has experimented, grown, and evolved over time to best fulfill its mission.

Effective Services and Model Engage All Ages: Our college readiness and success programming begins with college students who act as role models and provide sustained tutoring for students in grades 4-12. We then provide education-related services to these college students and to the parents and younger siblings of the pre-college youth. This allows entire families to align around educational goals and provides both inspiration and practical pathways to achievement. Youth bond with peers and role models who share their aspirations and face similar barriers to achievement.

Enduring Partnership: CCC provides numerous in-kind contributions and pays CCC faculty to teach our academic enrichment classes. Metas benefits from CCC program space and access to campus computer labs, library, counseling center, financial aid counselors, and more. we have slowly expanded numbers served annually, This model currently allows us to serve more than 200 Contra Costa County students plus 50 of their parents/caregivers annually.

Circle of Empowerment: Our extracurricular academic program is powered by committed volunteers. Individuals who benefit from Metas during their pre-college years often continue in our College Success program. 20 percent of college participants are Metas alumni. Successful alumni keep our vision alive through

page 3 of 8 Margoes Foundation - 2013 - AFW-2013-3930 their commitments as tutors, directors, advisors, scholarship sponsors, project managers, administrative assistants, and instructors. They help us maintain strong relationships with civic leaders and agencies. Parents raise funds for Metas scholarships.

Pipeline for Latino/a Success Over the past 25 years, Metas has earned its reputation as a pipeline for Latino/a success, helping more than 1,500 students pursue higher education and providing resources to help them qualify for, attend, and graduate from four-year colleges and universities. - 100% of high school seniors graduate; - 99% start college the following fall. - 100% of participants who completed their AA at CCC last year either transferred to a 4-year school or will begin upper-class coursework at CCC (to save money before transferring). - Hundreds of additional local college grads participated in Metas during earlier school years. - Our services have also helped many to complete high school who otherwise would have dropped out.

The number of families seeking Metas services continues to exceed our capacity. The length of time that students and families typically invest in Metas shows how much they value our services. - The majority of pre-college youth participate for 7 years. - More than 75% of parents participate in Metas workshops for at least 1 year; 50% participate for at least 2 years. - More than half of Metas students attending CCC participate all 4 semesters; - More than half of college students from other campuses average more than 2 years’ participation. - 30 percent of college-age tutors participate for at least 5 years.

Metas is recognized as an important community asset. According to San Pablo Mayor Genoveva Calloway, “Metas has helped students in the Richmond/San Pablo community achieve academic and personal success for the past 25 years. This accomplishment is due to the core philosophy of the program that promotes giving back to the community. Many successful Metas alumni return to the program to mentor and tutor. Through this supportive network students acquire strong academic skills and learn that their goals are attainable.”

For her work with Metas, Director Mayra Padilla has received numerous leadership awards, including: - The Jefferson Award for Public Service, - The Koshland Civic Unity Fellowship Award from The San Francisco Foundation (includes leadership training in a cohort of West Contra Costa County community leaders), - The Contra Costa Women’s Hall of Fame Award for Women Creating Community, - The Proclamation Award from the City of San Pablo, and a - STEM Woman of the Year Award from District 15 California Assemblywoman Nancy Skinner.

In addition: - 83 percent of our current College Success participants are majoring in STEM fields. - This year, 100 percent of our 8th graders who applied were accepted into CCC’s highly competitive Middle College High School (MCHS). - Most who attend MCHS attain their Associates degree or are a few units shy of AA completion upon high school graduation.

We are currently focused on improving evaluation to more effectively quantify the long-term impact of our program. . Concise description of the program/project (if applicable) including target population, need, purpose, specific goals/objectives, timeline, evaluation, and lead staff qualifications.

page 4 of 8 Margoes Foundation - 2013 - AFW-2013-3930 TARGET POPULATION/DEMOGRAPHICS Approximately 70 percent of the parents of Metas pre-college students were born in another country; 99 percent of their grandparents were. Due to long-standing Metas partnerships, the majority of our pre-college students attend Helms Middle School and/or Richmond High School, which have very similar demographic profiles. Richmond High’s API ranking falls in the lowest 10 percent statewide (STAR scores, Spring 2012), and its demographics include: - 100 percent eligible for subsidized lunches, - 81 percent Latino/a, - 49 percent English Language Learners.

College participants: More than 60 percent are first-generation college students. 85 percent are Latino, 15 percent immigrated as children; 10 percent attend college under the Dream Act.

NEED When Metas was formed, the school success of low-income Latinos in Richmond and San Pablo--cities that continue to house high concentrations of low-income and immigrant families--was compromised by low expectations, inadequate exposure to role models, parents’ lack of information on US college criteria and processes and inability to help with schoolwork due to language barriers and low education levels. Today Latino/a high school graduation rates are rising, but Latino/a youth remain far less likely than Asians or whites and marginally less likely than blacks to meet University of California requirements (NYTimes, 2013). At the average college or university, 51 percent of Latino/a students complete a bachelor’s degree in 6 years compared to 59 percent of white students. Latino/as are especially likely to enroll at a college that is less selective than they are qualified to attend, and undermatched Latino/a students are more likely to leave college without completing their degrees (American Enterprise Institute, 2010).

PURPOSE Metas helps bridge the gap between the American Dream and its attainment for youth contending with low expectations, scarce family and community resources, persistent achievement gaps, disadvantages of immigration, and low levels of parent education. If youth violence is an infectious public health threat (US Centers for Disease Control), Metas is an antidote, spreading a culture of achievement and well-being that benefits youth, their families, and community.

GOALS AND ACTIVITIES Metas uses research-based strategies for improving academic outcomes and creating a culture of education. In FY 2012-13, 40 college students, 150 students in grades 4-12, 20 students in grades K-3, and 50 parents/caregivers participated in free, sustained, culturally relevant programming throughout the school year.

College Success Programming Workshops, counseling, and tutoring of younger students all support college retention. College participants serve younger students through tutoring. o Create cohorts of college students with similar challenges and aspirations. o Improve transfer readiness, increase access to internships, and prepare them for challenges of four-year institutions. o Foster well-informed academic and career decisions. o Position college students as role models, motivating them to demonstrate success.

Pipeline Programming for Pre-College Students and their Families Every other Saturday during the school year, we provide 8 hours of concurrent programming for youth in grades K-3, 4-12, and parent/caregivers. We also provide college field trips, scholarships, and community referrals/assistance. Saturday Schedule:

page 5 of 8 Margoes Foundation - 2013 - AFW-2013-3930 10-Noon Tutoring, Parent Workshops, and Los Pollitos - concurrent Noon-12:30 Lunch (grades 4-12) 12:30-2:00 Academic Enrichment - workshops (grades 4-12)

Tutoring and Academic Enrichment with Service-Learning Focus - Grades 4-12 o Engage and bond with college role models; o Create cohorts of academically engaged students; o Foster development of academic and life goals; o Improve study strategies; o Build proficiency in reading, writing, and math; o Gain exposure to careers and community service opportunities; o Improve understanding of STEM careers; and o Build self-esteem, confidence, and leadership skills.

Parent/Caregiver Workshops: College requirements and options, financial assistance, scholarships, and navigating schools to advocate for their children are among our topics that empower adults to effectively support for their children’s academic and career goals. We also address immigrant rights, the Dream Act, and financial literacy to increase savings for college.

Los Pollitos provides academic enrichment for children in grades K-3 while parents meet.

ORGANIZATIONAL GOALS • Support and inspire youth to establish and achieve academic, career, and life goals • Prepare parents/caregivers to effectively support their children’s goals • Achieve 100 percent high school graduation and college enrollment • Reduce financial barriers to college and graduate school • Support college completion • Increase transfers of underrepresented populations to four-year colleges/universities • Celebrate Latino/a culture as a source of strength and identity

MEASURABLE OBJECTIVES - During the 2013-14 school year, Metas will serve 20 percent more students and families than last year, targeting additional college students and high school juniors and seniors. - 48 college and advanced high school students will participate as tutors and role models, keeping our tutoring ratio at 5:1 (36 hours). - 100 percent of college students will participate in College Success workshops (20 hours); 75 percent will attend 90 percent of sessions. 50 percent will request and receive 10-12 hours of academic and career counseling. - 180 public school students (grades 4-12) will participate in Math and English tutoring (36 hours) and academic enrichment courses (27 hours). 85 percent will attend 90 percent of sessions. - 28 high school seniors (13 Metas high school seniors plus 15 seniors from CCC’s High School STEM Connection) will participate in college application workshops. (12 hours) - 60 parents/caregivers will be provided with workshops (36 hours). 75 percent will attend for at least 1 year; 50 percent will attend for 2 years. - 24 children in grades K-3 will receive academic enrichment (36 hours). Two-thirds will attend 90 percent of sessions. All interested/qualified 8th graders will participate in application workshops for Middle College High School, which combines high school and college coursework (8 hours). - 80 percent of high school juniors and seniors will visit 2 college/universities. - 30 high school and college participants will participate in at least one emotional intelligence/meditation event.

page 6 of 8 Margoes Foundation - 2013 - AFW-2013-3930 TIMELINE 8/17 & Jan 2014: Tutor training & refresher 8/27: Orientation for youth and families 9/7/2013-5/31/2014 Saturday programming (every other week, school calendar) Sept-May: Monthly College Success workshops Sept-Nov: Monthly College Application workshops Jan-Feb: Four CCC Middle College High School Application Workshops Oct&Mar: College field trips Nov&Apr: STEM activities days Spring Break & Summer: Wellness retreats Jan,Jul,Aug: Evaluation and planning meetings 6/7/2014: Metas graduation

EVALUATION Our program is composed of research-evaluated best practices for improving academic outcomes for high-risk youth. We track attendance and require teacher progress reports to target tutoring efforts for self- or parent- identified struggling students. In the upcoming school year, we will increase our use of transcripts and teacher progress reports to more quickly intervene with students embarrassed to admit they are failing. We will collect participant demographics and implement surveys to assess impact.

Metas makes heavy use of quantitative input on student performance, feedback, and needs from adult volunteers, tutors, parents, and students. Evaluation and improvement strategies to address challenges/deficits have long been addressed through Staff Planning meetings between semesters and Advisory Board meetings (at least 6 annually). Our Director attends Saturday sessions to assess the program and talk with participants.

Our lean volunteer structure has led to limited quantitative evaluation, a weakness Metas is working to overcome with these strategies: 1) conversations with foundations interested in evaluation capacity building, 2) conversations with a UC Berkeley professor regarding opportunities to partner with graduate students, 3) determining how to organize volunteer support for evaluation.

LEAD STAFF BIOS Program Director since 2001, Mayra Padilla, PhD, immigrated with her parents from Mexico and participated in Metas for 2 years as a student at Richmond High. She later returned as a tutor. Metas motivated her to attend CCC and study physics. She holds a doctorate in behavioral neuroscience from UC Berkeley. She gave up her position as senior neuroscientist with Sands Research in 2011 to direct the Hispanic Serving Institution’s 5- year STEM grant at CCC.

Parent Workshop Coordinator since 1999, Hugo Sosa was born in Peru and moved to the USA at 13. He became a tutor in 1991. He attended CCC and graduated from Hayward State University with a BS in biology.

Mentor/Instructor (grades 5-6) since 2010, Amanda Eicher is an artist and educator. She completed her MFA at UC Berkeley in 2010 and teaches in its Art Practice Department. Her graduate thesis facilitated relationships between Metas youth and teens in Colima, El Salvador.

Academic Enrichment Instructor (grades 4-8) since 2008, Suzanna Danino is a CCC Literature professor with a master’s degree in Literature from UC Berkeley.

Academic Enrichment Instructor (high school) since 2012, Agustin Palacios, PhD, is CCC program coordinator and professor of La Raza Studies. Son to Mexican immigrants, he earned his doctorate at UC Berkeley. He devotes time as an advisor for La Raza Student Union and previously taught in Upward Bound.

page 7 of 8 Margoes Foundation - 2013 - AFW-2013-3930 Los Pollitos Instructor (grades K-3) since 2003, Carmen Avila obtained her BA and teaching credential in Language and Pedagogy from the National University of San Marcos in Lima. Carmen has worked as a Spanish teacher for over 25 years. In Lima, Carmen chaired a high school Spanish department. .

Documents

page 8 of 8 Metas Major Funder List FY 2013-2014

Contra Costa Community College $17,400

US DOE Hispanic Service Institute $14,800 (administered by CCC)

Lampert Family Foundation (pending) $50,000

Volunteer staff and tutors $69,580 value

San Francisco Foundation $5,000 In-kind contribution for fundraising

CCC In-kind contributions Unknown value for program and office space, campus resources, insurance, utilities, office supplies Metas Program Operating Budget FY 7/1/2013-6/30/2014

REVENUE Item Amount CCC contributions Notes CCC Grants and Funds CCC = Contra Costa College - Student Support Services 6,600 - General Fund 10,800 - Hispanic Svc Inst STEM Grant 14,800 through the US Department of Education Parent Fundraiser Events 3,000 Individual Donations 3,500 Foundation Grants (prospective) 43,500 50% of prospective requests Foundation Grants (pending) 25,000 50% of pending request Metas Total Revenue 75,000 CCC Contributed Revenue 32,200

EXPENSES Direct Services Amount CCC & In-Kind Executive Director 21,600 54% of $40,000 VOLUNTEER Program Coordinator 18,000 .5 FTE Volunteer Coordinator 18,000 .5 FTE Tutors Weekdays (10) 12,800 4 HRS/32 wks @ $X10 HSI STEM grant Tutors Saturdays (40) 14,400 2HRS/18 wks @ $10 VOLUNTEER CCC Instructors 10,800 CCC Parent Coordinator 3,600 4 HRS *18 wks@$50 per hr VOLUNTEER K-3rd Grade Assistants (3) 6,480 4 HRS *18 wks@$30 per hr VOLUNTEER Supplies 1,000 paper, pens, materials for hands-on activities CCC Lunch 2,000 2,000 HSI STEM grant/ food donations and VOLUNTEERS Metas Graduation Scholarships 2,000 Community Scholarships 2,500 2 Local, 1 East Coast -Transportation, Food, Field Trips to Colleges (3) 7,500 Room/Bd Retreats on Emotional Intelligence Transportation 2K + 4K Room/Bd (20 people 2 & Meditation (2) 6,000 nts)

Indirect Services To provide all-day trainings at beginning of each Tutor Training Consulting 4,000 semester plus a half-day refresher mid-semester To develop key transitional curricula for Algebra 1 OR Curriculum Consulting 4,000 3rd-grade reading proficiency SF Fdtn provides grantwriter; individual giving Development Consultants 5,000 5,000 consultant Assess, Design/Refine tools, Train staff and Evaluation Consultants 10,000 volunteers Evaluation Analysis / Report Software 2,000 Upgrade modules for Excel

Indirect Services Executive Director - Admin 18,400 46% of $40,000 VOLUNTEER Office Assistant - Admin 5,100 10 HRS*34 wks @$15 CCC

Other Expenses Office Expenses 500 CCC Occupancy / Utilities Uncalculated CCC-provided Metas Expenses $75,000 Total CCC & In-Kind Contributions $107,680 Total Cost of Program $182,680 Metas Profit & Loss Statement FY 2012-13

REVENUE Item Amount Cash Reserve from prior year 1,363 Contra Costa College Grants and Funds - Student Support Services 6,100 - General Fund 10,800 - Hispanic Svc Inst STEM Grant 12,800 Parent Fundraiser Events 2,093 Individual Donations 4,219 Metas Total Revenue 37,375

EXPENSES Direct Services Wages - Weekday Tutors 12,800 CCC Instructors 10,800 Supplies 1,000 Lunch 2,000 Metas Graduation Scholarships 5,675

Indirect Services Office Assistant - Admin 5,100 METAS TOTAL EXPENSES 37,375 METAS ADVISORY BOARD Frank Hernandez, retired Dean of Student Services, CCC, and Metas co-founder Norma Valdez, CCC Counselor, Dept Chair Rick Ramos, CCC Faculty Administration of Justice Genoveva Calloway, Mayor - City of San Pablo Antonio Medrano, former WCCUSD board member, educator, and civil rights activist

CONTRA COSTA COLLEGE (Fiscal Sponsor) BOARD OF DIRECTORS

2012-14 Board Officers Martin McNair, President Real Estate Developer Mila Coffey, President-elect Petsas & Hill Erwin Reeves, Treasurer Mechanics Bank William van Dyk, DDS, Secretary

Board Members Janet Abelson, El Cerrito City Council Dr. Stephanie Austin, Contra Costa College Andrea Bailey, Chevron Richmond Dr. Debra Barnes, Contra Costa College Roxanne Cruz, Pacific Gas & Electric Julie Hadnot, Kaiser Permanente Bill Kelly, City of Hercules Rafael Madrigal, Madrigal Insurance Bielle Moore, Richmond Sanitary Judy Morgan, Richmond Chamber of Commerce Peter Murray, Pinole City Council Bonnie Sublett, Zell & Associates Cecilia Valdez, San Pablo City Council John H. Wade II, Contra Costa College Eric Zell, Zell & Associates

Honary Board Members Robert Campbell, Retired State Assemblyman Jim Kellogg, California State Pipe Trades Association John T. Knox, Retired State Assemblyman George Miller, U.S. House of Representatives

Ex Officio Member Denise Noldon, President, Contra Costa College SAN FRANCISCO CONSERVATORY OF MUSIC Prior Grants: 2000 - $20,000 Scholarship Program 2002 - $25,000 2005 - $25,000 50 Oak Street 2008 - $25,000 San Francisco, CA 94102 2011 - $25,000 sfcm.edu Greg Hunt, Manager of Institutional Giving, (415) 503-6204 Organization Budget: $15.3 million Request: $30,000 (over two years) Program Budget: $7.4 million Recommendation: Pending

Category: College Preparatory/Scholarship Programs (Sustaining - Low Risk)

Summary: The San Francisco Conservatory of Music (SFCM) provides Bachelor of Music and Master of Music degrees. It also offers a preparatory division, an adult extension division, programming for public schools, and community service opportunities. SFMC is requesting support for its Scholarship Program.

Comment: Founded in 1917, SFCM serves 400 students who are working toward their Bachelor or Master of Music degrees. This year, 42 students graduated with their BM and 99 with an MM. SFCM is a very well regarded institution not only locally but worldwide, with approximately 30% of its student population coming from outside the U.S. and 17 different countries represented by this year’s incoming class.

SFCM’s location is ideal for attracting Master Teachers to provide workshops and classes to its students because of its proximity to larger arts institutions like the Opera and the Symphony. The location is also great for patrons of the Conservatory because it is close to public transportation and near the popular Hayes Valley neighborhood, which has plenty of nice restaurants. However, since SFCM does not offer dormitories, the site is not ideal for student housing, especially for undergrads; Hayes Valley is too expensive and the only other option nearby is the Tenderloin neighborhood, one of the most dangerous areas in the city. SFCM does lease a former youth hostel that houses up to 153 students. First priority is given to international students and then undergrads. One of SFCM’s new president’s goals is to build a residence hall with more than 300 beds.

SFCM’s biggest challenge is in meeting the demand for scholarships. Last year, 98% of students received some form of scholarship for both financial need as well as merit. Scholarship size varies, but the average award is $16,000 for undergraduates and $18,000 for graduate students. In the past year, the Conservatory awarded over $7.4 million in scholarships, an increase of 18% from the previous year. Of the total scholarship fund, 20.5% is drawn from its endowment, 4.1% comes from individual donors, and 75.4% is derived from the agency’s general operating budget, which includes foundation support. Currently, SFCM has 88 minority students enrolled, and of those, 100% are on scholarship.

Recommendation: To be discussed during the board meeting. Margoes Foundation - 2013 - MAR-2013-4496 Organization Overview

Organization: San Francisco Conservatory of Music . Address: 50 Oak Street .

City: San Francisco .

State: California .

Zip/Postal Code: 94102 .

Web Site: www.sfcm.edu .

Primary Contact

Name: Mr. Gregory Hunt .

Organization: San Francisco Conservatory of Music .

Title: Manager of Institutional Giving . Address: 50 Oak Street .

City: San Francisco . Email: .

Telephone: (415) 503-6204 . Proposal

Program Area: Scholarships .

page 1 of 4 Margoes Foundation - 2013 - MAR-2013-4496 Project Title: Renewal of Minority Student Collegiate Scholarships . The San Francisco Conservatory of Music respectfully requests a two- year grant of $30,000 from the Margoes Foundation to underwrite scholarships for minority collegiate students during the 2013-2014 and 2014-2015 academic years.

Project Summary: During each academic year, three minority collegiate students will each be awarded a $5,000 scholarship. These scholarships will help to ensure that students are able to focus more on their education and musical training, and less on the financial pressures that come with pursuing higher education. . Project Start Date: 2013-09-01 . Project End Date: 2015-06-30 . Program Summary: . Grant Geographic County(ies) - In California . San Francisco . Service Area: Grant Age Group College 19-24 . Served:

Narrative Questions

Concise description of your organization including history, mission, geography and populations served, and types of programs/services provided.

The San Francisco Conservatory of Music educates exceptionally talented musicians from around the world to become artists of the highest caliber, as well as musical citizens prepared for the challenges of the twenty-first century.

Founded in 1917, the San Francisco Conservatory of Music is an educational institution whose principal charter is to provide an artistic and intellectual experience that allows highly gifted young musicians to fulfill their potential. The faculty is comprised of more than 200 exceptionally talented and committed professionals drawn from the ranks of the finest musical organizations in this country and abroad. Many perform professionally with the San Francisco Symphony, the San Francisco Opera Orchestra, and the San Francisco Ballet Orchestra. The Conservatory is accredited by the National Association of Schools of Music and is an institutional member of the Western Association of Schools and Colleges.

The Conservatory offers 20 Bachelor of Music degrees and 23 Master of Music degrees in keyboard and orchestral instruments, classical guitar, voice and composition. Advanced students may earn a Master of Music degree in conducting, piano accompanying and chamber music. An Artist Certificate in chamber music and postgraduate diplomas in vocal or instrumental performance may also be earned at the Conservatory.

page 2 of 4 Margoes Foundation - 2013 - MAR-2013-4496 In addition to their individual major and minor instrument studies, collegiate students study musicianship, music theory, and music history and literature. Undergraduates also complete general education courses in the humanities and social sciences. Course offerings include Italian, French and German language classes, World Literature, Philosophy, Physics, Acoustics, and Mathematics. General education courses are an integral part of students’ development as musicians and equip them to assume cultural and intellectual leadership in the musical community, the artistic world and society at large.

In a San Francisco house, Ada Clement and Lillian Hodghead, two determined teachers who loved music, began the school with three pianos, four studios, two blackboards and 40 students. The school soon outgrew its house and in 1956, under the direction of Albert Elkus, moved to 1201 Ortega Street in the Sunset District, where it resided for 50 years. Elkus’s successor, musicologist Robin Laufer, secured the Conservatory’s accreditation from the Western Association of Schools and Colleges and the National Association of Schools of Music in 1960.

Appointed in 1966, President Milton Salkind brought the Conservatory to a new prominence. Under Salkind’s leadership, enrollment grew, the donor base extended to foundations as well as individuals, the physical plant expanded, celebrated artists came west to give master classes, a community service program enhanced the student experience, and gifted artist-teachers joined the faculty.

In 1992, Colin Murdoch succeeded Salkind in the president’s office until his retirement in June 2013. Under Murdoch’s leadership, the Conservatory relocated in 2006 to its state-of-the-art, magnificent home in San Francisco’s Civic Center. Located just around the corner from the San Francisco Opera and the San Francisco Symphony, the Conservatory at 50 Oak Street has taken its place in the cultural heart of San Francisco. The Conservatory’s beautiful facility is itself a source of inspiration for the music that is composed and performed within its walls.

David H. Stull took office as President of the San Francisco Conservatory of Music on July 1, 2013. Stull is former dean of the Conservatory and professor of brass studies at Oberlin College, where he exhibited great vision with a passionate commitment to artistic excellence and the creation of academic programs that prepare musicians for successful careers in the ever-changing cultural and economic environment of the 21st century. President Stull is committed to our core mission of transforming our students artistically, intellectually, professionally and individually. His goal is to build the number one conservatory of its kind in the world that prepares its graduates to pursue fully engaged lives as citizens of the world.

Conservatory alumni perform around the world as soloists, chamber musicians and members of the world’s finest symphony orchestras, opera companies, and other ensembles and serve on the faculty of many of the nation’s most renowned collegiate music programs.

The Conservatory consists of three divisions: Collegiate, the degree-granting centerpiece of the Conservatory, with a current enrollment of approximately 400; Preparatory, which annually serves over 400 young people, ages 4 to 18, by providing early childhood education, private lesson instruction, classes in musicianship and composition, and ensemble performance; and Adult Extension, which offers private instrument study and general interest classes to over 100 adults annually.

The Conservatory offers nearly 500 live musical performances each year, making the organization visible and highly accessible to the local community and visitors to San Francisco. The Conservatory’s concerts and recitals of the 2013-2014 performance season are expected to draw over 35,000 audience members.

The Conservatory considers community service an essential part of the educational process for students enrolled in the Collegiate Division. Through our Conservatory in the Schools program, each year Conservatory students are able to share their gift of music with nearly 1,000 young public school children in underserved,

page 3 of 4 Margoes Foundation - 2013 - MAR-2013-4496 multi-cultural communities in the City of San Francisco. Through the Conservatory’s Community Service Program, our students perform for over 10,000 audience members in schools, hospitals, childcare centers and senior living communities, who do not have regular access to live musical performances.

. Concise description of the program/project (if applicable) including target population, need, purpose, specific goals/objectives, timeline, evaluation, and lead staff qualifications.

Academic and performance standards at the San Francisco Conservatory of Music are uncompromisingly high, and we are committed to providing educational opportunities to young persons who meet these standards. Recognizing the financial pressures that come with higher education, the Conservatory strives to ensure that students who are offered admission are able to attend the Conservatory, regardless of their financial status. The scholarship program is vital to the Conservatory’s effort to address students’ financial needs. The need for scholarships has never been greater: in the past year alone, 99% of Conservatory students requested full or partial tuition assistance. Students who apply for scholarship support must demonstrate financial need. The Scholarship Committee impartially reviews these applications each spring. Awards are based on a combination of financial need and skill, are granted for the maximum duration of one year, and each student’s financial need is reviewed annually. The Conservatory awarded more than $7,400,000 in scholarships in the 2012-2013 academic year, an increase of more than 18 percent over the previous year. The average scholarship is $16,600 for undergraduates and $18,500 for graduate students. This amounts to less than 50 percent of the cost of tuition per student. To pay for the remainder, most students take out loans and/or grants, and are also employed to earn income for tuition and living expenses. Many graduate students have borrowed the annual maximum number of loan dollars allowed by law.

Diversity remains a challenge in the world of classical music, despite the growing presence of minorities in other performing arts. Professional classical musicians require many years of training; therefore, educational institutions must maintain a commitment to make that training possible for all who desire it. The San Francisco Conservatory of Music is committed to providing financial support for minority students who meet the institution’s requirements and guidelines. The Conservatory strives to attract and maintain a diverse faculty whose members serve as role-models for minority students, and to bring in world-renowned concert and opera musicians from diverse backgrounds to lead master classes with the students. Over 400 students will be enrolled in the Conservatory’s Collegiate Division for the 2013-2014 academic year. Twenty-two percent of these students have self-identified as ethnic minorities.

The San Francisco Conservatory of Music respectfully requests a two-year grant of $30,000 from the Margoes Foundation to underwrite scholarships for minority collegiate students during the 2013-2014 and 2014-2015 academic years.

During each academic year, three minority collegiate students will each be awarded a $5,000 scholarship. These scholarships will help to ensure that students are able to focus more on their education and musical training, and less on the financial pressures that come with pursuing higher education.

Thank you for your consideration of our proposal. We are deeply grateful for the Margoes Foundation’s past support of our efforts to ensure the Conservatory has a student body that is as diverse as it is talented and professional. .

Documents

page 4 of 4 2012-2013 SFCM Student Budget (based on a 9 month academic year)

Living Independently Living (needs Health Budget Category Living with Parents Independently Insurance) Tuition 38,900.00 38,901.00 38,902.00 Comprehensive Fee 520.00 520.00 520.00 Health Services Fee 160.00 160.00 160.00 Books and Supplies 650.00 650.00 650.00 Food and Housing 5,500.00 12,000.00 12,000.00 Muni Class Pass 243.00 243.00 243.00 Personal 2,200.00 2,200.00 2,200.00 Health Insurance 2,100.00 Total Budget 48,173.00 54,674.00 56,775.00

San Francisco Conservatory of Music FY14 Operating Budget

REVENUES Total Tuition and fees $17,867,000 Less Scholarships $7,445,000 Tuition and Fees $10,422,000 Contributions Government $54,000 Foundation $451,000 Corporations $45,000 Individuals $1,366,000 Fundraisers (net) $550,000 Funds released from restriction $595,000 Unrestricted bequests $150,000 Endowment Income $1,676,000 Other Earned Income $476,000 Total Revenues $15,785,000

EXPENDITURES Personnel Faculty $6,026,000 Staff/Artists $3,645,000 Students $401,000 Benefits $1,916,000 Total Personnel $11,988,000

Services $1,272,000 Occupancy $1,005,000 Communications $479,000 Student Grants - Living Expenses $50,000 Contingency $200,000 Interest on debt $265,000 Miscellaneous $23,000 Total Operating Expenses $15,282,000

Net Operating Income $503,000 Capital Items $115,000 Long-Term Debt Pay-down $385,000 Net after Capital and Principal Payments $3,000 SAN FRANCISCO CONSERVATORY OF MUSIC Board of Trustees May 2013

Officers Timothy Foo, Chair Managing Director, Oak Hill Group of Companies Colin Murdoch, President San Francisco Conservatory of Music Deepa R. Pakianathan, Ph.D., Executive Vice-Chair General Partner, Delphi Ventures Edward W. Beck, Vice-Chair EVP, General Counsel, 24 Hour Fitness William K. Bowes, Jr., Vice-Chair Founding Partner, U.S. Venture Partners Michael R.V. Whitman, Vice-Chair CEO, SFA Management Corp. Joshua M. Rafner, Treasurer Managing Director, Ridgecrest Capital Partners Karen Kubin, Secretary Partner, Morrison Foerster

Trustees Kent Taylor Baum Community Volunteer Patricia B. Berkowitz Community Volunteer Eileen Blum-Bourgade Community Volunteer Richard A. Bohannon, M.D. Physician, Retired Didi Boring Community Volunteer Jan Buckley Community Volunteer Carol W. Casey Community Volunteer Steven Cinelli Managing Director, Prestwick Partners Robert Cory Managing Director, Oxbow Bend Holdings Christiane P. de Bord Sculptor Delia Fleishhacker Ehrlich Community Volunteer Christian P. Erdman Private Investor Bettye Ferguson Community Volunteer Connie Goggio Community Volunteer Lisa M. Grotts Founder and CEO, The AML Group Caroline Hume in memoriam Community Volunteer Aditi Mandpe, M.D. Physician and Surgeon, CPMC Rose C. Meltzer Private Real Estate Investor Lorna F. Meyer Managing Director – Investments, Merrill Lynch Maura B. Morey Community Volunteer Peter Pastreich Former Executive Director, Philharmonia Baroque Nancy Probst Community Volunteer Matthew Raphaelson Executive Vice President, Wells Fargo Bank Diane M. Rubin CPA, Partner, Novogradac & Company LLP Gary Rust, M.D. Physician and Surgeon, CPMC George S. Sarlo Managing Director, Walden Venture Capital Camilla Smith Community Volunteer Maureen O’Brien Sullivan Community Volunteer Joan Traitel Community Volunteer Barbara Walkowski Community Volunteer Robert Zerbst Chairman, CBRE Investors, retired CAMINAR Prior Grants: 2012 - $20,000 Young Adult Independent Living Program

3 Waters Park Drive, Suite 200 San Mateo, CA 94403 caminar.org Charles Huggins, CEO, (650) 372-4080 Organization Budget: $16.8 million Request: $25,000 Project Budget: $376,800 Recommendation: $20,000

Category: Mental Health Programs (Sustaining - Low Risk)

Summary: Founded in 1964, Caminar provides support services to over 1,900 people, ages 18 and up, with mental health disabilities in San Mateo, Solano, and Butte counties. Services include case management, supported employment and education, a medication clinic, crisis and transitional residential treatment, and permanent housing.

Comment: Services in San Mateo County include four supported independent living programs and three residential treatment programs. Residential services provide an alternative to hospitalization for clients with mental illness and in recovery, and focus on helping clients prepare for independent living. Residential treatment programs offer 24-hour support services that provide clients with the structure, safety, and support necessary to move to a lower level of care and transition back into their communities. Clients in the residential programs are expected to participate in daily house responsibilities, house meetings, groups, and other activities. Independent supported housing provides participants with assistance so they may live as independently as possible and maintain the housing option of their choice. Other services include adult case management programs, job placement and coaching, and supported education in collaboration with the College of San Mateo. The agency also offers seminars and workshops to other providers.

This request is for the Young Adult Independent Living (YAIL) program. YAIL’s goal is to fill in the gap it sees in the mental health continuum of services for transition-age youth. YAIL will serve 25 to 30 severely mentally ill, young adults, ages 18-25, providing services that enable them to work toward self-sufficiency. Program participants work with a case manager to develop individual plans of action and set attainable goals. YAIL provides residential housing for up to six people, and serves their remaining clients out in the community. All participants have access to the same services and activities, and the residential program functions as a hub for all clients to come together and build community.

Last year YAIL met or exceeded most of its objectives. The program did serve fewer young adults in the beginning of the year than anticipated, 23 instead of 25, and did not meet the target of only 5% incarceration of participants (9% were incarcerated). This year, Caminar plans to serve 25 youth and maintains the goal of 5% incarceration.

Recommendation (AF): $20,000 to support the YAIL program. Margoes Foundation - 2013 - MAR-2013-4495 Organization Overview

Organization: Caminar . Address: 2600 S. El Camino Real, Suite 200 .

City: San Mateo .

State: CA .

Zip/Postal Code: 94403 .

Web Site: www.caminar.org .

Primary Contact

Name: Mr. Chip Huggins .

Organization: Caminar .

Title: Chief Executive Officer . Address: 2600 S. El Camino Real, Suite 200 .

City: San Mateo . Email: [email protected] .

Telephone: (650) 393-8927 . Proposal

Program Area: Adult Residential Mental Health . Requested Amount: $25,000 .

Total Annual $16,787,178 . Organization Budget:

Total Project Budget: $367,800 .

page 1 of 4 Margoes Foundation - 2013 - MAR-2013-4495 Project Title: Caminar's Young Adult Independent Living (YAIL) Program . Caminar is requesting a grant of $25,000 from the Margoes Foundation to support its Young Adult Independent Living (YAIL) program during the 2013-2014 fiscal year. YAIL offers a variety of counseling and support services to transition-aged youth who have severe mental health issues, helping them as they move into adulthood. The program helps these young adults overcome emotional and psychological obstacles, create meaningful relationships, and work towards educational and career Project Summary: goals as they move into adulthood. YAIL also offers an independent living residential program in Redwood City that houses six individuals. This site acts as a hub for all youth, either living at the program site or in the community, for social events and community meetings. The program site, or hub, assists in the development of a healthy community of peer support and strongly reinforces the message of recovery. YAIL is dedicated to helping young people become self-sufficient and develop the skills they need to lead healthy and productive lives. . Project Start Date: 2013-07-01 .

Project End Date: 2014-06-30 . Program Summary: .

Grant Geographic County(ies) - In California . San Mateo . Service Area:

Grant Age Group College 19-24 . Served:

Narrative Questions

Are you requesting funding for the same program? If not, please describe the new program here.

Yes, we are requesting funding for the same program, the Young Adult Independent Living (YAIL) program. .

page 2 of 4 Margoes Foundation - 2013 - MAR-2013-4495 What are the objectives for this year's request? Are they different from last year's? How and why? If there are changes in the amount of the grant request for this round, please describe them here.

The YAIL program’s goal is to help young adults struggling with mental illness to increase their level of independence and enable them to lead more rewarding and productive lives in the community. We plan to serve 25-30 young adults with serious mental illness during the 2013-2014 fiscal year in San Mateo County. Below are the key program objectives for the year, which are the same as last year’s. • Increase the probability of young adult clients obtaining and maintaining stable housing in the community. • Decrease the number of hospitalizations and increase the probability that our young adult clients are able to remain in the community. • Increase young adult clients’ engagement in educational endeavors with a focus on completing high school degrees and higher education. • Increase young adult clients’ engagement in vocational endeavors, whether paid or unpaid positions, and to increase job readiness. • Assist young adult clients in gaining life skills through personal and social skill building activities, enrichment activities, and individual and group support. • Assist young adults in reducing their involvement with criminal and gang activity, and reduce their involvement with the criminal justice system. • Increase the young adults’ understanding and awareness of overall health, wellness, and proper nutrition. . Briefly describe the programs offered, demographics, and numbers of participants served by the whole agency and by each program, including the program funds are being requested for.

Caminar’s current community service locations include the counties of San Mateo, Solano, and Butte in California. Caminar provides San Mateo County with community rehabilitation programs for people with mental illness, including crisis and transitional residential treatment, case management, supported employment and education, a medication clinic, a community food pantry, and permanent housing. Caminar has several community and residential treatment programs in Solano County which serve mentally ill adults as well. The agency also offers community-based services for people with developmental, mental, and physical disabilities in Butte County. The number of people Caminar serves yearly has grown from 41 in individuals in 1964, to more than 2,000 today.

Programs Offered in San Mateo County: Caminar offers four supported independent living programs that provide a holistic approach to recovery, health, and wellness: REACH (Recovery, Empowerment, and Community Housing), New Ventures, YAIL (Young Adult Independent Living), and WRAPP (Wellness Recovery Action Partnership Program).

REACH, serving 75 clients, is an innovative and highly successful program based on the best-practice model of assertive community treatment. REACH provides assistance to high-need clients who require daily monitoring, case manager visits, and counseling in order to maintain stability. This program also offers medication clinic services and a 24-hour on-call emergency response service. Most REACH clients live in their own apartments, participate in their community, and many are working or going to school. REACH also pioneered hiring peer counselors who have graduated from Caminar to act as recovery role models to REACH clients.

YAIL offers a variety of counseling and support services to transition-aged youth with severe mental health issues. YAIL helps approximately 25 clients overcome emotional and psychological obstacles, create meaningful relationships, and work towards educational and career goals. This program also offers an independent living residential program in Redwood City that houses six individuals. This site acts as a hub for social events and community meetings, assisting in the development of a healthy community of peer support and reinforcing the message of recovery.

page 3 of 4 Margoes Foundation - 2013 - MAR-2013-4495 New Ventures provides personalized rehabilitation services to people who need support while they develop and work towards accomplishing their life goals. Services are provided to clients in the community and are based upon an individualized treatment plan that focuses on strengths and abilities. The program provides supported housing to help individuals keep and maintain the housing option of their choice, with some subsidized housing opportunities available.

WRAPP is designed to enhance full recovery and community integration for high functioning individuals who are ready to graduate from Caminar. This program gives attention and encouragement to individuals who have a lot of success going on in their lives, yet still require some assistance. It concentrates on the development of natural supports and accessing self-help opportunities. Participants develop Wellness Recovery Action Plans (Mary Ellen Copeland’s relapse prevention and wellness tool) and begin to gain confidence in their ability to achieve their goals. The New Ventures and WRAPP programs serves approximately 250 clients annually.

When our clients are mentally and emotionally ready, we also offer educational and vocational services through our Supported Education and Jobs Plus programs, which aid clients in preparing for and finding employment and/or educational opportunities. Jobs Plus provides job placement and supported employment services for people with all types of disabilities, serving nearly 200 clients each year. Jobs Plus works with each individual to find a job match and then tailors job coaching support to ensure success. By developing a wide network of community and business connections, Jobs Plus can make working a reality and help pave the road to financial success for participants.

The Supported Education Program, in collaboration with the College of San Mateo, provides more than 150 clients the opportunity to experience a safe beginning or re-entry to college and to acquire skills to be a successful student. Students can receive classroom accommodations, college counseling, priority registration, and individual support for school needs. In addition, we offer peer support services and vocational certificates. This study track provides training for students interested in working as a peer mentor in the human services field.

Caminar also offers three residential treatment programs in San Mateo County, which serve more than 200 clients annually: Redwood House, Eucalyptus House, and Hawthorne House. All three programs offer 24-hour support and assistance with the goal of creating a therapeutic community that helps clients return to individual living. Redwood House is a crisis residential home that offers an alternative to hospitalization for individuals in the recovery process. Redwood House’s focus is on healing, as well as the teaching of basic life skills to prepare clients to move to a lower level of care. Both Eucalyptus House and Hawthorne House are 12-bed, transitional residential programs that help clients prepare for independent living. Residents and staff create a caring community that fosters empowerment, peer support, and the achievement of life goals as clients prepare to move out into their own residences.

As for the program for which Caminar is requesting funding, the YAIL program is recognized as one of the first programs of its kind serving transition-aged youth. YAIL is an ongoing program at Caminar and, as mentioned above, offers case management, counseling, and support services to young adults suffering from serious mental health issues. YAIL serves approximately 25-30 young people, ages 18-25, each year. We serve a diverse population consisting of Latino, Caucasian, African American, and Pacific Islander youth. The vast majority of the young adults are very low-income and approximately half have experienced homelessness. Most of our young adult clients have also experienced multiple hospitalizations and about 30% have been incarcerated. .

Documents

page 4 of 4

Grant Report Caminar

REPORT NARRATIVE QUESTIONS

1. What were the specific objectives of the funded project/program? The goal of Young Adult Independent Living program (YAIL) is to help young adults struggling with mental illness increase their level of independence and enable them to lead more rewarding and productive lives in the community. YAIL planned to serve approximately 25-30 young adults with serious mental illness during 2012-2013 fiscal year in San Mateo County. Below were the specific objectives for the YAIL program. 1. Increase the probability of young adult clients obtaining and maintaining stable housing in the community. (At least 60% of YAIL clients will maintain or demonstrate increased independence as evidenced by their place of residence. It was intended that funding would mainly be used to provide much-needed housing support for clients who would have otherwise been unable to maintain their own housing.) 2. Decrease the number of hospitalizations (no more than 15% of clients will be hospitalized) and increase the probability that our young adult clients are able to remain in the community. 3. Increase young adult clients’ engagement in educational endeavors with a focus on completing high school degrees and higher education. (At least 48% of YAIL clients will be actively engaged in higher education.) 4. Increase young adult clients’ engagement in vocational endeavors, whether paid or unpaid positions, and to increase job readiness. (At least 50% of YAIL clients will be actively engaged in seeking paid or volunteer work.) 5. Assist young adult clients in gaining life skills through personal and social skill building activities, enrichment activities, and individual and group support. 6. Assist young adults in reducing their involvement with criminal and gang activity, and reduce their involvement with the criminal justice system. 7. Increase the young adults’ understanding and awareness of overall health, wellness, and proper nutrition.

2. In what specific ways were these objectives met? The following are the outcomes for the goals listed above. YAIL served 23 clients. 1. 78% of clients increased independence as evidenced by their place of residence. Funds received from the Margoes Foundation were highly impactful for YAIL clients. The majority of the funds were used to provide housing support for clients who would have otherwise been unable to maintain their own housing. Many youth come to the program with no resources or support system. They have little to no income, and often no place to live. Goals such as attending school or seeking employment quickly diminish when youth are struggling with homelessness. Unfortunately, funding deposits, rent, and emergency housing are one of the hardest resources to come by.

Grant Report – Margoes Foundation Page 1 of 3 The Margoes Foundation grant allowed us to assist seven youth in securing housing by helping them pay deposits on apartments. We were also able to assist four young people in paying rent, allowing them to maintain stable living environments. One of our youth is a new father. He, his partner, and infant daughter were facing hard homelessness when they lost their space at the shelter. With support from the Margoes foundation we were able to provide emergency housing to our youth and this young family until they were able to secure a permanent apartment. 2. 9% of clients were hospitalized. 100% of those clients worked with staff to implement a safety plan to prevent future crises. 3. 52% of clients were actively engaged in higher education. 4. 56% of clients were actively engaged in seeking paid or volunteer work. 5. Five groups designed to support social skill building and engagement in the community were offered on a weekly basis to all program participants. In addition, a variety of special events and outings (e.g. going to see a panel of young mothers speak about their experience, attending a bonfire at the beach, a community gardening day, etc.) were offered throughout the year. 6. 9% of clients were incarcerated. 7. We had a health educator provide on-campus groups for our youth to increase knowledge of healthy behaviors. Case managers were also able to help clients explore the benefits of a healthy diet through making the shift to healthy snacks in groups, and utilizing cooking groups to explore different healthy meal options that youth can easily make on a limited budget. Additional outings were focused on physical activity such as walks and hikes.

3. What objectives were not met and why? YAIL served 23 clients this year as opposed to the target of 25. We have taken on three additional clients in the fourth quarter despite being understaffed by 50% throughout the duration of that quarter. We have not had the capacity for additional clients, though we do have a wait list. Additionally, last fiscal year we saw an influx of younger clients, which shifted our population to one that requires a greater degree of work and support towards achieving independence. This meant that fewer clients were prepared to graduate from the program this year due to their young age upon admission. The goal to have no more than 5% of YAIL clients incarcerated was not met due to the fact that the two clients who were incarcerated both have long histories of incarceration. These two clients have been working to reduce the numbers of incarcerations by increasing compliance with probation and legal requirements.

4. What future plans do you have for the funded project/program? Young adults with severe mental health issues continue to be positively impacted by the YAIL program. These transition age youth very much need this support system in order to successfully recover from their mental health issues, stabilize their life circumstances, and successfully transition into adulthood. As such, we plan on continuing our YAIL program by serving 25 young adults in this next fiscal year. YAIL will continue to offer a variety of counseling and support services to transition-aged youth with severe mental health issues. YAIL program will help clients overcome emotional and psychological obstacles, create meaningful relationships, and work towards educational and career goals. The mental health treatment rate for young adults between the ages of 18 and 24 is Grant Report – Margoes Foundation Page 2 of 3 significantly lower than that of younger teenagers. Current systems fail to bridge the transition for many young people as they reach certain age thresholds and enter adulthood. There are a large percentage of young adults who need mental health services, but whose problems and treatment needs are not being met. This extremely vulnerable population is at even more risk of falling through the cracks in this challenging economy. YAIL will continue to fill this aforementioned gap in services and address the community need, assisting transition-aged youth with severe mental health problems as they move into adulthood. YAIL will continue to be dedicated to helping young people become self-sufficient and develop the skills they need to lead healthy and productive lives. Caminar is committed to seeking funding to continue to provide and enhance YAIL program services to its clients. Organizationally, Caminar is actively working to diversify its funding sources. Rather than rely almost exclusively on governmental funding, Caminar is actively creating partnerships with foundations, corporations, and individual donors.

5. With 20/20 hindsight, is there anything you might have done differently, or is there anything you learned that will change the program in the future? Lack of funding for stable housing continues to be one of the largest resource gaps our Case Mangers face when trying to secure needed resources for the youth we serve. Due to the generosity of the Margoes foundation, we were able to experience service provision without this barrier. The impact on our youth was tremendous. The youth we serve carry a huge amount of stress, caused by mental health issues, histories of trauma, and ongoing life circumstances. Thanks to having access to funding for housing, we were able to learn the degree to which this common resource gap impacts our youth. The amount of relief our youth expressed when we were able to tell them that we could help them ensure a safe place to live and sleep left an impression on all of us. Hope and relief from worry are powerful things to see on the face of a young person. We knew funding for housing was an important resource, but we did not know the extent of the impact until we were able to access it for our youth. We now will continue to seek additional housing resources with enhanced vigor, and provide increased support for stress and crisis management when the resources are not available.

Grant Report – Margoes Foundation Page 3 of 3 Financial Statement

Margoes Foundation Grant Caminar Young Adult Independent Living Program Grant Project Expenditures July 1, 2012 - June 30, 2013

REVENUE Margoes Foundation Grant 20,000.00 Total REVENUE 20,000.00

EXPENSE Client Rent and Housing Support 15,478.11 Client/Program Activities and Expenses 1446.48 Program Office Supplies/Furnishings 578.91 Building Maintenance Supplies and Repairs 250.00 Administration Services 2,246.50

Total GENERAL EXPENSE 20,000.00

TOTAL OPERATING INCOME - NET 20,000.00 Caminar YAIL Program Budget*

REVENUE 4040 San Mateo County Contracts 367,800 4075 Grants-Private & Foundations 25,000 Total REVENUE 392,800

SALARY 5000 Salaries 221,365 5090 Payroll Taxes 16,934 5110 Workers' Comp Insurance 17,504 5130 Employees' Health Plans 33,053 5135 Retirement 1,320 5145 Unemployment Insurance 3,874 Total BENEFITS & TAXES 294,049

CONTRACT EXPENSES 6085 Contract Service 300 Total CONTRACT EXPENSES 300

GENERAL EXPENSE 7000 Transportation/Travel 1,500 7004 Conference & Training 1,200 7006 Screening & Certifications 120 7007 Staff recruitment/Advertising 120 7009 Staff Events/Retreats 360 7010 Equipmnt Maint-Rental 180 7020 Rent- Office 2,400 7040 Telephone 3,000 7060 Utilities 5,400 7065 Office Supplies/Furnishings 1,800 7075 Computer Maint & Supplies 360 7080 Postage 120 7085 Printing & Publications 120 7090 Insurance Expenses 2,700 7105 Agency Vehicle Expense 3,600 7110 Insurance- Agency Vehicle 1,800 7140 Household furnishings/supplies 1,200 8210 Client/Prog Activities and Exp 3,000 9005 Membership Dues & Subscription 300 9007 Licensing, fees, commissions 24 9040 Depreciation & Amortization 1,800 9050 Administration Services 42,347 Total GENERAL EXPENSE 31,104

TOTAL GENERAL PROGRAM SUPPORT 25,000 GRANT EXPENDITURES

TOTAL EXPENSES 367,800

TOTAL OPERATING INCOME - NET 0

*Budget is taken from 2012-13 program budget as the 2013-14 program budget is not yet finalized. CAMINAR 2012/13 BUDGETS Agency AGENCY ALL CAMINAR Butte Region Jobs Plus Corporate San Mateo Region Solano Region Assets/Misc 2012/2013 2011/2012 Variance AGENCY ALL Services Region Admin Programs BUDGET ACTUALS

REVENUE Govt. Contracts 8,400,872 4,095,337 469,437 558,817 225,000 - 13,749,463 12,579,086 1,170,377 79.95% Program Service fees - - 770,494 597,000 - - 1,367,494 1,533,868 (166,374) 7.95% Resident contributions 478,800 104,200 36,000 - - - 619,000 639,350 (20,350) 3.60% 240 Linden Income - - - - 363,000 - 363,000 365,661 (2,661) 2.11% Non Govt. Grants and Contracts 75,000 18,000 - - 596,280 - 689,280 116,431 572,849 4.01% Donations - - - - 350,000 - 350,000 244,811 105,189 2.04% Social Venture revenue - - 42,300 - - - 42,300 29,099 13,201 0.25% Other revenue - - 4,260 - 12,000 - 16,260 26,393 (10,133) 0.09% TOTAL REVENUE 8,954,672 4,217,537 1,322,491 1,155,817 1,546,280 - 17,196,797 15,534,700 1,662,097 100.00%

EXPENSE

Salaries & Related Salaries 4,205,969 1,697,060 798,633 664,231 332,582 1,074,190 8,772,665 8,334,673 437,992 51.01% Employer Taxes/Insurances 708,664 283,625 93,736 78,208 47,379 111,394 1,323,006 1,158,187 164,819 7.69% Employees Benefits 546,600 201,661 67,273 64,130 28,606 121,364 1,029,634 989,070 40,564 5.99% Total Salaries & Related 5,461,233 2,182,346 959,642 806,569 408,567 1,306,948 11,125,305 10,481,930 643,375 64.69%

General Expense Bldg/Household Supplies & Furnishings 93,600 76,200 27,300 8,041 32,400 24,000 261,541 231,901 29,640 1.52% Client Expense/Support & Prog Activities 48,000 56,100 19,035 2,880 6,000 - 132,015 110,310 21,705 0.77% Client Food & Beverage 59,400 52,800 - - - - 112,200 152,376 (40,176) 0.65% Contracted/Professional Services 770,120 751,844 11,400 53,000 105,303 177,000 1,868,667 1,751,110 117,557 10.87% Insurance 70,140 26,370 23,686 11,140 8,250 18,000 157,586 131,076 26,510 0.92% Interest Expense 44,700 16,200 - 161 - 36,000 97,061 86,549 10,512 0.56% Memberships, Dues & Subscriptions 7,500 5,940 854 140 4,140 1,200 19,774 27,321 (7,547) 0.11% Miscellaneous 3,600 438 - 60 - 9,600 13,698 2,086 11,612 0.08% Marketing/Promotional expense - - - 66,900 - 66,900 52,124 14,776 0.39% Office & Computer Expenses 75,600 71,300 19,205 13,080 9,000 72,000 260,185 255,514 4,671 1.51% Payroll & Bank Charges - - - - 3,900 30,000 33,900 30,208 3,692 0.20% Postage 1,200 2,790 3,072 600 6,165 3,300 17,127 14,337 2,790 0.10% Printing 1,500 2,202 1,454 840 35,100 4,800 45,896 35,677 10,219 0.27% Rents 915,000 356,060 22,712 36,700 352,000 120,000 1,802,472 1,548,131 254,341 10.48% Staff/Board Events/Retreats 6,000 4,980 3,180 1,680 10,730 36,000 62,570 32,245 30,326 0.36% Staff recruitment, screening, training 35,100 27,528 8,472 13,320 5,550 6,600 96,570 92,397 4,173 0.56% Telephone 60,000 21,500 16,115 12,960 8,400 18,000 136,975 121,120 15,855 0.80% Travel & Auto 140,370 55,932 60,545 16,050 15,300 18,600 306,797 277,896 28,901 1.78% Utilities 52,800 33,150 18,431 2,760 60,288 2,510 169,939 140,162 29,777 0.99% Ttl General Expense 2,384,630 1,561,334 235,461 173,412 729,426 577,610 5,661,873 5,092,538 569,335 32.92%

Ttl Direct Exp Indirect/Administration Services 1,030,149 436,897 155,813 128,497 163,202 (1,914,558) - - - Ttl Exp bf Depreciation 8,876,012 4,180,577 1,350,916 1,108,478 1,301,195 (30,000) 16,787,178 15,574,468 1,212,710 97.62%

TOTAL REV LESS EXP Bf Deprc 78,660 36,960 (28,425) 47,339 245,085 30,000 409,619 (39,768) 449,387 2.38%

Depreciation 78,660 36,960 3,486 8,340 117,313 30,000 274,759 236,240 38,519 1.60% TOTAL DEPRECIATION/DISPOSAL OF ASSETS 78,660 36,960 3,486 8,340 117,313 30,000 274,759 236,240 38,519

TOTAL REV LESS EXP - ALL - - (31,911) 38,999 127,772 - 134,860 (276,008) 410,868 0.78%

12.2624% 10.6682% 12.5663% 11.1174% 10.5545% CAMINAR 2012/13 BUDGETS Agency Agency Butte FNRC Butte MH Butte Assets/Misc Assets/Misc AGENCY ALL 240 Linden Fundraising Private Pay DD Services Employ Services Totals Programs Programs Totals

REVENUE Govt. Contracts 51,000 174,000 - - 225,000 - 469,437 469,437 51,000 Program Service fees - - - - - 662,019 108,475 770,494 - Resident contributions ------36,000 36,000 - 240 Linden Income - 363,000 - - 363,000 - - - - Non Govt. Grants and Contracts 3,280 - 120,000 473,000 596,280 - - - 123,280 Donations - - 350,000 - 350,000 - - - 350,000 Social Venture revenue ------42,300 42,300 - Other revenue 12,000 - - - 12,000 - 4,260 4,260 12,000 TOTAL REVENUE 66,280 537,000 470,000 473,000 1,546,280 662,019 660,472 1,322,491 536,280

EXPENSE

Salaries & Related Salaries - 8,860 154,800 168,922 332,582 447,043 351,590 798,633 154,800 Employer Taxes/Insurances - 983 16,075 30,321 47,379 52,670 41,066 93,736 16,075 Employees Benefits - - 14,136 14,470 28,606 30,053 37,220 67,273 14,136 Total Salaries & Related - 9,843 185,011 213,713 408,567 529,766 429,876 959,642 185,011

General Expense Bldg/Household Supplies & Furnishings - 31,200 - 1,200 32,400 - 27,300 27,300 - Client Expense/Support & Prog Activities - - - 6,000 6,000 6,075 12,960 19,035 - Client Food & Beverage ------Contracted/Professional Services 5,303 25,000 30,000 45,000 105,303 - 11,400 11,400 35,303 Insurance - 6,450 900 900 8,250 6,646 17,040 23,686 900 Interest Expense ------Memberships, Dues & Subscriptions 240 - 3,900 - 4,140 300 554 854 4,140 Miscellaneous ------Marketing/Promotional expense - - 65,100 1,800 66,900 - - 65,100 Office & Computer Expenses - 1,800 3,600 3,600 9,000 9,120 10,085 19,205 3,600 Payroll & Bank Charges - - 3,900 - 3,900 - - 3,900 Postage - - 6,000 165 6,165 1,500 1,572 3,072 6,000 Printing - - 34,200 900 35,100 600 854 1,454 34,200 Rents - 340,000 6,000 6,000 352,000 9,000 13,712 22,712 6,000 Staff/Board Events/Retreats 1,260 480 8,690 300 10,730 1,500 1,680 3,180 9,950 Staff recruitment, screening, training 2,400 300 2,100 750 5,550 2,832 5,640 8,472 4,500 Telephone - 3,600 900 3,900 8,400 6,007 10,108 16,115 900 Travel & Auto - 240 7,230 7,830 15,300 37,745 22,800 60,545 7,230 Utilities - 60,000 144 144 60,288 3,000 15,431 18,431 144 Ttl General Expense 9,203 469,070 172,664 78,489 729,426 84,325 151,136 235,461 181,867

Ttl Direct Exp 9,203 478,913 357,675 292,202 1,137,993 Indirect/Administration Services 14,537 62,814 47,865 37,986 163,202 79,833 75,980 155,813 62,402 Ttl Exp bf Depreciation 23,740 541,727 405,540 330,188 1,301,195 693,924 656,992 1,350,916 429,280

TOTAL REV LESS EXP Bf Deprc 42,540 (4,727) 64,460 142,812 245,085 (31,905) 3,480 (28,425) 107,000

Depreciation 102,540 4,273 10,500 - 117,313 6 3,480 3,486 113,040 TOTAL DEPRECIATION/DISPOSAL OF ASSETS 102,540 4,273 10,500 - 117,313 6 3,480 3,486 113,040

TOTAL REV LESS EXP - ALL (60,000) (9,000) 53,960 142,812 127,772 (31,911) - (31,911) (6,040) List of Other Funding Sources - Caminar - Agency All Single-year Pending or Source Amount or Committed Multi-year County Service Contracts $12,046,917 (San Mateo, Solano, and Butte Counties) Single Committed Other County Funding $865,440 Multi Committed State Contracts $696,385 Multi Committed City Contracts $5,100 Single Committed Federal Contracts $152,925 Single Committed Program Service Fees - $665,159 Department of Developmental Services Multi Committed Program Service Fees - $522,600 Department of Rehabilitation Multi Committed 240 Linden Revenue $363,000 Multi Committed Non-Government Contracts $497,900 Single Committed Donations-Individual and Business $350,000 Single Pending Grants-Private and Foundations $198,280 Single Pending Social Venture Revenue $42,300 Multi Committed Rent Offset Collected from Clients $619,000 Multi Committed Other Revenue $12,660 Single Committed

TOTAL REVENUE $17,037,666

Foundations/organizations from which Caminar has previously received grants:

Bohannon Foundation Christensen Family Foundation Hurlburt-Johnson Charitable Trust JH Robbins Foundation John & Marcia Goldman Foundation Margoes Foundation Michelson Family Foundation Palo Alto Community Foundation Peninsula Health Care District San Mateo County Association of Realtors Sequoia Healthcare District Silicon Valley Community Foundation Soroptomists International Thelma Doelger Charitable Trust Thomas J. Long Foundation Valero Energy Foundation Wells Fargo List of Other Funding Sources - Caminar - YAIL Program Single-year Pending or Source Amount or Committed Multi-year

San Mateo County Contracts $367,800 Single C

Margoes Foundation $25,000 Single P FAMILY SERVICE AGENCY OF SAN FRANCISCO Prior Grants: 2008 - $50,000 Bipolar Disorder Early Assessment & Management Program 2009 - $12,500 2012 - $20,000 1010 Gough Street San Francisco, CA 94109 fsasf.org Robert Bennett, CEO, (415) 474-7310 Organization Budget: $17.9 million Request: $35,000 Project Budget: $198,556 Recommendation: $20,000

Category: Mental Health Programs (Catalyst - Medium Risk)

Summary: Founded in 1889, Family Service Agency of San Francisco (FSA) has a mission to respond “to human needs with cutting edge social services and treatment that combine the best social science research with cultural sensitivity and a deep respect for the consumer, and a commitment to social justice and supportive communities.” Today, FSA serves over 13,000 people of all ages through a full spectrum of social and mental health services.

Comment: In 2009, the Margoes Foundation helped FSA launch the Prevention and Recognition of Early Psychosis (PREP) program in San Francisco. Since then, PREP has proven successful, with reductions in psychiatric hospitalizations ranging from 50-83%, and has expanded to four additional counties. While assessing participants for the PREP program, FSA became aware of young adults who were presenting early symptoms of bipolar disorder. To better serve this specific population, FSA, in partnership with the University of California San Francisco, has developed the Bipolar Disorder Early Assessment & Management (BEAM) program.

BEAM was launched last year, in part due to a grant from the Margoes Foundation, as a two- year pilot. The first year was dedicated to research and design of the program, with a goal to serve 12 youth, ages 14-29. The R&D portion took longer than anticipated, almost the entire year, and as a result only one person was served the first year. The program screened seven more youth; however, all were diagnosed with psychosis (not as bipolar), and were referred to the PREP program. The program did surpass its goal of training two clinicians by training seven of them to implement the program. Additionally, this year, BEAM is also launching in San Mateo County.

Treating this particular age group is critical because early-onset of bipolar disorder tends to be more functionally impairing and resistant to treatment than bipolar disorder developed later in life. BEAM seeks to help young adults manage their disorders and live self-sufficient lives. Outcomes include lowering hospitalization days by 50%, decreasing days spent in mood episodes by 50%, and increasing adherence to medication plans and/or school and employment plans. In addition to using Cognitive Behavioral Therapy (which PREP also uses), BEAM clinicians are also trained on providing mood management treatment. Second year goals include serving 10 patients by the end of this year and 15 by November 2014.

Recommendation (HM): $20,000 grant to support the BEAM program. A grant would help FSA meet the Metta Fund challenge grant. Margoes Foundation - 2013 - MAR-2013-4546 Organization Overview

Organization: Family Service Agency of San Franciso . Address: 1010 Gough Street .

City: San Francisco .

State: CA .

Zip/Postal Code: 94109 .

Web Site: www.fsasf.org .

Primary Contact

Name: Ms. Kelly Saturno .

Organization: Family Service Agency of San Franciso .

Title: Director of Strategic Initiatives . Address: 1010 Gough Street .

City: San Francisco . Email: [email protected] .

Telephone: (415) 474-7310 . Proposal

Program Area: Mental Health . Requested Amount: $35,000.00 .

Total Annual 17,946,479 . Organization Budget:

Total Project Budget: 198556 .

page 1 of 5 Margoes Foundation - 2013 - MAR-2013-4546 Project Title: BEAM . We requesting renewal funding for the same BEAM pilot program serving patients diagnosed with bipolar disorder. By intervening early with evidence-based treatment to teach individuals to manage their symptoms and moods, develop a family support system, and build plans Project Summary: around college and career, BEAM normalizes the life experience of an individual with bipolar disorder and builds a commitment to lifetime recovery. We will serve 15 adolescents and young adults between 15-29 years of age living in San Francisco and diagnosed with a bipolar disorder. . Project Start Date: 2013-12-01 . Project End Date: 2014-12-01 . Grant Geographic County(ies) - In California . San Francisco . Service Area: Grant Age Group Middle School 11-14;High School 15-18;College 19-24 . Served:

Narrative Questions

Are you requesting funding for the same program? If not, please describe the new program here.

Yes, we are requesting renewal funding for the same BEAM pilot program serving patients diagnosed with bipolar disorder. The total budget is $200,000, with a $50,000 contribution from an individual donor and $75,000 grant from the Metta Fund (which requires an equal amount of matching funding) secured for year two of project. A renewal grant from the Margoes Foundation would help fill the remaining gap. .

page 2 of 5 Margoes Foundation - 2013 - MAR-2013-4546 What are the objectives for this year's request? Are they different from last year's? How and why? If there are changes in the amount of the grant request for this round, please describe them here.

We have achieved the first three objectives of the original grant request (so they are omitted here) and we are requesting funding to continue the program as outlined in the original proposal. The changes in the outcomes below are as follows: in timing of reaching patient caseload (moved forward), the timing of completing the operations manual (six months earlier than initially planned), and launching in a second county. As in the initial proposal, we are seeking funding from the Margoes Foundation to provide services in San Francisco.

-- Process Outcomes

Outcome 3. BEAM will serve 10 patients by December 31st, 2013 and serve a caseload of 15 November, 30, 2013

Outcome 4. CBTbp sessions will occur at least weekly during the first 3-6 months and monthly thereafter. CBTbp sessions and medication consultations will occur as often as patients need them.

Outcome 5. Medication consultations by the Medical Director will occur at least twice monthly until patient stabilization (generally two months) and monthly thereafter.

Outcome 6. Patients will meet with the Care Advocate twice monthly during the first three months and monthly thereafter with sessions focused upon implementing the IPS approach to employment and education.

Outcome 7: An Operations Manual will be completed by June 30, 2014, with implementation timeline, productivity standards, treatment protocols, and projected client outcomes (below).

Outcome 8: (new) Launch BEAM in a second county, San Mateo County

-- Client Impact Outcomes

Impact 1. After 12 months treatment the average patient yearly days hospitalized will be reduced by 50% as compared with 12 months prior to entry into treatment.

Impact 2. After 12 months treatment the average yearly days spent in mood episodes will be reduced by 50% as compared with 12 months prior to entry into treatment.

Impact 3. After six months of treatment, double the number of clients will be in school/work.

Impact 4. After 3 months of treatment, clients will adhere to medication treatment plan as measured by client report using the ASRM, with patients reporting a statistically significant reduction in the number of missed days taking medication.

As our total budget for the program is approximately $200,000 for Year Two, we are requesting $35,000. Note we have included our most current financial statement for fiscal year 2012/2013. Our audited statements for fiscal year 2011/2012 are also available upon request. . Briefly describe the programs offered, demographics, and numbers of participants served by the whole agency and by each program, including the program funds are being requested for.

page 3 of 5 Margoes Foundation - 2013 - MAR-2013-4546 In 1889 after witnessing the deplorable conditions in which many of San Francisco’s poorest citizens lived, two nurses founded what is known today as Family Service Agency of San Francisco (FSA). Today, FSA’s comprehensive and evidence-based social services are offered in 11 languages at five principal sites throughout San Francisco, with select programs offered in San Mateo, Alameda, San Joaquin, and Monterey counties. We operate 30 programs serving more than 13,000 individuals each year, ranging from infants to the elderly. While space does not allow for a full breakdown of participants served by each program, more detail can be provided upon request and a full listing of our programs is available on our website, with highlights presented below.

Nearly every client we serve is living below the poverty level, homeless or at-risk of becoming homeless. Under a single umbrella, FSA provides community outreach, prevention, early intervention and ongoing integrated mental health, substance abuse, and social services. FSA’s programs fall into three programmatic divisions: Adult, Senior, and Children, Youth, and Family. In San Francisco, FSA is the largest provider of outpatient mental health services for children and seniors and provides virtually all outpatient mental health services for older adults.

Our Adult Division includes a Full Service Partnership (FSP) component, which serves low-income adults ages 18-60, with a history of serious and persistent mental illness, a majority of whom also face imminent homelessness and are therefore, in need of intensive case management. FSA also runs an innovative FSP program for teens and young adults in the juvenile justice system. FSA’s Deferred Entry of Judgment program, Back-on-Track, provides strict accountability and close supervision for eligible first-time, low-level felony drug offenders, ages 18-24, who have no history of violence, gun possession, or gang involvement. Participants who successfully complete the 12-month course of educational and vocational progress, judicial accountability, and community service may have their original criminal case dismissed. Deaf Community Counseling Services (DCCS) is our newest program, which transitioned from the University of California San Francisco (UCSF), to FSA in July 2012. Run by staff fluent in American Sign Language (ASL), DCCS provides mental health and substance abuse, case management, and other support for people who are deaf or hard-of-hearing.

Our Seniors Division provides geriatric outpatient mental health services, a Senior Full Service Wellness Program, a Senior Peer Recovery Center, and an Older Adult Day Support Center for older adults with mental health needs. Our Long-Term Care Ombudsman Program investigates complaints and resolves issues that impact elderly and dependent adults living in long-term care facilities. The Foster Grandparent Program and Senior Companion programs provide small stipends to limited-income, mobile seniors, who, in turn provide mentorship and support services to children and fellow seniors. Seniors Community Service Employment Program (SCSEP) provides workforce training for older adults 55 years and older in community service organizations and government departments, often leading to permanent job placements.

Under our Children, Youth, and Family Division, the Developmental Education and Parenting Program serves 70 low-income at-risk parents with workshops that address basic child development issues. Our Family Development Center serves over 250 infants and toddlers from low-income families including medically fragile and developmentally-delayed and disabled children, who are also integrated into the same classrooms and programs. Our Teenage Pregnancy and Parenting Program (TAPP) and Teen Resources to Achieve Positive Practices (T-RAPP) program serve over 600 teens, with the children of teen parents served at our Hilltop Development Center.

FSA’s fourth division is the Felton Institute, the first institute in San Francisco specializing in teaching, developing, implementing, and supervising evidence-based practices in mental health and social services. Felton has developed Motivational Care Management (MCM), and offers training in Motivational Interviewing (MI), Cognitive Behavioral Therapy for Psychosis (CBTp) and Bipolar Disorder (CPTbp), as well as other best practices for the social service environment. FSA and the Felton Institute hold two contracts funded through the Affordable Healthcare Act, one through the Centers for Medicare & Medicaid Services (CMS) Innovation Fund,

page 4 of 5 Margoes Foundation - 2013 - MAR-2013-4546 to expand our PREP program, and the second, a prestigious research contract with The Patient-Centered Outcomes Research Institute (PCORI) to study the impact of decision-support tools for providers and patients in partnership with the University of New Mexico.

Since 2007, FSA, in collaboration with UCSF has operated the Prevention & Recovery in Early Psychosis (PREP) program in San Francisco. PREP offers an integrated suite of medication and psychosocial interventions to achieve stable remission of early onset psychosis (a precursor to schizophrenia) for those who have suffered with the disease for two years or less. The approach utilizes a transformed workforce comprised of master’s level social workers, nurse practitioners, and peer/family aides who practice these treatments with fidelity. Over the past six years, we have served over 200 patients, primarily ages 14 to 24, and have replicated the program at four new sites, in Alameda, San Mateo, San Joaquin, and Monterey counties (the latter two primarily serve Latino patients and are funded through CMS). Our most recent PREP evaluation results show:

-- highly significant reductions in psychiatric hospitalizations from pre- to post-enrollment in PREP, with total percentage decreases ranging from 50-83% across all sites;

-- highly significant increases in education and/or employment status during enrollment in PREP across all sites, with a 38% increase in educational and employment activities during the first year of program participation in PREP San Francisco;

-- significant reductions in the number of prescribed antipsychotics at PREP Alameda, and highly significant increases in medication adherence related behaviors at PREP San Mateo.

Modeled after PREP, the Bipolar Disorder Early Assessment & Management (BEAM) for which we seek continued funding, is a partnership led by FSA and UCSF. In 2012, FSA and UCSF researchers completed the research and design phase for an evidence-based early intervention program targeting adolescents and young adults diagnosed with early onset of bipolar disorder. During the two-year pilot phase, BEAM will serve over 15 adolescents and young adults between 15-29 years of age, living in San Francisco, who are diagnosed with bipolar disorder, and establish an additional program site in San Mateo. Once the pilot is complete, BEAM can access Mental Health Services Act funding in all counties where PREP is operating and expand the number served to hundreds of youth and young adults.

In 2013, with support from the Margoes Foundation, we completed the program development phase and began providing services in San Francisco. While we had originally planned to train two clinicians to implement the program, we trained seven clinicians, including two trainers and fully developed our evaluation metrics and systems. We are seeking renewal funding to continue providing services in San Francisco. .

Documents

page 5 of 5

Grant Report Family Service Agency of San Francisco

REPORT NARRATIVE QUESTIONS

1. What were the specific objectives of the funded project/program? Our specific objectives for were to complete planning for the project including identifying and hiring staff hired, put treatment protocols in place, prepare community education and outreach materials prepared, and to begin serving clients. Specific services we are providing as planned include Cognitive Behavior Therapy for Bipolar (CBTbp), medication consultations, care advocate support, and educational and vocational services according to the IPS model. One of our key objectives for the second year of the grant is developing an operations model including an implementation timeline, productivity standards, treatment protocols, and projected client outcomes, as well as beginning conversations with other counties to expand BEAM to our other four PREP program sites.

2. In what specific ways were these objectives met? We successfully met and expanded some of our outcomes, including preparing the program to launch in two counties instead of just one, developing stronger relationships with San Francisco and San Mateo Counties to build support for ongoing, sustainable funding for the program, training seven instead of just two staff, and developing elements of clinical staffing structure and the operations manual earlier than planned. We had originally planned to train two clinicians to implement the program, one current PREP clinician and one new clinician. Instead we trained seven clinicians, including two therapists serving San Francisco patients. PREP Clinical Director Kate Hardy and PREP Program Manager Claire Scott received additional training and are now competent to train other clinicians in BEAM. As a result we can more quickly build staff capacity over time, as our long-term goal is to take this program to scale. Ms. Scott is now leading the PREP program, as Perry Olshan, our former PREP Director, has shifted into a part-time consulting role with PREP. BEAM staff have established referral relationships with both counties, including meetings on BEAM led by FSA CEO Bob Bennett with the leadership of the behavioral health departments in both counties, representatives from SF General, and with the PREP San Mateo Steering Committee. We are also leveraging our strong partnership with UCSF's Prodrome Assessment Research and Treatment Program (PART), including having their intake staff research patients not accepted to PART who may be appropriate for BEAM. We fully developed our evaluation metrics and systems for BEAM, including creating the relevant data fields and forms in our Circe electronic medical records system. We also brought on Dr. Descartes Li as BEAM Medical Director who is working to develop an algorithm for medication management for bipolar based on the one we currently use in the PREP program for patients experiencing psychosis. Dr. Li is a Clinical Professor at UCSF where he serves as Director of the Bipolar Disorder Program.

3. What objectives were not met and why? As a result of investing more resources in building a robust structure that allows us to launch in two counties this year and sets the stage for faster expansion to other counties, we began serving

Grant Report – Margoes Foundation Page 1 of 2 receiving referrals and served our first client in July 2013. We anticipate serving over 15 clients by the end of calendar year 2013, including a minimum of seven in San Francisco, ultimately enrolling a caseload of 15 in San Francisco has initially outlined in our proposal.

4. What future plans do you have for the funded project/program? We plan to integrate BEAM into all of our PREP program sites and to expand to additional counties. While our original proposal was to serve clients in San Francisco only, we developed a strong relationship with San Mateo County and the Department of Behavioral Health in the County has verbally expressed their intention to fund the BEAM program beginning next year, which is a significant step towards securing sustainable funding for BEAM over the long term. This puts us two years ahead of our initial timeline for expansion into additional counties. Ultimately we plan to expand BEAM into every county where we provide PREP services. We are excited to share that our recent PREP program evaluation results show highly significant reductions in psychiatric hospitalizations from pre- to post-enrollment in PREP, from 50-83% across all sites as well as highly significant increases in education and/or employment status during enrollment in PREP across all sites, with a 38% increase in educational and employment activities during the first year of program participation in PREP San Francisco. We also documented generally high ratings of satisfaction and perceptions of care across all sites. We anticipate producing similar success with the BEAM program.

5. With 20/20 hindsight, is there anything you might have done differently, or is there anything you learned that will change the program in the future? As we began implementation, we reflected deeply on our experiences developing the PREP program over the past five years. We looked at what critical elements we could put in place to earlier, so that BEAM could avoid some of the growing pains we experienced with PREP. As a result we invested more time in program development in the front end before accepting patients. As a result we have a stronger foundation for expansion and are able to hit the ground running at the two program sites. We are also looking into adding an additional evidence-based practice to the BEAM program, by adapting the Multi-Family Group therapy modality specifically to bipolar patients and their families.

Grant Report – Margoes Foundation Page 2 of 2 2012/2013 Margoes Financial Report on the BEAM Program Cost Center Expenses

Personnel Pamela Greenberg, Clinical Consultant $ 3,000

Melody Donboli, Therapist $ 5,600 Irene Lee, Office Manager $ 688 Whitney Smith, BEAM Medical $ 1,200 Director Jessica Hua, Research Assistant $ 550 Erika Van Buren, Research Director $ 1,380 Total FSA Salaries $ 12,418 Benefits $ 3,725 Total Personal & Benefits $ 16,143

Operating Expenses Occupancy $ 1,575 Communications $ 463 Total Operating Costs $ 2,038 Indirect $ 1,818.14 Total Expenses $ 20,000 Bipolar Early Assessment and Management (BEAM) Year 2 of Pilot Project Budget December 1, 2013 - November 30, 2014

Year II Cost Center Description Salary % on Total project

Personnel FSA Staff Bob Bennett, CEO Facilitate planning sessions, monitor timeline, and coordinate resources. $ 165,000 0.05 $ 8,250

Melissa Moore, Felton Director Design training and coaching system and participate in research design planning. $ 100,000 0.05 $ 5,000

Claire Scott, PREP Associate Director Manage BEAM program including all staff. Participate in and staff support to $ 75,000 0.05 $ 18,750 research design process. Develop written implementation plans and budget. Assemble all tools and protocols and produce operating manual. Recruit and supervis staff and organize outreach and marketing.

Pamela Greenberg, Clinical Consultant Participate in design meetings and training in CBT-bipolar and FFT training. $ 55,000 0.12 $ 6,600 Prepare clinical supervision and coaching protocols and fidelity measures. Sharon Grossman, Therapist Therapist to be hired during planning process and to participate in training in all $ 50,000 1.00 $ 50,000 aspects of bipolar treatment approach. The therapist would be increased to .80 FTE in Year II (Sept 2013) to enable a case load of 12 during the pilot phase that would end in September 2014. Care Advocate Provide community based outreach & engagement with clients $ 36,000 0.40 $ 14,400 Irene Lee, Office Manager Coordinate scheduling of meetings and trainings, provide administrative support, $ 26,000 0.08 $ 2,080 monitoring charts, etc. Descartes Li, BEAM Medical Director Will provide medication management to each client in the program $ 160,000 0.03 $ 4,800 Jessica Hua, Research Assistant Will assist Research Director with implementation of tools and measures along $ 24,000 0.08 $ 1,920 with preparing necessary evaluation reports Erika Van Buren, Research Director Direct research protocols, provide oversight for all data collection, outcomes and $ 85,000 0.03 $ 2,550 evaluation Total FSA Salaries $ 114,350 Bipolar Early Assessment and Management (BEAM) Year 2 of Pilot Project Budget December 1, 2013 - November 30, 2014

Benefits 30% of salary $ 34,305 Total FSA Staff $ 148,655

UCSF Staff Rachel Loewy, PREP Site Director Direct research process and participate in design meetings. $ 140,000 0.02 $ 2,800

Demian Rose, Executive Medical Participate in design meetings and provide consultation on medication $ 160,000 0.02 $ 3,200 Director management. Kate Hardy, Psychologist Provide expertise in implementation of evidence-based practices in community $ 75,000 0.03 $ 2,250 settings. Daniel Fulford, Post Doc Fellow Assemble research on effective practices and approaches and model programs, $ 50,000 0.20 $ 10,000 contact content experts for input, develop tools, identify appropriate assessment and screening materials. Train clinical staff on CBT, assess fidelity.

Total UCSF Salaries $ 18,250 Total UCSF Staff $ 18,250

Total Personnel 2.16 $ 166,905 Operating Expenses Occupancy Proportion of rent, utilities, janitorial at Geary St. facility. 250 sf. @ $2.50/sf/mo. $ 9,000

Communications copying, printing, postage, telphone, broadband $ 2,000 Office Supplies Locked file cabinet, files, paper, pens, and other materials. $ 1,500.00 Mileage Mileage to meetings and for home visits to clients (2000 mi @ $.55/mile) $ 1,100.00 Training Training in CBT-BD, IPS (Dartmouth) supported employment. Other training (SCID, Motivational Interviewing, BP medication algorithm) will be provided through FSA's Felton Institute at no cost to project. Total Operating Costs $ 13,600 Indirect 10% of direct costs (personnel + operating) $ 18,050.50 Budget Total $ 198,556 Family Service Agency of San Francisco Annual Budget July 1, 2013 through June 30, 2014

PRELIMINARY BUDGET FY 2013-2014 REVENUE Government & Contract Revenue 17,025,538 Foundations 400,000 Program Fees 109,000 Contributions and Special Events 200,000 In-Kind Donations 92,400 Rental Income 173,231 Contingencies and Miscellaneous 354,000 Total Revenue 18,354,169

EXPENSES Salaries 10,524,622 Fringe Benefits 2,475,027 Total Salaries & Benefits 12,999,649

Operating Costs Professional Fees (Audit/Legal) 101,860 Professional Consultant Fees 713,826 Supplies & Duplicating 144,120 Equipment 193,016 PrProgramogram RelatedRelated ExExpensespenses 298,702298,702 Communications: Telephone, Postage & IT 177,773 Occupancy Cost, and Utilities 925,489 Building & Equipment Repairs and Maintenance 115,778 Insurance 121,067 Transportation Expenses 173,270 Interest Expense - LOC & Mortgage 177,000 Volunteer Expenses 297,185 Staff Training 64,728 Contingencies & Miscellaneous 383,013 In-Kind Expenses 92,400 Sub Contractor Payments 967,603 Total Other Operating Expenses 4,946,830

Total Operating Expenses 17,946,479 NET INCOME FROM OPERATIONS 407,690

Other Income/(Expenses)

Depreciation (332,300) Net Non-Operational Gain/(Loss) (332,300)

NET INCOME: GAIN/(LOSS) 75,390 FSA Funders 8/6/13

2013/2014 REVENUE

Government & Contract Revenue $17,025,538 Foundations $400,000 Program Fees $109,000 Contributions and Special Events $200,000 In-Kind Donations $92,400 Rental Income $173,231 Contingencies and Miscellaneous $354,000

Total Revenue $18,354,169

BEAM Program Funding 2013/2014

Funder Program Committed To Be Submitted Pending

Metta Fund* Bi-Polar $75,000 Macy's Foundation Bi-Polar - Match $7,500 SFF DAF Bi-Polar - Match $30,000 Individual Donor Bi-Polar - Match $50,000 Margoes Foundation Bi-Polar - Match $35,000 $125,000 $37,500 $35,000 * note is half of 2012/2013 award noted below Total $197,500

Foundation Funding Awarded 2012/2013

Metta Fund Bi-Polar $150,000 two year grant Macy's Foundation Bi-Polar - Match $7,500 SFG (Mae Bogard Eskey Trust DAF) Bi-Polar - Match $40,000 Episcopal Charities Unrestricted $10,000 Margoes Foundation Bi-Polar - Match $20,000 Frank Campini Foundation FDC $5,000 Kaiser Permanente Wellness Program $20,000 SF Foundation Unrestricted $300 SF Foundation Unrestricted $300 The Nick Traina Foundation Bi-Polar - Match $10,000 St. Joseph's Health Support Alliance Molera - FDC $50,000 (new commitment) Mimi & Peter Haas Foundation FDC $13,000 Wells Fargo Foundation CSEP/TAPP REACH $10,000 PECORI Foundation Felton/M-POWR/UNM $1,409,219 three year grant Wells Fargo Foundation Unrestricted $10,000 Bothin Foundation FDC $24,000

Comparative Statement of Financial Position As of May 31, 2013

5/31/13 4/30/13 ACTUAL ACTUAL VARIANCE

ASSETS ASSETS

CURRENT ASSETS Cash and cash equivalents 54,078 95,691 (41,613) Accounts Receivable 1,546,331 1,265,724 280,607 Due from CSI 330,988 313,546 17,442 Pledges Receivable 168,894 220,894 (52,000) Prepaid Expenses 166,634 177,818 (11,184) Other Current Asset - - -

Total Current Assets 2,266,925 2,073,673 193,252

FIXED ASSETS Geary Street Building & Land 4,118,567 4,118,567 - Furniture and Equipment 375,721 375,721 - Vehicles 42,730 42,730 - Software & Other 1,164,543 1,133,203 31,340 Less Accumulated Depreciation (2,280,240) (2,253,510) (26,730)

Total Fixed Assets 3,421,321 3,416,711 4,610

TOTAL ASSETS 5,688,246 5,490,384 197,862

CURRENT LIABILITIES Accounts Payable 614,407 639,237 (24,830) Accrued Expenses 615,742 614,112 1,630 Advance Received - - - Other Current Liabilities 47,665 47,665 - Accrued unemployment Liability 85,000 85,000 -

Total Current Liabilities 1,362,814 1,386,014 (23,200)

OTHER LIABILITIES Line of Credit 1,225,000 1,025,000 200,000 Notes Payable 1,897,763 1,902,561 (4,798) Long Term Liabilities - - - Total Other Liabilites 3,122,763 2,927,561 195,202

Total Liabilties 4,485,577 4,313,575 172,002

NET ASSETS PY Retained Earnings 1,160,307 1,160,307 - Current Net Surplus(Deficit) 42,362 16,502 25,860

Total Net Assets 1,202,669 1,176,809 25,860

TOTAL LIABILITIES AND NET ASSETS 5,688,246 5,490,384 197,862 STATEMENT OF OPERATIONS FSA Consolidated - Unaudited 2012-13 2012-13 2012-13 YTD Actual & Budget Fiscal 2012-13 April 30, 2013 May 31, 2013 May 31, 2013 BOARD PTD - ACTUAL PTD - ACTUAL YTD - ACTUAL BUDGET VARIANCE

REVENUE Contract Program Revenue 1,419,298 1,456,973 13,760,660 14,510,910 (750,250) Foundation Grant Revenue 60,000 25,000 361,100 476,667 (115,567) Program Fees 5,042 17,279 81,172 99,917 (18,745) Contributions and Special Events 1,332 12,102 115,458 183,333 (67,875) In-Kind Donations 7,700 10,700 97,563 84,700 12,863 Rental Income 12,486 12,487 137,352 158,795 (21,443) Contingencies and Miscellaneous 1,708 350 119,039 322,913 (203,874)

Total Revenue 1,507,566 1,534,891 14,672,344 15,837,235 (1,164,891)

EXPENSES Salaries 836,006 851,005 8,360,562 8,963,329 (602,767) Fringe Benefits 171,191 185,552 1,776,699 2,108,541 (331,842)

Total Salaries & Benefits 1,007,197 1,036,557 10,137,261 11,071,870 (934,609)

Professional Fees (Audit/Legal) 5,000 5,000 62,781 78,063 (15,282) Professional Consultant Fees 56,259 91,653 656,233 833,549 (177,316) Supplies & Duplicating 11,972 14,563 107,585 132,110 (24,525) Equipment 14,013 15,508 204,123 176,931 27,192 Program Related Expenses 48,982 26,440 309,549 273,810 35,739 Communications: Telephone, Postage & IT 20,556 19,887 211,070 162,959 48,111 Occupancy Cost, and Utilities 74,336 90,868 724,401 767,623 (43,222) Building & Equipment Repairs and Maintenance 33,286 16,064 216,415 103,838 112,577 Insurance 2,344 2,345 91,106 110,978 (19,872) Transportation Expenses 16,992 21,859 191,391 158,831 32,560 Interest Expense - LOC & Mortgage 15,591 15,756 151,365 162,250 (10,885) Volunteer Expenses 21,213 24,040 265,183 278,378 (13,195) Staff Training 14,593 11,530 76,445 59,334 17,111 Contingencies and Miscellaneous 17,523 16,496 264,074 342,103 (78,029) In-Kind Expenses 7,700 10,700 97,563 84,700 12,863 Sub Contractor Payments 87,358 63,035 576,148 705,819 (129,671)

Total Other Operating Expenses 447,718 445,744 4,205,432 4,431,276 (225,844)

Total Operating Expenses 1,454,915 1,482,301 14,342,693 15,503,146 (1,160,453)

NET INCOME FROM OPERATIONS 52,651 52,590 329,651 334,089 (4,438)

Other Income/(Expenses) Capital Improvement Grant - - - - - Depreciation (29,796) (26,730) (287,289) (275,000) (12,289)

Net Non-Operational Gain/(Loss) (29,796) (26,730) (287,289) (275,000) (12,289)

NET INCOME: GAIN/(LOSS) 22,855 25,860 42,362 59,089 (16,727)

EXHIBIT 6

Grant Report Bridge the Gap College Prep

REPORT NARRATIVE QUESTIONS

1. What were the specific objectives of the funded project/program? For the inaugural year of our High School Extended Learning Day program, BTGCP identified the following short term outcomes for our 9th grade cohort: 9th grade cohort short-term outcomes (one year) •100% will have a course map of all A-G requirements planned for high school •90% attendance rate in the HSELD •80% will have earned C’s or better in core academic subjects

2. In what specific ways were these objectives met? BTGCP met or surpassed the first and third objectives above. • 100% will have a course map of all A-G requirements planned for high school ~ 100% of BTGCP students are currently enrolled in classes that, if successfully completed as expected, will result in students fulfilling their A-G requirements. It merits note that this required vigilance and advocacy by BTGCP’s Educational Director as Tamalpais and Redwood High Schools scheduled several BTGCP students into less advanced classes ostensibly to lighten the workload for these students. Educational Director Whitney Hoyt intervened to clarify that all these students are on a college track and will benefit from being challenged in class and supported by BTGCP, rather than being put on a less academically challenging academic path as has happened too often to BTGCP students and as happens to students from BTGCP’s socio-economic demographic routinely. • 80% will have earned C’s or better in core academic subjects o 90% earned a C or better in math, 70% a B or better o 90% also earned a C or better in English Language Arts, 50% a B or better. While there is more work to be done as the average gpa across all high school students was 2.3 (C equivalent), though we do not have a control group against which to compare, it is our assumption that this GPA is higher than it would be without BTGCP’s programming but that there is still room to grow based on students’ potential.

3. What objectives were not met and why? The only objective not met was that of attendance which, as below, was partly due to our learning process during the program’s pilot year. Specifically, we did not begin the program with firm attendance expectations and left too much flexibility for the students. As a result, many didn’t attend as often as would have been optimal to support their academic needs. Among all grade levels, overall attendance was 30.6% with highest attendance among 9th graders at 45%. Over half of 9th graders attended between 49%-72% with some attending 100% during some months. At 19%, attendance was lowest for 12th graders (several of whom were new to BTGCP and did not have a strong grounding in the BTGCP culture and attendance requirements). Grant Report – Bridge the Gap College Prep Page 1 of 2 On the flip side however, many students arrived early regularly and had exceptionally high attendance. Those who attended more often got better grades. While BTGCP’s support certainly helped, we cannot attribute all the grade progress to BTGCP as the students with the highest attendance are also those with the most personal motivation to start with. That said, students who attended regularly certainly benefitted from the one-on-one attention and challenging environment provided by the BTGCP High School Extended Learning Day Program.

4. What future plans do you have for the funded project/program? We have just launched the second year of our High School Extended Learning Day program with increased enrollment of 34 students, two short of our target enrollment for the year. The overall structure of the program will remain largely the same though based on lessons learned, we expect all students to attend 3 out of 4 nights per week , with exceptions made by BTGCP teachers for school sports and extracurricular activities. Program hours are Monday- Wednesday 5:00-8:30 and Thursday 5:00-7:30. We have hired four teachers, 2 generalists and one math and one science specialist to work with the 9th-12th graders. Additionally, we are in the process of hiring for a new Educational Director following Whitney Hoyt’s departure after establishing the High School Program. The Executive Director has filled in so far this school year. Now that all programs are running smoothly we have employed the services of Stacy Nelson to help us in our search. We are also making some curricular changes based on findings from our recent research-based strategic planning process. From researching best-practices with comparable college prep support organizations working with BTGCP’s demographic, we identified several key elements which will be incorporated into our curriculum in addition to our comprehensive academic support. These include: Public Speaking/Debate, Social/Emotional Health, Service Learning and Career Exploration. To support student success, we have also added a Summer Academic Boot Camp for rising 9th- 11th graders. This was a three week program that provided rising 8th – 11th graders with intensive math classes in preparation for a strong start to the new school year and included several horizon expanding field trips. Finally, we are continuing and deepening our partnership with 10,000 Degrees (10KD) which continues to maintain an office in our Marin City College Prep Center. The High School ELD program will now include scheduled time with 10KD staff in order to keep the entire group more focused. 10KD will provide bi-weekly workshops (College and Career Assessment, Social Media Etiquette, PSAT prep, College and Career Exploration), and a six week SAT prep course in Spring 2014. A 10KD College Advisor will work one-on-one with students on college prep, financial aid forms and college applications. BTGCP students will have the opportunity to go on all 10KD college tours. There will be two workshops dedicated to Applications to the 10KD Leadership Institute, an on campus experience for rising juniors and seniors during August 2014.

5. With 20/20 hindsight, is there anything you might have done differently, or is there anything you learned that will change the program in the future? As referenced above, the two biggest lessons learned from our inaugural year (and addressed in changes made for this year) were: 1) students need firmly established mandatory attendance requirements that are directly correlated to their need for academic support as evidenced by their grades and input from students high school teachers and 2) collaborative programming with 10,000 Degrees will be most effective if scheduled at specific times so as not to disrupt the other ELD programming.

Grant Report – Bridge the Gap College Prep Page 2 of 2 Bridge the Gap College Prep - Organizational and High School Extended Learning Day 2012-13 Budgets to Actuals for the Margoes Foundation 2012-2013 Projected Actual 2012- Actual 2012- FY2012-2013 High 2013 High Margoes 2013 Org Org Budget School School Funding Budget ELD Budget Budget PROJECTED INCOME Contributions and Grants Private Donations 433,000 408,158 101,213 89,580 Board Donations 116,000 153,925 27,115 33,782 Foundation Grants 215,000 195,150 50,256 42,830 25,000 Corporate and Business Grants 24,500 25,063 5,727 5,501 Total Contributions and Grants 788,500 782,296 184,310 171,693

Program Services Revenue MHA Service Agreement Revenue 42,500 42,500 17,000 17,000 Total Program Services Revenue 42,500 42,500 17,000 17,000

Investment Income Interest Income - - Gain/(Loss) on Stock Disposition (1,000) - Total Investment Income (1,000) 0 -

Uncategorized Income - -

TOTAL PROJECTED INCOME 830,000 824,796 201,310 188,693 GROSS PROFIT -

PROJECTED EXPENSES Scholarship and Grants 5,250 3,143 - -

Compensation Executive Director (Offs & Dir) 80,000 80,000 27,200 27,200 2,500 Educational Program Director 80,000 74,256 32,000 29,703 5,000 Development & Communications Director 60,000 55,000 1,350 1,238 Administrative Assistant 23,910 23,290 7,173 6,987 Volunteer Manager 36,910 36,490 3,691 3,649 Community Outreach and Parent Ed - - - Development Associate 32,035 22,268 - - Teachers 220,805 194,131 69,520 49,251 Teaching Staff 1-8 Extended Learning Day 1st Lang Arts/Math 28,440 22,820 - - 2-3 Lang Arts/Math 28,440 23,790 - - 4-6 Lang Arts / Math Teacher 28,440 33,033 - - 7-8 Lang Arts / Math 28,440 29,350 - - 1 Teaching Assistant 5,925 5,283 - - 1-8 Evening Program 1 K-4 Teacher/Coach 15,800 18,250 - - 1 5-8 Teacher/Coach 15,800 12,353 - - High School Extended Learning Day Lang Arts/Social Science Lead Teacher 31,600 28,258 31,600 28,258 5,000 Math Teacher 18,960 3,320 18,960 3,320 1,500 Science Teacher 18,960 2,270 18,960 2,270 1,500 Lang Arts/Social Science Lead Teacher - 15,403 - 15,403 5,000 Payroll Taxes 50,200 43,903 13,257 10,674 Total Compensation 583,860 529,338 154,191 128,701 2012-2013 Projected Actual 2012- Actual 2012- FY2012-2013 High 2013 High Margoes 2013 Org Org Budget School School Funding Budget ELD Budget Budget

Contractors Accounting and Book Keeping 11,500 9,748 - - Professional Fundraising (Grant Consultant) 30,000 20,872 750 522 Teachers ( Summer Program 8,928 5,500 - - Teachers ( Subs) - 3,993 - - Strategic Planning Consultants 10,350 7,763 3,312 2,484 Database Tracking Consultant 14,000 14,000 5,040 5,040 Website Dev Consultant 745 2,816 - - Total Contractors 75,523 64,692 9,102 8,046

Occupancy Expenses Rent - Center 20,555 18,842 8,222 7,537 2,500 Rent - Church 5,000 5,000 - - Cleaning and Maintenance 5,600 6,105 2,240 2,442 Telephone and Communications 1,800 1,634 720 654 Utilities ( PGE) 2,500 2,728 1,000 1,091 Security 1,116 1,300 446 520 Total Occupancy Expenses 36,571 35,609 12,628 12,244 Insurance Property and Liability Insurance 7,223 5,173 2,167 1,552 Workers Compensation Insurance 13,848 9,575 3,657 2,328 Total Insurance 21,071 14,748 5,824 3,880

Program Expense Healthy Snacks 25,000 23,485 10,000 9,394 1,000 Transportation Expense 11,300 10,363 - - Education Materials 8,000 4,605 2,400 1,382 500 Staff Development 0 83 - 33 Program events and celebrations 3,000 3,205 750 801 Program Supplies ( non cap) 600 4,133 240 1,653 500 Program Equipment, Furn (cap at year end) 9,400 7,190 3,290 2,517 Database, WebsiteVolunteer & Tracking Intake and and Evaluation Training 2,000 1,852 200 185 (non contractor exp) 200 109 60 33 Total Program Expense 59,500 55,025 16,940 15,998

General and Administrative Office Expense, equip and supplies 3,800 4,508 - - Fees and Bank Charges 3,200 3,263 - - Taxes and filing fees 200 202 - - Dues and Subscriptions 1,800 1,562 - - Conference, Convention and meetings 2,000 1,646 - - Meals and Entertainment 1,250 1,906 - - Gifts 500 0 - 0 Other G&A 750 1,069 - 0 Total General and Administrative 13,500 14,156 - - - Development Marketing Materials and Printing 3,700 2,223 - - Postage 1,000 830 - - Donor Paymemt and Processing 1,500 2,474 - Event Expenses - Spring Gala 46,000 45,181 - Event expenses - Cultivation 2,525 2,008 - - Total Development 54,725 52,716 - -

Total Expenses 850,000 769,426 198,686 168,868 25,000 Net Operating Income -20,000 55,370 2,625 19,825 - Notes - Following BTGCP's August 2012 submission, BTGCP revised its organizational and program budgets. The above represents the final budget approved by the board. With regard to the High School ELD, costs were slightly lower than projected as we did not fully staff in our first year of the program. We are profoundly grateful for support from the Margoes Foundation that helped us cover the cost of key staff, teaching and program expenses.

Grant Report BUILD

REPORT NARRATIVE QUESTIONS

1. What were the specific objectives of the funded project/program? According to BUILD's grant proposal, our partnership with the Margoes Foundation would provide support at our Peninsula Youth Business Incubator and BUILD would achieve the outcomes that are outlined below. Target outcomes for the project are: 1. Serve 150 sophomores and juniors from four high schools in San Mateo County. 2. Provide these students with a new comprehensive, written program that results in increased mastery of skills and knowledge. 3. Train staff to be more directed and focused on ensuring student mastery of the standards as measured by teacher self-assessment, peers, and student outcomes. 4. Provide more focused learning and ultimately higher student outcomes on areas that drive college-readiness. 5. Conduct a third-party evaluation that confirms the beneficial student outcomes that result from BUILD’s direct service program model. Additionally, BUILD has developed annual benchmarks, which are milestones we want students to achieve each year to demonstrate they are on track to reach BUILD’s desired outcomes. During the grant period, we strive for: - 90% of sophomores and juniors to complete the academic year - 70% of 10th and 11th-graders to be on track for four-year college eligibility - 90% of juniors to take the SAT or ACT - 90% of juniors to attend at least one BUILD college tour (historically, students cite this as a leading reason they decide to apply to and attend college) BUILD also has a set of four-year outcomes to which it holds itself accountable. These are: - 95% of seniors will graduate from high school - 100% of graduates will be accepted to at least one post-secondary institution - 90% of graduates will matriculate to a post-secondary education institution

2. In what specific ways were these objectives met? We began the year with 308 students at our Peninsula site, which represented a 6% growth in the number of students served at the Peninsula Site (290 in FY12 to 308 in FY13). At the end of the year, June 30, 2013, the number of students still enrolled at the Peninsula site was 277—for an overall within-year retention rate of 90%. Of those 277 students, we finished the academic year with 130 sophomores and juniors. Additional successes include 90% of our sophomore and junior classes completed the academic

Grant Report – BUILD Page 1 of 3 year, 100% of juniors pursuing admission to a four-year college took the SAT or ACT, 95% of Peninsula students attended at least one college trip, and 42% of our Peninsula sophomores and juniors ended the year on track to be four-year college eligible. The four-year outcomes outlined above were all met with 99% of our Peninsula seniors graduating high school and 100% of graduates being accepted into at least one post-secondary institution. Nationally, 94% of BUILD graduates have matriculated to a post-secondary institution. Our Peninsula site held its largest Holiday Sales Bazaar to date – with 37 student business teams in action. The Holiday Sales Bazaar is the first selling event of the year and especially monumental for our sophomore students as it is the first time they take their product to market after a full year and a half of planning and launching their businesses. The 37 teams displayed their professionalism and delivered their compelling sales pitches – at the Palo Alto Jewish Community Center on December 5, 2012. All of their hard work culminated in over $4,500 of combined gross revenue for the student teams at event. The E1 (freshmen) Bay Area students competed at a series of Showcases throughout the year in preparation for the Business Plan Competition (‘BPC’) in May. We had a robust attendance for Showcase 1 in January with 93% of E1 students participating. For the BPC, our panels of judges were chosen from top Bay Area business, community, academic, and education leaders with a total of over 25 judges having participated.

3. What objectives were not met and why? The objective that was not met was that 70% of 10th and 11th grade students would be on track for four-year college eligibility. Last year’s incoming sophomore class joined the E2 (sophomore) year as one of our lowest performing classes that we have seen, and our team successfully moved 42% to be on track for college eligibility. To ensure these students will become college eligible, BUILD provides academic advising and intervention, as well as online credit recovery through APEX. Additionally, we require students who are not yet college eligible to participate in BUILD’s double dosage approach. These students meet in our academic success centers to receive individualized and group tutoring one additional night per week. We also provide academic advising and intervention through an online credit recovery program. We are optimistic about a significant increase in the % of students who will on track for college eligibility as they hit senior year. Proudly, 90% of the BUILD Bay Area Class of 2013 received acceptances to at least one four- year university. About 84% percent of the BUILD Bay Area Class of 2013 was CSU-eligible by the end of their senior year – a true feat when noting the state average is 22% for Latino students and 24% for African American students. (We will continue to track their progress in college through data collected from National Student Clearinghouse and through our new partnership with Beyond12.)

4. What future plans do you have for the funded project/program? Last year, the Peninsula site was one of two sites piloting BUILD 4.0, which is our enhanced service model that deepened the focus of the organization from one of college-access to one of college-success. From the pilot year, our National Program Team is currently evaluating and refining our E2 (sophomore) curriculum to provide greater supplements and accurately assess the educational needs of our students in order to best situate them for college and career success. In the 2013-2014 academic year, all five BUILD sites are implementing the BUILD 4.0 curriculum. On the Peninsula, we are deepening our engagement with one of our longest standing partner schools, Sequoia High School, and are again offering two ninth-grade BUILD sections this

Grant Report – BUILD Page 2 of 3 academic year.

5. With 20/20 hindsight, is there anything you might have done differently, or is there anything you learned that will change the program in the future? We are continuously evaluating our program to ensure we are serving the students to the best of our abilities. BUILD 4.0 is measured by 19 learning standards, all of which are learning standards that research shows promote college success. However, this past year we learned that a roll out of 19 standards were too many at once, and in hindsight we would phase the roll out of different parts of the BUILD 4.0 curriculum that drive different standards. Currently, we are putting together a “curriculum workgroup” of program staff to evaluate and revise the roll-out process of BUILD 4.0. This summer, our National Program Team created a guide to help our program staff deliver the curriculum with fidelity to ensure that they are focusing on areas of BUILD 4.0 that we believe drive the most impact to students. We also learned that assessing 19 standards throughout the year is an ambitious goal given our National Program Team’s resources. We chose not to update our Salesforce database (which was cost prohibitive) as collecting, capturing, and analyzing the data for the 19 learning standards took additional time. We were unable to publish assessments throughout the year, which could have influenced the roll-out process. This year, our National Program Team is growing with a new Manager of Curriculum Design position and Nicole Ramos, formerly the National Curriculum and Education Specialist, has been promoted to the new position of Director of National Programs in which she will guide the creation and delivery of curriculum across all five sites in the organization. We would like to thank the Margoes Foundation for your ongoing support of our work and our students!

Grant Report – BUILD Page 3 of 3 12:01 PM Businesses United in Investing, Lending and Development 10/03/13 Cash Basis Margoes Foundation July 2012 through June 2013 Jul '12 - Jun 13

Ordinary Income/Expense Income 4000 · Contributions, Support 4310 · Foundation & Trust Grant- Restr 4311 · Foundation & Trust Grant- Restr 25,000.00 Total 4310 · Foundation & Trust Grant- Restr 25,000.00

Total 4000 · Contributions, Support 25,000.00

Total Income 25,000.00

Gross Profit 25,000.00

Expense 7200 · Compensation & Related Expenses 7210 · Compensation 7211 · Salaries and Wages 13,405.56 Total 7210 · Compensation 13,405.56

7290 · Workers Comp Insurance 965.27 Total 7200 · Compensation & Related Expenses 14,370.83

7270 · Recruitment & Relocation 7272 · Recruitment Ads 400.00 Total 7270 · Recruitment & Relocation 400.00

7300 · Professional Fees 7351 · Finger Printing 290.00 7390 · Other Professional Fees 450.00 Total 7300 · Professional Fees 740.00

7400 · General Supplies 7411 · Classroom & General 590.27 7417 · Teacher Instructional Materials 4.95 Total 7400 · General Supplies 595.22

7480 · Postage and Delivery 134.92 7600 · Telecommunications 7605 · Office Phones 253.61 7607 · Internet 31.42 Total 7600 · Telecommunications 285.03

8000 · Facilities 8013 · Maintenance 772.63 8014 · Office Rent 4,565.59

Page 1 of 2 12:01 PM Businesses United in Investing, Lending and Development 10/03/13 Cash Basis Margoes Foundation July 2012 through June 2013 Jul '12 - Jun 13

8017 · Utilities 2,126.09 Total 8000 · Facilities 7,464.31

8100 · Printing and Reproduction 8102 · Dev. Materials & Brochures 167.98 Total 8100 · Printing and Reproduction 167.98

8300 · Travel 8306 · College Tours 90.00 8310 · Local Transportation 8310 · Local Transportation - Other 96.02 Total 8310 · Local Transportation 96.02

Total 8300 · Travel 186.02

8400 · Conferences and Meetings 8405 · Student Food 602.22 8414 · Sales Bazaar 53.47 Total 8400 · Conferences and Meetings 655.69

Total Expense 25,000.00

Net Ordinary Income 0.00

Net Income 0.00

Page 2 of 2 To: Board of Directors of Margoes Foundation Dated: October 2013

We are pleased to report to you on the use of the $21,000 provided by Margoes Foundation to Fostering Futures. As requested, we are responding to your specific questions:

1. What were the specific objectives of the funded project/program?

We used the funding, as reflected in our grant request, to provide scholarships to former foster youth attending higher education. Specifically, the $21,000 funded 5 renewal applicants at $3,000 each, for a total of $15,000, plus 4 new students at $1,000 each, for a total of $4,000. The total expended funds were $19,000. With your permission, we wish to use the remaining $2,000 to fund a subsequent renewal for one of the 4 new first-year students.

2. In what specific ways were these objectives met?

Five of the seven renewal students for whom we requested funding successfully completed the school year for which the scholarships were granted, as did the four new first-year students.

3. What objectives were not met and why?

Two of the students for whom we requested funding, Lerone and Richard, were unsuccessful in meeting the academic requirements for the previous school year and, therefore, did not receive the planned funds. Although unfortunate, Fostering Futures did not actually spend any of the anticipated Margoes grant funds on those two students for the grant year.

4. What future plans do you have for the funded project/program?

As we have done for the past several years and as our budget permits, we will continue funding renewable scholarships for former foster youth who have shown the ability and dedication to pursue higher education.

5. With 20/20 hindsight, is there anything you might have done differently, or is there anything you learned that will change the program in the future?

No. However, although not new, we know that mentoring is an important element to our program and excellent tool and resource to assist students achieve their goals. The two young men who did not renew as we anticipated were unable to continue to stay focused under the difficult situation of balancing part-time work schedules with the demands of study. Our overall successes have been good and we will continue to provide mentoring to our students, which we consider the best way to assist them in overcoming challenges.

Attachment:

Financial statement for the project showing how the grant funds were allocated.

Respectfully submitted to Margoes Foundation by Marion Kenyon, Fostering Futures Co- founder and Board President

Fostering Futures 2013 Report Margoes-funded Student Scholarship Recipients

Renewal Funds School Attended Students Rec'd Lacou San Francisco State University $3,000 Jessie San Francisco State University $3,000 Darryn San Francisco State University $3,000 Chelsea California State University East Bay $3,000 Amy San Francisco State University $3,000

1st Year Students John University of California Merced $1,000 David University of California Berkeley $1,000 Haley City College of San Francisco $1,000 DeeDee City College of San Francisco $1,000

Total Funding to Students $19,000

Held in Reserve for potential next-year renewal of one of above-listed 1st year students $2,000

Total Funds from Margoes Foundation $21,000

"Attachment"