Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 2,321,418 | 4,487,935 | 4,254,331 | 3,203,537 | 6,926,630 | 21,193,851 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 2,321,418 | 4,487,935 | 4,254,331 | 3,203,537 | 6,926,630 | 21,193,851 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 3,443,956 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 17,749,895 | |||||
Calendar year
(or fiscal year beginning in)
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(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,321,418 | 4,487,935 | 4,254,331 | 3,203,537 | 6,926,630 | 21,193,851 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 0 | 6,465 | 1,104 | 17,510 | 49,336 | 74,415 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 98,802 | 0 | 0 | 0 | 0 | 98,802 |
| 11 | Total support. Add lines 7 through 10 | 21,367,068 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
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(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
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2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
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5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| Part III, Line 4a - Program Service Accomplishments: | Ceres Community Project's mission is to improve health for people, communities and the planet through love, healing meals and empowering the next generation. 2023 Highlights: - Meal Program - We provided 215,924 meals - more than ever before - for 1,390 clients and their family members. - Youth Program - 319 young people from 47 different schools participated in 14,835 hours of service and learning at Ceres. - We completed cohort one and launched cohort two of the Healthy Eating Educator Internship. Twenty-three interns taught 75 classes during the year, reaching 777 children and youth. - We completed the remodel and move to a new kitchen in Novato and expanded that program from 3 to 4 days a week, adding a second delivery shift. This site offers additional capacity of up to 50,000 meals annually beyond what we had before which is critical given that we are at capacity in the Santa Rosa and Sebastopol kitchens. - We made significant progress towards realizing the Center for Food, Youth & Community, our new central facility that will support more efficient and long-term scaling of our impact. We ended 2023 with 64% ($13.4 million) of the funding committed; we have submitted for construction permits; and are in the process of selecting our general contractor. - In our Affiliate Program, we welcomed four new Executive Directors and one new program - Snohomish Healing Project. - In our policy work, we helped facilitate a two-day meeting of the Aspen Institute Food & Society Program and the development of a Mass Feeding Plan for County of Marin; advocated for the importance of locally-based food as medicine solutions; and convened a group of state policy leaders to develop a strategy to preference organic food within California's MediCal food benefit. - On the operational front, we made continued progress on building out new technology solutions and workflows to support the organization that we are becoming. This included a redesign of the Client section of our Salesforce database; growing our capacity to manage health care contracts and claims billing; systems to track and manage the volunteer pipeline and volunteer engagement; and beginning work around nutrition risk screening and increasing client support from our two registered dietitian nutritionists. Summary Metrics - The following table summarizes our overall "reach" for the year. 2022- 2023 REACH 2020 2021 2022 2023 Change ------ ------ ------ ------ ------- Direct 3,697 3,996 3,868 4,127 6.7% Clients & Family Members (Meals) 2,211 2,253 2,559 2,419 -5.5% Youth Volunteers 324 325 291 319 9.6% Adult Volunteers 616 562 582 612 5.2% Nutrition Education Class Participants 546 856 436 777 78.2% Digital (Email & Social) 17,000 17,000 16,200 20,745 28.1% Unique Web Visitors 44,000 42,200 -4.1% Press (Millions) 17.3 39.0 23.1 70.7 206.1% Program Metrics Summary - Meal growth slowed from 12% in 2022 to 6.5% in 2023. Our increased focus on the Youth Development Program paid off with a 10% increase in the number of youth involved and a 16% increase in youth hours. Adult volunteer engagement also grew slightly. Overall metrics for the year are as follows: 2022- 2023 2020 2021 2022 2023 Change ------ ------ ------ ------ ------- Clients 1,579 1,609 1,319 1,390 5.4% Meals 183,761 181,215 202,810 215,924 6.5% Youth 324 325 291 319 9.6% Youth Hours Total 11,876 13,908 12,802 14,835 15.9% Garden Youth 119 272 166 172 3.6% Garden Youth Hours 2,858 4,123 3,142 2,635 -16.1% Adult Vol 616 562 582 612 5.2% Adult Hours 17,963 27,891 29,229 31,703 8.5% 2022- 2023 Client Demographics* 2020 2021 2022 2023 Change ------ ------ ------ ------ ------- Female 62.1% 66.8% 66.3% 54.20% -18.3% 60+ 68.0% 57.8% 58.4% 64.00% 9.6% Non-Caucasian 27.3% 46.5% 43.3% 46.50% 7.4% Hispanic 19.7% 35.9% 32.9% 32.30% -1.8% Spanish Speaking 14.3% 31.0% 27.5% 19.50% -29.1% < 200% Poverty 77.1% 84.9% 83.2% 82.30% -1.1% Living Alone 73.3% 79.7% 52.4% 59.30% 13.2% Cancer 30.3% 25.7% 27.5% 30.6% 11.3% Chronic Conditions 48.3% 46.6% 50.9% 51.9% 2.0% *NOTE: Excludes Meals for Health Clients (8.3% of all clients) Food Insecurity We screen all clients for food insecurity using a validated two-question screen. In 2023: - 62% of Ceres' clients screened positive for food insecurity compared to 43.7% in 2022. - Of the 862 clients who screened positive, 711 or 82.4% accepted additional food support: o 655 clients received a grocery bag only (no extra meals) o 32 clients received 1 additional serving of meals (no grocery bag) o 24 clients received a grocery bag and 1 additional serving of meals (likely because we were also serving the family) Youth Development Program - - Launched year two of the Healthy Eating Peer Educator Internship pilot (funded by a grant from California Department of Food and Ag), hiring 12 high school students. Interns complete an intensive summer training before developing curriculum units and teaching classes to children and youth during the school year. The Year 1 cohort taught 84 classes reaching more than 1,000 children. Classes are held in afterschool programs and libraries. - Redesigned the Youth Program surveys and were ready to relaunch data collection and program evaluation in early 2024. 2020- 2021 Youth Demographics 2020 2021 2022 2023 Change ------ ------ ------ ------ ------- Gender - Female 61.2% 64.4% 64.8% 62.4% -3.7% Male 37.9% 34.4% 33.2% 34.8% 4.8% Non-binary 0.9% 1.2% 1.3% 1.3% 0.0% N/A 0.7% 1.5% 114.3% Age - 16 and younger 42.7% 51.5% 52.6% 45.5% -13.5% 17 and older 57.3% 49.5% 47.4% 54.5% 15.0% Race/Ethnicity - Caucasian 69.3% 63.9% -7.8% Asian/Pacific Islander 17.7% 17.6% -0.6% Hispanic 8.1% 11.0% 35.8% Other 4.9% 7.5% 53.1% Length in Program - 1 year or less 18.4% 59.8% 55.7% 55.2% -0.9% Longer than 1 year 81.6% 40.2% 44.3% 44.8% 1.1% Teen Leaders (Total) 90 81 69 86 24.6% Green Aprons (Total) 104 94 83 71 -14.5% Teen Leaders (New) 29 27 33 22.2% Green Aprons (New) 25 35 67 91.4% |
| PART III, LINE 4B - Program Service Accomplishments: | Driving System Change - During 2023, Ceres remained active in regional, state and national coalitions working to build a healthier, more just and more sustainable food system, as well as continuing our work to educate our stakeholders and community about important issues related to building a healthy, just and sustainable future. Key highlights include: White House Conference: In 2023, Cathryn participated in a panel discussion at a regional "Come to the Table" event sponsored by USDA and The Root Cause Coalition as a follow-up to the White House Conference. Coding for Food: As efforts move forward to integrate medically tailored meals and other food interventions into health care, it is vital to have approved codes to document assessment of food needs, referral to food interventions, and the provision of various interventions. Coding is complex and overseen by a number of different entities. Beginning in early 2022, Cathryn has served on a national steering committee that is leading the effort to establish medical codes for food is medicine interventions. We now have funding to support this effort and have partnered with the Gravity Project (https://thegravityproject.net/) which will be leading this effort with our guidance. She and Nutrition Care Manager Kim Madsen will continue to serve on the steering committee to help guide this work. CalAIM Community Supports Benefit: The new medically tailored meal benefit under California's MediCal health system went live in January 2022. Building health care contracting and claims billing capacity continued to be a significant priority for Ceres in 2023 and we were able to scale billing from $94,000 at the end of 2022 to about $580,000 in 2023. California Health Care Foundation CalAIM CBO Consortium: Ceres' CEO was one of eight nonprofit leaders invited to participate in a CBO consortium to provide feedback to Department of Health Care Services on the roll-out of CalAIM. This was a critically important opportunity to shape the implementation of CalAIM in a way that benefits California CBOs, communities, and local sustainable agriculture. This resulted in a presentation directly to DHCS staff in 2022, and a second meeting in early 2023. Prioritizing Organics: It is likely that in 2027 the current Medically Supportive Food & Nutrition "service" will move to a permanent benefit in the state's MediCal system. Instead of individual health plans choosing whether or not to offer this service, it will be required for individuals with certain diagnoses. At that point, the state itself will be "paying for food". Recently, as part of the state's climate strategy, California set a goal to double land in organic production by 2024 (from 10% to 20% of state agriculture). In early 2023, Cathryn convened a group of policy leaders to discuss whether this set the stage for including a preference for organically grown food (with a potential price premium) within the eventual MediCal benefit. This group includes leaders from Health Care without Harm, California Certified Organic Farmers, Natural Resources Defense Council and the Center for Health Law & Policy Innovation at Harvard Law. Ceres has facilitated five or six meetings of this initial stakeholder group and we have agreed that there is a policy opportunity worth pursuing. In 2024 we will continue to provide coordination and facilitation support for this ongoing effort and expect to begin a coordinated advocacy strategy by the end of this year. Aspen Institute Food is Medicine Research Action Plan: Cathryn was an advisor to the development of this document during the early stages of COVID. In 2023, she co-facilitated a two-day meeting to gather input for a revision to the plan focused specifically on what we are learning in California from the roll-out of the Medically Supportive Food & Nutrition services in MediCal. She continues to advise in this update and will be involved in several meetings in 2024 to roll out the new plan. Kaiser Family Medicine Residency: For the past four or five years, Ceres has been hosting Kaiser Santa Rosa Family Medicine Residents for a two week "experience" at the end of their first year of residency. The residents get an overview of our work, attend two shifts in the kitchen and one shift in the garden, meet with teens to talk about their career paths, conduct a nutrition assessment with one of their patients, and research and present on a nutrition topic. The experience provides an in-depth look at the importance of food is medicine, and also helps residents understand how CBOs can be partners in accomplishing their patients' health goals. Coalitions - Ceres participates in more than a dozen coalitions supporting emergency response, health care, nutrition and food system change efforts. Among these, Ceres' CEO served on the Advisory Board for the Food is Medicine Coalition, on the board for Health Action Together, and on the Leadership Team for Hearts of Sonoma County. - Federal: Food is Medicine Coalition, The Root Cause Coalition, The Federal Nutrition Advisory Coalition, Federal Good Food Purchasing Coalition - State: California Food is Medicine Coalition, California Food & Farming Network, Meals on Wheels California - Local: Health Action Together, Hearts of Sonoma County, Marin Food Policy Council, Sonoma County COAD, Marin County VOAD, Marin HEAL Nourishing Discourse Blog - Ceres publishes an occasional blog series aimed at educating our stakeholders about important policy issues related to our mission. This work is overseen by Ceres' Staff Policy Workgroup and guided by our four-pronged Policy Platform: Food and Health, Health Equity, Food Quality & Climate, and Youth. In 2023, we published the following blogs: - MTMs Gain Momentum as a Valuable Health Care Strategy - Why Organic Matters - What's Lost with Pandemic-Era Benefits Ending? - Youth Mental Health & Social Media Adding Our Voice - Letters of Support - Ceres signed on to 56 letters in 2023 some of which supported multiple priority areas: - 19 Food & Health - 14 Health Equity - 23 Food Quality & Climate - 9 Youth Focus Regional and National Presentations - In 2023, we participated in the following presentations: - USDA Come to the Table Event on food is medicine in MediCal - Aspen Institute two-day convening to update the Research Action Plan - Food is Medicine Coalition Annual Convening - presentation on our perinatal work under USDA GusNIP funding - Hearts of Sonoma County - presentation on food is medicine and new opportunities in MediCal Media & Digital Reach - - Media coverage about our work reached 70.7 million people via 36 stories in print, radio and podcast, including: o Food as Medicine segment on The Root Cause Coalition's podcast o Food as Medicine article in the Washington Post o Spring gardening article in Sonoma Magazine o Numerous articles in local press about our new building o Marin Independent Journal articles on our new kitchen in Novato and on our Healthy Eating Peer Educator Internship Program o Press Democrat article about our Really Goode Cause award - Educational communications reached 42,000 on our website, 10,000+ through Ceres' email list and 9,000 via our social media platforms. |
| Part III, Line 4C - Program Service Accomplishments: | Diversity, Equity, Inclusion & Belonging (DEIB) - Ceres continued our commitment to ED&I work in 2023 through the leadership of a staff-led DEIB Committee. Along with continued steps to make our services more accessible to Latinx and Spanish-speaking clients, we also moved this work forward at the board and staff level. In 2023, we provided the following trainings via staff meetings and emails: - "EDIB - What Does it Mean?" Staff meeting presentation (2/10/2023) - "Resources for Black History Month" email to staff (2/27/2023) - "Neurodiversity Celebration Week" email to staff (3/23/2023) - "Trans Day of Visibility & Cesar Chavez Day" email to staff (3/30/2023) - "Neurodiversity and Ceres" staff meeting presentation by Billy and G (4/14/2023) - "Mental Health Awareness Month" email to staff (5/22/2023) - "Pride Month" email to staff (6/7/2023) - "Mental Health and Nutrition" staff meeting presentation by Rachel, Billy, G and guest presenter, John (8/11/2023) - "Food and Racial Equity" guest speaker presentation by Agricultural Institute of Marin (10/13/2023) - "National Native American and Indigenous Heritage Month" email to staff (11/10/2023) Emergency Preparedness/Continuity of Operations - Beginning with the 2017 wildfires, Ceres has served as an emergency food provider. As the continued threats from wildfires, power outages and floods in our region have become evident, we have worked to protect Ceres' ability to maintain operations during disasters, and to formalize contracts to support this work. 2023 efforts included: - Under our contract with County of Sonoma, delivered meals to the county-operated shelter in response to the January flood emergency. - Supported the development of a Disaster Feeding Plan for county of Marin; now serving on Disaster Food Workgroup. - Participated in both the Marin County VOAD and the Sonoma County COAD (Volunteer/Community Organizations Active in Disasters), as well as the Emergency Food work groups of both entities. - Convened Ceres Incident Command Team for several meetings, including a tabletop exercise to test new systems put in place for disasters. |
| Part VI, Line 11b - Form 990 Review Process: | THE FORM 990 IS REVIEWED AND APPROVED BY THE FINANCE COMMITTEE AND DISTRIBUTED TO THE BOARD OF DIRECTORS PRIOR TO FILING. |
| Part VI, Line 12c - Explanation of Monitoring & Enforcement of Conflicts: | THE ORGANIZATION REVIEWS ALL COMPENSATION OF OFFICERS AND EMPLOYEES ANNUALLY AND REQUESTS DISCLOSURE OF ANY POSSIBLE CONFLICT OF INTEREST OF BOARD MEMBERS, OFFICERS AND EMPLOYEES IN ORDER TO ENFORCE COMPLIANCE WITH THIS POLICY. |
| Part VI, Line 15a - Compensation Review and Approval Process: | THE COMPENSATION OF THE EXECUTIVE DIRECTOR WAS COMPARED TO A STUDY OF NON PROFIT SALARIES FOR SIMILAR SIZED ORGANIZATIONS IN THE SAN FRANCISCO BAY AREA. |
| Part VI, Line 15b - Compensation Review and Approval Process: | THE COMPENSATION OF OTHER EMPLOYEES WERE COMPARED TO A STUDY OF NON PROFIT SALARIES FOR SIMILAR SIZED ORGANIZATIONS IN THE SAN FRANCISCO BAY AREA. |
| Part VI, Line 19 - Other Organization Documents Publicly Available: | THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST IN WRITING OR IN PERSON. |
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