TY 2025 Form 990

(A)
Name and title

(B)
Average hours per week (list any hours for related organizations below dotted line)

(D)
Reportable compensation from the organization (W-2/1099-MISC/1099-NEC)

(E)
Reportable compensation from related organizations (W-2/1099-MISC/1099-NEC)

(F)
Estimated amount of other compensation from the organization and related organizations

(1) Catherine Kineavy......................................................................
Deputy Director

32.50
.................
0.00

102,597

(2) Anne Vincent......................................................................
President

1.00
.................
0.00

(3) Chris Rutgers......................................................................
Treasurer

1.00
.................
0.00

(4) Tia Quinn......................................................................
Secretary

1.00
.................
0.00

(5) Matt D'Arrigo......................................................................
Director

1.00
.................
0.00

(A)
Name and title

(B)
Average hours per week (list any hours for related organizations below dotted line)

(D)
Reportable compensation from the organization (W-2/1099-MISC/1099-NEC)

(E)
Reportable compensation from related organizations (W-2/1099-MISC/1099-NEC)

(F)
Estimated amount of other compensation from the organization and related organizations

(A)
Name and business address

(B)
Description of services

Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization 0

- TIN:

SCHEDULE A
(Form 990)

Department of the Treasury
Internal Revenue Service

Public Charity Status and Public Support

Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust.
Attach to Form 990 or Form 990-EZ.
Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

2025

Open to Public
Inspection

Name of the organization

Clare Rose Foundation Center
for Creative Youth Development

Employer identification number

85-1465412

Part I

Reason for Public Charity Status (All organizations must complete this part.) See instructions.

The organization is not a private foundation because it is: (For lines 1 through 12, check only one box.)

A church, convention of churches, or association of churches described in section 170(b)(1)(A)(i).

A school described in section 170(b)(1)(A)(ii). (Attach Schedule E (Form 990).)

A hospital or a cooperative hospital service organization described in section 170(b)(1)(A)(iii).

A medical research organization operated in conjunction with a hospital described in section 170(b)(1)(A)(iii). Enter the hospital's name, city, and state:

An organization operated for the benefit of a college or university owned or operated by a governmental unit described in section 170(b)(1)(A)(iv). (Complete Part II.)

A federal, state, or local government or governmental unit described in section 170(b)(1)(A)(v).

An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in section 170(b)(1)(A)(vi). (Complete Part II.)

A community trust described in section 170(b)(1)(A)(vi). (Complete Part II.)

An agricultural research organization described in 170(b)(1)(A)(ix) operated in conjunction with a land-grant college or university or a non-land grant college of agriculture. See instructions. Enter the name, city, and state of the college or university:

An organization that normally receives: (1) more than 33 1/3% of its support from contributions, membership fees, and gross receipts from activities related to its exempt functions—subject to certain exceptions, and (2) no more than 33 1/3% of its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses acquired by the organization after June 30, 1975. See section 509(a)(2). (Complete Part III.)

An organization organized and operated exclusively to test for public safety. See section 509(a)(4).

An organization organized and operated exclusively for the benefit of, to perform the functions of, or to carry out the purposes of one or more publicly supported organizations described in section 509(a)(1) or section 509(a)(2). See section 509(a)(3). Check the box on lines 12a through 12d that describes the type of supporting organization and complete lines 12e, 12f, and 12g.

Type I. A supporting organization operated, supervised, or controlled by its supported organization(s), typically by giving the supported organization(s) the power to regularly appoint or elect a majority of the directors or trustees of the supporting organization. You must complete Part IV, Sections A and B.

Type II. A supporting organization supervised or controlled in connection with its supported organization(s), by having control or management of the supporting organization vested in the same persons that control or manage the supported organization(s). You must complete Part IV, Sections A and C.

Type III functionally integrated. A supporting organization operated in connection with, and functionally integrated with, its supported organization(s) (see instructions). You must complete Part IV, Sections A, D, and E.

Type III non-functionally integrated. A supporting organization operated in connection with its supported organization(s) that is not functionally integrated. The organization must generally satisfy a distribution requirement and an attentiveness requirement (see instructions). You must complete Part IV, Sections A and D, and Part V.

Check this box if the organization received a written determination from the IRS that it is a Type I, Type II, Type III functionally integrated, or Type III non-functionally integrated supporting organization.

Enter the number of supported organizations ...........................

Provide the following information about the supported organization(s).

(i) Name of supported organization	(ii) EIN	(iv) Is the organization listed in your governing document?		(v) Amount of monetary support (see instructions)	(vi) Amount of other support (see instructions)
(i) Name of supported organization	(ii) EIN	Yes	No	(v) Amount of monetary support (see instructions)	(vi) Amount of other support (see instructions)


Total

For Paperwork Reduction Act Notice, see the Instructions for
Form 990 or 990-EZ.

Cat. No. 11285F

Schedule A (Form 990) 2025

Page 2

Part II

Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi)
(Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization failed to qualify under the tests listed below, please complete Part III.)

Section A. Public Support

Calendar year (or fiscal year beginning in)		(a) 2021	(b) 2022	(c) 2023	(d) 2024	(e) 2025	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") ..	298,250	427,887	458,245	318,855	767,033	2,270,270
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	298,250	427,887	458,245	318,855	767,033	2,270,270
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) ..						1,814,591
6	Public support. Subtract line 5 from line 4.						455,679

Section B. Total Support

Calendar year (or fiscal year beginning in)		(a) 2021	(b) 2022	(c) 2023	(d) 2024	(e) 2025	(f) Total
7	Amounts from line 4..	298,250	427,887	458,245	318,855	767,033	2,270,270
8	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources...				35		35
9	Net income from unrelated business activities, whether or not the business is regularly carried on..						0
10	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.)..						0
11	Total support. Add lines 7 through 10						2,270,305

Gross receipts from related activities, etc. (see instructions) ..................

173,235

First 5 years. If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here ........................................

Section C. Computation of Public Support Percentage

Public support percentage for 2025 (line 6, column (f) divided by line 11, column (f)) .........

20.070 %

Public support percentage for 2024 Schedule A, Part II, line 14 ...............

15.780 %

16a

33 1/3% support test—2025. If the organization did not check the box on line 13, and line 14 is 33 1/3% or more, check this box
and stop here. The organization qualifies as a publicly supported organization .......................

33 1/3% support test—2024. If the organization did not check a box on line 13 or 16a, and line 15 is 33 1/3% or more, check this
box and stop here. The organization qualifies as a publicly supported organization .....................

17a

10%-facts-and-circumstances test—2025. If the organization did not check a box on line 13, 16a, or 16b, and line 14 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here. Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization ............

10%-facts-and-circumstances test—2024. If the organization did not check a box on line 13, 16a, 16b, or 17a, and line 15 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here. Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization ............

Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see
instructions .....................................................

Schedule A (Form 990) 2025

Page 3

Part III

Support Schedule for Organizations Described in Section 509(a)(2)
(Complete only if you checked the box on line 10 of Part I or if the organization failed to qualify under Part II. If the organization fails to qualify under the tests listed below, please complete Part II.)

Section A. Public Support

Calendar year (or fiscal year beginning in)		(a) 2021	(b) 2022	(c) 2023	(d) 2024	(e) 2025	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.")
2	Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose
3	Gross receipts from activities that are not an unrelated trade or business under section 513 .....
4	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf...
5	The value of services or facilities furnished by a governmental unit to the organization without charge
6	Total. Add lines 1 through 5
7a	Amounts included on lines 1, 2, and 3 received from disqualified persons
b	Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year.
c	Add lines 7a and 7b..
8	Public support. (Subtract line 7c from line 6.)

Section B. Total Support

Calendar year (or fiscal year beginning in)		(a) 2021	(b) 2022	(c) 2023	(d) 2024	(e) 2025	(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 C. Computation of Public Support Percentage

Public support percentage for 2025 (line 8, column (f) divided by line 13, column (f)) .........

Public support percentage from 2024 Schedule A, Part III, line 15 ...............

Section D. Computation of Investment Income Percentage

Investment income percentage for 2025 (line 10c, column (f) divided by line 13, column (f)) ......

Investment income percentage from 2024 Schedule A, Part III, line 17 .............

19a

33 1/3% support tests-2025. If the organization did not check the box on line 14, and line 15 is more than 33 1/3%, and line 17 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization .......

33 1/3 % support tests—2024. If the organization did not check a box on line 14 or line 19a, and line 16 is more than 33 1/3% and line 18 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization .....

Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions ....

Schedule A (Form 990) 2025

Page 4

Part IV

Supporting Organizations

(Complete only if you checked a box on line 12 of Part I. If you checked box 12a, of Part I, complete Sections A and B. If you checked box 12b, of Part I, complete Sections A and C. If you checked box 12c, of Part I, complete Sections A, D, and E. If you checked box12d, of Part I, complete Sections A and D, and complete Part V.)

Section A. All Supporting Organizations

Yes

Are all of the organization’s supported organizations listed by name in the organization’s governing documents?
If "No," describe in Part VI how the supported organizations are designated. If designated by class or purpose,
describe the designation. If historic and continuing relationship, explain.

Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? If "Yes," explain in Part VI how the organization determined that the supported organization was described in section 509(a)(1) or (2).

Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? If "Yes," answer lines 3b and 3c below.

Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? If "Yes," describe in Part VI when and how the organization made the determination.

Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? If "Yes," explain in Part VI what controls the organization put in place to ensure such use.

Was any supported organization not organized in the United States ("foreign supported organization")? If “Yes” and if you checked box 12a or 12b in Part I, answer lines 4b and 4c below.

Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? If “Yes,” describe in Part VI how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations.

Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? If “Yes,” explain in Part VI what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes.

Did the organization add, substitute, or remove any supported organizations during the tax year? If “Yes,” answer lines 5b and 5c below (if applicable). Also, provide detail in Part VI, including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization's organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document).

Type I or Type II only. Was any added or substituted supported organization part of a class already designated in the organization's organizing document?

Substitutions only. Was the substitution the result of an event beyond the organization's control?

Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization’s supported organizations? If “Yes,” provide detail in Part VI.

Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? If “Yes,” complete Part I of Schedule L (Form 990) .

Did the organization make a loan to a disqualified person (as defined in section 4958) not described on line 7? If “Yes,” complete Part I of Schedule L (Form 990).

Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons, as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? If “Yes,” provide detail in Part VI.

Did one or more disqualified persons (as defined on line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? If “Yes,” provide detail in Part VI.

Did a disqualified person (as defined on line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? If “Yes,” provide detail in Part VI.

10a

Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? If “Yes,” answer line 10b below.

10a

Did the organization have any excess business holdings in the tax year? (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings).

10b

Schedule A (Form 990) 2025

Page 5

Part IV

Supporting Organizations (continued)

Yes

Has the organization accepted a gift or contribution from any of the following persons?

A person who directly or indirectly controls, either alone or together with persons described on lines 11b and 11c below, the governing body of a supported organization?

11a

A family member of a person described on 11a above?

11b

A 35% controlled entity of a person described on line 11a or 11b above? If “Yes” to 11a, 11b, or 11c, provide detail in Part VI.

11c

Section B. Type I Supporting Organizations

Yes

Did the officers, directors, trustees, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization’s directors or trustees at all times during the tax year? If “No,” describe in Part VI how the supported organization(s) effectively operated, supervised, or controlled the organization’s activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove directors or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year.

Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? If “Yes,” explain in Part VI how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised or controlled the supporting organization.

Section C. Type II Supporting Organizations

Yes

Were a majority of the organization’s directors or trustees during the tax year also a majority of the directors or trustees of each of the organization’s supported organization(s)? If “No,” describe in Part VI how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s).

Section D. All Type III Supporting Organizations

Yes

Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided?

Were any of the organization’s officers, directors, or trustees either (i) appointed or elected by the supported organization(s) or (ii) serving on the governing body of a supported organization? If "No," explain in Part VI how the organization maintained a close and continuous working relationship with the supported organization(s).

By reason of the relationship described in line 2 above, did the organization’s supported organizations have a significant voice in the organization’s investment policies and in directing the use of the organization’s income or assets at all times during the tax year? If "Yes," describe in Part VI the role the organization’s supported organizations played in this regard.

Section E. Type III Functionally-Integrated Supporting Organizations

Check the box next to the method that the organization used to satisfy the Integral Part Test during the year (see instructions):

The organization satisfied the Activities Test. Complete line 2 below.

The organization is the parent of each of its supported organizations. Complete line 3 below.

The organization supported a governmental supported organization. Describe in Part VI how you supported a governmental supported organization (see instructions).

Activities Test. Answer lines 2a and 2b below.

Yes

Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of its supported organization(s)? If "Yes," then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to each of its supported organizations, and how the organization determined that these activities constituted substantially all of its activities.

Did the activities described on line 2a, above, constitute activities that, but for the organization’s involvement, one or more of the organization’s supported organization(s) would have been engaged in? If “Yes,” explain in Part VI the reasons for the organization’s position that its supported organization(s) would have engaged in these activities but for the organization’s involvement.

Parent of Supported Organizations. Answer lines 3a, 3b, and 3c below.

Are the organization and its supported organization(s) part of an integrated system (for example, a hospital system)? If “Yes,” provide details in Part VI.

Did the organization direct the policies, programs, and activities of each of its supported organizations? If "Yes," describe in Part VI the role played by the organization in this regard.

Did the organization have the power to regularly appoint or elect (and remove) a majority of the officers, directors, or trustees of each of the supported organizations?If "Yes" or "No", provide details in Part VI.

Schedule A (Form 990) 2025

Page 6

Part V

Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations

Check here if the organization satisfied the Integral Part Test as a qualifying trust on Nov. 20, 1970 (explain in Part VI). See instructions. All other Type III non-functionally integrated supporting organizations must complete Sections A through E.

	Section A - Adjusted Net Income		(A) Prior Year	(B) Current Year (optional)
1	Net short-term capital gain	1
2	Recoveries of prior-year distributions	2
3	Other gross income (see instructions)	3
4	Add lines 1 through 3	4
5	Depreciation and depletion	5
6	Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions)	6
7	Other expenses (see instructions)	7
8	Adjusted Net Income (subtract lines 5, 6 and 7 from line 4)	8

	Section B - Minimum Asset Amount		(A) Prior Year	(B) Current Year (optional)
1	Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year):	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):
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

Check here if the current year is the organization's first as a non-functionally- integrated Type III supporting organization (see instructions)

Schedule A (Form 990) 2025

Page 7

Part V

Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations(continued)

Section D - Distributions		Current Year
1 Amounts paid to supported organizations to accomplish exempt purposes	1
2 Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity	2
3 Administrative expenses paid to accomplish exempt purposes of supported organizations	3
4 Amounts paid to acquire exempt-use assets	4
5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI)	5
6Total annual distributions. Add lines 1 through 5.	6
7 Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions	7
8 Distributable amount for 2025 from Section C, line 6	8
9 Line 7 amount divided by Line 8 amount	9

Section E - Distribution Allocations (see instructions)		(i) Excess Distributions	(ii) Underdistributions Pre-2025	(iii) Distributable Amount for 2025
1 Distributable amount for 2025 from Section C, line 6
2 Underdistributions, if any, for years prior to 2025 (reasonable cause required-- explain in Part VI). See instructions.
3 Excess distributions carryover, if any, to 2025:
a From 2020.......
b From 2021.......
c From 2022.......
d From 2023.......
e From 2024.......
fTotal of lines 3a through e
g Applied to underdistributions of prior years
h Applied to 2025 distributable amount
i Carryover from 2020 not applied (see instructions)
j Remainder. Subtract lines 3g, 3h, and 3i from line 3f.
4Distributions for 2025 from Section D, line 6:
$
a Applied to underdistributions of prior years
b Applied to 2025 distributable amount
c Remainder. Subtract lines 4a and 4b from line 4.
5 Remaining underdistributions for years prior to 2025, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions.
6 Remaining underdistributions for 2025. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions.
7 Excess distributions carryover to 2026. Add lines 3j and 4c.
8 Breakdown of line 7:
a Excess from 2021.....
b Excess from 2022.....
c Excess from 2023.....
d Excess from 2024.....
e Excess from 2025.....

Schedule A (Form 990) (2025)

Schedule A (Form 990) 2025

Page 8

Part VI

Supplemental Information. Provide the explanations required by Part II, line 10; Part II, line 17a or 17b; Part III, line 12; Part IV, Section A, lines 1, 2, 3b, 3c, 4b, 4c, 5a, 6, 9a, 9b, 9c, 11a, 11b, and 11c; Part IV, Section B, lines 1 and 2; Part IV, Section C, line 1; Part IV, Section D, lines 2 and 3; Part IV, Section E, lines 1c, 2a, 2b, 3a, 3b, and 3c; Part V, line 1; Part V, Section B, line 1e; Part V Section D, lines 5 and 7; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions).

Facts And Circumstances Test
Current Year Facts and Circumstances: The Clare Rose Foundation Center for Creative Youth Development (The Center) is a philanthropic intermediary that invests in leadership and infrastructure to convene, connect, and curate the resources, relationships, and opportunities needed to strengthen the field of Creative Youth Development. We are predominantly a support organization working with leaders and staff of creative youth development nonprofits to provide technical assistance to build the much-needed organizational capacity for them to carry out their missions. We do this through leadership coaching/consulting, grant writing and grants management, strategic planning, staff recruitment and interim staffing, and sharing evaluation tools for measuring program outcomes and impact. Our ultimate goal is to provide the support services needed for organizations to be sustainable and thrive over the long-term. Over the last five years we have continuously increased our income through a diversity of public resources, including from a few large donors, some government and 501c3 grants, and we have consistently received a portion of our revenue through earned income (fee for support services). We are supported by the public, and we have met the 10% threshold each year. In fact, our public support test has averaged 20% over the last five years. We attribute our inability to get to the 33.33% threshold to a few things. When we were founded, we didnt want to compete with our community partners within the creative youth development field for public funding, thus, to mitigate competition, we only applied for grants that were not available to our partner organizations. We have realized that the funding field is big and diversified enough to support all of us within the ecosystem, whether providing direct services or support services. We remedied this by broadening our search for public funding through grants, and we have already secured a new government grant through the City of San Diego, which should be awarded in 2026. And, we have identified and applied for a state grant, and will be applying for a few additional local government grants. A second fact that we believe has hindered our ability to increase our public support percentage to the 33.33% was that a lot of the work that we have done has been done behind the scenes or discretely. Much like the silent service (the US Navy Submarine Service), The Center has worked with organizational leaders to navigate some difficult waters, and we have done this out of the spotlight. This includes when an organization had an abrupt departure of a critical development staff member; The Center was able to cover down and keep the grants prospecting, writing, and reporting moving so there wouldnt be any gaps in income or compliance for the nonprofit. We have stepped in to fill development positions at least 5 times over the last five years. We have also worked with organizations going through major transitions within their leadership. The Center has stepped in to be the anchor through a storm during a time of tremendous change. As a support organization, we are mindful of the confidentiality needed to be a trusted partner while building capacity, and we respect that bond with our partners, so much so that we havent shared the depth of the work and the effort we put in with leaders and organizations to right the organizational ship. We understand that we do have to be more visible in order to garner support and understanding of our work. Thus, we have begun to describe our work in ways that tell the story of the true needs in the nonprofit sector, while still keeping things with our community partners confidential and professional. We have decided to shift to put a larger effort into our storytelling as we move into our future, so that we can continue to diversify our funding stream to enhance our public support percentage. A third factor that we believe has hindered our ability to get to the 33.33% public support threshold has been our name. We are often confused with the Clare Rose Foundation, which is a private foundation. Many funders across the public, private, and nonprofit sectors have misunderstood that we are a 501c3 that is separate from the Clare Rose Foundation. The result of this confusion is that the public assumes that we do not need funding as other nonprofits do, because they misperceive that we are a foundation. Thus, in 2026 we will be re-naming our organization and rebranding our identity. We believe this change will immediately and positively impact our public support, as we will be able to diversify our funding base even more broadly. Our funding sources will still include government grants, private donations, foundation grants, and earned revenue. But we believe it will be easier to receive funding from multiple public sources that is needed to meet the threshold. Finally, we believe because we have worked specifically in the field of creative youth development our resources have been limited. Some donors and philanthropic foundations believe that the creative youth development field is too niche, or highly specialized, and they prefer to fund organizations whose impact reaches a broader community. While we still believe that it is the depth of the impact that matters, we are planning on expanding the ecosystem in which we work as we rebrand. We are planning to work in the broader fields of youth development, arts and culture, and the positive humanities. Our approach within these broader fields is still to continue to work deeply with our community partners and our communities, tailoring our services to their specific needs, in order to have the biggest public impact. It is important to note that while we continue to strive for the 33.33% public support threshold, all of our services we have provided to our community partners and the broader community have had tremendous public impact. In fact, in the capacity building aspect of our programming, we have been able to bring in over $5 million dollars to the creative youth development field. This $5 million dollars gave organizations the ability to grow and deepen their much-needed programs. For example, for two organizations, we were able to assist them in securing their largest grants in their respective histories. One was over $350,000 and supported enhanced programming around mental health and wellness for youth, who have been experiencing mental health issues, such as anxiety, and depression. The grant allowed the organization to hire professional mental health staff to support youth during challenging times. Additionally, for another organization, we co-wrote a nearly $600,000 grant that they received to expand their academic support services to the youth they serve and their alumni, who are in their first couple of years of college, which is also a difficult time where additional support is needed. These two examples demonstrate that the work we do has a public benefit that ripples through the community partners with whom we work. We have also worked with 7 organizations in their recruitment and hiring of key leadership staff, especially in executive leadership and development positions. We also provide professional development opportunities, as needed. For example, we helped develop tools for financial modeling and scenario planning, which we shared with organizations to help plan for sustainability in the fast-shifting philanthropic landscape, which was critical to our partner organizations. We have also assisted by connecting them to a team of experts, if needed. For example, we work closely with professional partners including a financial expert and two different nonprofit legal firms, to whom we have referred many community partners, when they need financial and/or legal assistance. We have also successfully piloted a few projects with our nonprofit partners one in which we helped them to build up their financial, grants, organizational, and program infrastructure. With new infrastructure/systems in place, they were able to grow their revenue stream from $16,666 to $300,000+ and to hire 3 employees and some contractors for specialty work. Previously they had been an all-volunteer organization. Most importantly with our support, they were able to serve more young people through their programming. In our capacity building services, we have also worked in partnership with organizations to co-create logic models, theories of change, and cases for support for them to be able to garner more support. We also responded to a need in the field to measure belonging in creative youth development programming. We created a belonging survey that at least 5 creative youth development organizations have adopted and/or adapted into their existing evaluation methods, which is critical for continued support. We have also had tremendous impact in building the field of creative youth development another key area of our work. We have acted as cr

Facts And Circumstances Test

Current Year Facts and Circumstances: The Clare Rose Foundation Center for Creative Youth Development (The Center) is a philanthropic intermediary that invests in leadership and infrastructure to convene, connect, and curate the resources, relationships, and opportunities needed to strengthen the field of Creative Youth Development. We are predominantly a support organization working with leaders and staff of creative youth development nonprofits to provide technical assistance to build the much-needed organizational capacity for them to carry out their missions. We do this through leadership coaching/consulting, grant writing and grants management, strategic planning, staff recruitment and interim staffing, and sharing evaluation tools for measuring program outcomes and impact. Our ultimate goal is to provide the support services needed for organizations to be sustainable and thrive over the long-term. Over the last five years we have continuously increased our income through a diversity of public resources, including from a few large donors, some government and 501c3 grants, and we have consistently received a portion of our revenue through earned income (fee for support services). We are supported by the public, and we have met the 10% threshold each year. In fact, our public support test has averaged 20% over the last five years. We attribute our inability to get to the 33.33% threshold to a few things. When we were founded, we didnt want to compete with our community partners within the creative youth development field for public funding, thus, to mitigate competition, we only applied for grants that were not available to our partner organizations. We have realized that the funding field is big and diversified enough to support all of us within the ecosystem, whether providing direct services or support services. We remedied this by broadening our search for public funding through grants, and we have already secured a new government grant through the City of San Diego, which should be awarded in 2026. And, we have identified and applied for a state grant, and will be applying for a few additional local government grants. A second fact that we believe has hindered our ability to increase our public support percentage to the 33.33% was that a lot of the work that we have done has been done behind the scenes or discretely. Much like the silent service (the US Navy Submarine Service), The Center has worked with organizational leaders to navigate some difficult waters, and we have done this out of the spotlight. This includes when an organization had an abrupt departure of a critical development staff member; The Center was able to cover down and keep the grants prospecting, writing, and reporting moving so there wouldnt be any gaps in income or compliance for the nonprofit. We have stepped in to fill development positions at least 5 times over the last five years. We have also worked with organizations going through major transitions within their leadership. The Center has stepped in to be the anchor through a storm during a time of tremendous change. As a support organization, we are mindful of the confidentiality needed to be a trusted partner while building capacity, and we respect that bond with our partners, so much so that we havent shared the depth of the work and the effort we put in with leaders and organizations to right the organizational ship. We understand that we do have to be more visible in order to garner support and understanding of our work. Thus, we have begun to describe our work in ways that tell the story of the true needs in the nonprofit sector, while still keeping things with our community partners confidential and professional. We have decided to shift to put a larger effort into our storytelling as we move into our future, so that we can continue to diversify our funding stream to enhance our public support percentage. A third factor that we believe has hindered our ability to get to the 33.33% public support threshold has been our name. We are often confused with the Clare Rose Foundation, which is a private foundation. Many funders across the public, private, and nonprofit sectors have misunderstood that we are a 501c3 that is separate from the Clare Rose Foundation. The result of this confusion is that the public assumes that we do not need funding as other nonprofits do, because they misperceive that we are a foundation. Thus, in 2026 we will be re-naming our organization and rebranding our identity. We believe this change will immediately and positively impact our public support, as we will be able to diversify our funding base even more broadly. Our funding sources will still include government grants, private donations, foundation grants, and earned revenue. But we believe it will be easier to receive funding from multiple public sources that is needed to meet the threshold. Finally, we believe because we have worked specifically in the field of creative youth development our resources have been limited. Some donors and philanthropic foundations believe that the creative youth development field is too niche, or highly specialized, and they prefer to fund organizations whose impact reaches a broader community. While we still believe that it is the depth of the impact that matters, we are planning on expanding the ecosystem in which we work as we rebrand. We are planning to work in the broader fields of youth development, arts and culture, and the positive humanities. Our approach within these broader fields is still to continue to work deeply with our community partners and our communities, tailoring our services to their specific needs, in order to have the biggest public impact. It is important to note that while we continue to strive for the 33.33% public support threshold, all of our services we have provided to our community partners and the broader community have had tremendous public impact. In fact, in the capacity building aspect of our programming, we have been able to bring in over $5 million dollars to the creative youth development field. This $5 million dollars gave organizations the ability to grow and deepen their much-needed programs. For example, for two organizations, we were able to assist them in securing their largest grants in their respective histories. One was over $350,000 and supported enhanced programming around mental health and wellness for youth, who have been experiencing mental health issues, such as anxiety, and depression. The grant allowed the organization to hire professional mental health staff to support youth during challenging times. Additionally, for another organization, we co-wrote a nearly $600,000 grant that they received to expand their academic support services to the youth they serve and their alumni, who are in their first couple of years of college, which is also a difficult time where additional support is needed. These two examples demonstrate that the work we do has a public benefit that ripples through the community partners with whom we work. We have also worked with 7 organizations in their recruitment and hiring of key leadership staff, especially in executive leadership and development positions. We also provide professional development opportunities, as needed. For example, we helped develop tools for financial modeling and scenario planning, which we shared with organizations to help plan for sustainability in the fast-shifting philanthropic landscape, which was critical to our partner organizations. We have also assisted by connecting them to a team of experts, if needed. For example, we work closely with professional partners including a financial expert and two different nonprofit legal firms, to whom we have referred many community partners, when they need financial and/or legal assistance. We have also successfully piloted a few projects with our nonprofit partners one in which we helped them to build up their financial, grants, organizational, and program infrastructure. With new infrastructure/systems in place, they were able to grow their revenue stream from $16,666 to $300,000+ and to hire 3 employees and some contractors for specialty work. Previously they had been an all-volunteer organization. Most importantly with our support, they were able to serve more young people through their programming. In our capacity building services, we have also worked in partnership with organizations to co-create logic models, theories of change, and cases for support for them to be able to garner more support. We also responded to a need in the field to measure belonging in creative youth development programming. We created a belonging survey that at least 5 creative youth development organizations have adopted and/or adapted into their existing evaluation methods, which is critical for continued support. We have also had tremendous impact in building the field of creative youth development another key area of our work. We have acted as cr

Return Reference	Explanation

Schedule A (Form 990) 2025

Additional Data

Software ID:	25022934
Software Version:	2025v4.1


Name of organization Clare Rose Foundation Center for Creative Youth Development	Employer identification number 85-1465412
Part I	Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
RESTRICTED	,	$ RESTRICTED	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
Schedule B (Form 990) (Rev. 1-2025)


Name of organization Clare Rose Foundation Center for Creative Youth Development	Employer identification number 85-1465412
Part II	Noncash Property (see instructions). Use duplicate copies of Part II if additional space is needed.
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (See instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (See instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (See instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (See instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (See instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (See instructions)	(d) Date received
		$
Schedule B (Form 990) (Rev. 1-2025)

(a) Name and address of organization or government	(b) EIN	(c) IRC section (if applicable)	(d) Amount of cash grant	(e) Amount of non-cash assistance	(f) Method of valuation (book, FMV, appraisal, other)	(g) Description of noncash assistance	(h) Purpose of grant or assistance
(1) Davids Harp Foundation 705 16th St San Diego,CA92101	27-0910766		36,639	0			JAC-SD Grant
(2) Media Arts Center San Diego 1100 Market St Ste 326 San Diego,CA92101	33-0871577		32,405	0			CAC Match Grant

(a) Name and address of organization
or government

(b) EIN

(c) IRC section
(if applicable)

(d) Amount of cash grant

(e) Amount of non-cash
assistance

(f) Method of valuation
(book, FMV, appraisal,
other)

(g) Description of
noncash assistance

(h) Purpose of grant
or assistance

(1) Davids Harp Foundation
705 16th St
San Diego,CA92101

27-0910766

36,639

JAC-SD Grant

(2) Media Arts Center San Diego
1100 Market St Ste 326
San Diego,CA92101

33-0871577

32,405

CAC Match Grant

Return Reference	Explanation
Grantmaker's Description of How Grants are Used	THE ORGANIZATION EMPLOYS A ROBUST GRANT MONITORING PROCESS. PRIOR TO AWARDING GRANTS, POTENTIAL RECIPIENTS UNDERGO A VETTING PROCESS TO CONFIRM THEIR 501C3 STATUS AND ALIGNMENT WITH THE ORGANIZATION'S MISSION. RECIPIENTS ARE CONTRACTUALLY OBLIGATED TO USE THE GRANT FUNDS FOR SPECIFIED PURPOSES. FOR SIGNIFICANT GRANTS, THE ORGANIZATION MAY REQUIRE RECIPIENTS TO FURNISH POST-DISBURSEMENT PROGRESS REPORTS AND/OR CONDUCT CHECK-INS WITH THE ORGANIZATION TO ENSURE APPROPRIATE USAGE OF GRANT FUNDS. NON-COMPLIANCE WITH GRANT RESTRICTIONS MAY LEAD TO WITHHOLDING OR RETURN OF FUNDS, IN ACCORDANCE WITH THE TERMS OF THE APPLICABLE GRANT AGREEMENT. THE ORGANIZATION MAINTAINS AN ACTIVE COMMITMENT TO RESPONSIBLE STEWARDSHIP OF THE FUNDS IT GRANTS TO ENSURE THEY ARE USED FOR THE INTENDED CHARITABLE PURPOSES.

Return Reference

Explanation

Grantmaker's Description of How Grants are Used

THE ORGANIZATION EMPLOYS A ROBUST GRANT MONITORING PROCESS. PRIOR TO AWARDING GRANTS, POTENTIAL RECIPIENTS UNDERGO A VETTING PROCESS TO CONFIRM THEIR 501C3 STATUS AND ALIGNMENT WITH THE ORGANIZATION'S MISSION. RECIPIENTS ARE CONTRACTUALLY OBLIGATED TO USE THE GRANT FUNDS FOR SPECIFIED PURPOSES. FOR SIGNIFICANT GRANTS, THE ORGANIZATION MAY REQUIRE RECIPIENTS TO FURNISH POST-DISBURSEMENT PROGRESS REPORTS AND/OR CONDUCT CHECK-INS WITH THE ORGANIZATION TO ENSURE APPROPRIATE USAGE OF GRANT FUNDS. NON-COMPLIANCE WITH GRANT RESTRICTIONS MAY LEAD TO WITHHOLDING OR RETURN OF FUNDS, IN ACCORDANCE WITH THE TERMS OF THE APPLICABLE GRANT AGREEMENT. THE ORGANIZATION MAINTAINS AN ACTIVE COMMITMENT TO RESPONSIBLE STEWARDSHIP OF THE FUNDS IT GRANTS TO ENSURE THEY ARE USED FOR THE INTENDED CHARITABLE PURPOSES.

Return Reference

Explanation

Form 990, Part VI, Section B, Line 11b

A COPY OF THE FORM 990 WAS PROVIDED TO THE OFFICERS AND DIRECTORS FOR REVIEW AND COMMENT PRIOR TO FILING.

Form 990, Part VI, Section B, Line 12c

UPON ENGAGEMENT, ELECTION, OR HIRING, DIRECTORS, OFFICERS, AND KEY EMPLOYEES ARE INFORMED ABOUT THE ORGANIZATION'S CONFLICT OF INTEREST POLICY AND THEIR REQUIREMENT TO DISCLOSE IN WRITING ANY POTENTIAL OR ACTUAL CONFLICTS OF INTEREST ON AN ANNUAL BASIS.

Form 990, Part VI, Section B, Line 15a

IT IS THE ORGANIZATION'S POLICY THAT COMPENSATION OF ANY DIRECTOR, OFFICER, OR KEY EMPLOYEE IS REASONABLE. DETERMINATION OF REASONABLENESS ENTAILS GATHERING RELEVANT MARKET DATA FOLLOWED BY REVIEW, DELIBERATION, AND WRITTEN APPROVAL BY A DISINTERESTED BOARD.

Form 990, Part VI, Section C, Line 18

THE ORGANIZATION'S FORM 1023 AND FORM 990 RETURNS ARE ACCESSIBLE TO THE PUBLIC THROUGH THE CALIFORNIA ATTORNEY GENERAL CHARITIES REGISTRY. THE ORGANIZATION CAN ALSO MAKE SUCH DOCUMENTS AVAILABLE UPON REQUEST.

Form 990, Part VI, Section C, Line 19

DOCUMENTS SUBJECT TO PUBLIC DISCLOSURE OR INSPECTION ARE ACCESSIBLE THROUGH THE CALIFORNIA ATTORNEY GENERAL CHARITIES REGISTRY OR MADE AVAILABLE UPON WRITTEN REQUEST TO THE ORGANIZATION.

FORM 990, PART IX, LINE 11G, OTHER FEES FOR SERVICES

CONTRACTORS, CONSULTANTS, AND HONORARIUM HONOREES PERFORM VARIOUS SERVICES THAT ARE INTEGRAL TO THE ORGANIZATION'S PROGRAMS, INCLUDING FACILITATION OF CONVENINGS, GRANT MANAGEMENT AND WRITING, ORGANIZATIONAL DEVELOPMENT, PROFESSIONAL DEVELOPMENT, RESEARCH, NETWORK STEERING COMMITTEE STIPENDS, AND NETWORK MANAGEMENT.

1	Briefly describe the organization’s mission or most significant activities: The Clare Rose Center for Creative Youth Development is a philanthropic intermediary that invests in leadership and infrastructure to convene, connect, and curate the resources, relationships, and opportunities needed to strengthen the field of Creative Youth Development.
2	Check this box
3	Number of voting members of the governing body (Part VI, line 1a) ........	3	4
4	Number of independent voting members of the governing body (Part VI, line 1b) .....	4	4
5	Total number of individuals employed in calendar year 2025 (Part V, line 2a) ......	5	4
6	Total number of volunteers (estimate if necessary) .............	6	10
7a	Total unrelated business revenue from Part VIII, column (C), line 12 ........	7a	0
b	Net unrelated business taxable income from Form 990-T, Part I, line 11 .........	7b

		Prior Year	Current Year
8	Contributions and grants (Part VIII, line 1h) .........	318,855	767,033
9	Program service revenue (Part VIII, line 2g) .........	40,959	41,795
10	Investment income (Part VIII, column (A), lines 3, 4, and 7d ) ....	35	0
11	Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e)		0
12	Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12)	359,849	808,828
13	Grants and similar amounts paid (Part IX, column (A), lines 1–3 )...	11,680	86,544
14	Benefits paid to or for members (Part IX, column (A), line 4).....		0
15	Salaries, other compensation, employee benefits (Part IX, column (A), lines 5–10)	206,576	342,072
16a	Professional fundraising fees (Part IX, column (A), line 11e) .....		0
b	Total fundraising expenses (Part IX, column (D), line 25) 10,570
17	Other expenses (Part IX, column (A), lines 11a–11d, 11f–24e)....	139,725	333,402
18	Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25)	357,981	762,018
19	Revenue less expenses. Subtract line 18 from line 12.......	1,868	46,810
		Beginning of Current Year	End of Year
20	Total assets (Part X, line 16).............	200,116	245,696
21	Total liabilities (Part X, line 26).............	3,852	2,622
22	Net assets or fund balances. Subtract line 21 from line 20.....	196,264	243,074

Sign Here

	Signature of officer	Date

	Type or print name and title


4a	(Code: ) (Expenses $ 414,967 including grants of $ 2,500 ) (Revenue $ 542,417 )
	Funding: Provided financial infrastructure, operational thought partnership, and administrative support to 5 Fiscally Sponsored Projects including the San Diego Youth Dance Festival, Creating Abundance Collaborative, a project supporting organizational readiness training for arts and nature CBOs to participate in social prescribing, and multiple community-based arts offerings.

4b	(Code: ) (Expenses $ 154,717 including grants of $ 84,044 ) (Revenue $ 32,405 )
	Field Building: Provided backbone support services and operational leadership for the National CYD Funders Forum. Led educational and awareness efforts to position CYD as a cross-sector and intersectional solution to broad-based community challenges. Represented CYD on statewide and national coalitions to advocate for diversified streams of support for our nonprofit partners. Presented a workshop at a Nonprofit Academy about partnership development and collaborations to support grant seeking.

4c	(Code: ) (Expenses $ 67,892 including grants of $ ) (Revenue $ 14,006 )
	Capacity Building: Provided over 900 hours of coaching, consulting, and interim staffing services to CYD leaders and organizations in the areas of staff recruitment, communications and storytelling, grant writing and management, and strategic planning. Co-hosted and provided programming for 9 convenings for CYD leaders to access peer learning and professional support in scenario planning, budget forecasting, and adaptive business practices.

4d	Other program services (Describe in Schedule O.)
	(Expenses $ including grants of $ ) (Revenue $ )
4e	Total program service expenses637,576

1b	Sub-Total..............
c	Total from continuation sheets to Part VII, Section A..
d	Total (add lines 1b and 1c).........	102,597

(A) Name and business address	(B) Description of services	(C) Compensation





2 Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization 0

1a	Federated campaigns..		1a
b	Membership dues..		1b
c	Fundraising events..		1c
d	Related organizations		1d
e	Government grants (contributions)		1e	32,405

f	All other contributions, gifts, grants, and similar amounts not included above		1f	734,628

g	Noncash contributions included in lines 1a - 1f:$		1g

h Total. Add lines 1a-1f.......		767,033

		Business Code
2a	Capacity Building		14,006	14,006
b	Fiscal Sponsorships		27,789	27,789
c
d
e
f	All other program service revenue.
g	Total. Add lines 2a–2f .....		41,795

3 Investment income (including dividends, interest, and othersimilar amounts) ......			0
4 Income from investment of tax-exempt bond proceeds			0
5 Royalties...........			0
			(i) Real	(ii) Personal
6a	Gross rents	6a
b	Less: rental expenses	6b
c	Rental income or (loss)	6c
d	Net rental income or (loss).......			0
			(i) Securities	(ii) Other
7a	Gross amount from sales of assets other than inventory	7a
b	Less: cost or other basis and sales expenses	7b
c	Gain or (loss)	7c
d	Net gain or (loss).........			0
8a	Gross income from fundraising events (not including $ of contributions reported on line 1c). See Part IV, line 18 ....
			8a
b	Less: direct expenses ...		8b
c	Net income or (loss) from fundraising events..			0
9a	Gross income from gaming activities. See Part IV, line 19 ...
			9a
b	Less: direct expenses ...		9b
c	Net income or (loss) from gaming activities..			0
10a	Gross sales of inventory, less returns and allowances ..
			10a
b	Less: cost of goods sold ..		10b
c	Net income or (loss) from sales of inventory..			0

Business Code
11a
b
c
d	All other revenue ....
e	Total. Add lines 11a–11d ......			0
12	Total revenue. See instructions.....			808,828	41,795

1	Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 ....	86,544	86,544
2	Grants and other assistance to domestic individuals. See Part IV, line 22 ...........	0
3	Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16. .............	0
4	Benefits paid to or for members .......	0
5	Compensation of current officers, directors, trustees, and key employees ...........	0
6	Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) .........	0
7	Other salaries and wages........	311,763	232,043	69,901	9,819
8	Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) ....	0
9	Other employee benefits .......	6,000	6,000
10	Payroll taxes ...........	24,309	18,210	5,348	751
11	Fees for services (non-employees):
a	Management ......	0
b	Legal .........	825	240	585
c	Accounting ...........	18,113	1,294	16,819
d	Lobbying ...........	0
e	Professional fundraising services. See Part IV, line 17	0
f	Investment management fees ......	0
g	Other (If line 11g amount exceeds 10% of line 25, column (A) amount, list line 11g expenses on Schedule O)	261,539	254,283	7,256
12	Advertising and promotion ....	2,577	1,589	988
13	Office expenses .......	5,935	788	5,147
14	Information technology ......	1,910	690	1,220
15	Royalties ..	0
16	Occupancy ...........	3,215	3,030	185
17	Travel ............	6,534	6,534
18	Payments of travel or entertainment expenses for any federal, state, or local public officials .	0
19	Conferences, conventions, and meetings ....	5,744	5,744
20	Interest ...........	0
21	Payments to affiliates .......	0
22	Depreciation, depletion, and amortization ..	0
23	Insurance ...	6,189		6,189
24	Other expenses. Itemize expenses not covered above (List miscellaneous expenses in line 24e. If line 24e amount exceeds 10% of line 25, column (A) amount, list line 24e expenses on Schedule O.)
a	Fiscal Sponsorship Fees	19,984	19,984
b	Taxes and Fees	837	603	234
c
d
e	All other expenses	0
25	Total functional expenses. Add lines 1 through 24e	762,018	637,576	113,872	10,570
26	Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here if following SOP 98-2 (ASC 958-720).

1	Cash–non-interest-bearing ........		197,596	1	210,990
2	Savings and temporary cash investments .........			2	0
3	Pledges and grants receivable, net ......			3	0
4	Accounts receivable, net .............		2,513	4	34,699
5	Loans and other receivables from any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .......
				5	0
6	Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), and persons described in section 4958(c)(3)(B) ...
				6	0
7	Notes and loans receivable, net ...........			7	0
8	Inventories for sale or use ............			8	0
9	Prepaid expenses and deferred charges ......		7	9	7
10a	Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D	10a
b	Less: accumulated depreciation	10b		10c	0
11	Investments—publicly traded securities .			11	0
12	Investments—other securities. See Part IV, line 11 .....			12	0
13	Investments—program-related. See Part IV, line 11 ..			13	0
14	Intangible assets ...............			14	0
15	Other assets. See Part IV, line 11 ...........			15	0
16	Total assets. Add lines 1 through 15 (must equal line 33)...		200,116	16	245,696

17	Accounts payable and accrued expenses .....	3,702	17	2,487
18	Grants payable ...		18
19	Deferred revenue .........	150	19	135
20	Tax-exempt bond liabilities .........		20
21	Escrow or custodial account liability. Complete Part IV of Schedule D		21
22	Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .........
			22
23	Secured mortgages and notes payable to unrelated third parties ..		23
24	Unsecured notes and loans payable to unrelated third parties ..		24
25	Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17 - 24). Complete Part X of Schedule D		25
26	Total liabilities. Add lines 17 through 25..	3,852	26	2,622

	Organizations that follow FASB ASC 958, check here and complete lines 27, 28, 32, and 33.
27	Net assets without donor restrictions ..........	119,809	27	91,387
28	Net assets with donor restrictions ...........	76,455	28	151,687
	Organizations that do not follow FASB ASC 958, check here and complete lines 29 through 33.
29	Capital stock or trust principal, or current funds .....		29
30	Paid-in or capital surplus, or land, building or equipment fund ...		30
31	Retained earnings, endowment, accumulated income, or other funds		31
32	Total net assets or fund balances ...........	196,264	32	243,074
33	Total liabilities and net assets/fund balances ........	200,116	33	245,696


Name of organization Clare Rose Foundation Center for Creative Youth Development			Employer identification number 85-1465412
Part III Exclusively religious, charitable, etc., contributions to organizations described in section 501(c) (7), (8), or (10) that total more than $1,000 for the year from any one contributor. Complete columns (a) through (e) and the following line entry. For organizations completing Part III, enter the total of exclusively religious, charitable, etc., contributions of $1,000 or less for the year. (Enter this information once. See instructions.) $ Use duplicate copies of Part III if additional space is needed.