Pogo Park eQuip Richmond Grant Application by Pogo Park

eQuip Richmond Grant Application December 30, 2016 Prepared for: Chevron Prepared by: Toody Maher, Jenny Jedeikin | POGO PARK Contact: (510) 215-5500; toody@pogopark.org

SECTION 1 - INTRODUCTION

1.1 Proposal Cover Statement

1.2 Table of Contents

Section 1 - Introduction

1.1 Proposal Cover Statement .......................................................................................... 1 1.1 Proposal Table of Contents ......................................................................................... 2 Section 2 - Project Narrative

2.1 Executive Summary ..................................................................................................... 3

2.2 Project Plan and Approach ........................................................................................... 5

2.3 Project Oversight and Management ......................................................................... 45

2.4 Applicantâ&#x20AC;&#x2122;s Experience ............................................................................................... 56 Section 3 - Project Budget Information

3.1 Project Budget Narrative, Budget, and Financials ...................................................... 62 Attachments:

Attachment A ................................................................................................................. 63 Attachment B ................................................................................................................ Attachment C ................................................................................................................

Attachment D ................................................................................................................

Attachment E ................................................................................................................ Attachment F ................................................................................................................ Attachment G ................................................................................................................ Attachment H ................................................................................................................ Attachment I . ................................................................................................................

Attachment J . ................................................................................................................ Attachment K ................................................................................................................

Attachment L . ................................................................................................................ Attachment M ................................................................................................................

SECTION 2 - PROJECT NARRATIVE

2.1 Executive Summary Project Title: Pogo Park Products, a social enterprise. Contact: Toody Maher, Executive Director.

History/Background: Founded in 2007, Pogo Park is a communitybased 501(c)3 nonprofit organization in Richmond, California.

We reclaim and transform little-used and neglected parks in Richmond’s Iron Triangle neighborhood (one of Richmond’s toughest, poorest, and most violent inner-city neighborhoods) into "Pogo Parks": safe, beautiful, and vibrant public spaces for children to play and families to gather.

After ten years of operations, we have transformed two city parks in Richmond’s Iron Triangle neighborhood into Pogo Parks: Elm Playlot and Harbour-8 Park. We partnered with local business Scientific Art Studio to work with a core team of community residents to plan, design, and build these two parks by hand. Now other agencies are requesting Pogo Park to plan, design, and build similar children’s play spaces in their cities.

Mission Statement: Our mission is to capitalize on the growing demand for our products by starting Pogo Park Products (PPP), a social enterprise that designs, builds, and sells highquality, handmade, unique children’s play environments to government agencies and individual consumers. Located in the heart of Richmond’s Iron Triangle neighborhood, PPP will become an engine for economic development in the local community and improve quality of life for residents with high barriers to employment. Funding Request: We request $1 million from Chevron’s eQuip Richmond program to fund the startup activities of PPP, a social enterprise of Pogo Park.

Problem/Need Statement: There is a critical need for residents of the Iron Triangle to have access to local job training, skill development, jobs, and opportunity. When compared with other cities, the employment and education statistics for Iron Triangle residents illustrate the critical need for economic development and opportunity: 47% of households are “severely economically disadvantaged” (earning less than $35,000 a year); 29% of residents live below the poverty line; 46% of residents are unemployed (compared with 4.7% nationally); 30% of adults living in the Iron Triangle have not completed high school (2013 U.S. Census). Project Summary: Pogo Park is launching a social enterprise that will design and install children’s play equipment as well as provide jobs and skill development training for local Richmond residents with barriers to employment. Pogo Park has joined with numerous local partners who will collaborate with us to provide a service delivery system that is integrated and efficient. Our three local craft studios partners (wood work, iron work, and custom fabrication), all located in Richmond’s Iron Triangle, will hire and train local people, utilizing an old-world training model of “Apprentice” and “Master Builder.” Pogo Park will rely on local partners to share data, share workforce training practices, and create opportunities for blended funding. The goal: to streamline systems and drive money, jobs, and opportunity down into the local economy.

Expected results: An initial investment in PPP will support the expansion of our core organizational capacity and will allow us to quickly scale up and take advantage of roughly $1.5 million in pledged contracts to design and build children’s play environments. As PPP leverages the Chevron grant and secures additional investments and contracts, PPP will be able to expand our reach and hire and train new employees. 4

Chevron eQuip Richmond’s investment in PPP will have four expected and critical results:

1. Bring investment directly into the Iron Triangle neighborhood; 2. Create local jobs;

3. Provide local training opportunities; 4. Lift up the neighborhood.

2.2 Project Plan and Approach Describe the project vision and mission, goals and objectives, and operating principles. VISION

Our project vision is to create PPP (PPP), a social enterprise business of Pogo Park, a Richmond-based 501(c)3 nonprofit. PPP will provide jobs, job training, and economic opportunity for Richmond residents who face high barriers to employment. PPP will be known for its excellence and social purpose – and will generate revenue to support Pogo Park’s nonprofit programs. PPP will become a powerful engine for economic development that will fuel growth and catalyze change at a local level. MISSION

Our project mission is to start a social enterprise that a) becomes an engine for economic development in Richmond’s Iron Triangle neighborhood and b) improves quality of life for Richmond residents with high barriers to employment. PPP will generate income from two distinct streams. First, PPP will design, build, and install children’s play environments and basic park amenities for government agencies in city, regional, state, and federal parks. Second, PPP will design, build and sell a-la-carte items to create rich play environments for the individual consumer market. Specifically, PPP offerings will include the design, build, and installation of whole play environments (structures that make up an entire playground); individual play elements such as water and sand features, building blocks, and playhouses; and basic park amenities such as benches, waste receptacles, signage, community bulletin boards, and planter boxes. 5

Describe the project vision and mission, goals and objectives, and operating principles.

1. Plan, structure, and launch a self-sustaining business in three years; 2. Use profits from PPP to support the cost of Pogo Park’s programs; 3. Create a business that can serve as an anchor for revitalizing the local economy in one of Richmond’s toughest neighborhoods; 4. Adopt a workforce development model to hire and train residents of Richmond’s Iron Triangle neighborhood;

5. Serve as a model of economic development and neighborhood stability in Richmond’s Iron Triangle neighborhood.

Describe the project vision and mission, goals and objectives, and operating principles. Build From the Inside Out: PPP is guided by the operating principle that meaningful change in underserved communities only occurs when the community is built from the “inside out.” This means that local residents (the experts in their own neighborhoods) are deeply engaged at every level and at every step in the process of change. In this way, neighborhood transformation projects are not done “for” the community by people outside the community, but “by” local people for local people. Hire, Train, and Empower Local People: PPP provides opportunities for local people with barriers to employment to develop their skills and discover their inherent talents by hiring and training them to work at one of three of craft studios (wood work, metal work, and custom fabrication). All three studios are local business located in Richmond’s Iron Triangle neighborhood. By hiring and training local people, PPP directs money down, into the neighborhood and into the pockets of local people – that, in turn, is recycled in the local economy and fuels economic growth. Collaborate With Others: PPP believes in collaborating with others to maximize collective impact. By joining forces with other organizations and collaborating with like-minded local businesses, we can achieve more powerful results and impact more lives than we can by working alone.

Employ an Apprentice/Master Builder Training Model: PPP utilizes the old-world training model of placing Apprentices with Master Builders, skilled artisans in their field. This training approach is holistic because it considers the innate skills of the people being trained and then adapts to their proficiencies. As Apprentices are trained, they discover their own talents and gravitate toward further developing their own unique skills set.

Build High Quality Products: PPP operates under the guiding principle of producing products renowned for their excellence and quality craftsmanship. Create a New Model of What A High-Quality, Enriched Play Environment Looks Like: At the very heart of PPP’s operating principles is the creation of vibrant public spaces that serve the play needs of children. Describe relevant evidenced-based approaches, best practices, and revitalization strategies/ERI components addressed by your project.

PPP is working with the Roberts Enterprise Development Fund (REDF), the nation’s premiere resource and thought leadership organization committed to creating job opportunities and pathways to employment for people with the greatest barriers to work. REDF is excited by PPP’s potential to become an engine and source of jobs and job training opportunities in Richmond. REDF has already invested time and resources to help PPP identify relevant evidenced-based approaches and best practices for two critical components of PPP: Workforce Development and Social Enterprise. Below, please find details of our thinking around best practices based on input from REDF. Note: REDF has committed to work with us on an ongoing basis. The MOU that outlines the partnership agreement is attached. BEST PRACTICES - WORKFORCE DEVELOPMENT

Provide Industry-Relevant Training: In all aspects of program design, PPP will partner with potential employers to ensure that PPP's training is relevant to their industries. PPP will orient its training to provide skills in high-growth industries that have immediate and projected job opportunities.

Create Incremental Pathways: In order to promote successful outcomes, PPP will create “incremental pathways” for participants with high barriers to employment. PPP will create incremental pathways by offering short-term, moderate, and long-term training. Research developed by The Social Policy Research Associates on behalf of the U.S. Department of Labor shows that a mix of short, moderate, and long-term training maximizes participation as well as job growth.

Promote Support Partnerships: PPP will promote collaboration amongst a network of partners that include training providers, workforce investment boards, and organizations that work with people with high barriers to employment. Drawing on multiple providers to recruit and support individuals is one critical component of many successful programs.

Provide Flexible Training: PPP will provide flexible training by varying training sites and schedules, reducing or accommodating language differences and learning barriers, and working with our partners to develop dropout prevention services that support participants. Integrate Skill Remediation: PPP will integrate basic skills remediation with career-specific content to maintain participant engagement. PPPâ&#x20AC;&#x2122;s training programs will be customized to allow participants to improve the core competency skills they lack (such as basic computer skills) while working towards the completion of career-specific training. Conduct Frequent Evaluations: PPP will conduct frequent and relevant evaluations to improve career ladder programs and maintain or attract new partnerships. It will be critical to measure the programs' efficacy by tracking participants' successes in attaining and retaining work. Outcome evaluations will be used to adjust PPP's programs in order to continuously improve results. BEST PRACTICES - SOCIAL ENTERPRISE

Set Clear Expectations: PPP will set clear goals and expectations for financial outcomes. Any enterprise that PPP launches must pay for its direct business costs, provide jobs and job training opportunities, and generate income for Pogo Park. Create Separate Financial Statements: PPP will track its own income and expenses and produce its own financial statements. Use Financial Statements to Designate Goals: PPP will produce financial statements that will help PPP achieve specific measurable business goals defined in advance.

Track Social Costs: PPP will produce financial statements that track social costs and mission related activities as a separate line item. These double-bottom-line financial statements will allow PPP to track the social cost of hiring low-skilled individuals as a separate business cost.

Make Financially Driven Decisions: PPP will produce financial statements that help management make better financial decisions. PPP will implement a system whereby our financial statements become a narrative tool that helps to inform and improve PPPâ&#x20AC;&#x2122;s double bottom line. 8

Describe relevant evidenced-based approaches, best practices, and revitalization strategies/ERI components addressed by your project.

ERI Component #1: Stabilization and capacity expansion for existing businesses to foster business and job retention and new business attraction and entrepreneurship, providing jobs and much needed amenities. An investment in PPP will support the stabilization and expansion of PPP’s core organizational capacity. A critical investment - now - will allow PPP to quickly scale up and take advantage of $1.5 million in pledged contracts/orders to design and build children’s play environments in city parks in Richmond.

A critical investment from Chevron’s eQuip Richmond will allow PPP to grow our emerging business and ensure that a core team of local residents (already working to design and build parks and park amenities) have the necessary support to acquire new skills, grow stronger and more productive as part of the workforce, and retain their jobs. As PPP leverages the Chevron eQuip Richmond grant and secures additional investments and contracts, PPP will be able to expand our reach and hire and train new cohorts of employees from Richmond.

An investment now from Chevron’s eQuip Richmond will also allow PPP to develop the business and set up the infrastructure to not only administer and direct the social enterprise, but to develop the capacity to market our products and services to hundreds of other customers in the Bay Area and beyond. ERI Component #2: The creation of local hiring agreements, local employment opportunities, job training, internships, and job placements, especially for youth, young adults, and the hard to employ. After ten years of operating in Richmond, Pogo Park has developed relationships with virtually every agency in the local community that connects young people and those with high barriers to employment with jobs, job training, and opportunity. These groups include, but are not limited to, the following: RichmondBUILD, East Bay Works, YouthBuild, RYSE Center, Rubicon, Richmond and Kennedy high schools, Richmond Youth Media, Contra Costa College Workforce Development Board, East Bay Center for the Performing Arts, Samuel P. Greenwood Academy, YES, YMCA, and The Boys and Girls Club. Pogo Park has established collaborative relationships with the key personnel managing these agencies. 9

With the formation of PPP, we will expand our capacity to work with these agencies to create local hiring agreements, local employment opportunities, job training, internships, and job placements – especially for youth, young adults, and those residents with high barriers to employment.

ERI Component #3: The development of a multi-business and service network that supports cooperative business development and provides benefits for employees, such as employee ownership and profit share savings, home improvement and purchase lending programs, and access to health care.

Supports Cooperative Business Development: To date, Pogo Park has directed over $1 million of grants, donations, and foundation funding into the Iron Triangle neighborhood to hire local people and contract with local businesses. Pogo Park’s method of directing funding down, into the community, has functioned like a mini-economic stimulus plan. Pogo Park is currently providing 10 local residents with consistent work and opportunities for training and skill development. For more detail about our multi-business and service network please read the detail for service delivery on 12.

Benefits to Employees: At Pogo Park, two of our employees are working full time and qualify for full medical, dental and vision benefits through Kaiser Permanente. This is the first time in their lives they have had quality health insurance. It is PPP’s goal to provide benefits to full-time employees of our social enterprise. Participants who work for PPP will also be supported by support services and programs provided by our collaborative partners.

Employee Ownership: One of the pathways created by PPP will include entrepreneurship, where the most successful employees will go on to develop and grow their own independent entrepreneurial businesses utilizing one of PPP’ partner studios. Participants who master technical craftsmanship and also possess proficiencies in business will be encouraged to create their own for-profit artisanal studios, to be housed at one of PPP’ partner studio sites. Profit Sharing: Our vision is for PPP to become a profit-sharing venture, where people from the community will have the chance to buy in early and share in the profits as the company grows and thrives. We are working already with a pro bono attorney to figure out how a profit-sharing structure would work at PPP.

ERI Component #4: The use of data, social media, and smartphone apps to direct services to residents and to improve economic, education, and health outcomes faster and more effectively.

Use of Data: With Chevron’s eQuip Richmond grant and additional research funding from the state of California and other support partners, we are building the capacity of Pogo Park to become an authoritative go-to source of statistical data for the Iron Triangle neighborhood. We are currently analyzing all publicly available information, such as police reports, building construction permits, crime statistics, and changes in the physical environment in order to better serve our targeted population. We are grateful for superlative data given to us by Andy Wong and are incorporating it into our library of data. We are also collecting our own data, and the specifics of which are addressed in more detail on page 37. We look forward to sharing our data with eQuip Richmond and with all of our partners.

Use of Social Media: This grant will enable us to hire a communications director – someone dedicated to electronic communications – who can assimilate the latest news and developments related to our enterprise and disseminate key messaging. Our program is a model for the entire state, and the story of our unique and successful approach to transforming parks in order to transform the community needs to be shared with other communities in need. We have compiled a massive amount of information through our video and documentation team and are excited to be able to tell this narrative. We will also be able to achieve our economic, education, and health outcomes more quickly by communicating directly with the Richmond community through social channels. Until now, we have lacked the capacity and resources to tap into the power of social media, but we are extremely committed to doing so, and are grateful for the ability to take this critical step for our organization. Use of Smartphone Apps: Pogo Park is dedicated to learning how to use the Chevron eQuip Richmond Smartphone app and putting it into practice at every possible opportunity at our Pogo Park sites. Our goal is to hire a dedicated “connector” at our parks who will train others on the Smartphone app and explain its features to appropriate community members visiting the park. In addition to a dedicated connector, our resident team will be trained to use the eQuip Smartphone app and to help local residents receive local services such as job placements, medical treatment, and government assistance. We also plan to incorporate messaging about the Chevron eQuip Richmond app into our social media distribution channels.

Describe your plan for service delivery and service integration. PLAN FOR SERVICE DELIVERY

Step 1: Richmond residents with high barriers to employment will successfully complete workforce development training at one of our three workforce development partners' sites (RichmondBUILD, CET, and RCRC). Step 2: Workforce development partners will refer qualified candidates to PPP. Step 3: After completing mandatory introductory training at PPP, participants will be assessed for proficiencies and interests, and placed at one of three partner studios: Lawrence Construction (wood shop), Ferrous Studios (metal shop), or Scientific Art Studio (custom fabrication shop). Participants may stay in one shop for the entire duration of training and employment, or move to different studios as needed.

PPP will work with REDF, our social enterprise advisory partner (see description below), to develop best practices for training that effectively prepares participants for work using tools and working with their hands. This training will incorporate a skills assessment to help determine the best work options and an appropriate pathway for each individual’s success.

Step 4: At our partner studios, participants will function as “Apprentices” to a “Master Builder.” The Master Builder / Apprentice model is a proven, intuitive, old-world process used for thousands of years to expose unskilled people to new trades. Working shoulder to shoulder with the Master Builder, Apprentices will engage in hands-on, real-life training and will learn the tools of a trade (woodwork, metalwork, or custom fabrication). The Master Builder / Apprentice model introduces participants to a wide range of techniques and allows them to develop their skills organically and holistically, according to their abilities. Apprentices discover their own unique and inherent talents through the process of creating and building. PPP and all three local business partners share the same values and vision for how best to hire, train, and empower a cadre of unskilled and disempowered people: by creating a work environment that is rooted in appreciation and respect; and by providing Apprentices with an opportunity to use their hands to design, create, and build beautiful things. 12

The diagram below shows how PPPâ&#x20AC;&#x2122;s service delivery plan will function:

Service Delivery Partners

Over the course of a decade of working in the local community, Pogo Park has formed strong partnerships with three Iron Triangle studios/ businesses: Lawrence Construction, a wood shop; Ferrous Studios, a metal shop; and Scientific Art Studio, a custom fabrication shop. To follow is a brief description of each shop/studio: Lawrence Construction Inc. – Wood Shop. The historic red brick building at the corner of Ohio and Harbour Way in the Iron Triangle neighborhood is a stunning and fully-outfitted wood shop. Owned and operated by Master Builder, general contractor, and cabinet maker Tom Lawrence, Lawrence Construction features a custom wood shop with dedicated shop space for creating built-in cabinetry, furniture, windows, and doors. Lawrence Construction utilizes sustainable materials at its shops and employs a team of skilled artisan wood workers.

Ferrous Studios Inc. – Ornamental Iron Works/Metal Shop. Ferrous Studios is a renowned iron works shop located on the corner of 9th Street and Ohio Avenue in a historic white brick building that is right across the street from Lawrence Construction. In this 20,000 square foot studio, artist, sculptor, and Ferrous Studio founder Kyle Reicher has established connections in the art and design world. Ferrous Studios employs 12 talented metal artisans including machine welders, blacksmiths, industrial designers, sculptors and ironworkers. In the past Ferrous Studios has partnered with the welding program at Kennedy High School to teach local youth the basics of welding.

Scientific Art Studio (SAS) – Custom Fabrication Shop. Founded by a husband-wife team – artists Ron Holthuysen and Maren Van Duyn – SAS is both a worldrenowned designer and builder of enriched children’s play environments and a local Iron Triangle business. This state-of-the-art and highly celebrated shop has completed world-class projects, including the new play area at the San Francisco Zoo, new play space at the Jewish Community Center in Palo Alto, play features for the Bay Area Discovery Museum, the “iconic mitt” at the Giants’ baseball stadium, The Children’s Museum in Sonoma, and numerous other notable projects. SAS is

comprised of separate workspaces for distinct processes such as sewing, modeling, CNC routing, painting, and welding; individual work stations; and a large, flexible outdoor space for prototyping, wood work, metal work, sculpting, casting, and much more.

As noted above, PPP will place local people as Apprentices in these three partner studios/businesses. At each location, apprentices will work with a “Master Builder” – a highly skilled artisan and recognized leader in their particular trade. The Master Builder will provide Apprentices with hands-on, real-life training and work experience in their own studios. Question 3: Describe your plan for service delivery and service integration. PLAN FOR SERVICE INTEGRATION

Service Integration Plan #1: Collaborate with local partners to integrate shared services in order to maximize our collective impact on participants. As mentioned earlier in this document, Richmond residents with high barriers to employment will reach PPP after they flow through the workforce development programs of the following partners: -

RichmondBUILD is a public-private partnership focused on developing talent and skill in the high growth, high wage construction and renewable energy fields. All of RichmondBUILD participants come from low-income households. Ninety-five percent are minorities and over thirty percent have a history with the justice system.

Center for Employment and Training (CET) in North Richmond is an economic and community development corporation that promotes human development and education by providing people with marketable skills training and supportive services that contribute to self-sufficiency.

Richmond Construction Resource Center (RCRC) is a minority-owned company that provides a continuum of hands--on technical assistance to contractors and tradespersons. The Resource Center addresses the challenges every Bay Area city is facing in providing effective trade- specific tools for local contractors and residents to build self- sustainability, impact economic development, and promote business growth.

Service Integration Plan #2: Accept participants from partner agencies only after participants have completed basic workforce training (punctuality, communication skills, dressing for the workplace, professional conduct, work ethics, etc.) at the partner agency. Service Integration Plan #3: Provide support to participants for ongoing employment at PPP. PPP will work with local partner agencies to maintain ongoing supportive relationships with participants to ensure that their placements are running smoothly. If and when employment issues arise—such as issues around skill competencies or work attitude—these 15

partner organizations will work directly with the participants to address needs, recommend solutions, and secure ancillary support services in order to strengthen the workforce development pathway to success.

Service Integration Plan #4: Provide participants with training and skill assessments when they begin to work at PPP. After successfully completing workforce development training through the referral agency, participants will be referred to PPP. Participants will then go through an interview process with the core PPP team and, if successful, they will be placed to work as apprentices in one of the three partner studios. SERVICE INTEGRATION PARTNERS

The Roberts Enterprise Development Fund (REDF) – Advisory and Resource Partner REDF is the nation’s premiere resource and thought leadership nonprofit organization committed to creating job opportunities and pathways to employment for people with the greatest barriers to work.

Since 1997, REDF has provided seed and growth capital and specialized advisory services to over 60 social enterprises in California, which have earned and reinvested in their businesses more than $163 million in revenue and employed over 11,000 people, helping spending for government programs go further while improving lives and communities. PPP will work with REDF, our social enterprise thought partner, to develop best practices for an appropriate and effective workforce development training to prepare participants for their work at PPP. REDF is excited at the prospect of working with PPP to create jobs and opportunities for people in Richmond with high barriers to employment and will provide resources to assist PPP in the following areas: -

Access to REDF’s Knowledge Base of Best Practices. REDF will provide Pogo Park access to its robust redfworkshop.org web portal that includes detailed training instruction and opportunities for continued learning in the field of social enterprise. Additionally REDF will help PPP craft participants’ initial workforce development training that will be based on best practices identified by experts in the field of workforce development.

Financial Assistance. REDF provided a seminal grant to support the development of a business plan for PPP and is now considering an additional investment.

Access to REDF Networks. REDF will connect Pogo Park with its network of supporters, funders, and experts in the field of social enterprise. 16

Catholic Charities of the East Bay – Support Services Partner Catholic Charities of the East Bay is a nonprofit focused on families in need, addressing core issues that lead to poverty and homelessness in high-need communities of Alameda and Contra Costa Counties. Catholic Charities will help connect PPP’s participants to existing support services. Co-Biz Richmond – Support for Entrepreneurs Co-Biz Richmond is a new co-working space and business incubator that is a joint venture between Richmond Main Street Initiative and Renaissance Entrepreneurship Center. As a function of our partnership, Co-Biz Richmond will: -

Provide Entrepreneurial Support: Co-Biz Richmond will assist apprentices of PPP by providing technical assistance to individuals who are interested in starting entrepreneurial endeavors.

Provide Work Space Support: Co-Biz Richmond will rent workspace to participants from PPP who wish to start their own businesses and need dedicated offices.

Provide analysis of market needs, potential growth industries, workforce conditions (unemployment and other trends), and forecast of the economic impact of the project. ANALYSIS OF MARKET NEEDS - OVERVIEW

PPP is at the center of two independent market forces.

The first force is the large and growing market need for one-of-a-kind, tailor-made, enriched children’s play environments driven by the millennial generation.

Millennial currently make up 90% of the parent demographic and are changing the face of the market with their desire for unique artisanal brands that both serve a social purpose and do good in the world. This generation of parents is rejecting standard playgrounds comprised of prefabricated plastic play equipment bought out of a catalogue. In the words of playground author Susan Solomon, pre-fabricated play equipment looks like “hulking, sterile, bizarrely-colored monsters.” Millennials want different – more unique and challenging – types of public spaces for their children to play. The second force is an urgent need for social justice – in the form of creating jobs and providing opportunities – for Richmond residents who face steep barriers to employment.

PPP will be addresses both of these market needs. By bringing these forces together into one social enterprise – a business that creates much needed artisanal products while simultaneously providing local jobs, opportunity, and hope – we can positively impact the lives of many Richmond residents. 17

While PPP grows in its ability to design and build unique hand-made play equipment, profits will be directed back into the nonprofit to provide jobs, job training, and a pathway out of poverty for Richmond residents with high barriers to employment. With the generous help of Chevron’s eQuip Richmond, PPP will become a powerful engine of economic development that will fuel growth and catalyze change at a local level. Analysis of Market Needs - Business Perspective

The market need for PPP is enormous. This is due to three dominant factors affecting today's market:

Millennials Are Changing Ideas About Brands and Playgrounds. Millennials are defined as the generation born between 1980 and 2000. Today, this demographic group comprises people aged 15 to 35 with an average age of 25. Millennials now account for 90% of the 1.5 million new mothers, and they are changing the face of the market and reinventing consumer sentiment. Market research shows that millennials have a worldview that differs from prior generations. With a lot of choice at their digitally mobile fingertips, they express a strong preference for brands that have social purpose and meaning. They are drawn to brands with unique narratives that serve a social purpose, such as TOMS, which offers to match each consumer purchase with a gift of free shoes or services to children in need. When it comes to purchasing, millennials are not interested in purchasing prefabricated, cookie cutter plastic items; instead they are searching for handmade “bespoke” items that are akin to the Etsy marketplace, where each product is unique and custom-made for its environment. When it comes to playground environments, millennials are seeking improved child-directed play spaces that allow children to have richer play opportunities in order for them to grow and thrive.

U.S. Child Population is Growing. The market need for children’s products is guaranteed to increase every year, because more babies are being born every year as millennials hit the peak child rearing age. Since 2014 there has been a continuous increase in the number of annual U.S. births. This increase in births will necessarily increase the $1 trillion that parents currently spend on children each year.

Parents in the U.S. spend a significant amount of their income on children. The USDA’s 2013 Expenditures on Children by Families report shows that a middle-income family with a child born in 2013 can expect to spend about $261,330 in the Urban West for food, housing, childcare, education, and other child-rearing expenses up to age 18. Of that amount, roughly 18% will be spent on childcare and education expenses totaling roughly $47,039 per child and about 8% on miscellaneous expenses (including toys) totaling roughly $20,906 per child. Growing Movement Toward Natural and Free Play. Currently there is a passionate movement among leaders in the field of child development supporting the importance of free play in a natural play environment. According to the American Academy of Pediatrics, unstructured free play is essential to healthy child development, as it contributes to the cognitive, physical, social, and emotional well-being of children.

This movement represents a revolt against the recent emphasis on test taking in schools, the focus on rote memorization of academics at an early age, and the trend toward over protective parenting. The current desire for free play champions the return of self-directed child’s play in environments that encourage children to engage with nature and to take calculated risks. Such play environments require redesign from the traditional fixed, prescribed playgrounds of the “Standardized Playgrounds” era.

Playgrounds – Historical Trends: To understand the changing market needs for playground equipment, it’s important to trace the evolution of playgrounds. Beginning in the late 1800s – 130 years ago – playgrounds were introduced as natural and open, inspiring children to play freely. But as playgrounds evolved, the momentum swung toward “model

playgrounds,” which offered a more uniform playground with structured opportunities for play on prescribed hard surfaces. The pendulum continued to swing back and forth every two to three decades between these two polarized styles: informal “free play” playgrounds at one end of the spectrum, and more standardized playgrounds fabricated with manmade materials at the other.

In the 1970s and 80s the standardized playground became the norm, featuring the five S’s; slides, sandbox, swings, superstructures and see-saws. With the standard playground came the rigid system of plastic prefab play structures that have come to dominate playgrounds across much of the country. But today, with our new understanding and desire for children to engage in free play, the pendulum is finally swinging back in the other direction, toward creating children’s play environments that allow children to lead and direct their own play in a more natural setting.

PPP plans to capture this momentum by designing, building and installing one-of-kind bespoke playgrounds and play equipment that align with current thinking in child development and demand for a more individualized free-play-focused market.

Provide analysis of market needs, potential growth industries, workforce conditions (unemployment and other trends), and forecast of the economic impact of the project. Potential Growth Industry #1 – Artisanal, Custom-Made Products

As detailed above, the current market for artisanal bespoke products is growing. This market is driven by millennials who are comprised 90% of new mothers last year. As consumers, millennials place more value on hand-made, custom products (such as those featured in “Etsy”) than massproduced products that are homogenous and uniform.

When it comes to play environments, millennials are influenced by the current thinking which identifies the critical importance of free play for children. The millennial generation is not interested in the pre-fabricated, look-alike, plastic play equipment that dominated playgrounds of the past. They want their children to play outside in unique environments that stimulate and excite their children and are tailored to the needs of the community.

Demand for artisanal, one-of-a-kind playgrounds is supported by extensive research conducted in the United Kingdom. The United Kingdom spent millions of dollars rethinking their place spaces and came up with “lessons learned” from their research. They discovered three essential elements that are required in order to create a successful play space:

1. Each play space must be bespoke (e.g. tailor made to fit with that particular location). 2. Each play space needs to reflect the character and needs of the community that it serves. 3. Each play space should naturally fit in with the surrounding landscape.

PPP is competitively set up to design and build these exact kind of artisanal play spaces. This is our competitive advantage. While other playground companies are designed to come up with the same products over and over again, PPP has a vertically integrated system that gives us the ability to work with each community to custommake a park that fits specific landscapes and individual needs.

Potential Growth Industry #2 – Demand For Brands That Make A Social Impact

Millennials, accounting for 90% of the market, are interested in spending their income on products that have a social purpose and “do good” in the world. When it comes to making purchases, this digitally mobile generation of consumers is steeped in consumer knowledge; they’re aware that they can make a positive impact on the world with every purchase they make. Brands that offer a social investment – alongside their product offerings – can more easily capture this generation of consumers, who are yearning to do something meaningful and make a difference. Millennials are drawn to brands like TOMS, which offers to give free shoes or services to children in need with every consumer purchase.

By creating a rich and compelling narrative that tells the story of our social enterprise and the impact we make, we can more easily capture the audience of millennial parents who are seeking to do good with each purchase. PPP will become known as a brand built in the heart of a struggling low-income neighborhood that serves the greater good by providing jobs and opportunities to local people.

PPP will be known as a social enterprise offering more than just products. When someone buys a Pogo Park Product they will not only be advancing the movement toward free play for children, they will be creating jobs in neighborhoods where people need them the most – and helping to lift up an entire community. By combining these divergent consumer interests, PPP will be force multiplier for good in Richmond. 21

Potential Growth Industry #3 â&#x20AC;&#x201C; Increased Expenditures on Parks in California

The State of California recognizes the critical importance of parks to the health and wellbeing of its citizens, and has made the creation and renovation of parks a funding priority. Over the past 15 years, the State has administered $2 billion in park grants to build thousands of new parks. In 2008, California State Parks awarded $386 million for the creation of new parks and recreation facilities in critically underserved communities throughout California. That year 900 applications requested $3 billion for the available $368 million. This record number of applicants shows the dramatic extent of unmet community needs for green space in underserved communities throughout California.

A $3.5 billion bond measure is projected to be on the 2018 ballot to fund another wave of parks in underserved California communities. If California voters approve this bond measure, the $3.5 billion in grants will become the largest park program in the history of this country. If the measure passes, PPP will be perfectly positioned as an entity that can engage with local communities to transform broken city parks in underserved areas into vibrant public spaces that truly serve the needs of their neighborhoods. This one grant program alone can generate significant orders and revenue for PPP. In terms of social justice, there is a growing public awareness of the need for functional, safe, and vibrant green spaces in disadvantaged communities where none currently exist.

With experience transforming two once broken and abandoned city parks into vibrant community hubs, Pogo Park is uniquely poised to capture this emerging market of government grant funds. After granting Pogo Park $2 million to rebuild Elm Playlot – a neighborhood park built for the community, by the community – the State of California Parks Department recently identified Pogo Park as the #1 model for community engagement.

Creating a park in a disadvantaged community is about more than installing prefabricated playground equipment, having an opening ceremony with the mayor, handing out free t-shirts, and walking away. The reason Pogo Park is now a model for the State is because we have learned how to create a park that engages the community at its roots – something that requires real and ongoing participation at the local level – in order to create a park that comes alive, thrives, and truly serves the needs of the community. PPP has amassed a team of proven professionals – from landscape architects to engineers to general and landscape contractors – who will work with PPP and our community resident team to design and build parks and play environments for children. This puts us in position to capitalize on the bond funds passing through the State to local cities, and to corner the market on designing, building and installing community-based parks across California. Provide analysis of market needs, potential growth industries, workforce conditions (unemployment and other trends), and forecast of the economic impact of the project. WORKFORCE CONDITIONS (For Residents of Richmond’s Iron Triangle Neighborhood)

Grave Need for Local Jobs and Training: There is a critical need for local people to have access to job training, skill development, and jobs. When compared with national averages, the employment and education statistics for people living in the Iron Triangle are staggering. Deep Poverty: 47% of households are “severely economically disadvantaged,” earning less than $35,000 a year. 29% of residents live in abject poverty. (Source: U.S. Census 2013)

High Unemployment Rate: 46% are unemployed in the Iron Triangle, compared with 4.7% nationally. (Source: U.S. Census 2013)

Low Education Attainment: 30% of adults living in the Iron Triangle have not completed high school. According to surveys of local schools, only 5% of parents have college degrees. High Demand for Real-Life, On-the-Job, HandsOn Training: Since many Iron Triangle residents possess low levels of skill and education attainment, employment opportunities that include on-the-job training are in high demand. Most residents lack access to environments where they can acquire the relevant skills needed to secure employment.

Demand for Local Jobs that Pay a Living Wage: Residents who manage to acquire work often do so in low-paying, dead-end environments such as fast food outlets and gas stations, or in other transient physical labor positions. Jobs in these positions fail to provide job security, economic stability, or a living wage. Provide analysis of market needs, potential growth industries, workforce conditions (unemployment and other trends), and forecast of the economic impact of the project.

Economic Impact #1: PPP will bring additional investments into the Iron Triangle Neighborhood: It has taken nonprofit Pogo Park ten years to: a) secure funds to rebuild city parks from a variety of sources â&#x20AC;&#x201C; government, foundation, and donors; b) figure out how to navigate a complex city bureaucracy and ensure that the funds we raise are directed down into the neighborhood itself to hire, train, and empower local people to plan, design, and build parks in their own neighborhood. To date, Pogo Park has secured $16.2 million in capital improvement grants for the city of Richmond. A portion of these funds will be invested in the Iron Triangle neighborhood in the form of wages for local people, purchases from local stores, and contracts with local businesses. These incoming monies flow to local people and businesses and are continuously cycled through the neighborhood economy. For example, PPPâ&#x20AC;&#x2122;s employees have money in their pockets to buy tamales from the woman who cooks tamales down the street. They pay Jasmine, who lives around the corner, to braid their daughtersâ&#x20AC;&#x2122; hair. They pay their neighbor Big Mel to replace the radiators in their cars. When PPP patronizes local businesses and hires local people, those people in turn spend their money in their own neighborhood, and the flow of cash circling and recycling through the neighborhood begins to propel and energize the local economy. When money is flowing, more money is created, because it brings in even more money, opportunities, and assets. 24

Economic Impact #2: PPP will create local jobs. To date, Pogo Park has employed over 100 people from the Iron Triangle neighborhood to plan, design, build and now manage its two parks. There is roughly $1.5 million in current and pending orders to continue to develop our parks, orders that will flow through PPP and enable us to create more jobs and training opportunities for our local resident team. As PPP secures additional orders, the number of jobs and training opportunities that we provide to local people will increase.

Economic Impact #3: PPP will provide training opportunities. PPP’s partnership with Scientific Art Studio, Ferrous Studios, and Lawrence Construction is being formed with the specific intent to provide opportunities for local people to acquire skills via hands-on training with Master Builders. PPP’s work yard, located at 909 Ohio Avenue in the Iron Triangle, is a block away from two high schools (Samuel Greenwood Academy and Leadership) and will provide a vehicle for PPP to offer job training to local youth. Economic Impact #4: PPP will lift up the neighborhood. The visibility and success of PPP’s branded, locally made products will instill community pride in the community. People will want to live around our parks and work at PPP; consequently, property values in the Iron Triangle will increase. Employing local people increases the quality of life for residents. As PPP grows in visibility, it will lift up the community’s pride and enhance neighborhood stability.

Describe the client demographic, outreach strategies to attract new and hard-to- serve clients, criteria for client participation, and an estimate of the number of clients to be served annually and total projected number over the first three years. PPP hires, trains, and empowers individuals living in Richmond’s Iron Triangle neighborhood who face high barriers to employment. To follow is a snapshot of PPP participant demographics: 94% of local residents are people of color: The population of 13,000 is comprised of 61% Latino and 24% African-American, and a shrinking 7% Asian and 6% white population. (Source: U.S. Census 2013)

Deep poverty: 47% of Iron Triangle households are “severely economically disadvantaged,” earning less than $35,000 a year. 29% of residents live below the poverty line. (Source: U.S. Census 2013)

High unemployment rate: 46% of work-age adults living in the Iron Triangle are unemployed, compared with 4.7% nation-wide. (Source: U.S. Census 2013)

Low education attainment: 30% of adults in the community did not graduate from high school. Only five percent of local parents have college degrees. (Source: 2013 CA Academic Performance Index Growth Report) Poor performing schools: Iron Triangle elementary schools are ranked in the bottom 10% of schools in the state, and 90% of 5th grade students don’t meet basic reading and math proficiency standards. (Source: School Accountability Report Cards, 2014-2015) Low earning teachers: At local elementary schools the teachers are paid an average of 35% less than the state average. (Source: School Accountability Report Cards, 2014-2015) High levels of gun violence: Only a few years ago, Iron Triangle was ranked the 7th most violent neighborhood in the entire country. High levels of violence make being outside or walking the streets to get to work dangerous.

Linguistic isolation: 23% of the adult population has a limited grasp of English compared with an 8% national average. An average of 60% of children in Iron Triangle schools speak English as a second language. (Source: School Accountability Report Cards, 2014-2015) Food insecurity: With only one basic grocery store in the Iron Triangle, the area receives poor ratings for its limited access to nutritious foods, contributing to substandard health conditions. (Source: USDA 2016)

In short, the participants of PPP come from one of the most disadvantaged, underserved, and challenged neighborhoods in the Bay Area â&#x20AC;&#x201C; a neighborhood renowned for deep poverty, high levels of gun violence, beleaguered and low-performing schools, unemployment, blight, and severe environmental degradation.

Outreach Strategy #1: Direct Outreach at Elm Playlot / Pogo Park. PPPâ&#x20AC;&#x2122;s first strategy to attract new and hard-to-serve candidates will be to utilize the communication network and channels that have been established at Elm Playlot (Pogo Park). As a community hub and visible employer of residents with high barriers to employment in the Iron Triangle neighborhood, Elm Playlot is already a magnet for a wide variety of local people who routinely inquire about the possibility of obtaining work, developing their skills, and accessing training opportunities. We plan to use Elm Playlot to post announcements with detailed job descriptions, and to communicate verbally to visitors at the park through the team of local residents who manage the park every day.

Outreach Strategy #2: Network Through Partner Agencies. We will draw upon a wide network of collaborative partners including RichmondBUILD, Catholic Charities of the East Bay, The Center for Employment and Training (CET) in North Richmond, and The Richmond Construction Resource Center (RCRC). These partner organizations are already working with underserved residents of Richmond who face barriers to employment due to lack of education, prior work experience, and skills. We will set up a system of referrals with these organizations for local candidates who can be vetted for PPP.

Outreach Strategy #3: Utilize Local Electronic Channels of Communication. We will employ a wide range of communication channels to reach local candidates with high barriers to employment, including text alerts, email blasts, outreach to local churches and community centers, as well as social media venues including Facebook, Twitter and Instagram.

Describe the client demographic, outreach strategies to attract new and hard-to- serve clients, criteria for client participation, and an estimate of the number of clients to be served annually and total projected number over the first three years. In order to qualify for participation, including employment, training, or job placement at PPP, individuals must meet the following criteria:

Be a Richmond resident with ties to the Iron Triangle neighborhood;

Be unemployed or underemployed with low skills and low education attainment (no college education); Exhibit a marked passion and willingness to take advantage of opportunities; Express a desire to improve oneâ&#x20AC;&#x2122;s self sufficiency;

Pass through a rigorous application and interview screening process examining key criteria and work self-efficacy measurements.

3 YEAR PROJECTION: POGO PARK PRODUCTS

Participants

YEAR 1

YEAR 2

YEAR 3

TOTAL

Detail the needs of the identified population and how services provided through this project will impact them, pathways to success for types of clients, and how project will address those who are not eligible for your programming through referrals or partnerships with other programs. As detailed in the section above, with low education levels, few employable skills, and minimal relevant work experience, many adults living in the Iron Triangle face high barriers to employment. Community members lack access to education, job training, and skill development, and the majority of residents have never been exposed to work environments where they can acquire the skills needed to secure a continued employment. Residents who manage to acquire work often do so in low-paying, dead-end environments such as fast food outlets and gas stations, or in other transient physical labor positions. Jobs in these positions fail to provide job security, economic stability or a living wage. (Note: See pertinent Iron Triangle demographics, data, and statistics on page 26.)

PPP’s workforce development effort will provide participants an opportunity to learn real life skills, the skills needed to succeed in today’s workforce. To follow are the ways that PPP’s services will impact participants: Acquiring soft skills: Participants apprenticing and working at PPP will acquire the critical soft skills that are required of any individual seeking continued employment or career advancement. Soft skills include (but are not limited to) teamwork, professionalism, communication, conflict resolution, leadership, positive attitude, initiative, passion, and willingness to learn and be coached – as well as basic workplace skills: punctuality, dressing for the workplace, professional conduct, and work ethics. Acquiring hard skills: PPP participants will acquire hard skills in a wide range of crafts while learning how to design and build bespoke, artisanal play environments for children. They will be exposed to different construction and building materials and learn hands-on techniques such as metalwork, woodworking, welding, custom fabrication, sculpting, creating moulds, applying custom finishes, painting and sewing. They will learn how to construct and finish sandboxes, play equipment, planter boxes and larger structural items that are created and sold by PPP.

Building skills in people holistically : Participants with little experience working with their hands will be trained using an old-world Master Builder / Apprentice model. Work will take place in a wood, metal, or custom fabrication shop that is fully outfitted with all of the tools needed to make specialized products. Participants will work alongside our core team of three Master Builders: Ron Holthuysen from Scientific Art Studio, Tom Lawrence from Lawrence Construction Inc., and Kyle Reicher from Ferrous Studios.

Participants will gain a wide range of vocational skills while using their hands as they learn to become proficient in the program area that is most suitable to their aptitudes. Holistic training takes into account the whole person, and adapts itself to individual talents and

needs. Individuals with no experience working with their hands may naturally discover what aptitudes they have after exposure across a wide range of skills and projects. Building confidence: As they discover their own, inherent talents, PPP participants will develop a powerful sense of pride and self-reliance. As participants are rigorously trained in best practice techniques, they will acquire competence at a highly skilled professional level; consequently their confidence will grow. Earning vocational training certificates: Working alongside our social enterprise partner, REDF, PPP will establish a workforce development program that creates and marks meaningful milestones. Participants can earn vocational training certificates upon completion of training at Lawrence Construction, Ferrous Studio and Scientific Art Studio, which will serve to empower trainees and provide demarcations of achievement.

Pathway to local job training: Candidates who are accepted to work at PPP will have the opportunity to train at a job in their own neighborhood. At PPP they will learn the basics of a job: punctuality, dressing appropriately for the workplace, and what professional conduct and work ethic look like. They will have opportunities to work with their hands and learn a broad range of skills – from welding to sculpting to woodwork – while actively training as an apprentice, alongside a Master Builder. Pathway to employment at PPP: Participants who excel in the craft of creating products for PPP will be hired to work permanently as employees of PPP. Pathway to employment at PPP’s partner studios: Participants who excel in the craft of creating products at one of Pogo Park’s partner studios may be offered permanent employment within one of PPP’s Iron Triangle partner studios – as custom fabricators for children’s play environment at Scientific Art Studio, as metal workers at Ferrous Studios, or as woodworkers at Lawrence Construction.

Pathway to recruitment/employment outside of PPP: Individuals who gain competencies at Pogo Park can transition to employment at businesses outside of PPP and expand their proficiencies into new areas. Pathway to entrepreneurship: Participants who master technical craftsmanship and possess proficiencies in business will be encouraged to start and manage their own for-profit artisanal studio, to be housed at one of PPP’ partner sites. Pogo Park will contract with these local micro-businesses to build products for PPP, and support them in growing their businesses and expanding their client bases in order to achieve stability. Detail the needs of the identified population and how services provided through this project will impact them, pathways to success for types of clients, and how project will address those who are not eligible for your programming through referrals or partnerships with other programs.

To assist applicants who are ineligible for PPP’s Master Builder / Apprentice program, we will do the following:

Refer ineligible candidates to work with partner agencies that have their finger on the pulse of local job market and training opportunities. These agencies include (but are not limited to) RichmondBUILD, The Center for Employment and Training (CET), and Richmond Construction Resource Center (RCRC).

Instruct ineligible candidates on site about how to use the Chevron eQuip Richmond mobile app to identify existing job opportunities.

Train Pogo Park’s community resident team how to guide others to search for employment opportunities using the Chevron eQuip Richmond mobile app.

Detail collaborative partnerships and describe the process planned for multi-disciplinary service delivery, shared case management, shared data, blended funding, and co-location plans and timing where applicable. Include MOUs between the lead agency and partners on the goals, operating principles and processes, priorities, and key strategies of the project, including ancillary services. PARTNERSHIPS WITH LOCAL BUSINESSES As detailed earlier in this application, after almost a decade of working in Richmond’s Iron Triangle neighborhood, Pogo Park has developed strong collaborative partnerships with three key Iron Triangle businesses: Lawrence Construction (wood shop), Ferrous Studios (metal shop), and Scientific Art Studio (custom fabrication shop).

Lawrence Construction is a licensed general contractor located in a historic building on the corner of Ohio Avenue and Harbour Way – at the entryway to the Iron Triangle neighborhood. Today this building contains a wood shop that is fully outfitted with every conceivable tool to build products out of wood. Owner Tom Lawrence is interested in transforming this building into an educational facility to teach local people how to use their hands to design and build custom products made from wood.

Ferrous Studios is owned and managed by Kyle Reicher, a world-class ironworks artist and artisan. Mr. Reicher’s 20,000 square foot custom fabrication studio is located on the corner of 9th Street and Ohio Avenue. Ferrous Studios is excited to dedicate a portion of their studio to create “Pogo Ironworks” – a place to design and build custom products made from metal and a place to train local people in the ironworks trade.

Scientific Art Studio (SAS) is a custom fabrication shop located in three separate buildings on two acres of land on the corner of Barrett Avenue and Richmond Parkway in the Iron Triangle neighborhood. Over the past decade, SAS has become the go-to source for custom play environments. Whenever SAS designs a new play product, they bring in playground safety inspectors at the beginning to ensure that the play elements they build meet national playground safety standards. Known for their excellence in design and custom fabrication, SAS has created children’s play environments for the Bay Area Discovery Museum (Lookout Cove and Tot-Lot), San Francisco Zoo, Children’s Museum of Sonoma County, Oshman Family Jewish Community Center in Palo Alto, Rotary Club’s Play Garden in San Jose, Children’s Fairyland in Oakland, Duck’s Nest Secret Garden in Berkeley, Evergreen Lodge/Rush Creek in Yosemite. Over the past nine years, SAS partnered with Pogo Park to build Elm Playlot and Harbour-8 Park, two Iron Triangle parks that were designed and built with a core team of Iron Triangle residents.

The remarkable and talented owners of these three businesses are committed collaborative partners who are recognized as experts in their respective fields of trade. All three owners are excited by and dedicated to the prospect of teaching, training, and empowering people from the local community to design and build things with their own hands in order to make a living. 32

PARTNERSHIPS WITH LOCAL AGENCIES Along with weaving together a network of local businesses to support our goal of actually designing and building products for resale, we have also established a network of local agencies that provide critical support services to local people. These agencies fall into two categories: 1) agencies who specialize in workforce development; and 2) agencies who provide social support services to ensure that participants in PPP’s Master Builder / Apprentice program have the essential support systems they need to grow and thrive as healthy, productive workers.

Partnerships - Workforce Development

PPP has formed collaborative partnerships with RichmondBUILD, Center for Employment and Training, and Richmond Construction Resource Center – three local agencies who provide workforce development training to local people with high barriers to employment. These workforce development partners have three major responsibilities:

Identify and refer capable individuals from Richmond with high barriers to employment to work and be trained at PPP.

Train each participant in workforce basics (i.e. punctuality, communication skills, dressing for the workplace, professional conduct, work ethic etc.) before referring them to PPP.

Provide on-going support for employment at PPP. Once a participant is working or interning at a PPP site, RCRC will provide ongoing support-based relationships with the participant to ensure that their placement is running smoothly. If and when employment issues arise—such as issues around skill competencies or work attitude— our partner organizations will work directly with the participants to address needs, recommend solutions, and apply ancillary support services that strengthen the workforce development pathway to success.

Below is a description of the three collaborative partner agencies that specialize in workforce development and what they plan to bring to a partnership with PPP:

RichmondBUILD – a City of Richmond’s public-private partnership that is, in the words of their website, “focused on developing talent and skill in the high-growth, high-wage, construction and renewable energy fields.” All of RichmondBUILD participants come from low-income households. 95% are minorities and over 30% have a history with the justice system. As detailed in the answer to question 3, RichmondBUILD will refer their graduates to PPP and will continue to provide support for graduates when they work in one of PPP’s three partner studios.

Center for Employment and Training (CET) – a nonprofit agency, with a new location in North Richmond, that is “an economic and community development corporation that promotes human development and education by providing people with marketable skills training and supportive services that contribute to self-sufficiency.” (Source: CET website) CET will refer graduates of its workforce development program to PPP and will continue to provide on-thejob support, as needed, for their graduates in PPP’s program.

Richmond Construction Resource Center (RCRC) – an agency started by general contractor Len Turner to “provide a continuum of hands-on technical assistance to contractors and tradespersons. RCRC addresses the challenges every Bay Area city is facing in providing effective trade-specific tools for local contractors and residents to build self-sustainability, impact economic development, and business growth.” (Source: RCRC e-mailed to Pogo Park.) The way RCRC directs residents through their system and into PPP is identical to the process described above for RichmondBUILD and CET: successful graduates of their program will be referred to PPP. There, PPP will partner each new RCRC graduate with a Master Builder at one of PPP’s three studios: a wood shop, a metal shop, and a custom fabrication shop. RCRC will continue to provide support, as needed, to graduates they place at PPP. Partnerships - Support Services

Catholic Charities of the East Bay (CCEB) – nonprofit agency with a growing capacity to serve residents of Richmond’s central core neighborhoods, that is “ focused on families in need, addressing core issues that lead to poverty and homelessness in the high-need communities in Alameda and Contra Costa Counties.” (Source: CCEB website) Catholic Charities is committed to working as a partner with PPP to provide wraparound services and help participants access existing support services.

Co-Biz Richmond – a co-working space and business incubator located in the heart of the Iron Triangle neighborhood. Co-Biz Richmond is a joint venture between Richmond Main Street Initiative and Renaissance Entrepreneurship Center. As a function of our collaborative partnership, Co-Biz Richmond will:

Provide Entrepreneurial Support: Co-Biz Richmond will assist participants of PPP by providing technical assistance to individuals who are interested in starting their own businesses.

Provide Work Space Support: Co-Biz Richmond is willing to rent workspace to PPP or to PPP participants who wish to start their own businesses and need to rent dedicated offices.

Partnerships - Resource Advisors

Roberts Enterprise Development Fund (REDF) – the nation’s premiere resource and thought leadership nonprofit organization committed to creating job opportunities and pathways to employment for people with the greatest barriers to work. REDF has committed resources to assist PPP in the following areas:

Access to Knowledge Base of Best Practices. REDF will provide PPP free access to its robust redfworkshop.org web portal that includes detailed training and opportunities for continued learning in the field of social enterprise.

Financial Assistance. REDF provided a seminal grant to support the development of a business plan for PPP.

Access to Networks. REDF will connect Pogo Park with its network of supporters, funders, and experts in the field of social enterprise.

PPP’s business director and project manager will meet with all key partners of Chevron’s eQuip Richmond, including RichmondBUILD, Catholic Charities of the East Bay, Co-Biz Richmond, CET, and RCRC to discuss best practices for working together across silos.

By creating a collaborative framework with PPP’s other partners we will be putting in place our multi-disciplinary service delivery system, wherein each agency takes on a designated role as detailed above. For example, RichmondBUILD will conduct the pre-training of participants, and Catholic Charities support participants by helping them access additional support programs.

By joining forces with other like-minded, mission-driven organizations, we can achieve more powerful results and affect more lives than we can by working alone. By working in concert across organizations, PPP will become a force multiplier capable of solving increasingly complex problems and empowering local people who face steep barriers to employment.

Detail collaborative partnerships and describe the process planned for multi-disciplinary service delivery, shared case management, shared data, blended funding, and co-location plans and timing where applicable. Include MOUs between the lead agency and partners on the goals, operating principles and processes, priorities, and key strategies of the project, including ancillary services. Case management is typically funded by government programs. Because PPP is not a government-funded program, PPP does not employ a process for traditional case management and standard protocols. However, we do engage a vibrant and active informal case management system, evidenced by our ongoing support for Pogo Park’s core team of 10 community residents. Regarding shared case management with our multiple partner organizations, the emerging process can be best explained with the following example:

After completing RichmondBUILD’s training program, a candidate will be referred to PPP. After screening and successfully completing the job interview process, the participant will be placed in one of PPP’s three partner studios. While participants are being trained and/or employed at PPP, their supervisors will coordinate with our human resources department to track the progress of each participant in a websupported data file to ensure each person is meeting targeted goals for training and general skill building. Our human resources staff will share need-to-know information about each participant’s progress with RichmondBUILD. If and when a problem arises with a participant, we expect RichmondBUILD to help support that person. Staff from PPP’s human resource department will also work with Catholic Charities to ensure that each participant has access to wraparound services as needed. When PPP refers a participant to Catholic Charities, Catholic Charities’ goal is to use the “warm hand off” approach (e.g. Catholic Charities will physically guide the participant through whatever is necessary in order to help a participant access needed programs and services).

Pogo Park’s role with each participant is that of an employer. For legal reasons, PPP does not access confidential information about each participant. To this end, our role is to refer a PPP employee to Catholic Charities; Catholic Charities will facilitate a participant’s access to additional services. Participants can divulge personal information to Catholic Charities; Pogo Park will not share confidential participant information, unless it is warranted and legal. 36

As outlined in more detail in later in this application, the collecting and sharing of data is a central strategy toward achieving Pogo Parkâ&#x20AC;&#x2122;s goals. We are currently investing considerable efforts in data and measurement. In an effort to become a data expert and resource for the community, we are working with UC Berkeley researchers to collect publicly available data that relates to violence and crime in the Iron Triangle. From this data, we are producing a â&#x20AC;&#x153;spatial databaseâ&#x20AC;? that measures changes to the neighborhood surrounding Elm Playlot over time.

Additionally, we are partnering with Dr. Jason Corburn and a team of researchers at UC Berkeley to conduct a study measuring the "multiple impacts of Elm Playlot on community health and well-being." We expect that the State of California Parks Department will fund the Elm Playlot Research Study.

We look forward to sharing the data we acquire with all of our partners. To ensure our efforts are successful, we are providing a shared data agreement in each of our MOUs. By signing our MOU, each of our partners will agree to share data that is relevant to our mutual goals and project strategies at regular intervals to be determined.

Detail collaborative partnerships and describe the process planned for multi-disciplinary service delivery, shared case management, shared data, blended funding, and co-location plans and timing where applicable. Include MOUs between the lead agency and partners on the goals, operating principles and processes, priorities, and key strategies of the project, including ancillary services. At every opportunity, Pogo Park will work with our partners to seek out new funding opportunities and collaborate on applications for blended funding. Pogo Park has a successful track record of fundraising with or on behalf of multiple partners through grant applications over the past 10 years. To date, Pogo Park has spearheaded efforts to secure $16.2 million in successful grant applications from a myriad of sources: government, foundations, and donors. 37

Examples include:

$5 million Unity Park grant: Pogo Park spearheaded this large project, bringing together a diverse group of 17 community partner organizations, along with the City of Richmond, to secure a $5 million dollar State Parks Department grant to develop two sections of the Richmond Greenway into Unity Park. Funds from this grant will flow to multiple community partners and businesses.

6.2 million Yellow Brick Road grant: Pogo Park led the effort to bring together multiple partners from the policy field, experts in walkable cities, transportation engineers, public health officials, and the City of Richmond to win a $6.2 million CalTrans grant (the 3rd highest grant award in California) to build the first leg of the Yellow Brick Road. The Yellow Brick Road will create a safe walking and biking route through the Iron Triangle neighborhood.

$2 million Elm Playlot grant: Pogo Park worked with local community residents, experts in urban planning and design, and the City of Richmond to secure a $2 million grant from the State of California Parks Department to completely reimagine and rebuild Elm Playlot in a way that better serves the needs of the Iron Triangle community. Pogo Park worked closely with the City of Richmond to direct a portion of the $2 million in grant funds down, into the community, to hire and train local people to plan, design and build Elm Playlot themselves.

$1.26 million Housing-Related Parks Program grant: Pogo Park worked in partnership with the City of Richmond to secure funds from the California Department of Community Development to build new parks close to affordable housing units in Richmond. The City will focus this grant on developing Unity Park and Pogo Parkâ&#x20AC;&#x2122;s Harbour-8 Park on the Richmond Greenway. These funds will flow to multiple community organizations and partners that hire local people.

$727,000 Greening the Last Mile grant: On behalf of the City of Richmond, Pogo Park wrote this grant to secure funds from the California Strategic Growth Council to design and develop three nodes on the eastern side of the Richmond Greenway into green spaces for the community. Funds from this grant are flowing now into multiple community partners to design and build the space.

$500,000 Nature in the Neighborhood grant: To bring opportunities for local children to have experience with nature, Pogo Park worked in collaboration with community partner YES Nature to Neighborhood to secure blended funding from the San Francisco Foundation, Congressman George Miller Youth Fund, and The Outside Foundation. Additionally, Pogo Park worked with YES to secure a significant investment through in-kind donations from East Bay Regional Parks and the National Park Service. The total value of the investment flows to YES and Pogo Park.

$65,000 ECIA grant: Pogo Park directed the effort to bring multiple organizations together and then wrote a winning ECIA grant application to the City of Richmond on behalf of all of the organizations. Pogo Park acts as a distributor: funds that come to Pogo Park are redirected to community partners to support the cost of enriched after-school programs for local children at the park. Partners include Richmond Art Center, West Coast Chess Alliance, EcoVillage Farm and Learning Center, East Bay Center for the Performing Arts, Iron Triangle Pony Club, and more.

Pogo Park has consistently led efforts to collaborate with a diverse group of partners and the City of Richmond to bring resources into the Iron Triangle (picture to the right is one of multiple meetings Pogo Park set up to bring virtually every agency in Richmond together to work on redesigning the Richmond Greenway). The result: Pogo Park is directly responsible for bringing $16.2 million in capital funds over 10 years directed into the one-square-mile Iron Triangle neighborhood. Pogo Park continues to leverage these pledged capital funds to raise additional support for our programs. And Pogo Park intends to collaborate with our partners to leverage the $1 million Chevron eQuip Richmond grant to attract additional support for our collective efforts to provide jobs and job training to residents who need opportunity the most and to drive the economic revival of the Iron Triangle neighborhood.

Describe strategy for sustainability and how the strategy links to your plan to secure resources beyond and at the conclusion of ERI funding, including how the project will promote local ownership of project interventions and build continued capacity in relevant local organizations.

Pogo Park’s strategy for sustainability is to diversify Pogo Park’s income streams. Working closely with Pogo Park’s board of directors, we adopted a long-term financial sustainability plan titled “⅓, ⅓, ⅓.” This means that we plan to generate 1/3 of our income from foundations; 1/3 from donors (both business and individual); and 1/3 from earned income (PPP). To support our programs in perpetuity, we are aggressively setting up the requisite organizational systems to derive revenue from these three distinct sources. PPP will generate income from both the for-profit and nonprofit sectors. PPP will generate income from the for-profit sector through the sale of products and services. PPP will generate income from the nonprofit sector through grants that support a myriad of social initiatives: community development, economic development, workforce development, land development etc. PPP will also build the organizational capacity to expand its core base of business and individual donors – the most consistent and reliable stream of unrestricted income possible. 40

In order to maximize PPP’s ability to generate income from a diversified revenue stream, we plan to take the following actions: 1) Invest in and scale up PPP’ organizational capacity immediately To follow are the three key areas we targeted for investment:

Develop PPP’s Internal Sales Capacity. We need to hire a sales/business director who can manage the five existing contracts that are already pledged and/or pending – and who will begin to reach out to possible customers and secure additional contracts for our products and services.

Build PPP’s Communication | Marketing Effort. By getting the word out about what PPP is offering through communication and marketing, we can become the go-to source for high-quality, hand-made, and bespoke children’s play environments. Up to this point, we have never marketed our products or services – yet still we have generated $1.5 million in contracts and orders. Thanks to our key relationship with Scientific Art Studio – with 40 years of experience designing and building world-class, one-of-a-kind play environments – we have a tremendous opportunity to take advantage of the builtup market demand for our products and become the leading designer and builder of bespoke playground environments for children across the country.

Invest in Office Space and Equipment. We need to invest in developing a stand-alone office and workshop/studio for PPP; we also need to purchase key equipment and tools to design and make our products.

2) Tap into nonprofit funding revenue streams for workforce development

We plan to increase our capacity to tap into funding for workforce development by:

Partner with Workforce Development Agencies in Contra Costa County who are invested in job training and skills development, so that we can pursue new grant opportunities for our nonprofit. Contra Costa County urged us to apply for a Community Development Block Grant (CDBG) that they administer through HUD. This secondary stream of income will go towards offsetting the costs of our social enterprise and will strengthen the sustainability of PPP.

Build the Internal Capacity of Our Development Department. An increase in internal capacity will enable us to create a top-of-its-class development department that can apply for grants and donations from a myriad of sources who are interested in funding workforce development, economic development, and social justice in low-income communities. 41

We fully understand that the ERI funding is intended to support the start-up and launch of PPP. Three years after the launch, Chevron eQuip Richmond’s ERI support to Pogo Park will expire. As noted above, we are looking ahead and tackling the question of how to sustain our work. After months of working closely with our board of directors, we adopted the “⅓, ⅓, ⅓” financial sustainability strategy. This means that we strive to raise one-third of our revenue from foundations, one-third from donors, and one-third from earned income. Diversifying our income stream is our prime strategy to secure resources beyond the conclusion of ERI funding.

To follow are some recent developments that highlight what we are doing, right now, to actualize the ⅓, ⅓, ⅓ strategy and to ensure our long-term financial sustainability:

1) Strengthening Our Ability to Raise Foundation Support: we are working with a stellar team of consultants who have decades of experience putting strong grant proposals together to secure foundation support. We are developing a system to identify possible sources of grants – and then apply. We are assembling a database of key statistics and language that relates to our work and the need for our programs in the Iron Triangle neighborhood, which can be used in a wide range of grant proposals. We are getting better and better at clearly articulating our programs and outcomes/measurements so that our process for submitting grant proposals is more streamlined. In short, we continuously strive to become more efficient and effective. Moreover, Pogo Park is actively seeking to leverage Chevron eQuip Richmond’s ERI grant to secure additional funding from a variety of foundations that support growing Richmond’s local economy through workforce development, economic development, and community development.

2) Building Our Base of Donors: we are working with consultant Lela DaVia who has 30 years experience helping nonprofit organizations build their base of individual donors. Ms. DaVia has also been working one-on-one with Pogo Park’s board members to help them develop the skills needed to raise support from their friends and family. In one year, our core base of individual donors has doubled. Additionally, we are beginning to target businesses in Richmond for support. It’s taken almost a year to assemble a comprehensive database of nearly 5,000 Richmond businesses. Recently, Pogo Park became a member of Richmond’s Chamber of Commerce. Our goal is to make a concentrated effort to reach out, connect with, and raise support from the entire Richmond business community.

3) Developing an Earned Income Stream: since 2010, Pogo Park has generated 17% of revenue from earned income. In the next three years, we want to double this total. An investment through the ERI grant will enable PPP to scale up quickly, direct and manage the five pledged and pending contracts, then expand our capacity to generate new orders – and hence, to meet our goal of generating one-third of Pogo Park’s revenues through earned income.

Additionally, we are working in partnership with The Conservation Fund, one of the largest nonprofit organizations in the country dedicated to land conservation. Recently they purchased 17,500 square feet of vacant land next to Pogo Park’s Harbour-8 Park site on the Richmond Greenway. They plan to hold it for four years until Pogo Park raises the funds to purchase the land back from them. The Conservation Fund is helping us target foundations to acquire this land for Pogo Park. The long-term goal is to develop this land so that it generates income to support the cost of Pogo Park programs. Below is a rough sketch of our vision for the transformation of this land: small retail shops (locally owned micro-businesses) with two stories of mixed-use “tiny houses.” Income derived from Pogo Park’s Harbour-8 Development will generate a source of perennial revenue to sustain Pogo Park’s programs over time.

At the heart of everything that Pogo Park has accomplished in almost a decade of working in the Iron Triangle neighborhood is our demonstrated capacity to engage community residents at every step of the way. We hire and train local residents to plan, design, build – and now manage! – our two parks. With the help of a grant from Chevron’s eQuip Richmond project, PPP will employ these same principals to hire and train more local people and promote local ownership of project interventions as we expand our capacity, increase visibility, and build our base of assets.

Our proven ability to build the skills of local residents is matched by our aptitude for working with local organizations to expand their capacities. Organizations we work with include virtually every department in the City of Richmond, East Bay Center for Performing Arts, East Bay Regional Parks, RichmondBUILD and UC Berkeley. With the help of Chevron’s eQuip Richmond, PPP will continue to employ these practices as we collaborate with relevant local organizations to develop and launch PPP. 44

We have detailed elsewhere in this application the specifics of our partnerships with local organizations for PPP, which include Scientific Art Studio, Ferrous Studio, Lawrence Construction, Catholic Charities of the East Bay, RichmondBUILD, Richmond Construction Resource Center, Co-Biz Richmond, and the Center for Employment Training. As we expand, increase our visibility and gain assets, our efforts will likewise boost the capacities of our partner organizations.

For example, when RichmondBUILD refers candidates to our enterprise and those candidates go on to acquire workforce skills and training, the success of these candidates will improve outcomes and build the reputation of RichmondBUILD. This mutually beneficial relationship outcome can be applied to each of our collaborative partners. Because we have partnered with so many local organizations to bring about PPP, our project’s successes will reflect positively upon numerous Richmond nonprofits and local agencies. Our partnerships will strengthen and support all of our efforts, as local businesses that share the same dreams join forces to bring economic activity, financial stability, community investment, community pride, and improved quality of life to Richmond and its residents.

2.3 Project Oversight and Management

Describe the project’s governance and management structure, including leadership roles and delineation of responsibilities of any collaborative partners in project implementation.

The governance and management structure of PPP includes an executive committee comprised of three Pogo Park board members who will oversee the PPP social enterprise. Below the executive committee is Toody Maher as program manager, and beneath her is a business manager in charge of sales, marketing and planning, as well as a training manager who oversees employees and apprentices, and interacts with recruiting agencies. These two managers will report to Toody, and Toody will report to the three board members. Describe the project’s governance and management structure, including leadership roles and delineation of responsibilities of any collaborative partners in project implementation. Please see more detail in above portions of application, addressing leadership roles of collaborative partners.

Ron Holthuysen: As Creative Director of Scientific Art Studios, Master Trainer Ron Holthuysen will manage and oversee the training and development of each PPP apprentice who is placed to work in the Pogo shop of Scientific Art Studio. His responsibilities will include providing leadership, training and evaluation of apprentices, as well as consulting on appropriate pathways to success. 45

Kyle Reicher: As principal owner of Ferrous Studios, Master Trainer Kyle Reicher will manage and oversee the training and development of each PPP apprentice who is placed to work in the Pogo Ironworks shop of Ferrous Studios. His responsibilities will include providing leadership, training and evaluation of participants, as well as consulting on appropriate pathways to success. Tom Lawrence: As principal owner of Lawrence Construction, Master Trainer Tom Lawrence will manage and oversee the training and development of each PPP apprentice who is placed to work in the Pogo shop of Lawrence Construction. His responsibilities will include providing leadership, training and evaluation of participants, as well as consulting on appropriate pathways to success.

Len Turner: As CFO of Turner Construction and The Richmond Construction Resource Center, Len Turner will oversee the referral of participants from (RCRC) to PPP. Chuck Fernandez: As Executive Director of Catholic Charities of the East Bay, Chuck Fernandez manages a staff of employees who will be helping connect PPP participants to assistance programs.

Carlos Lopez: As Director of Government Relations for CET, Carlos Lopez will oversee the referral of participants from CET to PPP. Amanda Elliot: As Executive Director of Co-Biz Richmond, Amanda Elliot will manage the program that provides guidance, support, and office space to PPP participants who are interested in entrepreneurship.

Carla Javits: As President and CEO of REDF, Carla Javits will ensure PPP has access to REDF’s training platform, resources, and best practices. Sal Vaca: As executive director of RichmondBUILD, Sal Vaca will oversee and supervise the referral of participants from RichmondBUILD to PPP.

Describe agency’s knowledge of evaluation and data systems and tracking and how the success of the project will be measured, evaluated, and reported. Describe the software or web-based system you will use for this project and why it has been selected. Include data share agreements in place or to be established. Describe how quality assurance and service outcomes will be achieved. Describe process for maintaining confidential information and data privacy protocol. EXAMPLES OF DATA TRACKING

Over the past seven years, we have gathered extensive experience in creating effective systems to track and analyze data, including these three key examples:

1) In 2009, we partnered with Dr. June Tester and her team of researchers at U.C. Berkeley’s School of Public Health as well as the Oakland’s Children’s Hospital to secure a grant of $150,000 from the Robert Wood Johnson foundation to conduct a study on Elm Playlot. Rather than gather the research themselves, the UC Berkeley researchers trained the Pogo Park local resident team to collect the data. Because the community did the research independently, the project followed a Community-based Participatory research (CBPR) model. This model, where the community studies itself, became instrumental in informing Pogo Park operations going forward. 47

For the study, the team gathered data in two-week intervals two years apart. The baseline study measured how many people came to the park, how long they stayed, and how much they moved while there. The first data collection took place before Elm Playlot was renovated. The second data gathering was two years later, when Pogo Park was running its temporary “pop-up-park” in the location. We put accelerometers around the waists of participants to measure their movement. The collected data was then sent to the experts at UC Berkeley who ran it through their data process. The results were staggering in terms of the increases in visitation frequency, duration and movement. 2) In 2013 Pogo Park secured a $6.2 million grant from Caltrans, which was the third largest grant in the State of California, to construct the first section of the Yellow Brick Road in the Iron Triangle neighborhood. In order to win the grant, Pogo Park had to gather an extensive amount of on-the-ground data. The Pogo Park community resident team worked with transportation engineers Fehr & Peers to develop an elaborate and effective system to tally the number of pedestrians and bicyclists who travelled through multiple intersections in the Iron Triangle neighborhood along the proposed route for the Yellow Brick Road.

Every day for two weeks, Pogo Park’s local resident team sat at high-traffic intersections in 16 different locations, counting and recording pedestrians and bicycles that passed by. The hard work, innovation, and diligence of the Pogo Park team in collecting data was one of the deciding factors in winning the grant despite a very competitive environment.

3) In 2016, the State of California is considering funding a $100,000 study with Pogo Park on the “multiple impacts of Elm Playlot on community well being.” We partnered with the highly regarded professor, Dr. Jason Corburn of UC Berkeley, a leader in the field of community-based participatory research (CBPR) who is designing the research study with his team of graduate students in concert with Pogo Park local resident team staff. 48

This study will utilize a CBPR model. CBPR takes a collaborative approach to research by equitably involving all partners, including community members, in the research process. The aim of CBPR is to increase knowledge and understanding of the community, and to use the knowledge gained for policy interventions and social change efforts that improve the lives of community members. Because of Pogo Park’s acquired expertise in data collection and evaluation systems, the State of California plans to select Pogo Park as a key partner in building data systems, tracking, and analysis. POGO PARK’S KNOWLEDGE OF DATA IS DIFFERENTIATED BY:

Standard of Excellence: Data collection and evaluation is a key value of our organization. We have invested in our capacity to gather information at a high level. Over the past seven years we have had the opportunity to partner with the very best in the field, including U.C. Berkeley, Dr. Jason Corburn, Robert Wood Johnson Foundation, Oakland Children’s Hospital, Fehr & Peers, and the State of California Parks Department. Community Data Model: At the outset, our community resident team has been deeply involved in identifying, collecting, recording, and analyzing the requisite data themselves – a best practice model for CBPR.

This paradigm of data collection, which involves active participation from community members (rather than having an outside party conduct the research), has become a defining part of what we do and how we do it. Our approach sets us apart from others – and is the reason we are currently being touted by the State of California as a model for other cities to follow to work with local communities to design and build city parks. 49

Internal Capacity to Store and Evaluate: Pogo Park is currently building our internal capacity to record, capture and evaluate data. We’ve invested in the ability to store our raw data in four locations: on shared Google sheets/ Google documents, on Dropbox, on Backblaze, an automatic cloud back up, and on a back-up hard drive stored in a safe deposit box at Mechanics Bank, which we refresh every two weeks. Generate Income Streams: Pogo Park recognizes that collecting and evaluating data can generate an income stream. Here are several examples of how we have generated income by identifying, gathering, and reporting on data: Children’s Hospital: We received a $60,000 contract from Children’s Hospital Institute to collect data for the Robert Wood Johnson Foundation.

Trust for Public Land: We received a $20,000 contract from the Trust for Public Land to conduct surveys of neighborhood residences and businesses regarding the development of Harbour-8 Park. Yellow Brick Road: For the $6.2 million Yellow Brick Road grant, we worked with a team of transportation engineers from Fehr & Peers to create a system to tally and then count all the bikes and pedestrians riding and walking at a particular intersection at 15 minutes intervals. Gathering Narrative Data: In consulting with UC Berkeley professor Dr. Jason Corburn, we have been informed that, in neighborhoods like the Iron Triangle, a scientifically acceptable way to collect information is through personal narrative. The scientific community has determined that looking at personal narratives of the target population is as effective as collecting numerical data. Currently we have the infrastructure in place – a Pogo Park documentation team made up of local residents – that can capture these personal narratives from neighborhood people in order to measure the qualitative impact of our work over time.

We welcome the opportunity to partner with Chevron eQuip Richmond to show how the gathering and evaluation of data can contribute to making a more equitable and just neighborhood for everyone living in the Iron Triangle. We plan to designate part of the Chevron eQuip Richmond grant toward building our organizational infrastructure in order to collect, evaluate, and report data related to our social enterprise, PPP. Describe agencyâ&#x20AC;&#x2122;s knowledge of evaluation and data systems and tracking and how the success of the project will be measured, evaluated, and reported. Describe the software or web-based system you will use for this project and why it has been selected. Include data share agreements in place or to be established. Describe how quality assurance and service outcomes will be achieved. Describe process for maintaining confidential information and data privacy protocol. The success of the PPP will be measured, evaluated and reported using both quantitative and qualitative data. To follow are the metrics to: MEASURE AND EVALUATE

1. Impacts of PPP on Program Participants:

Pogo Park plans to track several data points relating to the people we serve. These will include: Quantitative

Number of people with high barriers to employment who gain employment at PPP

Total number of training hours for participants

List of trainings provided

Number of participants who move on to obtain employment elsewhere

Number of participants who go into entrepreneurship

Number of participants who are newly connected to existing services while working at PPP, particularly those services that are designed to help local people increase their personal wealth and assets

Qualitative We will conduct interviews with participants before and after their training and/or employment with PPP to obtain before and after data about how working at PPP impacted their lives. 2. Impacts of PPP on Economic Development in the Iron Triangle:

Quantitative

We will measure how much money and resources PPP funnels into the Iron Triangle neighborhood in the form of: a) contracts, b) purchase of supplies, and c) wages. Qualitative

We will conduct interviews with community residents to record their views on the impacts that PPP is having on the Iron Triangle neighborhood.

REPORT OUTCOMES We are currently having preliminary discussions with REDF in order to set up our workforce development program and to determine best practices and methods for evaluating and reporting on the data we collect. We are also in partnership with UC Berkeley, primarily the School of Public Health and the School of Regional and City Planning, to determine an evaluation system to measure the impact of Pogo Park and its programs on local people and the community. Describe agencyâ&#x20AC;&#x2122;s knowledge of evaluation and data systems and tracking and how the success of the project will be measured, evaluated, and reported. Describe the software or web-based system you will use for this project and why it has been selected. Include data share agreements in place or to be established. Describe how quality assurance and service outcomes will be achieved. Describe process for maintaining confidential information and data privacy protocol. We are using both Google documents and Google sheets to record, store and share our Iron Triangle demographic data. We are using a shared business Dropbox account to store and share information on a long-term basis. We are meeting with the City of Richmond, U.C. Berkeley, and the local resident team to determine what other web based systems or software we need to put in place to track data for our social enterprise. This decision is in process.

Please refer to attached MOUs that include PPP’ detailed agreements between our collaborative partners with respect to data sharing. Describe agency’s knowledge of evaluation and data systems and tracking and how the success of the project will be measured, evaluated, and reported. Describe the software or web-based system you will use for this project and why it has been selected. Include data share agreements in place or to be established. Describe how quality assurance and service outcomes will be achieved. Describe process for maintaining confidential information and data privacy protocol.

We recognize that a key to the success of Chevron’s eQuip Richmond project is for all projects to accurately report how the grant impacts participants – and then share that data with the eQuip Richmond project and our other partners. To function as a strong and capable partner able to produce accurate, high-quality reports on service outcomes, we must invest significantly in hiring a data and evaluation manager for the eQuip Richmond project.

As evidenced in our response to the first part of this question, Pogo Park has regularly demonstrated an ability to create accurate data and evaluation systems from scratch over the past 10 years. We look forward to investing even further in our data collection system to assure our data is timely, accurate, and of the highest possible quality.

Pogo Park has worked with a human resources consultant to create an HR system in order to maintain confidential employment records and data privacy protocols. Paper documents containing sensitive and confidential employee information are kept in locked file cabinets and are accessed only by authorized human resource personnel. Personal and sensitive electronic data is stored in a password-protected server; data is also encrypted to ensure privacy in the event of a security breach. All Pogo Park data that is backed up and stored in the cloud is also encrypted and password protected. We will ensure that any information or data from our social enterprise is treated with similarly stringent privacy protocols. Identify target metrics and projected outcomes and include in Work Plan (Attachment E).

We will submit target metrics and projected outcomes after we meet with Chevron’s eQuip Richmond team to discuss Pogo Park Product’s application. Describe your commitment to program changes and improvements based upon outcome data, including willingness to reconfigure services to enhance effective coordination and services. Throughout 10 years of operation, a willingness to adapt and reconfigure our program to meet changing needs has been the creed we’ve lived by in order to survive and thrive in the Iron Triangle. Working in concert with community members over a long iterative process – while designing, building, installing and now managing two new parks – we have been forced, at every step of the way, to respond to changing events on the ground and adapt our program.

Examples of Pogo Park’s commitment to and expertise in making adaptations include:

Adapting Training. When we hired our 10 person local resident team, we discovered that many individuals had not participated in the workforce for years and lacked proficiencies in basic work skills. Rather than providing training for the job at hand, we were forced to quickly adapt our training to provide basic work competency training, tailored to each individual’s needs. Basic work training included: communication skills, computer literacy skills, and training in proper workplace ethic, attitude, and dress code. 54

Adjusting Priorities. After adopting Elm Playlot, we conducted surveys with local residents and discovered that many people didn’t feel safe enough to go outside and use the park due to local drug dealers operating in the area. After obtaining this data, we adjusted our priorities to work with local government to ensure that the drug dealers moved out of the houses surrounding the park, enabling community members to safely visit the park and participate in our programs.

Adopting New Causes. When we learned that a group of local teenagers had come up with an idea for a Yellow Brick Road – a pedestrian and bike path that safely connects important places within the Iron Triangle – Pogo Park shifted gears to translate the teenagers’ vision into reality. We wrote the winning Caltrans “Active Transportation Program” grant proposal (third largest grant award in California) and secured $6.2 million for the city of Richmond to build the first leg of the Yellow Brick Road in the Iron Triangle neighborhood, connecting our two Pogo Parks (Elm Playlot and Harbour-8 Park) together.

Describe your commitment to participation in ERI training and professional development activities to promote project success.

Pogo Park is fully committed to and welcomes the opportunity to participate in ERI trainings and professional development sessions. Describe your commitment to participation in ERI marketing, social media, and public relations.

Pogo Park is fully committed to participating in ERI marketing, social media, and public relations to support Chevron’s eQuip project in Richmond. We are willing to provide necessary materials and requested collateral periodically, whenever participant or project success stories are requested for use in newspapers, websites, video, television, and social media, for email blasts and special promotions, or at eQuip events.

2.4 Applicant’s Experience

Describe the qualifications, experience, training, and capacity of lead organization staff and any partner staff related to the scope of services described herein and relevant history of implementing similar or equivalent evidence-based strategies and service delivery. Include examples of successful completion of deliverables and participation in outcome evaluation.

Toody Maher, Executive Director, Pogo Park Qualifications, experience and training:

Toody Maher is an artist, inventor, and entrepreneur. She graduated from U.C. Berkeley in 1983 and secured the distribution rights to Swatch Watch in the 11 Western States. In 1983, she pioneered Swatch’s product launch, set-up the regional office, and helped drive sales in her region from $0 in 1983 to $30 million in 1986. Afterward, she started another company, Fun Products, which created the world’s first clear telephone with lights (named Fortune Magazine’s “Product of the Year” in 1990). In 1990, Toody was named Inc. Magazine’s “Entrepreneur of the Year.” Later, she became the Business Director at Juma Ventures, a San Francisco nonprofit that provides jobs and job training to youth atrisk. At Juma, she created a series of “social enterprise” businesses including a Ben & Jerry’s / Tully’s Coffee concession at Candlestick and PacBell Park, that employed 200 at-risk youth each year, ages 14-21, primarily from San Francisco’s Bayview-Hunter’s Point and Mission districts. Thereafter, Toody invented, developed, and patented a number of different products that she sold or licensed to other companies.

Toody worked as a consultant on a project for a research institute at UCLA, helping to translate their scientific, evidence-based research into formats that people can actually use. It was during this project, when she was working on how to increase overall health and wellbeing in communities, that she realized how invaluable parks could be to children, families, and their communities if only the parks were properly designed and managed. This realization led her to found Pogo Park in 2007. Toody founded Pogo Park and has served as its executive director for ten years. Relevant history and outcomes:

Proven entrepreneur, with success starting multiple businesses from scratch Leader in the field of social enterprise

Executive Director at Pogo Park, a social enterprise that trains and employs residents with high barriers to employment in Richmondâ&#x20AC;&#x2122;s Iron Triangle. All ten of the individuals currently working on the community resident team were unemployed before finding employment and training at Pogo Park. Pogo Park has offered continuous employment to its community resident members for the past ten years.

As founder of Pogo Park, Toody created a system to generate funds to rebuild parks and employ the local community, redirecting $1 million in grant monies directly into the Iron Triangle neighborhood.

Pogo Park functions like a mini-stimulus plan for local economic development â&#x20AC;&#x201C; and actualizes virtually all of Chevron eQuip Richmondâ&#x20AC;&#x2122;s goals and priorities. Nicole Ballin, COO Business Consultant Qualifications, experience and training:

Nicole is a serial entrepreneur and strategic business consultant in the field of social entrepreneurship, and an innovator in the movement. She co-founded and was COO of UpEnergy, a clean energy social enterprise serving Uganda. Based in San Francisco, UpEnergy is a social enterprise that fights poverty, improves health, and protects forests by making clean energy technologies available to people in the developing world. Prior to UpEnergy, Nicole worked in finance focusing on operations and business management roles at UBS and Deutsche Bank before transitioning to Microfinance. With a strong passion for social enterprise, sharp business acumen and entrepreneurial skills, Nicole now provides COO advisory services to growing social enterprises and has consulted with a wide range of organizations to help them identify operational speed bumps, and prioritize and implement solutions. Nicole received an MBA from University of California, Berkeley, Walter A. Haas School of Business and a BA in International Economics from the University of California, Los Angeles.

Relevant history and outcomes:

Founded UpEnergy, which sells high quality, affordable clean energy appliances in the developing world. From October 2011 to December 2012, UpEnergy distributed over 17,000 clean cookstoves through SmartHome distribution channels, impacting the lives of over 100,000 Ugandans.

Provides business consultations and is an expert at financial modelings and fundraising support for early stage companies.

Has experience bringing social enterprises through the full startup lifecycle; provides pragmatic advice on where and when to invest scarce resources to get the most out of operational platforms.

Offers strategic guidance in the principles of rapid iteration and minimum viable products to test sales interventions in the field and “learn fast”.

Implemented performance review and career development program in mid-sized company following a change in management team and organizational culture.

Ron Holthuysen, Founder and Creative Director, Scientific Art Studio Qualifications, experience and training:

Ron Holthuysen is a world-renowned designer and builder of children’s play environments. He is also the founder and creative director of Scientific Art Studio, a local business that has operated in the Iron Triangle for 40 years. This state-ofthe-art and highly-celebrated shop has completed many world-class projects, including the new play area at the San Francisco Zoo, play features for the Bay Area Discovery Museum, the “iconic mitt” at the Giant’s baseball stadium, The Children’s Museum in Sonoma, and numerous other notable projects. The studio and shop contains separate studio work spaces for distinct processes such as textile work, CNC routing, and painting; with workshops and outdoor space used flexibly for prototyping, woodwork, metalwork, sculpting, casting, and much more. Relevant history and outcomes:

Runs a world-class, custom fabrication studio vertically integrated to seamlessly take on any size project. 58

Has a proven local track record: completed nine playgrounds in the Bay Area, including two in the Iron Triangle.

Owns a 2-acre studio located in the Iron Triangle neighborhood that is ideally set up to host a partnership with community members.

Has forty years of experience training people in the design and fabrication of state-ofthe-art children’s play environments, including ten years working with Pogo Park’s local resident team.

Has a background as an educator in an alternative school system in Holland, with experience working with a variety of learning styles and aptitudes.

Tom Lawrence, Owner, Lawrence Construction Qualifications, experience and training:

Tom Lawrence is the principal owner of Lawrence Construction, a state of the art custom woodwork shop located in the Iron Triangle, directly adjacent to Pogo Park’s Harbour-8 Park. Owned and run by master craftsman, builder, and general contractor Tom Lawrence, Lawrence Construction features a woodshop that includes dedicated shop space for building cabinetry, furniture, windows, doors – all using sustainable materials. Lawrence Construction employs a team of skilled artisan wood workers and knowledgeable builders. Relevant history and outcomes:

Owns a shop and construction yard located adjacent to Harbour-8 Park, which is set up to serve as a training ground for PPP.

Is a skilled professional who has trained and employed numerous craftsmen to build state-of-the-art woodworking projects.

Has already run an informal apprentice program, instructing people untrained in the basics of woodwork and construction. Recognizes the lifelong value of learning to work with your hands.

Is committed to social good: After a lifelong career in woodwork and construction, Tom is taking a step back to let his staff run the business in order to focus on giving back by teaching and training others.

Has experience with developing farmland while preserving integrity. Created a working model for developing a 1,600-acre community in Mendocino County that is frequently used in rural land development today.

Kyle Reicher, Owner, Ferrous Studios Qualifications, experience and training:

Kyle is the owner of Ferrous Studios, a metalworking workshop in the Iron Triangle. This cutting edge worldclass metal studio has established connections in the art and design world and employs 12 talented metal artisans including machine welders, blacksmiths, industrial designers, sculptors, and ironworkers; and boasts a fabrication shop with almost 20,000 square feet. Relevant history and outcomes:

Has experience training youth: Kyle has a ten year partnership with the welding lab at Kennedy High School in Richmond, where he teaches and trains student to weld at his shop.

Maintains a reputation for excellence: Kyle is a Fulbright Scholar, the recipient of several awards and multiple solo exhibitions of his work, and one of the most renowned and distinguished metalsmiths in the Bay Area.

Is adept at working with the community to build skills: Kyle has hired local unskilled residents and trained them in welding from the ground up.

Owns a welding facility located in the Iron Triangle which is tailored for community partnership.

Describe capacity to deliver responsive services, including cultural and linguistic proficiency, ties to the local community, field-based service delivery, targeting multiple learning styles at varied literacy levels, and/or relevant client engagement and retention strategies. In ten years of operation, our capacity to deliver responsive services, including cultural and linguistic proficiency, has been fundamental to our ability to survive, grow and thrive as an

organization. Several key examples of Pogo Park’s facility and ability to work in the community with a population of varied learning styles and cultural backgrounds and literacy levels include:

Providing multi-cultural communication training. Our resident

team receives weekly communications training with Bruce Williams, an African American elder and communications counselor with a master’s degree in social work. Mr. Williams works with the Pogo Park local resident team — who are diverse in age, gender, and race — helping them gain critical social/emotional skills including non-violent communication, conflict resolution, and organizational development. His steady hand and empathy bring cohesion to our local resident team, and help each team member to see how others experience their world through the lens of race, gender, age and familial environment.

Offering bilingual computer training. Pogo Park provides computer training that

addresses different cultural and linguistic backgrounds. We took our resident team to the Google Campus where they received training in the use of Google Docs, and learned how to translate their writing from Spanish to English and English to Spanish. This allows our Spanishspeaking staff to communicate more fluently with others on the team.

Implementing tailored training. To help

resolve a variety of training needs for our resident team, many of whom lack core communication skills and basic work proficiencies, such as typing, we have devised training that meets each team member at his or her unique level. For example, some individuals are learning to use a computer for the first time and receive one-on-one training in computer literacy, while others receive coaching in how to advocate for themselves or articulate ideas in a business environment. Each member of our resident team receives individualized training to address his or her needs based on differing levels of education and literacy.

SECTION 3 - PROJECT BUDGET INFORMATION

3.1 Project Budget Narrative, Budget and Financials Executive Summary

o Question 17: Describes how requested ERI funds will be used to leverage the monetary and other tangible resources of your organization to further the objectives of the project. Specify how funds from other committed and potential sources of funding will be utilized in the first year and over the first three-years of the project. o Question 18: Describes the allocation of income and expenses among the various collaborative partners, if relevant, and how requested ERI funds will be used to leverage the monetary and other tangible resources of the collaborative to further the objectives of the project. o Question 19: Details the applicantâ&#x20AC;&#x2122;s plan and ability to leverage Chevronâ&#x20AC;&#x2122;s investment with earned income and/or the investments of other businesses, foundations, institutions and/or individuals to sustain the project at the conclusion of and beyond the ERI investment.

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ATTACHMENT D

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Fire Monkey Consul5ng Market Research Report October 2016 nicole@ďŹ remonkeyconsul5ng.com

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Research Scope •  Compe55ve Landscape •  Possible Sales and Distribu5on Channels –  Landscape Architects / Real Estate Developers –  Residen5al Market –  Parks System (excluded)

•  Products –  Design and build of play environments –  Park ameni5es (excluded) –  Direct to consumer products D-2

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Interviews Conducted •  Jay Beckwith – Play equipment industry veteran •  Linda Gates – Landscape Architect, Gates Associates •  Marcia Vallier – Landscape Architect, Vallier Design •  Margaret Brown – Re5red play equipment sales rep for KOMPAN •  Jesse Coﬃno – Anji Play representa5ve •  Chris Chamberlain – Marin County Parks *See interview transcripts in Google drive folder D-3

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Research Reports •  Millennial Moms: Spending Implica5ons from a New Genera5on of Parents (Goldman Sachs Equity Research, May 2015) •  New Kids on the Block - Millennials and Centennials Primer (Bank of America Equity Research, August 2016) •  Expenditures on Children by Families (United States Department of Agriculture, 2013) •  Consumer Products – Toy Industry Data Update Highlights, Key Themes and Winners (Jeﬀeries Equity Research Report, June 2016) •  Toy Companies Research Report (J.P. Morgan, April 2016) •  Hasbro Inc. Market Research Report (UBS Equity Research, March 2016) D-4

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Online Research •  Play & Safety Associa5ons: –  –  –  –  –  –

US Play Coali5on Na5onal Playground Contractors Associa5on (NPCA) Interna5onal Play Equipment Manufacturers Associa5on (IPEMA) ASTM Interna5onal Interna5onal Play Associa5on (IPA) US Consumer Product Safety Commission (CPSC)

•  Industry Thought Leaders: –  Jay Beckwith –  Adrian Voce

•  Compe5tors

–  PlayPower ( PlayWorld, Miracle, HAGS, HAGS SMP, Lifle Tikes Commercial, SogPlay) –  PlayCore (Big Time, BigToys, Robertson Recrea5onal Surfaces, UltraPlay, Play and Park Structures) –  Landscape Structures –  Playworks –  Earthscape –  Kompan –  KuKuk –  Monstrum –  Anji Play D-5

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Research Challenges •  Play equipment manufacturers are highly consolidated, privately-held companies –  Lifle to no industry economic informa5on publicly available

•  Shiging organiza5onal future states –  Varying stakeholder opinion on path to achieve end goal of ﬁnancial sustainability of Pogo Park

•  Limited proof of concept –  Need to prove out ability to create reliably durable and replicable products (immature opera5ons plaiorm) D-6

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History of Playgrounds

Pogo Park Products

•  1880s-1890s: Sand Gardens •  Playgrounds started as “sand gardens” in Germany in 1885. Playgrounds appeared in the United States in Boston in 1886. •  1900s-1920s: Model Playgrounds •  A collec5on of tall apparatuses built with steel tubes, merry-go-rounds, and other twirling contrap5ons. •  In 1906, the Playground Associa5on of America formed to promote ideas of playgrounds to communi5es. •  People were trained as instructors to teach children necessary lessons and organize their play. •  1930s-1940s: Development slowed due to Depression and War eﬀorts. •  1940s-1950s: Adventure or Junk Playgrounds •  The concept of a “junk playground” was ﬁrst proposed by Carl Theodor Sorensen (1936) a Danish landscape architect. Sorensen wanted to build on the child’s natural inclina5on for play with the addi5on of trained play leaders. •  The life span for most American adventure playgrounds was short, due to concerns about junky appearance, expansion of safety regula5ons. (Source: Saving Places- How We Came to Play: The History of Playgrounds and Scholarpedia: Evolu5on of American Playgrounds) D-7

History of Playgrounds Cont.

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•  1950s-1970s: Novelty Playgrounds. •  A focus on metal playgrounds in imagina5ve shapes such as rocket ships, slides, animal shapes and tunnels. These were fixed and resistant to change or movement by children and described as more appealing to adults than to children. •  1970s-1980s: Standardized Playgrounds •  The introduc5on of rounded edges and hard plas5c equipment -- a response to rising concerns about playground safety. •  The “standardized playground” era reflected the redesign of manufactured playground equipment, primarily the four S’s -swings, slides, see-saws, superstructures, and the prevalence of surrounding hard surfaces typically seen on American playgrounds throughout much of the 20th century. •  1980s-early 2000s: Modern Playgrounds •  By the 21st century a movement among professional organiza5ons was building to enhance play for building fitness, health, brains and bodies. •  By 2012, “integrated” playgrounds or playscapes were expanding, buoyed by research and experience on the value and processes for integra5ng built materials, habitats, gardens, tools, junk, wild places, nature areas, and indoor/outdoor experien5al learning into schools, neighborhoods, and cityscapes. (Source: Saving Places- How We Came to Play: The History of Playgrounds and Scholarpedia: Evolu5on of American Playgrounds) D-8

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Compe5tors / Collaborators

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Compe5tors Landscape

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Tradi5onal

–  PlayPower •  •  •  •  •  •

PlayWorld (excep5on PlayForm 7 line) Miracle HAGS HAGS SMP Lifle Tikes Commercial, SogPlay

–  PlayCore •  •  •  •  •

Big Time BigToys Robertson Recrea5onal Surfaces UltraPlay Play and Park Structures

–  Landscape Structures –  Playworks

•

Transi5onal

–  Earthscape –  Kompan (excep5on Galaxy and Robinia Village lines)

•

Niche

–  KuKuk –  Monstrum

•

Loose Parts –  Anji Play

D - 10

Compe5tors - Tradi5onal Play Equipment Proposal

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Manufacturers –  Examples: PlayCore, PlayPower, PlayWorld •  Highly consolidated market structure •  High volume business •  Compressed margins •  Open line and/or in-house sales reps

–  Commodi5zed Product Proﬁle: •  Post and plaiorm systems, mostly metal and plas5c (except new PlayForm 7 from PlayWorld Systems) •  Low design variability •  Sta5c systems - low play value •  Easy to sell –  “Safety” compliant with ASTM –  Easy maintenance –  Uniform product D - 11

Compe5tors - Tradi5onal Play Equipment Proposal

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Manufacturers

*Playworld: “PlaySimple Lookout Point” $20K Ages: 5-12 D - 12

Compe5tors - Transi5onal Play Equipment Proposal

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Manufacturers –  Examples: Kompan, Earthscape

•  Exclusive rights / Independent sales representa5ves

–  Product Proﬁle:

•  Tradi5onal product lines (Kompan e.g. Moments Schoolage and Moments Toddlers) •  More naturalis5c lines (Kompan e.g. Organic Robinia wood and Galaxy System) –  Focus on play value and cragsmanship –  Green / FSC cer5ﬁca5on –  Playhouses, Play structures, Themed play, Sand and water play, Swings, Climbing structures and nets, Springers, Balance and cableway, Sunshades

•  Higher play value (e.g. sand and water play) •  S5ll easy to sell –  “Safety” compliant –  Rela5vely easy maintenance –  Rela5vely uniform product / catalogued D - 13

Compe5tors - Transi5onal Play Equipment Manufacturers Proposal

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*Example Kompan: “Robinia Village”

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Compe5tors – Niche Play Design and Build Companies –  Example: Kukuk (Germany) –  Product Proﬁle: •  Naturalis5c –  Integrated into the environment –  Higher degree of customiza5on to site –  Free-movement space, natural space, art –  Robinia wood, stone/granite, color, rope (steel cord center / polyamide and polypropylene covering), colored glass, corten steel (sheets with iron oxide eﬀect), concrete

D - 15

Compe5tors â&#x20AC;&#x201C; Niche Play Equipment Manufacturers Proposal

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*Example KuKuK

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Proposal

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Compe5tors – Niche Play Design and Build Companies –  Example: Monstrum (Denmark) –  Product Profile: •  Thema5c playgrounds –  Complete customiza5on to site –  Strong social responsibility charter –  Green materials: PEFC cer5fied Nordic “Super Wood”, FSC cer5fied plywood and Robinia hartwood –  European safety standard compliant – different safety regulatory environment! »  Safety Standard EN 1176/77 Extract •  “Risk-taking is an essen5al feature of play provision and of all environments in which children legi5mately spend 5me playing. Play provision aims to offer children the chance to encounter acceptable risks as part of a s5mula5ng, challenging and controlled learning environment. Play provision should aim at managing the balance between the need to offer risk to keep children safe from serious harm.” D - 17

Compe5tors â&#x20AC;&#x201C; Niche Play Equipment Manufacturers Proposal

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*Example Monstrum

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Compe5tor Landscape

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NICHE

High Play Value

KuKuk

Pogo Park TRANSITIONAL

Monstrum Earthscape

Commodi5zed Product

Customized Product Kompan

TRADITIONAL Playworld PlayCore

PlayPower D - 19 Low Play Value

Proposal

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Customers

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Proposal

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Market Research - Customers •  Business to Business (B2B) –  Landscape Architects –  Real Estate Developers

•  Business to Consumer (B2C) –  High income residen5al / wealthy households –  Millennials parents and Centennial children

•  Business to Government (B2G) – out of research scope –  Parks and Rec D - 21

Customers – Landscape Architects (B2B) Proposal

Pogo Park Products

•  Most design done in-house •  Public Projects (high value, more volume but problema5c) –  Contractor supplied •  LA tells contractor exactly what to order and developer installs. •  Contractor can request to subs5tute like for like. Customized products the less likely to be subs5tuted. “Holding the spec”

–  Direct contract •  City contracts directly with PPP to supply art elements (50% upfront and 50% on delivery)

•  Private Projects (lower value, harder to ﬁnd, more ﬂexible) •  LAs have preferred vendors: –  Reliability (well designed products, no end-user issues once installed) –  Reasonable produc5on lead 5mes •  Commodi5zed products – 30 to 45 days average. Max 90 days. •  Customized products – can be placed ager the park is opened but must manage expecta5ons

–  Predictability –  Customer service D - 22 –  Pricing (there is budget for a special piece in every project or can fund raise)

Landscape Architects - Opportuni5es Proposal

Pogo Park Products

–  Community Art •  Service: –  Contract with a local org. with connec5ons to local community and/or provide transla5on services for community engagement and outreach (local events etc.)

•  Products: –  Incorporate art from local community into a park element »  Painted 5les or handprints made into a ﬂoor mosaic or entrance arch –  Incorporate donor element »  Dona5ons given to a dog park – paw prints in concrete that are then made into an art element

–  Speciﬁc, Unique Elements (spec’d) •  Community gardens (few suppliers) –  Garden gates made from upcycled metal materials like watering cans, shovels etc. –  Tomato towers –  Garden tools storage

•  Dog parks (Few suppliers) –  Elements for dogs to play in or on –  Dog leash storage D - 23 –  Dog park gates made from upcycled metal materials like old dog bows etc.

Landscape Architects – Sales Leads Proposal

Pogo Park Products

– Bay Area •  Gates + Associates •  MIG •  Carducci Associates •  RHAA Architects

– Beyond •  Leverage network of Kompan independent reps •  Pitch PPP at trade shows and conferences •  Online and social media presence D - 24

Customers – Real Estate Developers (B2B) Proposal

Pogo Park Products

•  Developer-Built Parks –  Developer has to provide a budget to build a park for the local community. –  More common in new build ci5es –  Private bid pricing is usually more compe55ve

•  RED contracts with a landscape architect •  1% goes towards public art –  developer has to write the check to the city –  Less like crag (out of a catalogue) and more like art

D - 25

Customers – High Income Residen5al (B2C) Proposal

Pogo Park Products

•  Millennial parents with Centennial children –  Direct sales approach reached through online and social media presence –  Need strong brand narra5ve, focus on free play

•  Small market –  Some residen5al projects are commissioned by landscape architects but not many –  Middle income households are looking more for ideas for DIY •  Possible “build-your-own” product?

•  Logis5cal challenges –  Products need to be able simple enough to ship by UPS etc. –  Installa5on needs to be self-explanatory and seamless D - 26

Customer Proﬁle Summary

Proposal

Good Target

Pogo Park Products

Possible Target

Diﬃcult Target

•  Millennials / Centennials –  Growing segment –  Free play advocates –  Challenging direct sales strategy

•  Landscape Architects –  –  –  –

Looking for unique elements to make their project stand out Will advocate for quality products in their spec Need supplier reliability & standardized product performance Useful buﬀer to public bid process

•  Real Estate Developers –  More budget conscious, less concerned with aesthe5c & play value

D - 27

Customer Proﬁle Summary Cont. Proposal

Pogo Park Products

•  Public School Districts –  Strict adherence to safety standards –  Looking for easy sourcing, bulk purchasing, easy maintenance, price sensi5ve

•  Private Schools –  More freedom

•  Preschool and Early Learning Centers –  Possible ﬁt on case by case basis, focused on child development

•  Corporate Childcare Centers –  Become highly standardized e.g. KinderCare –  Some excep5ons in Tech e.g. Cisco commissioned LA and then contracted Bright Horizons to run center

•  Children’s Museums –  Good ideological ﬁt but low volume

•  Parks System –  Pogo Park track record but public bid process is painful D - 28

Proposal

Recommenda5ons

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•  Free up Toody’s 5me from grant management, hire Opera5ons exper5se •  Professionalize produc5on capacity –  –  –  –

Formalize work development program (PP, PPP, SAS) Formalize sourcing and labor with SAS etc. Create realis5c produc5on schedule for exis5ng projects Select 1-3 items to pilot as PPP (based on Landscape Architect needs)

•  Sales and Marke5ng Hone brand narra5ve Website refresh, social media presence, marke5ng materials Pitch PPP at trade shows and conferences Possibly have dedicated in-house staﬀ educa5ng Landscape Architects / park directors on PP approach, answering ques5ons etc. –  Conduct customer discovery with Bay Area Landscape Architects for indemand park elements as proof of concept (see sales leads) –  –  –  –

D - 29

Sales Leads: Suggested Next Steps Proposal

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•  Bay Area Landscape Architects Opportunity •  Iden5fy elements from previous projects that are community art or could form unique elements (e.g. community garden / dog park gates) •  Follow-up with Linda Gates to understand what products she’d be interested in (Gates + Associates) •  Prototype replicable products, set up produc5on support, understand pricing etc. then reach out to other Bay Area leads (MIG, Carducci Associates, RHAA Architects)

•  Marin Public Parks Opportunity –  4 des5na5on playgrounds funded through Measure A to upgrade parks –  Sole source approach: design/build project. Marin Parks holds the spec so that other contractors can’t outbid SAS. SAS to subcontract to Pogo Park –  1 year design phase. SAS to work with Marin Parks internal Landscape Architect on design and then price and fundraise for ﬁnal design. –  Advantageous for SAS to have its own contractor’s license otherwise requires another master contractor to sub-contract to SAS. Adds to cost and complexity D - 30

Proposal

Contact

Pogo Park Products

For further informa5on, please contact Fire Monkey Consul5ng as follows: Nicole Ballin nicole@ďŹ remonkeyconsul5ng.com www.ďŹ remonkeyconsul5ng.com

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DATA S HA RE A GREEMENT S December 15, 2016 Data share agreements between Pogo Park and our collaboraďż˝ve partners are included in the the MOUâ&#x20AC;&#x2122;s found in Aďż˝achment C.

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pogopark.org

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TAR G ET MET RICS December 15, 2016 Target metrics to follow.

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pogopark.org

ATTACHMENT H

Proposal

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Toody Maher 2604 Roosevelt Avenue Richmond, CA 94804-1623 e-mail: toody@pogopark.org

PROFILE

voice: ( 5 1 0 ) 2 1 5 - 5 5 0 0 fax: ( 5 1 0 ) 2 1 5 - 5 6 0 0 mobile: ( 5 1 0 ) 5 9 0 - 1 7 1 6

In ven to r/ E n trep re n e u r/P ro je ct D e ve lo p e r : dynamic 27-year career starting, operating, and growing small businesses, social-purpose ventures, and nonprofit organizations. Experienced in taking an idea from concept to actualization. Solid foundation in directing and managing all core business functions –– operations and administrative, finance, sales/marketing, human resource, research and development, legal, IT –– and a keen understanding of how each unique function must integrate with every other to benefit the whole. Problem-solver. A talent for injecting purpose and energy into groups and projects. Gifted organizer: precise, detail-oriented with excellent follow-through. Project director: skilled at guiding large projects from idea to actualization. Capable leader: able to direct, manage and inspire groups to work toward a common goal. People person: comfortable interacting and working with people from diverse cultural and economic backgrounds. Recognized at every step in professional life for a willingness to listen, an open mind, a positive attitude, creative thinking, and creating a “can-do” work environment.

PROFESSIONAL EXPERIENCE

1/07–present

P O G O P A R K , Richmond, CA

Founder / Director Founder and Director of Pogo Park, a community-based, grass roots organization that is taking a small, neighborhood park in Richmond called “Elm Playlot” and completely transforming it from the ground up. Conceived of the project; founded the organization; secured fiscal sponsorship, raised the start-up capital; negotiated partnerships and collaborations with the City of Richmond and local community organizations; directed the initial community input; and continue to direct and drive the project forward, 24/7. 1/01–present

B L U E B A R N , Richmond, CA

Founder Started a sole proprietorship business that creates, designs and licenses consumer products or is contracted by others for special projects that include product development, creative thinking, and business development. Built a blue-chip team of skilled contractors proficient in every aspect of product development including graphics, packaging, branding, engineering, molding and product design. Created an array of products for different industries: a line of museum-quality souvenirs for the travel industry, an innovative line of tote bags with a patented partition system for the retail market, and a line of auto seat covers for the automobile aftermarket. 7/05–present

G R O O V Y G L O B E S L L C , Richmond, CA

Founder Created a line of proprietary snowglobes, “Groovy Globes,” and negotiated a licensing agreement with one of the top souvenir distributors in the United States to produce and distribute the line exclusively.

H-1

Proposal

2/05–2/07

Pogo Park Products

S C I E N C E 2 M A R K E T L L C , Richmond, CA

Founder Founded a product development company with two directors at the Center for Community Health at UCLA to identify the latest scientific research relating to the health and well-being of children and families and translate the findings in ways that are more accessible to those who most need the information. Received a $200,000 grant from the National Institute of Health to create a pilot product to help African-American HIV+ mothers develop a plan to decide whether or not, and how, to disclose their HIV status to their friends, co-workers, children, and family. 4/03–9/04

J U M A V E N T U R E S , San Francisco, CA

Enterprise Director Recruited by Executive Director and Board for an 18-month contract to restructure and revitalize Juma’s biggest social venture business: a $1 million mobile cart and vending concession at AT&T and Candlestick Park that employs 200 youth annually from lowincome backgrounds. KEY ACHIEVEMENTS: • • •

1/95–1/01

Pin-pointed operational deficiencies, implemented social mission, and improved employees’ sense of purpose and morale Completely revamped all financial, operational, and training systems from top-to-bottom Identified and mentored a leadership team of 10 youth, taught them all key aspects of operating the business (scheduling, hiring, placing/receiving orders, training, financial reporting, equipment maintenance) and, under a watchful eye, enabled them to take charge and self-direct the entire business operations. On a personal note, this was one of the most powerful and inspirational experiences of my professional life.

J U M A V E N T U R E S , San Francisco, CA

Enterprise Director Recruited at nonprofit’s startup as the fifth employee (later, the organization grew to nearly 90 employees). Helped to conceive, build, and grow three unique social-purpose ventures including three Ben & Jerry’s “scoop shops,” a Ben & Jerry’s/Tully’s coffee concession at Candlestick and AT&T Parks, and a ice cream catering company that has, to date, provided job training and employment to over 1,000 “at-risk” youth. Managed all business operations with a keen eye for balancing the “double bottom line” of the organization’s social mission with financial sustainability. KEY ACHIEVEMENTS: • Designed and implemented all essential financial, operational, and youth training systems and controls • Increased aggregate sales from $0 to almost $2 million in four years • Negotiated and secured long-term agreements with strategic partners • Authored and implemented a strategic plan to expand Juma’s businesses to new locations and to diversify existing product lines • Identified, assessed, and recommended new business opportunities • Directed the efforts to acquire a new business • Created an innovative training curriculum that was later used as a national model for youth at-risk

H-2

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6/86–12/92

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F U N P R O D U C T S I N C . , Berkeley, CA

President and CEO Founded a company that designed, developed, and distributed innovative consumer products and sold them to 4,500 domestic retail accounts and 20 international distributors. Products included the world’s first clear telephone with lights (one of Fortune Magazine’s 1989 “Products of the Year”) and a round radio called “Switch-It” (coengineered by Sony). Built the company from the ground up. Managed and directed a staff of 14 people. Oversaw every facet of the company’s operations including finance, business development, product development, sales, marketing, production, and human resources. KEY ACHIEVEMENTS: • Increased sales from $0 to $5 million in three years • Built a sales force of over 100 independent sales representatives across the country in the gift, electronics and premium/incentive industries • Named Inc. Magazine’s 1990 “Entrepreneur of the Year” for retail distribution • Received Oakland Tribune’s 1990 award, “Fast Track for Entrepreneurial Excellence” 11/83–4/86

S W A T C H W A T C H I N C . , Los Angeles, CA

Regional Director Pioneered the product launch of Switzerland’s Swatch on the West Coast. Negotiated the distribution rights and directed the sales and marketing efforts in the 11 Western States that resulted in sales growth of $0 to $30 million within three years. Founded the regional office, set up the systems and managed a staff of five. Created and developed new product ideas. Directed all regional marketing efforts. KEY ACHIEVEMENTS: • Built Swatch’s distribution base from 0 to 3,000 outlets in two years • Formulated and implemented a “store within a store” concept in region’s major retail chains including Federated and May Company department stores • Developed and created ideas for new Swatch products including the highly successful, all-clear, “jellyfish,” watch and the still-popular limited edition “Artist Series” of Swatches designed by renowned artists such as Keith Haring EDUCATION:

U N I V E R S I T Y O F C A L I F O R N I A , Berkeley

B.A. History 1983 • Varsity Volleyball, 1978-83 NCAA All-Conference first team 1978, 1979, 1980, 1982 • Professional Volleyball, 1981 LUC Club, Lausanne, Switzerland

INTERESTS:

Children, family, friends, art, music, architecture, baseball, museums, cars, wine, walking, food, and nature.

H-3

Proposal

Pogo Park Products

Nicole Ballin – Experienced COO / Berkeley M.B.A. / Consultant 437 Palm Avenue, Kentfield, CA 94904

M: (646) 422-9175

E: nicoleballin@gmail.com

ACHIEVEMENTS

Unreasonable Institute Fellow (2013), Mentor (2014 & 2015) SOCAP Entrepreneur Scholarship Awardee (2012, 2014) West Coast Village Capital Fellow (2009)

EDUCATION

University of California at Berkeley Walter A. Haas School of Business, Master of Business Administration (Soc. Enterprise), June 2010 University of California at Los Angeles B.A. International Economics, June 2002 (cum laude with College Honors)

EXPERIENCE Apr 2014 – present

Fire Monkey Consulting – Founder San Francisco, CA Operations consultancy serving startups and small businesses • Shared Studios, LLC. – Financial forecasting & accounting clean up for art collaborative. • NextSpace, LLC. – Interim Dir. Operations for coworking company. • T2O LLC. – Pilot program design for reusable water bottle initiative at Facebook. • Up Energy Group, Inc. – Grant writing and investor relations for clean energy company. • Service-drone USA, LLC. – Business development for social applications of drone technology.

2010- Apr 2014

Up Energy Group, Inc. – Co-Founder and COO San Francisco, CA / Uganda A social enterprise engaged in “last mile” distribution of clean energy technology to the BoP • Recognized by Fast Company in 2014 as One of Top Ten Most Innovative Companies in Africa. • Grew from 1 to 20 employees. Raised over $1.8M in financing. • Introduced new product category in Uganda and managed sale of over 27,000 units in 3 years. • Development of go-to-market strategy and operations build-out

2008-2010

Refill Revolution – Co-Founder and COO A social enterprise that uses social media to reinforce sustainability-related behavior change • Acquired by True2O in 2012. Current member of Board of Advisors.

Summer 2009

Imagine H2O - Interim Director of Operations A non-profit organization that catalyzes investment in the water sector • Activated 30-member volunteer base and secured 5 strategic partners.

Summer 2008

Shared Interest Group - Microfinance Intern New York, NY A non-profit guarantee program benefiting low-income communities in South Africa • Advised on operations expansion into 7 Southern African countries.

2006-2008

Deutsche Bank - Associate Director, Sales Business Manager New York, NY • Managed daily operations of 5 US and International Equity Derivative Sales desks. • Created organizational structure, supporting a 68% growth in revenues over my tenure.

2002-2006

London / Stamford, CT Hired, trained and managed team of 8 individuals piloting a global client service platform. Leveraged Lean and Six Sigma principles to re-engineer operational processes resulting in $120,000 in annual cost savings.

UBS Investment Bank - Associate Director, Operations Project Manager

• • ADDITIONAL

San Francisco, CA

South African national with German and US citizenship. English (fl.), Afrikaans (fl.), French (int.)

H-5

2017 Program Director Tonie Lee, mother, born and raised on the very block where Elm Playlot is located; played in this park as a child; attended Peres Elementary School; born leader, and founding member of the CDT. (9 years on the CDT) Carmen Lee, sister of Tonie, mother, born and raised on the very block where Elm Playlot is located; played in Elm Playlot as a child; attended Peres Elementary School; first original member of the CDT; knows virtually every person who walks by the park. (9 years on the CDT) Rose Gutierrez, mother; immigrated to from Mexico to the Iron Triangle; lives across the street from Elm Playlot; hard-working, caring, and compassionate person who knows virtually every Latino family who comes to Elm Playlot.   (2 years on the CDT)

Doris “Mother” Mason; mother; community elder; worked as community liaison officer at Peres Elementary School for 15 years; knows virtually every family in the neighborhood. (3 years on the CDT)

Eddie Doss, father; born and raised in the Iron Triangle neighborhood; once a professional roller derby player from Richmond; watches over Elm Playlot day and night and make sure it always welcoming and clean. (3 years on the CDT)

Luciano Del Rio; born in Mexico; attended Richmond High School; Assistant Director of Richmond Youth Media; is in charge of documenting the evolution of Pogo Park; worked with Pogo Park for the past seven years. (1 year on the CDT)

CDT TEAM

Community Development Team CDT: Pogo Park's team of Iron Triangle residents who are a mix of paid staff and community volunteers.

The CDT is comprised of a diverse group of community residents who represent the different ethnic, gender, and age groups of this historic Richmond neighborhood. The core members of the CDT have worked with Pogo Park for nine years to plan, design, build and now run two “Pogo Parks” (Elm Playlot and Harbour-8 Park) that lie in the heart of Richmond's Iron Triangle neighborhood. We at Pogo Park are proud of what we consider our #1 accomplishment to date: working with and empowering local residents (those who know their neighborhood best) to transform onceabandoned city parks into safe, healthy, and vibrant hubs of community life. Jesus Vargas, father; works at Pogo Park #2 (Harbour-8 Park on the Greenway) where he cleans the park and tends to its gardens Monday-Friday. (3 years on the CDT)

Rita Cerda, mother, lives in Iron Triangle; knows virtually every neighbor; works as park host to make Pogo Park a welcoming and safe public space for entire community. (2 years on the CDT) J a m e s A n d e r s o n , f a t h e r, t h e “ g e n t l e g i a n t ” o f t h e C D T; watches over and cleans the park; lives across the street from Elm Playlot; and is a positive role model for children and youth all over the neighborhood. (2 years on the CDT) Armando Ybarra; born and raised in Richmond; attended Richmond High School; works with building coordinator to continue to design and build parks and perform all maintenance; staff artist.  (3 years on the CDT)

Proposal

Pogo Park Products

RESUME RON HOLTHUYSEN | MAREN VAN DUYN SCIENTIFIC ART STUDIO

Scientific Art Studio (SAS) provides hands-on training in fabrication and construction of children's play spaces to Pogo Park's local resident team. Ron Holthuysen and Maren Van Duyn the owners and founders of Scientific Art Studio train Pogo Park's local resident team how to sculpt, draw, design, build and install unique play equipment and park. Renowned in their field as one of the most gifted fabricators, SAS is dedicated to working, shoulder-to-shoulder with Pogo Park to employ, train, and empower local residents of the Iron Triangle neighborhood to design and build neighborhood parks with their own hands. Scientific Art Studio is a multi-faceted design and fabrication facility housed in a large complex of wellequipped shops and studios in Richmond’s Iron Triangle neighborhood. An experienced and talented fabricator of children’s play spaces, Ron designed, built and installed the majority of the children’s play elements at the Bay Area Discovery Museum, including the most popular element, the water trough. Recently, Scientific Art Studio completed the $3.4 million redesign and rebuilding of the playground at the SF Zoo.

H-6

Proposal

Pogo Park Products

RESUME

TOM LAWRENCE, Owner LAWRENCE CONSTRUCTION INC. Qualifications, experience, and training:

Tom Lawrence is the principal owner of Lawrence Construction, a fully-outfitted construction and custom woodwork shop located in the Iron Triangle, directly adjacent to Pogo Park’s Harbour-8 park. Run by master craftsman, builder, and general contractor Tom Lawrence, Lawrence Construction Inc. features a state of the art custom woodshop with dedicated shop space for creating built-in cabinetry, furniture, windows, doors, and tiling practices, all using sustainable materials. Lawrence Construction employs a team of skilled artisan wood workers and knowledgeable builders.

Relevant history and outcomes: • With a shop and construction yard located adjacent to Harbour-8 park, Tom’s business is set-

up to serve as a training ground for Pogo Park Products. • Skilled professional. Has trained and employed 45 craftsman to build state of the art woodworking projects. • Has already run an informal apprentice program, taking young untrained people and showing them the basics of woodwork and construction. Recognizes the lifelong value of learning to work with your hands. • Committed to social good; After a lifelong career in woodwork and construction, Tom is taking a step back to let his staff run the business in order to focus on teaching and training others and giving back. • Experience with community building. Started and constructed a 300-acre planned community in Sonoma County.

H-7

Proposal

KYLE REICHER, Owner FERROUS STUDIOS INC.

Pogo Park Products

RESUME

Qualifications, experience and training: Kyle is owner of Ferrous Studios, a metalworking workshop located in the Iron Triangle. This cutting edge world-class metal studio has established connections in the art and design world and employs 12 talented metal artisans including machine welders, blacksmiths, industrial designers, sculptors and ironworkers, and boasts a fabrication shop with almost 20,000 square feet. Relevant history and outcomes: • Experience training youth: Kyle has a ten year partnership with the welding lab at Kennedy High School in Richmond, where he teaches and trains student to weld at his shop. • Reputation for excellence: The recipient of several awards and multiple solo exhibitions of his work, Kyle is one of the most distinguished metalsmith in the Bay Area and a Fulbright Scholar. • Facility with working in community to build skills: Has hired local unskilled residents into his shop and trained them in welding from the ground up. • Local access: Welding facility located in Iron Triangle, tailored for community partnership.

H-8

ATTACHMENT I

LIST OF RELEVANT LICENSES, PERMITS AND CERTIFICATIONS HELD BY THE AGENCY AND/OR PARTNERS Ferrous Studios: City of Richmond Business License California General Contractor License / Ornamental Metals Lawrence Construction: City of Richmond Business License California General Contractor License Pogo Park: City of Richmond Business License Scientific Art Studios: City of Richmond Business License

ATTACHMENT J

Proposal

Pogo Park Products

CONTACT INFORMATION FOR REFERENCES POGO PARK

Greg Hardesty Parks and Landscaping Superintendent City of Richmond greg_hardesty@ci.richmond.ca.us 510-620-6920 Chris Chamberlain Acting Assistant Director and General Manager Marin County Parks cchamberlain@marincounty.org (415) 473-5085 Trudy Garber Project Director The Trust for Public Land trudy.garber@tpl.org 415-800-5274

SCIENTIFIC ART STUDIO

San Francisco Zoo Joe Fitting Deputy Director 1 Zoo Road San Francisco, CA 94132 JoeF@SFZoo.org (415) 753-8119 James Dixon a r c h i t e c t 737 Pine Street, Suite 62 San Francisco CA 94108 (415) 310-5611 Mimi Sells Senior Advisor, Special Projects Oshman Family JCC Taube Koret Campus for Jewish Life 3921 Fabian Way | Palo Alto, CA 94303 Phone: (650) 223-8657 msells@paloaltojcc.org

J-1

Proposal

Pogo Park Products

LAWRENCE CONSTRUCTION INC.

Kathy Rogers Sogno Design Group kathy@sognodesigngroup.com (510) 526-2720 Michael Korman Korman & Ng mkwork@comcast.net (510) 525-2562 Jeff Maguire Truitt & White jmaguire@truittandwhite.com (510) 649-4400

FERROUS STUDIOS INC.

Ron Colindres President ron@colindresassociates.com 415-448-5390 Karl Schottstaedt President sslandscaping24@gmail.com 415-716-1012 Michael Dennison President mdennison@parkworkus.com 415-272-6854

J-2

ATTACHMENT L

Proposal

Pogo Park Products

Pogo Park

Profit and Loss Standard

12/26/16

January 1 through December 26, 2016

Jan 1 - Dec 26, '16

Ordinary Income/Expense Income 4700 — Item Sales 4500 — Earned Income 4504 — Pogo Labor 4501 — Contracts Total 4500 — Earned Income 4100 — Donations 4101 — Individual Unrestricted 4101 — Individual - Other Total 4101 — Individual 4102 — Business Unrestricted Restricted (Temp) Total 4102 — Business Total 4100 — Donations 4900 — Release of Temp. Restricted 4902 — Temporarily Restricted Release 4901 — Unrestricted Release Total 4900 — Release of Temp. Restricted 4300 — Fundraising Events 4301 — Individual Total 4300 — Fundraising Events 4000 — Grants 4001 — Foundations Unrestricted Restricted (Temp) 4001 — Foundations - Other Total 4001 — Foundations Total 4000 — Grants Total Income Gross Profit Expense 7000 — Non-Personnel 7060 — Travel 7062 — Out of Town Travel 7061 — Local Travel

590 5,200 22,142 27,342

106,071 2,853 108,924 5,600 500 6,100 115,024 (185,759) 185,759 0 11,090 11,090

175,850 612,000 8,000 795,850 795,850 949,896 949,896

1,837 3,770

L-1

Proposal

Pogo Park Products

7060 — Travel - Other Total 7060 — Travel 7050 — Relationship Development 7052 — Gifts 7051 — Meetings 7059 — Charitable Donations Total 7050 — Relationship Development 7010 — Office Expenses 7019 — Small Equipment & Furnishings 7012 — Postage 7013 — Reference Material/Subscription 7011 — Office Supplies 7010 — Office Expenses - Other Total 7010 — Office Expenses 7001 — Occupancy 7005 — Cleaning/Maintenance & Repair 7003 — Utilities 7002 — Rent (Office) 7004 — Communications 7001 — Occupancy - Other Total 7001 — Occupancy 7020 — Program Supplies & Incentives 7021A — Automobile 7029 — Community Outreach 7028 — Park Construction 7026 — Program Services 7025 — Training & Support 7024 — Communications 7022 — Participant Incentives 7021 — Program Supplies 7020 — Program Supplies & Incentives - Other Total 7020 — Program Supplies & Incentives 7040 — Meetings/Conference/Conventions 7041 — Staff Development 7046 — Conferences 7045 — Meeting Costs 7042 — Training 7040 — Meetings/Conference/Conventions - Oth Total 7040 — Meetings/Conference/Conventions 7030 — Fundraising 7039 — Fundraising Processing Fees 7031 — Events Total 7030 — Fundraising

L-2

6,200 11,807 782 2,823 1,880 5,486 2,860 1,360 2,228 6,029 39 12,516 9,105 2,363 18,000 7,342 0 36,811 1,443 383 32,805 (13,732) 8,813 5,131 569 60,384 985 96,780 9,290 192 3,888 154 460 13,984 (95) 11,995 11,900

Proposal

Pogo Park Products

7080 — Printing 7082 — Licenses & Fees 7098 — Bank Fees 7099 — Interest Expense 7070 — Insurance 7075 — Property 7074 — Umbrella 7073 — Accident Insurance 7072 — General Liability Insurance 7071 — Directors & Officers Insurance Total 7070 — Insurance Total 7000 — Non-Personnel 6000 — Personnel 6007 — Grants Manager 6001B — Deputy Director 6025 — Program Staff 6029 — Program Support 6027 — Program Team 6026 — Program Coordinator 6025 — Program Staff - Other Total 6025 — Program Staff 6003 — Administrative Support 6002 — Operations Manager 6001A — Executive Director 6050 — Payroll Tax & Fringe Benefits 6051 — Employer Tax 6053 — Employee Benefits 6053L — Life/AD&D 6053K — Sick Leave 6053J — Holiday 6053H — PTO 6053C — Vision 6053A — Health 6053B — Dental 6053F — Disability 6053G — Personal Time Total 6053F — Disability 6053 — Employee Benefits - Other Total 6053 — Employee Benefits 6050 — Payroll Tax & Fringe Benefits - Other Total 6050 — Payroll Tax & Fringe Benefits 6074 — Payroll Processing Fees 6075 — Contractors

L-3

2,953 511 25 548 860 2,069 114 12,591 2,607 18,242 211,564 7,477 14,174 134 102,634 760 6,338 109,866 11,072 50,491 66,925 14,876 663 67 10,497 13,064 828 23,510 1,824 3,984 3,984 237 54,674 27,661 97,210 2,150

Proposal

Pogo Park Products

6084 — Graphic Design Contractor 6083 — Communications Contractor 6081 — Program Contractors 6081D — Stipends to Residents 6081A — Parks Related Contractor Total 6081 — Program Contractors 6077 — Admin Support Contractor 6079 — HR Contractor 6080 — IT Contractor 6078 — Grant Writer Contractor 6076 — Professional Services 6076A — Accounting Total 6076 — Professional Services 6082 — Special Projects/Research 6075 — Contractors - Other Total 6075 — Contractors Total 6000 — Personnel Total Expense Net Ordinary Income Other Income/Expense Other Income 8000 — Interest Income Total Other Income Net Other Income Net Income

313 2,101 985 188,648 189,633 5,750 675 5,646 48,329 9,896 9,896 15,303 4,915 282,560 641,926 853,489 96,406

502 502 502 96,909

L-4

Proposal

Pogo Park Products

Pogo Park

Balance Sheet Standard

12/26/16

As of December 26, 2016

Dec 26, '16

ASSETS Current Assets Checking/Savings 1100 — Online Fundraising Accounts 1102 — Square Account 1101 — PayPal Account Total 1100 — Online Fundraising Accounts 1050 — Savings Accounts 1000 — Checking Accounts 1001 — Mechanics Bank Checking Total 1000 — Checking Accounts Total Checking/Savings Accounts Receivable 1200 — Pledges Receivable 1201 — Grants Receivable Total 1200 — Pledges Receivable Total Accounts Receivable Other Current Assets 1700 — Fraud Charges / Stolen Property 1426 — Workers Comp Deposit 1300 — Petty Cash 1899 — Undeposited Funds Total Other Current Assets Total Current Assets Fixed Assets 1900 — Fixed Assets (over $500) 1904 — Office Equipment 1998 — Accumulated Depreciation 1902 — Program Equipment 1903 — Furniture & Fixtures 1901 — Computer Equipment 1900 — Fixed Assets (over $500) - Other Total 1900 — Fixed Assets (over $500) Total Fixed Assets TOTAL ASSETS

9 60 69 105,778 53,460 53,460 159,307

(12,148) (12,148) (12,148) 65 (1,295) 127 12,148 11,046 158,205

974 (18,182) 20,421 764 12,065 24,099 40,140 40,140 198,344

LIABILITIES & EQUITY Liabilities

L-5

Proposal

Pogo Park Products

Current Liabilities Accounts Payable 2000 — Accounts Payable Total Accounts Payable Credit Cards 2100 — Credit Cards 2102 — Capital One Spark Business Total 2100 — Credit Cards Total Credit Cards Other Current Liabilities 1500 — Sales Tax 2200A — Sales Tax Payable 2800 — Fiscal Sponsorship 2806 — Unity Total 2800 — Fiscal Sponsorship 2300 — Loans Received 2301 — Toody Maher Total 2300 — Loans Received 2200 — Payroll Liability 2201 — Employee Payroll Tax Total 2200 — Payroll Liability Total Other Current Liabilities Total Current Liabilities Total Liabilities Equity 3800 — Temp. Restricted Net Assets 3900 — Unrestricted Net Assets Net Income Total Equity TOTAL LIABILITIES & EQUITY

9,950 9,950

2,796 2,796 2,796 113 (486) (590) (590) (3,750) (3,750) 143 143 (4,571) 8,175 8,175 443,862 (350,602) 96,909 190,169 198,344

L-6

ATTACHMENT M

Proposal

990

Form

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

Return of Organization Exempt From Income Tax

A For the 2015 calendar year, or tax year beginning B Check if applicable: C Name of organization

, and ending D Employer identification number

Name change

Doing business as Number and street (or P.O. box if mail is not delivered to street address)

Initial return Final return/ terminated

City or town, state or province, country, and ZIP or foreign postal code

RICHMOND

CA 94804-1623

565,333

G Gross receipts$

TOODY MAHER 2604 ROOSEVELT AVENUE RICHMOND CA 94804 X 501(c)(3) 501(c) ( ) t (insert no.) 4947(a)(1) or Tax-exempt status: WWW.POGOPARK.ORG Website: u Form of organization: X Corporation Trust Association Other u

H(a) Is this a group return for subordinates?

Yes

H(b) Are all subordinates included?

Yes

Revenue Expenses

No No

If "No," attach a list. (see instructions) 527 H(c) Group exemption number u L

Year of formation:

2010

M State of legal domicile:

..........................................................................

POGO PARK TRANSFORMS DISPIRITED CITY PARKS AND PLAYGROUNDS INTO SAFE, AND MAGICAL OUTDOOR PUBLIC SPACES FOR CHILDREN TO PLAY AND FOR THE . . .HEALTHY, .................................................................................................................................................... COMMUNITY GATHER. SEE SCHEDULE O. . . . . . . . . . . . . . . . . . . . . .TO .................................................................................................................................. .......................................................................................................................................................

if the organization discontinued its operations or disposed of more than 25% of its net assets. 2 Check this box u 3 3 Number of voting members of the governing body (Part VI, line 1a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 4 Number of independent voting members of the governing body (Part VI, line 1b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 5 Total number of individuals employed in calendar year 2015 (Part V, line 2a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 6 Total number of volunteers (estimate if necessary) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7a 7a Total unrelated business revenue from Part VIII, column (C), line 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7b b Net unrelated business taxable income from Form 990-T, line 34 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

6 5 20 150 0 0

CLIENT COPY Prior Year

Net Assets or Fund Balances

Summary

1 Briefly describe the organization's mission or most significant activities: Activities & Governance

E Telephone number

F Name and address of principal officer:

Application pending

Part I

32-0318691 510-215-5500

Room/suite

2604 ROOSEVELT AVENUE

Amended return

Open to Public Inspection

POGO PARK

Address change

2015

Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except private foundations) u Do not enter social security numbers on this form as it may be made public. u Information about Form 990 and its instructions is at www.irs.gov/form990.

Department of the Treasury Internal Revenue Service

OMB No. 1545-0047

8 Contributions and grants (Part VIII, line 1h) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Program service revenue (Part VIII, line 2g) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Investment income (Part VIII, column (A), lines 3, 4, and 7d) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e) . . . . . . . . . . . . . . . . . . . 12 Total revenue – add lines 8 through 11 (must equal Part VIII, column (A), line 12) . . . . . . . 13 Grants and similar amounts paid (Part IX, column (A), lines 1–3) . . . . . . . . . . . . . . . . . . . . . . . . . 14 Benefits paid to or for members (Part IX, column (A), line 4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Salaries, other compensation, employee benefits (Part IX, column (A), lines 5–10) . . . . . . . 16a Professional fundraising fees (Part IX, column (A), line 11e) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Total fundraising expenses (Part IX, column (D), line 25) u . . . . . . . . . . . .70,434 ................... 17 Other expenses (Part IX, column (A), lines 11a–11d, 11f–24e) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25) . . . . . . . . . . . . . . . 19 Revenue less expenses. Subtract line 18 from line 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Current Year

928,142 403,110 929

501,103 56,937 10 7,283 565,333 0 0 352,870 0

1,332,181 414,496 632,795 1,047,291 284,890

327,445 680,315 -114,982

Beginning of Current Year

211,290 4,663 206,627

20 Total assets (Part X, line 16) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Total liabilities (Part X, line 26) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Net assets or fund balances. Subtract line 21 from line 20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part II

End of Year

103,097 11,452 91,645

Signature Block

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

Sign Here

Signature of officer

Date

TOODY MAHER

SECRETARY

Type or print name and title Print/Type preparer's name

Paid BETH ATTEBERY Preparer Firm's name } Use Only Firm's address

}

Preparer's signature

BETH ATTEBERY

THE HENRY LEVY GROUP 5940 COLLEGE AVE STE F OAKLAND, CA 94618-1385

May the IRS discuss this return with the preparer shown above? (see instructions) For Paperwork Reduction Act Notice, see the separate instructions.

Date

Check

08/12/16

self-employed

Firm's EIN }

Phone no.

PTIN

P01466121

94-3194056 510-652-1000

.....................................................

Yes Form

DAA

M-1

990 (2015)

Proposal

Form 990 (2015)

Part III 1

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

POGO PARK

32-0318691

Statement of Program Service Accomplishments Check if Schedule O contains a response or note to any line in this Part III

Page

.......................................

Briefly describe the organization's mission:

POGO . . . . . . . . .PARK . . . . . . . . . . .TRANSFORMS . . . . . . . . . . . . . . . . . . . . . . . .DISPIRITED . . . . . . . . . . . . . . . . . . . . . . . CITY . . . . . . . . . . . .PARKS . . . . . . . . . . . . .AND . . . . . . . . .PLAYGROUNDS . . . . . . . . . . . . . . . . . . . . . . . . . .INTO . . . . . . . . . . .SAFE, ................. HEALTHY, . . . . . . . . . . . . . . . . .AND . . . . . . . . .MAGICAL . . . . . . . . . . . . . . . . . OUTDOOR . . . . . . . . . . . . . . . . . .PUBLIC . . . . . . . . . . . . . . .SPACES . . . . . . . . . . . . . . . FOR . . . . . . . . . CHILDREN . . . . . . . . . . . . . . . . . . . .TO . . . . . . PLAY . . . . . . . . . . . AND . . . . . . . . . FOR . . . . . . . . . THE COMMUNITY . . . . . . . . . . . . . . . . . . . TO . . . . . . .GATHER. . . . . . . . . . . . . . . . . . SEE . . . . . . . . . SCHEDULE . . . . . . . . . . . . . . . . . . . .O. ................................................................................... 2

Did the organization undertake any significant program services during the year which were not listed on the prior Form 990 or 990-EZ? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . If "Yes," describe these new services on Schedule O. Did the organization cease conducting, or make significant changes in how it conducts, any program services? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . If "Yes," describe these changes on Schedule O. Describe the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.

Yes

) (Expenses $ . . . . . . . . . . .495,397 ) (Revenue $ . . . . . . . . . . . . .56,937 ........ . . . . . . . . . . . . . . . including grants of$ . . . . . . . . . . . . . . . . . . . . . . . . . ............. ) TO. . . . HIRE, . . . . . . . . . . . . . .TRAIN, . . . . . . . . . . . . . . .AND . . . . . . . . .EMPOWER . . . . . . . . . . . . . . . . . LOCAL . . . . . . . . . . . . . RESIDENTS . . . . . . . . . . . . . . . . . . . . . . LIVING . . . . . . . . . . . . . . . IN . . . . . . . INNER-CITY ....................................... NEIGHBORHOODS . . . . . . . . . . . . . . . . . . . . . . . . . . . .(MANY . . . . . . . . . . . . .OF . . . . . . .WHOM . . . . . . . . . . .ARE . . . . . . . . .UNEMPLOYED, . . . . . . . . . . . . . . . . . . . . . . . . . .IDLE, . . . . . . . . . . . . .AND . . . . . . . . .MARGINALIZED) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TO . . . . . . .BE .. FULL . . . . . . . . .PARTICIPANTS . . . . . . . . . . . . . . . . . . . . . . . . . . . .IN . . . . . . THE . . . . . . . . . PROCESS . . . . . . . . . . . . . . . . . .OF . . . . . . .DESIGNING, . . . . . . . . . . . . . . . . . . . . . . . .BUILDING, . . . . . . . . . . . . . . . . . . . . . AND . . . . . . . . . THEN ........................ TRANSFORMING . . . . . . . . . . . . . . . . . . . . . . . . . .CITY . . . . . . . . . . .PARKS . . . . . . . . . . . . .IN . . . . . . .THEIR . . . . . . . . . . . . .COMMUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . .INTO . . . . . . . . . . . VIBRANT . . . . . . . . . . . . . . . . . .HUBS . . . . . . . . . . .OF . . . . . . COMMUNITY ............. LIFE. . ..........................................................................................................................................................

4a (Code:

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. ..........................................................................................................................................................

) (Expenses $ . . . . . . . . . . . . .10,628 ) (Revenue $ . . . . . . . . . . . . . . . . . . . . . . . . . . ) ........ . . . . . . . . . . . . . including grants of$ . . . . . . . . . . . . . . . . . . . . . . . . . POGO . . . . . . . . .PARK . . . . . . . . . . .HIRES . . . . . . . . . . . . .AND . . . . . . . . .TRAINS . . . . . . . . . . . . . . . LOCAL . . . . . . . . . . . . . RESIDENTS . . . . . . . . . . . . . . . . . . . . . .TO . . . . . . .BECOME . . . . . . . . . . . . . . . "PLAYWORKERS" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . WHO ........... LEARN . . . . . . . . . . .HOW . . . . . . . . TO . . . . . . . USE . . . . . . . . .ENRICHED . . . . . . . . . . . . . . . . . . . PLAY . . . . . . . . . . . AS . . . . . . .A . . . . .VEHICLE . . . . . . . . . . . . . . . . .TO . . . . . . .DEVELOP . . . . . . . . . . . . . . . . .A . . . . .CHILD'S ................................ LINGUISTIC, . . . . . . . . . . . . . . . . . . . . . . . .SOCIAL, . . . . . . . . . . . . . . . . . COGNITIVE, . . . . . . . . . . . . . . . . . . . . . . . . PHYSICAL . . . . . . . . . . . . . . . . . . . .AND . . . . . . . . . CREATIVE . . . . . . . . . . . . . . . . . . . .SKILLS. .........................................

4b (Code:

. .......................................................................................................................................................... . .......................................................................................................................................................... . .......................................................................................................................................................... . .......................................................................................................................................................... . .......................................................................................................................................................... . .......................................................................................................................................................... . .......................................................................................................................................................... . ..........................................................................................................................................................

) (Expenses $ . . . . . . . . . . . . . . .1,591 ) (Revenue $ . . . . . . . . . . . . . . . . . . . . . . . . . . ) . . . . . . . . . . . including grants of$ . . . . . . . . . . . . . . . . . . . . . . . . . ........ EMPLOYED . . . . . . . . . . . . . . . . .A . . . . .TEAM . . . . . . . . . . .OF . . . . . . LOCAL . . . . . . . . . . . . . .RESIDENTS . . . . . . . . . . . . . . . . . . . . . WHO . . . . . . . . . LIVE . . . . . . . . . . . IN . . . . . . .RICHMOND'S . . . . . . . . . . . . . . . . . . . . . . . .IRON . . . . . . . . . . .TRIANGLE ................... NEIGHBORHOOD . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . ONE . . . . . . . . . OF . . . . . . . CALIFORNIA'S . . . . . . . . . . . . . . . . . . . . . . . . . . . . MOST . . . . . . . . . . . .IMPOVERISHED, . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .VIOLENT . . . . . . . . . . . . . . . . . AND . . . . . . . . . UNDER............. SERVED . . . . . . . . . . . . .COMMUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . TO . . . . . . . DESIGN . . . . . . . . . . . . . . . AND . . . . . . . . . RE-BUILD . . . . . . . . . . . . . . . . . . . .A . . . . .CITY . . . . . . . . . . .PARK . . . . . . . . . . .AND . . . . . . . . PLAYGROUND. ..........................

4c (Code:

4d Other program services (Describe in Schedule O.) (Expenses $ including grants of$ 4e Total program service expenses u 507,616

) (Revenue $

DAA

) Form

M-2

990 (2015)

Proposal

Form 990 (2015)

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32-0318691

Page Yes

1 2 3 4 5

7 8 9

10 11 a b c d e f 12a b 13 14a b

15 16 17 18 19

Checklist of Required Schedules

Is the organization described in section 501(c)(3) or 4947(a)(1) (other than a private foundation)? If “Yes,” complete Schedule A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Is the organization required to complete Schedule B, Schedule of Contributors (see instructions)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidates for public office? If “Yes,” complete Schedule C, Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Section 501(c)(3) organizations. Did the organization engage in lobbying activities, or have a section 501(h) election in effect during the tax year? If "Yes," complete Schedule C, Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Is the organization a section 501(c)(4), 501(c)(5), or 501(c)(6) organization that receives membership dues, assessments, or similar amounts as defined in Revenue Procedure 98-19? If "Yes," complete Schedule C, Part III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization maintain any donor advised funds or any similar funds or accounts for which donors have the right to provide advice on the distribution or investment of amounts in such funds or accounts? If “Yes,” complete Schedule D, Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization receive or hold a conservation easement, including easements to preserve open space, the environment, historic land areas, or historic structures? If “Yes,” complete Schedule D, Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization maintain collections of works of art, historical treasures, or other similar assets? If “Yes,” complete Schedule D, Part III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report an amount in Part X, line 21, for escrow or custodial account liability, serve as a custodian for amounts not listed in Part X; or provide credit counseling, debt management, credit repair, or debt negotiation services? If “Yes,” complete Schedule D, Part IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization, directly or through a related organization, hold assets in temporarily restricted endowments, permanent endowments, or quasi-endowments? If “Yes,” complete Schedule D, Part V . . . . . . . . . . . . . . . . . . . . . . . . . . If the organization's answer to any of the following questions is “Yes,” then complete Schedule D, Parts VI, VII, VIII, IX, or X as applicable. Did the organization report an amount for land, buildings, and equipment in Part X, line 10? If "Yes," complete Schedule D, Part VI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report an amount for investments—other securities in Part X, line 12 that is 5% or more of its total assets reported in Part X, line 16? If "Yes," complete Schedule D, Part VII . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report an amount for investments—program related in Part X, line 13 that is 5% or more of its total assets reported in Part X, line 16? If "Yes," complete Schedule D, Part VIII . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report an amount for other assets in Part X, line 15 that is 5% or more of its total assets reported in Part X, line 16? If "Yes," complete Schedule D, Part IX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report an amount for other liabilities in Part X, line 25? If "Yes," complete Schedule D, Part X . . . . . . . . . . . . . Did the organization's separate or consolidated financial statements for the tax year include a footnote that addresses the organization's liability for uncertain tax positions under FIN 48 (ASC 740)? If "Yes," complete Schedule D, Part X . . . . . . . . . . Did the organization obtain separate, independent audited financial statements for the tax year? If “Yes,” complete Schedule D, Parts XI and XII . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Was the organization included in consolidated, independent audited financial statements for the tax year? If "Yes," and if the organization answered "No" to line 12a, then completing Schedule D, Parts XI and XII is optional . . . . . . . . . . . . . Is the organization a school described in section 170(b)(1)(A)(ii)? If “Yes,” complete Schedule E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization maintain an office, employees, or agents outside of the United States? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization have aggregate revenues or expenses of more than $10,000 from grantmaking, fundraising, business, investment, and program service activities outside the United States, or aggregate foreign investments valued at $100,000 or more? If “Yes,” complete Schedule F, Parts I and IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report on Part IX, column (A), line 3, more than $5,000 of grants or other assistance to or for any foreign organization? If “Yes,” complete Schedule F, Parts II and IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report on Part IX, column (A), line 3, more than $5,000 of aggregate grants or other assistance to or for foreign individuals? If “Yes,” complete Schedule F, Parts III and IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report a total of more than $15,000 of expenses for professional fundraising services on Part IX, column (A), lines 6 and 11e? If “Yes,” complete Schedule G, Part I (see instructions) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report more than $15,000 total of fundraising event gross income and contributions on Part VIII, lines 1c and 8a? If "Yes," complete Schedule G, Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization report more than $15,000 of gross income from gaming activities on Part VIII, line 9a? If "Yes," complete Schedule G, Part III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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11c

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12b 13 14a

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19 Form

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X 990 (2015)

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Checklist of Required Schedules (continued) Yes

20a Did the organization operate one or more hospital facilities? If “Yes,” complete Schedule H . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes” to line 20a, did the organization attach a copy of its audited financial statements to this return? . . . . . . . . . . . . . . . . . . . . . . . . . 21 Did the organization report more than $5,000 of grants or other assistance to any domestic organization or domestic government on Part IX, column (A), line 1? If “Yes,” complete Schedule I, Parts I and II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Did the organization report more than $5,000 of grants or other assistance to or for domestic individuals on Part IX, column (A), line 2? If “Yes,” complete Schedule I, Parts I and III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Did the organization answer “Yes” to Part VII, Section A, line 3, 4, or 5 about compensation of the organization's current and former officers, directors, trustees, key employees, and highest compensated employees? If "Yes," complete Schedule J . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24a Did the organization have a tax-exempt bond issue with an outstanding principal amount of more than $100,000 as of the last day of the year, that was issued after December 31, 2002? If “Yes,” answer lines 24b through 24d and complete Schedule K. If “No,” go to line 25a . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Did the organization invest any proceeds of tax-exempt bonds beyond a temporary period exception? . . . . . . . . . . . . . . . . . . . . . . . . . c Did the organization maintain an escrow account other than a refunding escrow at any time during the year to defease any tax-exempt bonds? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . d Did the organization act as an “on behalf of” issuer for bonds outstanding at any time during the year? . . . . . . . . . . . . . . . . . . . . . . . . . 25a Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Did the organization engage in an excess benefit transaction with a disqualified person during the year? If “Yes,” complete Schedule L, Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Is the organization aware that it engaged in an excess benefit transaction with a disqualified person in a prior year, and that the transaction has not been reported on any of the organization's prior Forms 990 or 990-EZ? If "Yes," complete Schedule L, Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Did the organization report any amount on Part X, line 5, 6, or 22 for receivables from or payables to any current or former officers, directors, trustees, key employees, highest compensated employees, or disqualified persons? If "Yes," complete Schedule L, Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Did the organization provide a grant or other assistance to an officer, director, trustee, key employee, substantial contributor or employee thereof, a grant selection committee member, or to a 35% controlled entity or family member of any of these persons? If “Yes,” complete Schedule L, Part III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Was the organization a party to a business transaction with one of the following parties (see Schedule L, Part IV instructions for applicable filing thresholds, conditions, and exceptions): a A current or former officer, director, trustee, or key employee? If "Yes," complete Schedule L, Part IV . . . . . . . . . . . . . . . . . . . . . . . . . . b A family member of a current or former officer, director, trustee, or key employee? If "Yes," complete Schedule L, Part IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . c An entity of which a current or former officer, director, trustee, or key employee (or a family member thereof) was an officer, director, trustee, or direct or indirect owner? If “Yes,” complete Schedule L, Part IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Did the organization receive more than $25,000 in non-cash contributions? If “Yes,” complete Schedule M . . . . . . . . . . . . . . . . . . . . 30 Did the organization receive contributions of art, historical treasures, or other similar assets, or qualified conservation contributions? If “Yes,” complete Schedule M . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Did the organization liquidate, terminate, or dissolve and cease operations? If “Yes,” complete Schedule N, Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Did the organization sell, exchange, dispose of, or transfer more than 25% of its net assets? If "Yes," complete Schedule N, Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Did the organization own 100% of an entity disregarded as separate from the organization under Regulations sections 301.7701-2 and 301.7701-3? If “Yes,” complete Schedule R, Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Was the organization related to any tax-exempt or taxable entity? If “Yes,” complete Schedule R, Parts II, III, or IV, and Part V, line 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35a Did the organization have a controlled entity within the meaning of section 512(b)(13)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If "Yes" to line 35a, did the organization receive any payment from or engage in any transaction with a controlled entity within the meaning of section 512(b)(13)? If “Yes,” complete Schedule R, Part V, line 2 . . . . . . . . . . . . . . . . . . . . . . . 36 Section 501(c)(3) organizations. Did the organization make any transfers to an exempt non-charitable related organization? If “Yes,” complete Schedule R, Part V, line 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Did the organization conduct more than 5% of its activities through an entity that is not a related organization and that is treated as a partnership for federal income tax purposes? If “Yes,” complete Schedule R, Part VI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Did the organization complete Schedule O and provide explanations in Schedule O for Part VI, lines 11b and 19? Note. All Form 990 filers are required to complete Schedule O.

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24a 24b

24c 24d 25a

25b

28a

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28c 29

X X

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X X

35b 36

38 Form

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X 990 (2015)

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Page

Statements Regarding Other IRS Filings and Tax Compliance Check if Schedule O contains a response or note to any line in this Part V . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes

1a 1a Enter the number reported in Box 3 of Form 1096. Enter -0- if not applicable . . . . . . . . . . . . . . . . . . . 30 1b b Enter the number of Forms W-2G included in line 1a. Enter -0- if not applicable . . . . . . . . . . . . . . . . 0 c Did the organization comply with backup withholding rules for reportable payments to vendors and reportable gaming (gambling) winnings to prize winners? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2a Enter the number of employees reported on Form W-3, Transmittal of Wage and Tax 2a Statements, filed for the calendar year ending with or within the year covered by this return . . . . 20 b If at least one is reported on line 2a, did the organization file all required federal employment tax returns? . . . . . . . . . . . . . . . . . . . . . Note. If the sum of lines 1a and 2a is greater than 250, you may be required to e-file (see instructions) 3a Did the organization have unrelated business gross income of $1,000 or more during the year? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” has it filed a Form 990-T for this year? If “No” to line 3b, provide an explanation in Schedule O . . . . . . . . . . . . . . . . . . . . . . . . 4a At any time during the calendar year, did the organization have an interest in, or a signature or other authority over, a financial account in a foreign country (such as a bank account, securities account, or other financial account)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” enter the name of the foreign country: u .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See instructions for filing requirements for FinCEN Form 114, Report of Foreign Bank and Financial Accounts (FBAR). 5a Was the organization a party to a prohibited tax shelter transaction at any time during the tax year? . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Did any taxable party notify the organization that it was or is a party to a prohibited tax shelter transaction? . . . . . . . . . . . . . . . . . . . . c If “Yes” to line 5a or 5b, did the organization file Form 8886-T? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6a Does the organization have annual gross receipts that are normally greater than $100,000, and did the organization solicit any contributions that were not tax deductible as charitable contributions? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” did the organization include with every solicitation an express statement that such contributions or gifts were not tax deductible? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizations that may receive deductible contributions under section 170(c). 7 a Did the organization receive a payment in excess of $75 made partly as a contribution and partly for goods and services provided to the payor? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” did the organization notify the donor of the value of the goods or services provided? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . c Did the organization sell, exchange, or otherwise dispose of tangible personal property for which it was required to file Form 8282? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7d d If “Yes,” indicate the number of Forms 8282 filed during the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . e Did the organization receive any funds, directly or indirectly, to pay premiums on a personal benefit contract? . . . . . . . . . . . . . . . . . f Did the organization, during the year, pay premiums, directly or indirectly, on a personal benefit contract? . . . . . . . . . . . . . . . . . . . . . g If the organization received a contribution of qualified intellectual property, did the organization file Form 8899 as required? . . h If the organization received a contribution of cars, boats, airplanes, or other vehicles, did the organization file a Form 1098-C? Sponsoring organizations maintaining donor advised funds. Did a donor advised fund maintained by the 8 sponsoring organization have excess business holdings at any time during the year? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sponsoring organizations maintaining donor advised funds. 9 a Did the sponsoring organization make any taxable distributions under section 4966? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Did the sponsoring organization make a distribution to a donor, donor advisor, or related person? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Section 501(c)(7) organizations. Enter: 10a a Initiation fees and capital contributions included on Part VIII, line 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10b b Gross receipts, included on Form 990, Part VIII, line 12, for public use of club facilities . . . . . . . . . 11 Section 501(c)(12) organizations. Enter: 11a a Gross income from members or shareholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Gross income from other sources (Do not net amounts due or paid to other sources 11b against amounts due or received from them.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12a Section 4947(a)(1) non-exempt charitable trusts. Is the organization filing Form 990 in lieu of Form 1041? . . . . . . . . . . . . . . . . . b If “Yes,” enter the amount of tax-exempt interest received or accrued during the year . . . . . . . . . . 12b 13 Section 501(c)(29) qualified nonprofit health insurance issuers. a Is the organization licensed to issue qualified health plans in more than one state? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Note. See the instructions for additional information the organization must report on Schedule O. b Enter the amount of reserves the organization is required to maintain by the states in which the organization is licensed to issue qualified health plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13b c Enter the amount of reserves on hand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13c 14a Did the organization receive any payments for indoor tanning services during the tax year? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If "Yes," has it filed a Form 720 to report these payments? If "No," provide an explanation in Schedule O . . . . . . . . . . . . . . . . . . . . . .

CLIENT COPY

3a 3b

5a 5b 5c

X X

7a 7b

7e 7f 7g 7h

X X

8 9a 9b

12a

13a

14a 14b Form

DAA

M-5

X 990 (2015)

Proposal

Form 990 (2015)

Part VI

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32-0318691

Page

Governance, Management, and Disclosure For each "Yes" response to lines 2 through 7b below, and for a "No" response to line 8a, 8b, or 10b below, describe the circumstances, processes, or changes in Schedule O. See instructions. Check if Schedule O contains a response or note to any line in this Part VI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X

Section A. Governing Body and Management Yes No Enter the number of voting members of the governing body at the end of the tax year . . . . . . . . . . . . . . . . . . . . . . . 1a 6 If there are material differences in voting rights among members of the governing body, or if the governing body delegated broad authority to an executive committee or similar committee, explain in Schedule O. b Enter the number of voting members included in line 1a, above, who are independent . . . . . . . . . . . . . . . . . . . . . . 1b 5 Did any officer, director, trustee, or key employee have a family relationship or a business relationship with 2 any other officer, director, trustee, or key employee? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Did the organization delegate control over management duties customarily performed by or under the direct 3 3 supervision of officers, directors, or trustees, or key employees to a management company or other person? . . . . . . . . . . . . . . . . . . 4 Did the organization make any significant changes to its governing documents since the prior Form 990 was filed? . . . . . . . . . . . . 4 5 Did the organization become aware during the year of a significant diversion of the organization’s assets? . . . . . . . . . . . . . . . . . . . . . 5 6 Did the organization have members or stockholders? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 7a Did the organization have members, stockholders, or other persons who had the power to elect or appoint 7a one or more members of the governing body? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Are any governance decisions of the organization reserved to (or subject to approval by) members, stockholders, or persons other than the governing body? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7b Did the organization contemporaneously document the meetings held or written actions undertaken during the year by the following: 8 8a a The governing body? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8b b Each committee with authority to act on behalf of the governing body? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Is there any officer, director, trustee, or key employee listed in Part VII, Section A, who cannot be reached at 9 9 the organization’s mailing address? If “Yes,” provide the names and addresses in Schedule O . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1a

X X X X X X X X X X

Section B. Policies (This Section B requests information about policies not required by the Internal Revenue Code.) Yes No

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10a Did the organization have local chapters, branches, or affiliates? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” did the organization have written policies and procedures governing the activities of such chapters, affiliates, and branches to ensure their operations are consistent with the organization's exempt purposes? . . . . . . . . . . . . . . . . . . . . 11a Has the organization provided a complete copy of this Form 990 to all members of its governing body before filing the form? . b Describe in Schedule O the process, if any, used by the organization to review this Form 990. 12a Did the organization have a written conflict of interest policy? If “No,” go to line 13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Were officers, directors, or trustees, and key employees required to disclose annually interests that could give rise to conflicts? c Did the organization regularly and consistently monitor and enforce compliance with the policy? If “Yes,” describe in Schedule O how this was done . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Did the organization have a written whistleblower policy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Did the organization have a written document retention and destruction policy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Did the process for determining compensation of the following persons include a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision? a The organization’s CEO, Executive Director, or top management official . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Other officers or key employees of the organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . If “Yes” to line 15a or 15b, describe the process in Schedule O (see instructions). 16a Did the organization invest in, contribute assets to, or participate in a joint venture or similar arrangement with a taxable entity during the year? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” did the organization follow a written policy or procedure requiring the organization to evaluate its participation in joint venture arrangements under applicable federal tax law, and take steps to safeguard the organization’s exempt status with respect to such arrangements? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10a

10b 11a

12a 12b

X X

12c 13 14

X X X

15a 15b

X X

16a

16b

Section C. Disclosure 17 18

19 20

List the states with which a copy of this Form 990 is required to be filed uCA ............................................................................ Section 6104 requires an organization to make its Forms 1023 (or 1024 if applicable), 990, and 990-T (Section 501(c)(3)s only) available for public inspection. Indicate how you made these available. Check all that apply. Own website Another's website X Upon request Other (explain in Schedule O) Describe in Schedule O whether (and if so, how) the organization made its governing documents, conflict of interest policy, and financial statements available to the public during the tax year. State the name, address, and telephone number of the person who possesses the organization's books and records: u

STACY OWENS OAKLAND

5940 COLLEGE AVENUE

CA 94618

DAA

510-652-1000 Form

M-6

990 (2015)

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Page 7 POGO PARK 32-0318691 Compensation of Officers, Directors, Trustees, Key Employees, Highest Compensated Employees, and Independent Contractors Check if Schedule O contains a response or note to any line in this Part VII . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Form 990 (2015)

Part VII

Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees 1a Complete this table for all persons required to be listed. Report compensation for the calendar year ending with or within the organization's tax year. List all of the organization's current officers, directors, trustees (whether individuals or organizations), regardless of amount of compensation. Enter -0- in columns (D), (E), and (F) if no compensation was paid. List all of the organization's current key employees, if any. See instructions for definition of "key employee." List the organization's five current highest compensated employees (other than an officer, director, trustee, or key employee) who received reportable compensation (Box 5 of Form W-2 and/or Box 7 of Form 1099-MISC) of more than $100,000 from the organization and any related organizations. List all of the organization's former officers, key employees, and highest compensated employees who received more than $100,000 of reportable compensation from the organization and any related organizations. List all of the organization’s former directors or trustees that received, in the capacity as a former director or trustee of the organization, more than $10,000 of reportable compensation from the organization and any related organizations. List persons in the following order: individual trustees or directors; institutional trustees; officers; key employees; highest compensated employees; and former such persons.

• • • • •

Check this box if neither the organization nor any related organization compensated any current officer, director, or trustee. (A) Name and Title

Highest compensated employee

Key employee

Officer

Institutional trustee

Individual trustee or director

(1) TOODY

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

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

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

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

MAHER 40.00 0.00

80,002

0.00 0.00

. ....................................................

SECRETARY (2) GALEN

HOSKIN

CLIENT COPY

. ....................................................

PRESIDENT (3) DENISE

YAMAMOTO

. ....................................................

CFO (4) IAN

FRAZER

. ....................................................

DIRECTOR (5) GUS

NEWPORT

. ....................................................

DIRECTOR (6) ALI

NAZAR

. ....................................................

DIRECTOR (7)

. ....................................................

(8) . ....................................................

(9) . ....................................................

(10) . ....................................................

(11) . .................................................... DAA

Form

M-7

990 (2015)

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32-0318691 Form 990 (2015) POGO PARK Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees (continued) Part VII (A) Name and title

Highest compensated employee

Key employee

Officer

Institutional trustee

Individual trustee or director

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

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

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

Page

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

. ....................................................

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. ....................................................

1b c d 2

80,002 Sub-total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u Total from continuation sheets to Part VII, Section A . . . . . . . . u 80,002 Total (add lines 1b and 1c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u Total number of individuals (including but not limited to those listed above) who received more than $100,000 of reportable compensation from the organization u0 Yes

Did the organization list any former officer, director, or trustee, key employee, or highest compensated 3 employee on line 1a? If “Yes,” complete Schedule J for such individual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 For any individual listed on line 1a, is the sum of reportable compensation and other compensation from the organization and related organizations greater than $150,000? If “Yes,” complete Schedule J for such 4 individual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Did any person listed on line 1a receive or accrue compensation from any unrelated organization or individual 5 for services rendered to the organization? If “Yes,” complete Schedule J for such person . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Section B. Independent Contractors 1 Complete this table for your five highest compensated independent contractors that received more than $100,000 of compensation from the organization. Report compensation for the calendar year ending with or within the organization's tax year. (A)

(B)

Name and business address

2 DAA

X X X

(C)

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 u

Compensation

0 Form

M-8

990 (2015)

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Form 990 (2015)

Part VIII

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Statement of Revenue Check if Schedule O contains a response or note to any line in this Part VIII

Gifts, Grants Program Service RevenueContributions, and Other Similar Amounts

(A) Total revenue

1a b c d e f

Federated campaigns . . . . . Membership dues . . . . . . . . . Fundraising events . . . . . . . . Related organizations . . . . . Government grants (contributions) . . All other contributions, gifts, grants, and similar amounts not included above

(B) Related or exempt function revenue

Page

..................................... (C) Unrelated business revenue

(D) Revenue excluded from tax under sections 512-514

1a 1b 1c 1d 1e

501,103 1f g Noncash contributions included in lines 1a-1f: $ . . . . . . . . . . . . . . . . . . . . . h Total. Add lines 1a–1f . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u

501,103

Busn. Code

2a . . . .CONTRACT . . . . . . . . . . . . . SERVICES ........................... b . . . .PROJECT . . . . . . . . . . . .MANAGEMENT ............................ c . . . .FISCAL . . . . . . . . . .AGENT . . . . . . . . .FEE ..................... d . ........................................... e . ........................................... f All other program service revenue . . . . . . . . g Total. Add lines 2a–2f . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u 3 Investment income (including dividends, interest, and other similar amounts) . . . . . . . . . . . . . . . . . . . . . . . . u u 4 Income from investment of tax-exempt bond proceeds 5 Royalties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u (i) Real

6a b c d 7a

Gross rents Less: rental exps. Rental inc. or (loss)

45,255 11,282 400

56,937 10

(ii) Personal

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Net rental income or (loss) Gross amount from sales of assets other than inventory

45,255 11,282 400

.........................

(i) Securities

(ii) Other

b Less: cost or other

Other Revenue

basis & sales exps.

c Gain or (loss) d Net gain or (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8a Gross income from fundraising events (not including$ . . . . . . . . . . . . . . . . . . . . of contributions reported on line 1c). See Part IV, line 18 . . . . . . . . . . . . . . a b Less: direct expenses . . . . . . . . . b c Net income or (loss) from fundraising events . . . . . . 9a Gross income from gaming activities. See Part IV, line 19 . . . . . . . . . . . . . . a b Less: direct expenses . . . . . . . . . b c Net income or (loss) from gaming activities . . . . . . . 10a Gross sales of inventory, less returns and allowances . . . . . . . a b Less: cost of goods sold . . . . . . b c Net income or (loss) from sales of inventory . . . . . . . Miscellaneous Revenue

Busn. Code

11a . .REIMBUSEMENT . . . . . . . . . . . . . . . . . . FOR . . . . . . STOLEN . . . . . . . . . . .ITEMS ....... b . ........................................... c . ........................................... d All other revenue . . . . . . . . . . . . . . . . . . . . . . . . . . e Total. Add lines 11a–11d . . . . . . . . . . . . . . . . . . . . . . . . . . u 12 Total revenue. See instructions. . . . . . . . . . . . . . . . . . . u

7,283

7,283 565,333

7,283

56,937

0 Form

DAA

M-9

7,293 990 (2015)

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Section 501(c)(3) and 501(c)(4) organizations must complete all columns. All other organizations must complete column (A). Check if Schedule O contains a response or note to any line in this Part IX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Do not include amounts reported on lines 6b, 7b, 8b, 9b, and 10b of Part VIII. 1

Statement of Functional Expenses

(A) Total expenses

(B) Program service expenses

(D) Fundraising expenses

Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 . . . . . . . .

Grants and other assistance to domestic individuals. See Part IV, line 22 . . . . . . . . . . . Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16 . . . . . . . . Benefits paid to or for members . . . . . . . . . . . Compensation of current officers, directors, trustees, and key employees . . . . . . . . . . . . . . Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) . . . . . Other salaries and wages . . . . . . . . . . . . . . . . . Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) Other employee benefits . . . . . . . . . . . . . . . . . . Payroll taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fees for services (non-employees): Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lobbying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professional fundraising services. See Part IV, line 17 Investment management fees . . . . . . . . . . . .

80,002

218,993

139,136

57,059

22,798

9 10 11 a b c d e f g Other. (If line 11g amount exceeds 10% of line 25, column

26,040 27,835

19,269 23,969

4,939 1,390

1,832 2,476

6,939

802

6,082

(A) amount, list line 11g expenses on Schedule O.) . . . . . .

163,080

128,136

4,282

30,662

10,204 4,890

6,607 4,095

1,424 639

2,173 156

31,098 13,941

23,136 12,203

6,204 1,040

1,758 698

4,638 1,953

3,440 72

754 1,876

444 5

1,625 13,766

1,625 23

13,741

60,640 6,408 4,772 2,138 1,353 680,315

59,928 512 3,547 583 531 507,616

16 18 493 1,515 793 102,265

696 5,878 732 40 29 70,434

2 3

4 5 6

7 8

CLIENT COPY

12 13 14 15 16 17 18 19 20 21 22 23 24

Advertising and promotion . . . . . . . . . . . . . . . . Office expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . Information technology . . . . . . . . . . . . . . . . . . . . Royalties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Occupancy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payments of travel or entertainment expenses for any federal, state, or local public officials Conferences, conventions, and meetings . Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payments to affiliates . . . . . . . . . . . . . . . . . . . . . Depreciation, depletion, and amortization . Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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.)

SUPPLIES a . . .PROGRAM .......................................... FUNDRAISING b . ............................................ DEVELOPMENT c . . .RELATIONSHIP .......................................... PAYROLL PROCESSING d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .FEES ....... e All other expenses . . . . . . . . . . . . . . . . . . . . . . . . 25 Total functional expenses. Add lines 1 through 24e . . . 26 Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here u if following SOP 98-2 (ASC 958-720) . . . . . . . . . . . . DAA

Form

M - 10

990 (2015)

Proposal

Form 990 (2015)

Part X

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

POGO PARK

32-0318691

Page

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

...........................................................

(A) Beginning of year Cash—non-interest bearing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Savings and temporary cash investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Pledges and grants receivable, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accounts receivable, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Loans and other receivables from current and former officers, directors, trustees, key employees, and highest compensated employees. Complete Part II of Schedule L . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), persons described in section 4958(c)(3)(B), and contributing employers and sponsoring organizations of section 501(c)(9) voluntary employees' beneficiary organizations (see instructions). Complete Part II of Schedule L . . . . . . . . . . . . . . . . . . . . 7 Notes and loans receivable, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Inventories for sale or use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Prepaid expenses and deferred charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10a Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D . . . . . . . . 22,389 10a b Less: accumulated depreciation . . . . . . . . . . . . . . . . . . . . . 19,807 10b 11 Investments—publicly traded securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Investments—other securities. See Part IV, line 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Investments—program-related. See Part IV, line 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Other assets. See Part IV, line 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Total assets. Add lines 1 through 15 (must equal line 34) . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Accounts payable and accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Grants payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Deferred revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Tax-exempt bond liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Escrow or custodial account liability. Complete Part IV of Schedule D . . . . . . . . . . . . . . . 22 Loans and other payables to current and former officers, directors, trustees, key employees, highest compensated employees, and disqualified persons. Complete Part II of Schedule L . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Secured mortgages and notes payable to unrelated third parties . . . . . . . . . . . . . . . . . . . . 24 Unsecured notes and loans payable to unrelated third parties . . . . . . . . . . . . . . . . . . . . . . . 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Total liabilities. Add lines 17 through 25 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizations that follow SFAS 117 (ASC 958), check here uX and complete lines 27 through 29, and lines 33 and 34. 27 Unrestricted net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Temporarily restricted net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Permanently restricted net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizations that do not follow SFAS 117 (ASC 958), check here u and complete lines 30 through 34. 30 Capital stock or trust principal, or current funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Paid-in or capital surplus, or land, building, or equipment fund . . . . . . . . . . . . . . . . . . . . . . 32 Retained earnings, endowment, accumulated income, or other funds . . . . . . . . . . . . . . . 33 Total net assets or fund balances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Total liabilities and net assets/fund balances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Assets

1 2 3 4 5

159,968 35,661

Liabilities

(B) End of year 1 2 3 4

93,572 671

6 7 8 9

4,207

11,454 211,290 1,296

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Net Assets or Fund Balances

Balance Sheet

10c 11 12 13 14 15 16 17 18 19 20 21

2,582

6,272 103,097 2,872

22 23 24

3,367 4,663

25 26

8,580 11,452

206,627

27 28 29

41,524 50,121

206,627 211,290

30 31 32 33 34

91,645 103,097 Form

DAA

M - 11

990 (2015)

Proposal

Form 990 (2015)

Part XI

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

POGO PARK

32-0318691

Check if Schedule O contains a response or note to any line in this Part XI 1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9

565,333 680,315 -114,982 206,627

91,645

Financial Statements and Reporting Check if Schedule O contains a response or note to any line in this Part XII

................................................

Yes 1

3a b

.................................................

Total revenue (must equal Part VIII, column (A), line 12) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total expenses (must equal Part IX, column (A), line 25) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Revenue less expenses. Subtract line 2 from line 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net assets or fund balances at beginning of year (must equal Part X, line 33, column (A)) . . . . . . . . . . . . . . . . . . . . . . . . Net unrealized gains (losses) on investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Donated services and use of facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investment expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Prior period adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other changes in net assets or fund balances (explain in Schedule O) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net assets or fund balances at end of year. Combine lines 3 through 9 (must equal Part X, line 33, column (B)) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part XII

Page

Reconciliation of Net Assets

Accounting method used to prepare the Form 990: Cash Accrual X Other HYBRID If the organization changed its method of accounting from a prior year or checked “Other,” explain in Schedule O. Were the organization's financial statements compiled or reviewed by an independent accountant? . . . . . . . . . . . . . . . . . . . . . . . . . . . . If "Yes," check a box below to indicate whether the financial statements for the year were compiled or reviewed on a separate basis, consolidated basis, or both: Separate basis Consolidated basis Both consolidated and separate basis Were the organization's financial statements audited by an independent accountant? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . If "Yes," check a box below to indicate whether the financial statements for the year were audited on a separate basis, consolidated basis, or both: Separate basis Consolidated basis Both consolidated and separate basis If “Yes” to line 2a or 2b, does the organization have a committee that assumes responsibility for oversight of the audit, review, or compilation of its financial statements and selection of an independent accountant? . . . . . . . . . . . . . . . . . . . If the organization changed either its oversight process or selection process during the tax year, explain in Schedule O. As a result of a federal award, was the organization required to undergo an audit or audits as set forth in the Single Audit Act and OMB Circular A-133? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . If “Yes,” did the organization undergo the required audit or audits? If the organization did not undergo the required audit or audits, explain why in Schedule O and describe any steps taken to undergo such audits. . . . . . . . . . . . . . . . . . . . . .

CLIENT COPY

M - 12

3b Form

DAA

990 (2015)

Proposal

Public Charity Status and Public Support

SCHEDULE A (Form 990 or 990-EZ) Department of the Treasury Internal Revenue Service

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

2015 Open to Public Inspection

u Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.

Name of the organization

Employer identification number

POGO PARK Part I

OMB No. 1545-0047

Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust. u Attach to Form 990 or Form 990-EZ.

32-0318691

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 11, check only one box.) A church, convention of churches, or association of churches described in section 170(b)(1)(A)(i). 1 A school described in section 170(b)(1)(A)(ii). (Attach Schedule E (Form 990 or 990-EZ).) 2 A hospital or a cooperative hospital service organization described in section 170(b)(1)(A)(iii). 3 A medical research organization operated in conjunction with a hospital described in section 170(b)(1)(A)(iii). Enter the hospital's name, 4 city, and state: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . An organization operated for the benefit of a college or university owned or operated by a governmental unit described in 5 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). 6 7 X An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in section 170(b)(1)(A)(vi). (Complete Part II.) 8 A community trust described in section 170(b)(1)(A)(vi). (Complete Part II.) 9 An 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 functionsâ&#x20AC;&#x201D;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.) 10 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 11 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 in lines 11a through 11d that describes the type of supporting organization and complete lines 11e, 11f, and 11g. a

c d

e f g

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 generally must 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

CLIENT COPY

(ii) EIN

(iii) Type of organization (described on lines 1â&#x20AC;&#x201C;9 above (see instructions))

(iv) Is the organization listed in your governing document? Yes

(v) Amount of monetary support (see instructions)

(vi) Amount of other support (see instructions)

(A) (B) (C) (D) (E)

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

Schedule A (Form 990 or 990-EZ) 2015

DAA

M - 13

Proposal

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

Schedule A (Form 990 or 990-EZ) 2015

POGO PARK

32-0318691

Page 2

Part II

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

Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . . . . . . . .

Tax revenues levied for the organization's benefit and either paid to or expended on its behalf . . . . . . . . .

The value of services or facilities furnished by a governmental unit to the organization without charge . . . . . . . . . . Total. Add lines 1 through 3 . . . . . . . . . . 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) . . . . . . . . . . Public support. Subtract line 5 from line 4.

4 5

(a) 2011

(b) 2012

(d) 2014

(e) 2015

(f) Total

323,522

354,413

376,535

928,142

501,103

2,483,715

323,522

354,413

376,535

928,142

501,103

2,483,715

571,906 1,911,809

Section B. Total Support Calendar year (or fiscal year beginning in) u 7 8

Amounts from line 4 . . . . . . . . . . . . . . . . . . Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income from unrelated business activities, whether or not the business is regularly carried on . . . . . . . . . . . . . . . . .

11 12 13

(a) 2011 323,522

(b) 2012 354,413

(d) 2014 928,142

CLIENT COPY

(e) 2015 501,103

(f) Total 2,483,715

6,293

Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) . . . . . . . . . . . . . . . . . . . Total support. Add lines 7 through 10 2,490,008 56,937 12 Gross receipts from related activities, etc. (see instructions) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . First five years. If the Form 990 is for the organization’s first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Section C. Computation of Public Support Percentage 14 76.78 % 14 Public support percentage for 2015 (line 6, column (f) divided by line 11, column (f)) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . % 15 Public support percentage from 2014 Schedule A, Part II, line 14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 16a 33 1/3% support test—2015. 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X b 33 1/3% support test—2014. 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—2015. If the organization did not check a box on line 13, 16a, or 16b, and line 14 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here. Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b 10%-facts-and-circumstances test—2014. If the organization did not check a box on line 13, 16a, 16b, or 17a, and line 15 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here. Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see instructions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Schedule A (Form 990 or 990-EZ) 2015

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Part III

Support Schedule for Organizations Described in Section 509(a)(2) (Complete only if you checked the box on line 9 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) u 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

Tax revenues levied for the organization's benefit and either paid to or expended on its behalf . . . . . . . . . .

The value of services or facilities furnished by a governmental unit to the organization without charge . . . . . . . . . . Total. Add lines 1 through 5 . . . . . . . . . .

(a) 2011

(b) 2012

(d) 2014

(e) 2015

(f) Total

(e) 2015

(f) Total

7a Amounts included on lines 1, 2, and 3 received from disqualified persons . . .

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.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b

Section B. Total Support

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Calendar year (or fiscal year beginning in) u 9

Amounts from line 6

(a) 2011

(b) 2012

(d) 2014

..................

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 . . . . . . . . .

Add lines 10a and 10b

................

Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on . .

Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) . . . . . . . . . . . . . . . . . . . Total support. (Add lines 9, 10c, 11, and 12.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . First five 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13 14

Section C. Computation of Public Support Percentage 15 16

Public support percentage for 2015 (line 8, column (f) divided by line 13, column (f)) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Public support percentage from 2014 Schedule A, Part III, line 15 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

15 16

% %

Section D. Computation of Investment Income Percentage 17 17 Investment income percentage for 2015 (line 10c, column (f) divided by line 13, column (f)) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 18 Investment income percentage from 2014 Schedule A, Part III, line 17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19a 33 1/3% support tests—2015. 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 . . . . . . . . . . . . . . . b 33 1/3% support tests—2014. 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 . . . . . . . . . . 20 Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions . . . . . . . . . . . . . . . . . . .

% %

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Part IV

Supporting Organizations (Complete only if you checked a box in line 11 on Part I. If you checked 11a of Part I, complete Sections A and B. If you checked 11b of Part I, complete Sections A and C. If you checked 11c of Part I, complete Sections A, D, and E. If you checked 11d of Part I, complete Sections A and D, and complete Part V.) Section A. All Supporting Organizations Yes 1

3a b

c 4a b

b c 6

8 9a

b c 10a

Are all of the organizationâ&#x20AC;&#x2122;s supported organizations listed by name in the organizationâ&#x20AC;&#x2122;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 (b) and (c) 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 11a or 11b in Part I, answer (b) and (c) 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 (b) and (c) 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 organizationâ&#x20AC;&#x2122;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 or 990-EZ). Did the organization make a loan to a disqualified person (as defined in section 4958) not described in line 7? If "Yes," complete Part I of Schedule L (Form 990 or 990-EZ). 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 in 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 in 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. 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 10b below. 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.)

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2 3a

3b 3c 4a

5a 5b 5c

7 8

9a 9b 9c

10a 10b

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Supporting Organizations (continued)

11 Has the organization accepted a gift or contribution from any of the following persons? a A person who directly or indirectly controls, either alone or together with persons described in (b) and (c) below, the governing body of a supported organization? b A family member of a person described in (a) above? c A 35% controlled entity of a person described in (a) or (b) above? If "Yes" to a, b, or c, provide detail in Part VI.

Yes

11a 11b 11c

Section B. Type I Supporting Organizations 1

Did the 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 1

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

Section D. All Type III Supporting Organizations 1

Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided? 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 (2), 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.

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Section E. Type III Functionally-Integrated Supporting Organizations 1 a b c

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 entity. Describe in Part VI how you supported a government entity (see instructions).

2 Activities Test. Answer (a) and (b) below. a Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? If "Yes," then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities. b Did the activities described in (a) 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 (a) and (b) below. 3 a Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations? Provide details in Part VI. b Did the organization exercise a substantial degree of direction over the policies, programs, and activities of each of its supported organizations? If "Yes," describe in Part VI the role played by the organization in this regard.

Yes

3a 3b

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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. See instructions. All other Type III non-functionally integrated supporting organizations must complete Sections A through E. (B) Current Year Section A - Adjusted Net Income (A) Prior Year (optional) 1 1 Net short-term capital gain 2 2 Recoveries of prior-year distributions 3 3 Other gross income (see instructions) 4 4 Add lines 1 through 3 5 5 Depreciation and depletion 6 Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or 6 maintenance of property held for production of income (see instructions) 7 7 Other expenses (see instructions) 8 8 Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) (B) Current Year Section B - Minimum Asset Amount (A) Prior 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): 1a a Average monthly value of securities 1b b Average monthly cash balances 1c c Fair market value of other non-exempt-use assets 1d d Total (add lines 1a, 1b, and 1c) e Discount claimed for blockage or other factors (explain in detail in Part VI): 2 2 Acquisition indebtedness applicable to non-exempt-use assets 3 3 Subtract line 2 from line 1d 4 Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, 4 see instructions). 5 5 Net value of non-exempt-use assets (subtract line 4 from line 3) 6 6 Multiply line 5 by .035 7 7 Recoveries of prior-year distributions 8 8 Minimum Asset Amount (add line 7 to line 6)

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Section C - Distributable Amount

Current Year

1 Adjusted net income for prior year (from Section A, line 8, Column A) 1 2 2 Enter 85% of line 1 3 3 Minimum asset amount for prior year (from Section B, line 8, Column A) 4 4 Enter greater of line 2 or line 3 5 5 Income tax imposed in prior year 6 Distributable Amount. Subtract line 5 from line 4, unless subject to 6 emergency temporary reduction (see instructions) 7 Check here if the current year is the organization's first as a non-functionally-integrated Type III supporting organization (see instructions). Schedule A (Form 990 or 990-EZ) 2015

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

Section D - Distributions 1 Amounts paid to supported organizations to accomplish exempt purposes 2 Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity 3 Administrative expenses paid to accomplish exempt purposes of supported organizations 4 Amounts paid to acquire exempt-use assets 5 Qualified set-aside amounts (prior IRS approval required) 6 Other distributions (describe in Part VI). See instructions. 7 Total annual distributions. Add lines 1 through 6. 8 Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions. 9 Distributable amount for 2015 from Section C, line 6 10 Line 8 amount divided by Line 9 amount (i) Section E - Distribution Allocations (see instructions) Excess Distributions

Current Year

(ii) Underdistributions Pre-2015

(iii) Distributable Amount for 2015

Distributable amount for 2015 from Section C, line 6 Underdistributions, if any, for years prior to 2015 (reasonable cause required-see instructions) Excess distributions carryover, if any, to 2015:

1 2 3 a b c d e f g h i j

From 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . From 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total of lines 3a through e Applied to underdistributions of prior years Applied to 2015 distributable amount Carryover from 2010 not applied (see instructions) Remainder. Subtract lines 3g, 3h, and 3i from 3f. 4 Distributions for 2015 from Section D, line 7: $ a Applied to underdistributions of prior years b Applied to 2015 distributable amount c Remainder. Subtract lines 4a and 4b from 4. 5 Remaining underdistributions for years prior to 2015, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions). 6 Remaining underdistributions for 2015. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions). 7 Excess distributions carryover to 2016. Add lines 3j and 4c. 8 Breakdown of line 7: a b c Excess from 2013 . . . . . . . . . . . . . . . . . . . . . . . . . d Excess from 2014 . . . . . . . . . . . . . . . . . . . . . . . . . e Excess from 2015 . . . . . . . . . . . . . . . . . . . . . . . . .

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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 and 3b; Part V, line 1; Part V, Section B, line 1e; Part V, Section D, lines 5, 6, and 8; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions.)

................................................................................................................................................................

...............................................................................................................................................................

................................................................................................................................................................

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. ................................................................................................................................................................ .

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OMB No. 1545-0047

Schedule of Contributors u Attach to Form 990, Form 990-EZ, or Form 990-PF. u Information about Schedule B (Form 990, 990-EZ, or 990-PF) and its instructions is at www.irs.gov/form990.

Name of the organization

2015

Employer identification number

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Organization type (check one): Filers of:

Section:

Form 990 or 990-EZ

501(c)(

) (enter number) organization

4947(a)(1) nonexempt charitable trust not treated as a private foundation 527 political organization Form 990-PF

501(c)(3) exempt private foundation 4947(a)(1) nonexempt charitable trust treated as a private foundation 501(c)(3) taxable private foundation

Check if your organization is covered by the General Rule or a Special Rule. Note. Only a section 501(c)(7), (8), or (10) organization can check boxes for both the General Rule and a Special Rule. See instructions. General Rule

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For an organization filing Form 990, 990-EZ, or 990-PF that received, during the year, contributions totaling $5,000 or more (in money or property) from any one contributor. Complete Parts I and II. See instructions for determining a contributor's total contributions. Special Rules

For an organization described in section 501(c)(3) filing Form 990 or 990-EZ that met the 331/3 % support test of the regulations under sections 509(a)(1) and 170(b)(1)(A)(vi), that checked Schedule A (Form 990 or 990-EZ), Part II, line 13, 16a, or 16b, and that received from any one contributor, during the year, total contributions of the greater of (1) $5,000 or (2) 2% of the amount on (i) Form 990, Part VIII, line 1h, or (ii) Form 990-EZ, line 1. Complete Parts I and II. For an organization described in section 501(c)(7), (8), or (10) filing Form 990 or 990-EZ that received from any one contributor, during the year, total contributions of more than $1,000 exclusively for religious, charitable, scientific, literary, or educational purposes, or for the prevention of cruelty to children or animals. Complete Parts I, II, and III. For an organization described in section 501(c)(7), (8), or (10) filing Form 990 or 990-EZ that received from any one contributor, during the year, contributions exclusively for religious, charitable, etc., purposes, but no such contributions totaled more than $1,000. If this box is checked, enter here the total contributions that were received during the year for an exclusively religious, charitable, etc., purpose. Do not complete any of the parts unless the General Rule applies to this organization because it received nonexclusively religious, charitable, etc., contributions totaling $5,000 or more during the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ ...........................

Caution. An organization that is not covered by the General Rule and/or the Special Rules does not file Schedule B (Form 990, 990-EZ, or 990-PF), but it must answer â&#x20AC;&#x153;Noâ&#x20AC;? on Part IV, line 2, of its Form 990; or check the box on line H of its Form 990-EZ or on its Form 990-PF, Part I, line 2, to certify that it does not meet the filing requirements of Schedule B (Form 990, 990-EZ, or 990-PF). For Paperwork Reduction Act Notice, see the Instructions for Form 990, 990-EZ, or 990-PF.

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Page Employer identification number

Schedule B (Form 990, 990-EZ, or 990-PF) (2015)

Name of organization

POGO PARK Part I

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Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.

(a) No. . ......

(b) Name, address, and ZIP + 4

THE CALIFORNIA ENDOWMENT 1000 NORTH ALAMEDA STREET

. ..........................................................................

............................................................................

LOS ANGELES

CA 90012

135,000

...........................

. ..........................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

DENISE YAMAMOTO & JOSH HANNAH 5840 HERON DRIVE

. ..........................................................................

............................................................................

OAKLAND

CA 94618

75,700

...........................

. ..........................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

HOSKIN FAMILY 1 BELLEVUE AVENUE

............................................................................

PIEDMONT

17,956

...........................

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............................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

EAST BAY COMMUNITY FOUNDATION 200 FRANK H OGAWA PLAZA

. ..........................................................................

............................................................................

OAKLAND

CA 94612

20,142

...........................

. ..........................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

CRESCENT PORTAL HALE 655 REDWOOD HIGHWAY, #301

. ..........................................................................

............................................................................

MILL VALLEY

CA 94841

25,000

...........................

............................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

THE CAPITAL GROUP ONE MARKET STREET, SUITE 1800

. ..........................................................................

............................................................................ . SAN . . . . . . . . . FRANCISCO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CA . . . . . . .94105 ....................

56,900

...........................

(d) Type of contribution Person X Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person X Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution

X Person Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person X Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person X Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person X Payroll Noncash (Complete Part II for noncash contributions.)

Schedule B (Form 990, 990-EZ, or 990-PF) (2015) DAA

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PAGE 2 OF 2

Page Employer identification number

Schedule B (Form 990, 990-EZ, or 990-PF) (2015)

Name of organization

POGO PARK Part I

32-0318691

Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.

(a) No. . ......

(b) Name, address, and ZIP + 4

KAISER PERMANENTE 1800 HARRISON STREET, 25TH FLOOR

. ..........................................................................

............................................................................

OAKLAND

CA 94612

20,000

...........................

. ..........................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

50 FUND (SF SB LEGACY, INC.) 555 MISSION STREET, #3000

. ..........................................................................

............................................................................

SAN FRANCISCO

CA 94105

50,000

...........................

. ..........................................................................

(a) No.

. ......

(b) Name, address, and ZIP + 4

DEAN & MARGARET LESHER FOUNDATION 1333 N. CALIFORNIA BLVD. SUITE 330

............................................................................

25,000

...........................

CLIENT COPY

WALNUT CREEK

CA 94596

............................................................................

(a) No. . ......

(b) Name, address, and ZIP + 4

. ..........................................................................

............................................................................

...........................

. ..........................................................................

(a) No.

(b) Name, address, and ZIP + 4

. ......

. ..........................................................................

............................................................................

...........................

............................................................................

(a) No.

(b) Name, address, and ZIP + 4

. ......

. ..........................................................................

............................................................................ . ..........................................................................

...........................

X Person Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person Payroll Noncash (Complete Part II for noncash contributions.) (d) Type of contribution Person Payroll Noncash (Complete Part II for noncash contributions.)

Schedule B (Form 990, 990-EZ, or 990-PF) (2015) DAA

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SCHEDULE D (Form 990) Department of the Treasury Internal Revenue Service

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Supplemental Financial Statements Part IV, line 6, 7, 8, 9, 10, 11a, 11b, 11c, 11d, 11e, 11f, 12a, or 12b. u Attach to Form 990. u Information about Schedule D (Form 990) and its instructions is at www.irs.gov/form990.

POGO PARK

32-0318691

Organizations Maintaining Donor Advised Funds or Other Similar Funds or Accounts. Complete if the organization answered “Yes” on Form 990, Part IV, line 6. (a) Donor advised funds

1 2 3 4 5 6

2 a b c d 3 4 5 6

(b) Funds and other accounts

Total number at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Aggregate value of contributions to (during year) . . . . . . . . . . . . . . . . . . Aggregate value of grants from (during year) . . . . . . . . . . . . . . . . . . . . . . Aggregate value at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization inform all donors and donor advisors in writing that the assets held in donor advised funds are the organization’s property, subject to the organization’s exclusive legal control? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization inform all grantees, donors, and donor advisors in writing that grant funds can be used only for charitable purposes and not for the benefit of the donor or donor advisor, or for any other purpose conferring impermissible private benefit? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part II 1

2015

Open to Public Inspection

Employer identification number

Name of the organization

Part I

OMB No. 1545-0047

u Complete if the organization answered “Yes” on Form 990,

Yes

Conservation Easements. Complete if the organization answered “Yes” on Form 990, Part IV, line 7.

Purpose(s) of conservation easements held by the organization (check all that apply). Preservation of land for public use (e.g., recreation or education) Preservation of a historically important land area Protection of natural habitat Preservation of a certified historic structure Preservation of open space Complete lines 2a through 2d if the organization held a qualified conservation contribution in the form of a conservation easement on the last day of the tax year. Held at the End of the Tax Year 2a Total number of conservation easements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2b Total acreage restricted by conservation easements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2c Number of conservation easements on a certified historic structure included in (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . Number of conservation easements included in (c) acquired after 8/17/06, and not on a historic structure listed in the National Register . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2d Number of conservation easements modified, transferred, released, extinguished, or terminated by the organization during the tax year u . . . . . . . . . . . . . . . Number of states where property subject to conservation easement is located u . . . . . Does the organization have a written policy regarding the periodic monitoring, inspection, handling of Yes violations, and enforcement of the conservation easements it holds? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Staff and volunteer hours devoted to monitoring, inspecting, handling of violations, and enforcing conservation easements during the year

CLIENT COPY

u ............... 7

Amount of expenses incurred in monitoring, inspecting, handling of violations, and enforcing conservation easements during the year u$ ..........................

Does each conservation easement reported on line 2(d) above satisfy the requirements of section 170(h)(4)(B)(i) and section 170(h)(4)(B)(ii)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . In Part XIII, describe how the organization reports conservation easements in its revenue and expense statement, and balance sheet, and include, if applicable, the text of the footnote to the organization’s financial statements that describes the organization’s accounting for conservation easements.

Part III

Yes

Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets. Complete if the organization answered “Yes” on Form 990, Part IV, line 8.

1a If the organization elected, as permitted under SFAS 116 (ASC 958), not to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide, in Part XIII, the text of the footnote to its financial statements that describes these items. b If the organization elected, as permitted under SFAS 116 (ASC 958), to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide the following amounts relating to these items: (i) Revenue included on Form 990, Part VIII, line 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u $ . . . . . . . . . . . . . . . . . . . . . . . . . . . (ii) Assets included in Form 990, Part X . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u $ . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 If the organization received or held works of art, historical treasures, or other similar assets for financial gain, provide the following amounts required to be reported under SFAS 116 (ASC 958) relating to these items: a Revenue included on Form 990, Part VIII, line 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u $ . . . . . . . . . . . . . . . . . . . . . . . . . . . b Assets included in Form 990, Part X . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u $ Schedule D (Form 990) 2015 For Paperwork Reduction Act Notice, see the Instructions for Form 990. DAA

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POGO PARK 32-0318691 Page 2 Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets (continued)

Schedule D (Form 990) 2015

Part III 3

Using the organization’s acquisition, accession, and other records, check any of the following that are a significant use of its collection items (check all that apply):

d Loan or exchange programs a Public exhibition e b Scholarly research Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . c Preservation for future generations 4 Provide a description of the organization’s collections and explain how they further the organization’s exempt purpose in Part XIII. 5 During the year, did the organization solicit or receive donations of art, historical treasures, or other similar assets to be sold to raise funds rather than to be maintained as part of the organization’s collection? . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part IV

Yes

Escrow and Custodial Arrangements. Complete if the organization answered "Yes" on Form 990, Part IV, line 9, or reported an amount on Form 990, Part X, line 21.

1a Is the organization an agent, trustee, custodian or other intermediary for contributions or other assets not included on Form 990, Part X? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes,” explain the arrangement in Part XIII and complete the following table:

Yes

Amount c d e f 2a b

1c Beginning balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1d Additions during the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1e Distributions during the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1f Ending balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Did the organization include an amount on Form 990, Part X, line 21, for escrow or custodial account liability? . . . . . . . . . . . . . . . . . Yes If “Yes,” explain the arrangement in Part XIII. Check here if the explanation has been provided on Part XIII . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part V

Endowment Funds. Complete if the organization answered “Yes” on Form 990, Part IV, line 10. (a) Current year

(b) Prior year

(d) Three years back

1a Beginning of year balance . . . . . . . . . . . . b Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . c Net investment earnings, gains, and losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . d Grants or scholarships . . . . . . . . . . . . . . . . e Other expenditures for facilities and programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . f Administrative expenses . . . . . . . . . . . . . . g End of year balance . . . . . . . . . . . . . . . . . . . 2 Provide the estimated percentage of the current year end balance (line 1g, column (a)) held as: a Board designated or quasi-endowment u . . . . . . . . . . . . .% b Permanent endowment u . . . . . . . . . . . . % c Temporarily restricted endowment u . . . . . . . . . . . . . . % The percentages on lines 2a, 2b, and 2c should equal 100%. 3a Are there endowment funds not in the possession of the organization that are held and administered for the organization by: (i) unrelated organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (ii) related organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b If “Yes” on line 3a(ii), are the related organizations listed as required on Schedule R? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Describe in Part XIII the intended uses of the organization’s endowment funds.

(e) Four years back

CLIENT COPY

Part VI

Yes

3a(i) 3a(ii) 3b

Land, Buildings, and Equipment. Complete if the organization answered “Yes” on Form 990, Part IV, line 11a. See Form 990, Part X, line 10. Description of property

(a) Cost or other basis

(b) Cost or other basis

(investment)

(other)

depreciation

(d) Book value

1a Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . c Leasehold improvements . . . . . . . . . . . . . . . . . d Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . e Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22,389 19,807 Total. Add lines 1a through 1e. (Column (d) must equal Form 990, Part X, column (B), line 10c.) . . . . . . . . . . . . . . . . . . . . . . . . . . . u

2,582 2,582

Schedule D (Form 990) 2015

DAA

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POGO PARK 32-0318691 Page 3 Investments—Other Securities. Complete if the organization answered “Yes” on Form 990, Part IV, line 11b. See Form 990, Part X, line 12.

Schedule D (Form 990) 2015

Part VII

(b) Book value

(a) Description of security or category

(including name of security)

(1) Financial derivatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (2) Closely-held equity interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (3) Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (A) ........................................................................ . . . . (B) ........................................................................ . . . . (C) ........................................................................ . . . . (D) ........................................................................ . . . . (E) ........................................................................ . . . . (F) ........................................................................ . . . . (G) ........................................................................ . . . . (H) ........................................................................ Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.) u

Part VIII

Investments—Program Related. Complete if the organization answered “Yes” on Form 990, Part IV, line 11c. See Form 990, Part X, line 13. (a) Description of investment

(b) Book value

(1) (2) (3) (4) (5) (6) (7) (8) (9) Total. (Column (b) must equal Form 990, Part X, col. (B) line 13.) u

Part IX

CLIENT COPY

Other Assets. Complete if the organization answered “Yes” on Form 990, Part IV, line 11d. See Form 990, Part X, line 15. (a) Description

(b) Book value

PREPAID INSURANCE (1) WORKERS COMP DEPOSIT (2) PETTY CASH (3) FRAUD CHARGES/ STOLEN PROPERTY (4) RETENTION-LASTER (5) REIMBURSABLE EXPENSES (6) (7) (8) (9) Total. (Column (b) must equal Form 990, Part X, col. (B) line 15.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . u Part X

4,757 1,205 245 65

6,272

Other Liabilities. Complete if the organization answered "Yes" on Form 990, Part IV, line 11e or 11f. See Form 990, Part X, line 25.

(a) Description of liability (b) Book value 1. (1) Federal income taxes 8,437 (2) CREDIT CARD 143 (3) PAYROLL LIABILITY (4) LOAN (5) FISCAL SPONSORSHIP (6) (7) (8) (9) 8,580 Total. (Column (b) must equal Form 990, Part X, col. (B) line 25.) u 2. Liability for uncertain tax positions. In Part XIII, provide the text of the footnote to the organization’s financial statements that reports the organization's liability for uncertain tax positions under FIN 48 (ASC 740). Check here if the text of the footnote has been provided in Part XIII DAA

....

Schedule D (Form 990) 2015

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Schedule D (Form 990) 2015

Part XI 1 2 a b c d e 3 4 a b c 5

POGO PARK

32-0318691

2e 3

4c 5

Reconciliation of Expenses per Audited Financial Statements With Expenses per Return. Complete if the organization answered "Yes" on Form 990, Part IV, line 12a.

Total expenses and losses per audited financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Amounts included on line 1 but not on Form 990, Part IX, line 25: Donated services and use of facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2a Prior year adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2b 2c Other losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2d Other (Describe in Part XIII.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Add lines 2a through 2d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Subtract line 2e from line 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Amounts included on Form 990, Part IX, line 25, but not on line 1: 4a Investment expenses not included on Form 990, Part VIII, line 7b . . . . . . . . . . . . . . . . . 4b Other (Describe in Part XIII.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Add lines 4a and 4b . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total expenses. Add lines 3 and 4c. (This must equal Form 990, Part I, line 18.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part XIII

Page

Reconciliation of Revenue per Audited Financial Statements With Revenue per Return. Complete if the organization answered â&#x20AC;&#x153;Yesâ&#x20AC;? on Form 990, Part IV, line 12a.

Total revenue, gains, and other support per audited financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Amounts included on line 1 but not on Form 990, Part VIII, line 12: 2a Net unrealized gains (losses) on investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2b Donated services and use of facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2c Recoveries of prior year grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2d Other (Describe in Part XIII.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Add lines 2a through 2d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Subtract line 2e from line 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Amounts included on Form 990, Part VIII, line 12, but not on line 1: 4a Investment expenses not included on Form 990, Part VIII, line 7b . . . . . . . . . . . . . . . . . 4b Other (Describe in Part XIII.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Add lines 4a and 4b . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total revenue. Add lines 3 and 4c. (This must equal Form 990, Part I, line 12.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part XII 1 2 a b c d e 3 4 a b c 5

Pogo Park Products

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CLIENT COPY

2e 3

4c 5

Supplemental Information.

Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part IV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information. . ................................................................................................................................................................

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Schedule D (Form 990) 2015 DAA

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Proposal

Schedule D (Form 990) 2015

Part XIII

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

POGO PARK

32-0318691

Page

Supplemental Information (continued)

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CLIENT COPY

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Schedule D (Form 990) 2015 DAA

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Proposal

Pogo Park Products

POGOPARK 08/12/2016 3:28 PM

SCHEDULE O

Supplemental Information to Form 990 or 990-EZ

OMB No. 1545-0047

(Form 990 or 990-EZ)

Complete to provide information for responses to specific questions on Form 990 or 990-EZ or to provide any additional information.

2015

Department of the Treasury Internal Revenue Service

Open to Public u Attach to Form 990 or 990-EZ. u Information about Schedule O (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990. Inspection

Name of the organization

Employer identification number

POGO PARK

32-0318691

FORM 990 - ADDITIONAL INFORMATION

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PART I SUMMARY - POGO PARK PROVIDES CHILDREN LIVING IN INNER-CITY

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NEIGHBORHOODS WITH HIGH-QUALITY, ENRICHED PLAY OPPORTUNITIES THAT ARE

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DESIGNED TO SPARK AND FOSTER HEALTHY CHILD DEVELOPMENT. POGO PARK HIRES,

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TRAINS, AND EMPOWERS LOCAL RESIDENTS TO DESIGN, BUILD AND MANAGE CITY PARKS

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AND PLAYGROUNDS AS A VEHICLE TO TRANSFORM COMMUNITIES.

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FORM 990, PART VI, LINE 11B - ORGANIZATION'S PROCESS TO REVIEW FORM 990

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NO REVIEW WAS OR WILL BE CONDUCTED.

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CLIENT COPY

FORM 990, PART VI, LINE 12C - ENFORCEMENT OF CONFLICTS POLICY

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ANY POTENTIAL CONFLICT OF INTEREST THAT MAY AFFECT A MATTER UNDER

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CONSIDERATION SHALL BE DISCLOSED BY THE BOARD MEMBER TO THE BOARD OF

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DIRECTORS AND MADE A MATTER OF RECORD AS SOON AS THE POSSIBLE CONFLICT

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DETERMINED. THE INTERESTED BOARD MEMBER SHALL NOT VOTE ON SUCH MATTER AND

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SHALL NOT ATTEMPT TO EXERT INFLUENCE IN CONNECTION WITH THE MATTER.

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FORM 990, PART VI, LINE 15A - COMPENSATION PROCESS FOR TOP OFFICIAL

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EACH YEAR, POGO PARK CONDUCTS A SURVEY OF SIMILAR NONPROFIT ORGANIZATIONS

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IN THE BAY AREA TO DETERMINE COMPENSATION FOR ALL POSITIONS IN THE COMPANY:

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MANAGEMENT AND ADMINISTRATIVE. THOSE FIGURES ARE PRESENTED TO POGO PARK'S

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BOARD OF DIRECTORS AT ITS FIRST ANNUAL MEETING IN ORDER TO APPROVE

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COMPENSATION FOR ALL TOP MANAGEMENT AND KEY EMPLOYEES.

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FORM 990, PART VI, LINE 15B - COMPENSATION PROCESS FOR OFFICERS

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

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Schedule O (Form 990 or 990-EZ) (2015)