Episcopal Community Services of San Francisco
Building Community, Developing Skills, Enriching Lives
Episcopal Community Services of San Francisco
EIN: 94-3096716
as of November 2024
as of November 11, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
INTERIM HOUSING (SHELTER) FOR ADULTS EXPERIENCING HOMELESSNESS
For 41 years, Episcopal Community Services has functioned as a lifeline that has stood steadfast at the intersection of housing insecurity and emergency homelessness response. Within our Interim Housing sites, we offer case management, behavioral health services, and support, creating a community that encourages and uplifts our guests out of homelessness
ECS's current interim housing includes the Sanctuary, a congregate shelter with two hundred beds, and the Cova Hotel, a non-congregate shelter with 108 beds. Both are located in San Francisco. Additionally, ECS operates 3 roving-format congregate shelters during inclement weather: the Interfaith Winter Shelter (50-100 beds in SF), Severe Weather Emergency Shelter (45 beds in Marin County), and Alameda Warming Shelter (25 beds in Alameda County).
PERMANENT SUPPORTIVE HOUSING
ECS believes that that the solution to homelessness starts with a stable, supportive place to call home. Supportive housing is far more cost-effective than the use of high-end emergency room care, institutionalization, jail, and other ways of treating chronically homeless individuals. It also improves participants’ quality of life and helps them to end the vicious cycle of homelessness.
ECS is one of the Bay Area's largest, most comprehensive providers of supportive housing and homelessness services, and a leader in San Francisco's plan to create more supportive housing. Episcopal Community Services provides services that support housing retention and stability at 22 different sites, providing permanent housing with on-site social services to more than 1,890 individuals and families who are homeless.
WORKFORCE DEVELOPMENT
The ECS Workforce Development and Social Enterprise program provides individuals with job counseling, adult education, GED, culinary training, and other vocational programs to help them move into stable employment and better jobs. All clients within workforce development are given a weekly stipend to improve independence and stability
Conquering Homelessness through Employment in Food Services (CHEFS) is a culinary training program in which students spend 10 weeks in the kitchen learning their craft until they have mastered the skills to run the kitchen themselves.
Realizing Employment And Careers in Human services (REACH) trains individuals in the community and social services field, inviting those with lived experience of housing insecurity to leverage their expertise to give back to the community.
The ECS Job Center provides assistance with career skills and advancement, employment services, education, and more.
HEALTHY AGING
Each year, Canon Kip Senior Day Center serves approximately 1,000 homeless, low-income seniors aged 60 and older and young disabled adults. The program targets seniors with mental health, substance abuse or physical health issues who are not linked with any other system of care. Daily programs offer lunch, case management, recreation, information and caring support. The Center also provides a growing number of homeless seniors with case management and support groups. Forty percent of the participants are Filipino elders living in the South of Market neighborhood.
Canon Kip Senior Day Center is also an Aging and Disability Resource Center for the South of Market neighborhood.
ADULTS COORDINATED ENTRY & PROBLEM SOLVING
ADULT COORDINATED ENTRY (ACE) is the foundation of San Francisco’s Homelessness Response System, treating homelessness as an emergency to be addressed quickly and effectively. Episcopal Community Services manages this citywide function. ACE is a consistent, community-wide intake process to match people experiencing homelessness to available housing and/or focused community resources that are the best fit. It includes a clear set of entry points, a standardized method to assess and prioritize needs, and a streamlined process for rapidly connecting people to a solution to their homelessness.
PROBLEM SOLVING was launched in late 2019 to assist those individuals who were assessed in ACE but for any number of reasons were not placed into a housing solution. The program provides 1:1 support to individuals, guiding and supporting them to uncovering solutions to their homelessness through their own relationships and resources.
SCATTERED SITE HOUSING
ECS's Scattered Site Housing Department was established in 2021. As opposed to site-based permanent supportive housing, the scattered sites model houses participants in privately-owned units. Staff help participants remain in their housing by providing various services including case management, housing location, workforce services, access to a behavioral health clinician, subsidy administration, life skills training and advocacy. The Scattered Site Housing Department's portfolio of programs consists of the Flexible Housing Subsidy Pool, Adult Rapid Rehousing, Mainstream Voucher, and its newest program, the Family Rapid Rehousing Program in San Rafael.
BEHAVIORAL HEALTH SERVICES
ECS launched its Behavior Health Services program in 2019 but has been providing behavioral health services to interim housing sites since 2001. The programming now works in two shelters and in collaboration with San Francisco’s Department of Public Health’s Roving Behavioral Health team to provide services to adults experiencing homelessness and currently residing in Project RoomKey sites throughout San Francisco.
ECS clinicians provide clients with coordinated and integrated services to address mental health challenges and support recovery. Issues addressed include psychiatric, substance abuse, and co-occurring chronic medical conditions. The team utilizes evidenced-based modalities to address each individual’s unique mental health and substance abuse needs as well as provides referrals to other community-based services. Support includes assessments, client goal-setting, counseling, case management, referrals, crisis intervention, and benefits advocacy.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of meals served or provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people, Families, Veterans, People with disabilities
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Participants living in permanent supportive housing.
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Veterans, People with disabilities, Adults, Families
Related Program
PERMANENT SUPPORTIVE HOUSING
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
New starts in shelter
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people
Related Program
INTERIM HOUSING (SHELTER) FOR ADULTS EXPERIENCING HOMELESSNESS
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Clients newly housed through the coordinated entry system
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people
Related Program
ADULTS COORDINATED ENTRY & PROBLEM SOLVING
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Employment placement through workforce development programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people, Unemployed people
Related Program
WORKFORCE DEVELOPMENT
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planHow we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.42
Months of cash in 2023 info
3.6
Fringe rate in 2023 info
27%
Funding sources info
Assets & liabilities info
Financial data
Episcopal Community Services of San Francisco
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Episcopal Community Services of San Francisco
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Episcopal Community Services of San Francisco
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Episcopal Community Services of San Francisco’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $200,757 | $278,134 | $821,289 | $4,233,914 | -$959,860 |
As % of expenses | 0.5% | 0.6% | 1.4% | 7.1% | -1.5% |
Unrestricted surplus (deficit) after depreciation | $135,211 | $207,677 | $752,794 | $4,126,080 | -$1,227,123 |
As % of expenses | 0.3% | 0.5% | 1.2% | 6.9% | -1.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $39,136,038 | $45,239,130 | $63,527,215 | $73,591,009 | $61,587,026 |
Total revenue, % change over prior year | 20.2% | 15.6% | 40.4% | 15.8% | -16.3% |
Program services revenue | 9.4% | 8.7% | 5.0% | 4.5% | 7.8% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.2% | 0.1% | 0.0% | 0.0% | 0.3% |
Government grants | 82.4% | 80.2% | 86.2% | 77.5% | 84.1% |
All other grants and contributions | 7.3% | 10.8% | 8.7% | 17.9% | 7.6% |
Other revenue | 0.7% | 0.2% | 0.1% | 0.1% | 0.2% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $38,829,659 | $43,218,738 | $60,805,711 | $59,456,921 | $64,006,175 |
Total expenses, % change over prior year | 19.6% | 11.3% | 40.7% | -2.2% | 7.7% |
Personnel | 58.0% | 63.7% | 65.9% | 61.5% | 57.0% |
Professional fees | 4.6% | 4.6% | 4.5% | 4.4% | 5.4% |
Occupancy | 16.5% | 15.5% | 12.4% | 15.3% | 15.5% |
Interest | 0.2% | 0.2% | 0.2% | 0.2% | 0.6% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.1% | 0.2% |
All other expenses | 20.6% | 16.0% | 17.0% | 18.5% | 21.3% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $38,895,205 | $43,289,195 | $60,874,206 | $59,564,755 | $64,273,438 |
One month of savings | $3,235,805 | $3,601,562 | $5,067,143 | $4,954,743 | $5,333,848 |
Debt principal payment | $0 | $0 | $0 | $2,770,720 | $643,768 |
Fixed asset additions | $175,708 | $72,938 | $0 | $1,836,219 | $0 |
Total full costs (estimated) | $42,306,718 | $46,963,695 | $65,941,349 | $69,126,437 | $70,251,054 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 1.8 | 2.4 | 1.8 | 3.3 | 3.6 |
Months of cash and investments | 1.8 | 2.5 | 1.9 | 3.6 | 3.6 |
Months of estimated liquid unrestricted net assets | 0.7 | 0.7 | 0.6 | 1.1 | 0.9 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $5,794,908 | $8,487,485 | $8,976,657 | $16,250,879 | $19,127,184 |
Investments | $25,936 | $607,813 | $602,468 | $1,518,122 | $127,014 |
Receivables | $3,092,961 | $5,607,366 | $10,661,064 | $8,837,335 | $10,208,517 |
Gross land, buildings, equipment (LBE) | $3,618,619 | $3,631,101 | $3,610,524 | $5,446,743 | $5,618,476 |
Accumulated depreciation (as a % of LBE) | 91.8% | 91.7% | 93.6% | 64.0% | 66.8% |
Liabilities (as a % of assets) | 62.2% | 64.0% | 60.3% | 29.7% | 69.8% |
Unrestricted net assets | $2,562,075 | $2,769,752 | $3,522,546 | $7,648,626 | $6,421,503 |
Temporarily restricted net assets | $1,445,480 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $1,445,480 | $3,188,369 | $5,088,584 | $14,988,758 | $13,529,469 |
Total net assets | $4,007,555 | $5,958,121 | $8,611,130 | $22,637,384 | $19,950,972 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Beth Stokes
Beth Stokes possesses 20 years of experience in housing and homeless services and her counsel is widely sought by civic leaders, government managers, and nonprofit colleagues. Ms. Stokes is the Executive Director of Episcopal Community Services (ECS), an organization which serves 13,000 people a year, guided by its mission to obtain the housing, jobs, shelter, and essential services needed to prevent and end homelessness. Her previous roles include Western Region Managing Director for the Corporation for Supportive Housing, Director of Programs for the Los Angeles Homeless Services Authority, and Executive Director of Hamilton Families.
Number of employees
Source: IRS Form 990
Episcopal Community Services of San Francisco
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Episcopal Community Services of San Francisco
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Episcopal Community Services of San Francisco
Board of directorsas of 08/21/2024
Board of directors data
The Rt. Rev. Austin Rios
Bishop of the Episcopal Diocese of California
Richard Springwater
Springwater Investments, LLC
Beth Stokes
Episcopal Community Services
Keith Geeslin
Francisco Partners Management, LLC
Susanna Singer
Church Divinity School of the Pacific
Jonathan Rodriguez
Sancus Law at Cornerstone Law Group
Doug Bond
Amity Foundation
Heidi Ho
University of San Francisco School of Law
Susan Ketcham
Ballard Consulting
Alejandro Martinez
CRCD Partners, LLC
Megan McTiernan
McTiernan Strategies
Eric Metoyer
Diocese of California
Jonathan Rodriguez
Sancus Law at Cornerstone Law Group
Dara Silveira
Keller Benvenutti Kim LLP
Barbara Solomon
Retired
Meredith Tennent
Retired
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 04/18/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.