HomeMore Project Inc

Investing in Every Root Cause for Every Individual

aka The HomeMore Project   |   San Francisco, CA   |

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GuideStar Charity Check

HomeMore Project Inc

EIN: 85-2644419


Our Mission is to uplift the homeless community in San Francisco by building a culture of transparent and genuine relationships while focusing on the centralization of resources and providing realistic yet innovative solutions to an ongoing crisis.

Notes from the nonprofit

We would greatly appreciate your input as to how we can improve our organization and help even more unhoused friends in San Francisco!

Ruling year info


Executive Director

Zac Clark

Main address

1600 Bryant St #411447 SMB#51223

San Francisco, CA 94141 USA

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Subject area info

Housing for the homeless

Home accessibility

Homeless shelters

Homeless services

Population served info

LGBTQ people

Women and girls

Ethnic and racial groups

Nomadic people

Economically disadvantaged people

Show more populations served

NTEE code info

Homeless Services/Centers (P85)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990-N.

Tax forms

Show Forms 990



What we aim to solve

SOURCE: Self-reported by organization

Homelessness poses a significant challenge in California, with more than 100,000 people being homeless and nearly 60,000 (60-70%) lacking any form of shelter. Despite living in a world of advanced technology and connectivity, the transition from being unsheltered to finding housing is often far from seamless. To address the daily obstacles and long-term impacts faced by individuals experiencing homelessness, it is crucial to leverage technology, innovation, and creativity. According to UCSF, around 70% of the homeless population in California possess cell phones, which serve as their means to connect with loved ones and access vital services. However, the lack of places and opportunities to charge their phones becomes a significant barrier. We have spoken to hundreds of individuals who have expressed that a simple phone call or email could have potentially secured them housing, but without a reliable connection, they were pushed to the back of the line.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Makeshift Traveler

At the core of all of our projects lies innovation, creativity, and a passion for bringing people together. We have spent the past year developing our Makeshift Traveler, a backpack specifically tailored toward the needs of an individual experiencing homelessness. With your help and contribution, you are not only providing an individual with a Makeshift Traveler and other short-term aid, but you are allowing our organization to utilize this as a vehicle to make connections with individuals who are interested in our long-term vision for Our 27 Step Journey.

Population(s) Served
Ethnic and racial groups
People with disabilities
Substance abusers
LGBTQ people
Economically disadvantaged people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of clients experiencing homelessness

This metric is no longer tracked.
Totals By Year
Related Program

Makeshift Traveler

Type of Metric

Output - describing our activities and reach

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The HomeMore Project aims to deliver 1,000 Makeshift Travelers in 2023 and an additional 1,000 Makeshift Travelers in 2024. With each distribution of a Makeshift Traveler, we utilize this five goal framework below.
1. Providing Short-Term Tools and Aid
2. Learning and Sharing the Stories of those we serve
3. Data Collection
4. Connecting Recipients to Existing Services
5. Feedback & Building Connections for our future Transitional Housing Program

Utilizing these five goals help us analyze and measure the success of the Makeshift Traveler program.

The HomeMore Project measures success by utilizing the same Five Goal Framework. The following includes a brief description regarding evaluation, along with corresponding KPIs.

Goal 1: Providing Short-Term Tools and Aid
We follow up with the recipients two weeks after distribution to ensure the product functions properly. Three weeks to one month after distributing a Makeshift Traveler, we conduct a Retention Event, inviting all of the previous recipients to reconnect and share updates about their journey out of homelessness.

Key Performance Indicators (KPIs):
- Provide 85 Makeshift Travelers each month in 2023, equating to over 1,000 per year
- Receive an 80% satisfaction rate from beneficiaries after the two week follow-up
Connect with at least 25% of beneficiaries at the Retention Event after one month

Goal 2: Learning and Sharing the Stories of those we serve
This includes the physical aspect of listening and hearing the stories of the people we serve. Learning firsthand the stories people are willing to share of their journey into, and eventually out of homelessness.

Key Performance Indicators (KPIs):
- Share 50% of Makeshift Traveler recipient stories on our website
- Accumulate at least one donation to each recipient via sharing their story on our social medias (followers are able to donate directly to them through our website)

Goal 3: Data Collection
Data is obtained from each Makeshift Traveler distribution. Updates to data can be shared through digital communication or in-person follow-up retention events, as mentioned in Goal 1. This can help better an individual's chances of obtaining housing and allow us to pair them into the correct programs based on their information and history.

Key Performance Indicators (KPIs):
- Collect Complete Data Set from 75% of individuals who receive a Makeshift Traveler on day of distribution
- Receive Complete Data Set from 95% of individuals who receive a Makeshift Traveler no later than one month after distribution and reconnecting

Goal 4: Connecting Recipients to Existing Services
After the initial distribution is completed, we follow-up with our partner organizations listed in our Informational Brochure to measure if our Makeshift Traveler recipients have entered any of those newly offered programs.

Key Performance Indicators (KPIs):
- Confirm at least 25% of Makeshift Traveler recipients have entered a least one of our partner organizations services

Goal 5: Feedback & Building Connections for our future Transitional Housing Program
When distribution occurs, we prioritize receiving feedback on our future Transitional Housing Program. Upon receiving the input, it is then communicated to our team members and implemented into our programming.

Key Performance Indicators (KPIs):
- Receive the survey and feedback from at least 50% of the individuals we serve
- Confirm at least five individuals to join the waiting list

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • 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 look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to identify actionable feedback


HomeMore Project Inc
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Financial data

SOURCE: IRS Form 990

HomeMore Project Inc

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

HomeMore Project Inc

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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.

Fiscal year ending: cloud_download Download Data


The people, governance practices, and partners that make the organization tick.

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Zac Clark

Zac Clark is the founder, current President, and Executive Director at The HomeMore Project. Zac moved to San Francisco with aspirations of working for one of the big tech companies when he was exposed to the current homelessness situation in San Francisco and discovered his passion for assisting in the development of struggling communities. Zac was introduced to the nonprofit sector in high school. He served as the Student Logistics Director at Leadership Initiatives, a Washington D.C.-based organization focused on connecting high school students to working remotely in developing communities in Nigeria. Zac contributed his efforts towards Leadership Initiatives for nearly four years while studying at the University of San Francisco before starting The HomeMore Project. Zac is excited to see all that the team accomplishes!

HomeMore Project Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

HomeMore Project Inc

Board of directors
as of 11/16/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Zac Clark

HomeMore Project Inc.

Term: 2021 -

Shelley London

Jim Lawrence

Keith Meyer

Peter Mertz

Matt Atkin

Samuel Castelan

Kamaali Lama

Srinivas Inala

Lauren Davis

Govind Wakhlu

Jonathan Krause

Zac Clark

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 7/8/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 09/29/2022

GuideStar 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 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 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.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • 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 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.