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Page 3 of 9 that every Bhutanese has access to testing and medical treatment. Until this information and service 84 proliferates the community, BCOM’s work is not complete. Increased general operation funds would 85 support this next step. 86 87 88 Bridging Request: $10,000 89 90 Organization’s service to the Roseville community 91 Bridging serves half of our client base (about 2,300 families/5,800 individuals) out of our Roseville 92 warehouse. Of these served in 2022, 54 families were Roseville residents (with 105 total people in these 93 households – 32 of whom were children). 94 95 Impact of COVID on organization 96 COVID impacted our program revenue, our number of volunteers and our ability to serve in-person. 97 COVID stopped our in-home furniture donation pick-up program, which greatly reduced our program 98 revenues. COVID reduced the numbers of homes we were able to serve (from close to 4,500 to 3,000). 99 COVID also impacted our corporate partnerships (volunteering and sponsorships) and most of our 100 corporate partners went fully remote. 101 As an essential part of the housing process, Bridging received critical sector exemption during the 102 pandemic, and were allowed to remain open to receive furniture donations and serve families in need. 103 Although we remained open, our volunteer base greatly diminished. A great majority of our volunteers 104 are retirement age and older, and so many did not return for quite some time during 2020 and 2021. 105 In an average year, 4,000 – 5,000 volunteers provide 80,000 hours of service towards carrying out our 106 mission. With very few volunteers and social distancing requirements, we were able to serve much 107 fewer families than in an average year. In 2019, we furnished 4,428 homes. In 2020, we furnished 108 3,059 homes. In addition to the service impacts, we were also impacted financially. 1/3 of Bridging’s 109 revenue comes from our program service fees and furniture donation pick-up fees. With a decrease in 110 our services, and very few home pick-ups scheduled, we lost a large amount of revenue in this area. In 111 addition, Corporate sponsors are a large part of our contributed income. With many workplaces shut 112 down or virtual, the participation and funding from our corporate partners was much decreased in 113 2020 and 2021. 114 A positive impact was the creation of our virtual shopping program. Although it was created out of 115 necessity at the beginning of the pandemic, it remains in use today, as one way for clients to access 116 Bridging. Today, if clients have transportation, work or childcare barriers to visiting us in person, 117 they can now shop virtually over their phones as our volunteers show them all of their choices over an 118 iPad. This has improved our service rates, making “no-shows” virtually non-existent. 119 Use of ARPA grant funds 120 Scaling to Meet East Metro Community Need 121 In 2023, Bridging faces a new fiscal challenge. Rising costs in key areas such as human capital and 122 transportation coupled with an increased demand for Bridging services require us to redouble our 123 efforts to innovate how we serve clients and partners in the community. Bridging is requesting 124 support from the City of Roseville to rise to this challenge and navigate organizational growth. 125 Bridging’s board and leadership team set an ambitious goal of increasing the number of clients 126 our organization supports by 22% by the year 2025. In order to scale the organization to respond 127