Our Process


Over the next two years we will develop robust strategies by learning from hypotheses-testing in each of our program areas. Our primary goal from this learning period is to construct an overall limited-life strategy for the Stupski Foundation to execute in 2019. 

While in this learning period, we seek thought partners pushing the boundaries in our issue areas. We are interested in learning about their greatest challenges and how they are learning to address them.

Once we have completed this learning process and have clearly defined our program area strategies, we will invest in scaleable and sustainable interventions with evidence based ideas in achieving big dreams–and in that choice we commit to providing substantial, flexible, long-term funding. We intend to work in close collaboration with a defined cohort of partner-grantees that are primarily serving our communities of need in the San Francisco Bay Area and Hawaii. In addition to providing catalytic and transformative funding resources, our staff will serve as coaches and consultants on business model development, partnership negotiations, financial matters, and other capacity building issues as they emerge for each of our partnerships.  As a result of this partnership, our grantees will be empowered to tackle the issues we seek to address together.

We recognize that there are many excellent organizations. We do not accept unsolicited proposals or requests for funding. Foundation staff and directors will contact those organizations whose work they seek to support. 

Turning our food renaissance into a revolution on hunger.

Photo: Ma'o Organic Farms, a Stupski Foundation investee


One in eight Americans, or 42 million people, are hungry in the U.S. today - including nearly 13 million children and more than five million seniors. Today’s youth can not only be hungry but at the same time expect to live less healthy and possibly even shorter lives than their parents due to the epidemic of childhood obesity and poor nutrition during the critical early years of their lives.

We are looking for opportunities to develop community driven solutions that will foster innovations to end hunger and improve the access to quality food for those in need. How can privately funded programs work in concert to maximize and leverage the benefits of publicly funded programs?  Where will the next unexpected, breakthrough ideas take hold to address some of the glaring gaps in our food safety nets?  Could food truck entrepreneurs bring new delivery options to hungry out-of-school children throughout the summer?  Will innovations in farm-to-food-bank programs help hungry families enjoy more fresh fruits and vegetables?  As the rise of food related chronic diseases has brought new emphasis to the importance of the healthy eating/active living movement, we’re ready to help write the last chapter in the history of the fight to end hunger.

Every youth, regardless of circumstance or resource, should have the opportunities to reach their fullest potential.


We believe there are several critical inflection points in a young person's development path toward becoming a healthy and productive member of society. Our grantmaking will target those risky junctures, in search of holistic solutions to prepare low-income youth for the rigors of education, career, and family. We’re currently looking at solutions along a spectrum from prenatal care to after school programs, and from innovative approaches to youth mentoring to providing college access and career preparation. The opportunity landscape for our kids has cratered in the past generation; it’s our mission to ensure every young person has an equal opportunity to succeed.

No less than what we need, no more than what we want.


As Boomers enter their third stage of life, we are seeing the beginnings of a consumer movement that actively questions when, where, and how individuals and their families will experience their end of life care. We now have the first generation of health care practitioners trained in the specialty of palliative care, while the hospice movement has continued to grow. There is also a movement for physician aid in dying. 

We want to expand the awareness and understanding of a broader array of options for end of life care and ensure there are systems in place to deliver the care that patients desire. We will do this by exploring new ways for more individuals, families and communities to think, talk and plan for this time of life, by equipping health care providers with better skills and training, and by supporting better public policies that support all these efforts to increase both the demand and the supply of better end of life care.

At this pivotal moment, we see encouraging momentum building and a host of innovations on the horizon.

Good neighbors make vibrant communities.

Image: The Exploratorium, a Stupski Foundation investee


We are seeking to play a catalytic role in these three areas by identifying and investing in a core base of highly effective organizations to drive impact. As we’ve done for nearly two decades, we will also provide support to our local communities in the San Francisco Bay Area and Hawaii for organizations that fall outside of our three core funding areas. We know that vibrant civic organizations are critical to the success of every member of our community.