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PO BOX 42
Concord MA 01742-0042
Concord MA | IRS ruling year: 1993 | EIN: 04-3048933
OPEN TABLE ADDRESSES HUNGER IN OUR LOCAL COMMUNITY BY PROVIDING HEALTHY FOOD IN A WELCOMING ENVIRONMENT WHILE RESPECTING THE DIGNITY OF THOSE SERVED. WE ACHIEVE OUR ... (More)
OPEN TABLE ADDRESSES HUNGER IN OUR LOCAL COMMUNITY BY PROVIDING HEALTHY FOOD IN A WELCOMING ENVIRONMENT WHILE RESPECTING THE DIGNITY OF THOSE SERVED. WE ACHIEVE OUR MISSION BY: 1) DISTRIBUTING HEALTHY PREPARED MEALS; 2) OFFERING A WIDE ARRAY OF FRESH AND NUTRITIOUS GROCERIES THROUGH OUR DRIVE-THRU PANTRY AND MOBILE MARKETS, AND 3)ENGAGING A TEAM OF COMMITTED AND PASSIONATE STAFF AND VOLUNTEERS. (Less)
Great
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Open Table Inc. is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Open Table Inc. has earned a 94% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 14/14 - 25/25 ptsBoard Composition - 14/14 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
|---|---|
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Document Retention and Destruction - Missing - 0/3 ptsDocument Retention and Destruction - Missing - 0/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Whistleblower Policy - Missing - 0/3 ptsWhistleblower Policy - Missing - 0/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 1.95% - 15/15 ptsLiabilities to Assets Ratio - 1.95% - 15/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 93.98% - 25/25 ptsProgram Expense Ratio - 93.98% - 25/25 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Supplying money, goods or services to the poor (BMF activity code: 560)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Open Table Inc.) or EIN (043048933) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Open Table Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
Balance Sheet
How COVID-19 impacted the organization's operations financially:
We were very fortunate to receive increased support during the COVID-19 crisis. The media attention on the dramatic increase in food insecurity helped make our work more visible to donors and granting organizations. Although the decision making and processes for several grants that we applied for before COVID-19 were delayed, several other grants became available due to the pandemic.
How COVID-19 impacted the organization's delivery of programs:
We saw in increase in need, particularly among individuals and families that had never visited a food pantry before. Although we never missed a week of service to our clients, we did dramatically alter our operations model to ensure the safety of all involved. We had to cancel our community dinners, but expanded our prepared meals to serve more people than previously served at the dinners. We greatly expanded our mobile partnerships and programs to reach more people more directly.
How this organization adapted to changing conditions caused by COVID-19:
We switch our fresh air pantry to an open-air drive-thru model. Later we added online ordering to better incorporate choice into the model. We suspended our weekly community meals, but quickly expanded our prepared meals program to continue feeding those that would have come and more.
Innovations the organization intends to continue permanently after the pandemic:
We've learned that our prepared meals are in high demand by our clients, and will continue to expand the program. We developed great partnerships with local COAs and other town agencies to better identify and reach those in need, and hope to build further partnerships. We have learned more about the cultural and health needs of those we serve, and will continue to expand our offerings to best fit those needs.
Not Currently Scored
Open Table Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
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Open Table Inc. reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
STOCKED AND STAFFED FOOD PANTRIES AND SERVED MEALS TO UNDERSERVED INDIVIDUALS AND FAMILIES AT CONCORD AND MAYNARD LOCATIONS AND THROUGH THE NEWLY LAUNCHED MOBILE PANTRY IN HUDSON, MASSACHUSETTS.
Spent in most recent FY
Percent of program expenses
DEVELOPED AND OPERATED A UNIQUE FOOD RESCUE PROGRAM IN WHICH SURPLUS FOODS WERE TURNED INTO HEALTHY PREPARED MEALS THAT WERE AVAILABLE TO OUR GUESTS THROUGH OUR FOOD PANTRY AND MOBILE PROGRAMS.
Spent in most recent FY
Percent of program expenses
CONVENED FOOD SECURITY DISCUSSIONS WITH COMMUNITY LEADERS TO MAKE SURE ALL SOURCES OF FOOD RELIEF WERE KNOWN AND AVAILABLE TO THOSE IN NEED OF FOOD.
Open Table Inc. has earned a 95% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
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Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
Anyone who resides in the Boston Metrowest area and could benefit from no-cost food. Our service area officially includes 21 towns west of Boston. While we do not require proof of income or referrals, the majority of those we serve are low-income or seniors on fixed incomes. We also work in partnership with town Councils on Aging and other organizations to service high-need communities through our mobile food programs.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees
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, Other means
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Prior to the COVID pandemic we operated a market-style pantry where clients could choose the types and quantities of grocery items they wanted. The clients had choices, but were still limited to items that we had available. COVID required us to switch to a pre-packed bag model, with limited choice. By adding online-ordering we were able to expand the choice options. Through feedback on the online ordering we have expanded the grocery options we procure to better reflect what is wanted by those we serve, giving them more control over what they cook and eat.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently, Other means
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
One of the communities that we serve has many residents of Brazilian decent. In order to better serve this community we added Portuguese language information to our online ordering on our website and have translators available on our phone ordering system. Through our outreach surveys and ordering process we further learned which grocery items were desired by the community. Our standard grocery bags tended to include items to cook "American"-style meals. We have since updated the contents of the bags delivered to this community to be more culturally appropriate; leading to more satisfied clients and less waste. This feedback also lead us to reflect on what other changes could be made to best provide the various populations we serve.
Equity Practices - Data Available - 93/100 ptsEquity Practices - Data Available - 93/100 pts
70% of beacon score
This organization's score of 93 is a passing score. The organization reported that it is implementing 8 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (4/7) | |
|---|---|
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. | |
Equity Policies and Procedures (4/7) | |
|---|---|
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 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. | |
Open Table Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Mission: Open Table’s mission is to end hunger in our local community by providing healthy food in ways that respect the dignity and diversity of those served. Values: We believe that people should not be hungry. We recognize that economic, racial and gender inequality are the main drivers of food insecurity. We welcome our neighbors in need with compassion and respect. Vision: We strive to end hunger by addressing with our partners the systemic causes and immediate impacts of food insecurity.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We strive to end hunger by removing the barriers to food caused by race, gender, sexual orientation, disability, income and age.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Identify unmet food needs in our service area and create strategies to address that need and remove the barriers to access. Expand our mobile and prepare meals to bring the food to those in need.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Further our understanding of the cultural, health, and other food needs (food sovereignty) of our client population and source and distribute appropriate food with client choice
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Monitor the physical infrastructure for its ability to support the mission of the organization and make recommendations for necessary improvements
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Our executive Director is currently attending at Fundraising Certificate program offered through Philanthropy Massachusetts to help us better understand how to generate good fundraising and communications plans. Feedback and ideas from classes is being disseminated to other staff and committee members.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Many of our mobile programs are run in partnership with town agencies, COAs or local nonprofits such as B&G Clubs. This helps lower the stigma often associated with accessing food pantries. We have developed Food Relief Network groups in Concord and Maynard that join nonprofit leaders, politicians, town services, local business leaders and other stakeholders in discussions related to food insecurity in our community. We also participate in many town festivals and activities (as COVID conditions allow), raising awareness of our mission while growing our relationships with other area businesses and families. We post frequently on social media about hunger issues, and our and our supporters efforts to address them.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The past year brought many changes, and our organization was able to be nimble and flexible, rapidly responding to the increased need while keeping our clients, volunteers, and staff as safe as possible. The original cornerstone of our organization, our twice-weekly community dinners, had to be suspended due to COVID-related restrictions on in-person dining. We quickly understood that although the social aspects of the meals could not be as easily replicated virtually, we could continue to feed those that had been attending, by packaging our meals in single-serve containers. We expanded our refrigeration capabilities, and purchased packaging equipment increase our meal capacity. Our professional-chef created prepared meals are now in high demand as we move from serving around to 200 meals/week to well over 600 (with a goal of 1000). The meals provide tasty, healthy nutrition, but also allow better serve those limited cooking capabilities, time pressures, and other issues preventing them from being able to prepare good meals regularly.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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