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Hauppauge NY | IRS ruling year: 1981 | EIN: 11-2524512
Organization Mission
Long Island Cares, Inc.-The Harry Chapin Food Bank is the regional food bank for Nassau and Suffolk County. Founded by the late singer/songwriter and social activist ... (More)
Long Island Cares, Inc.-The Harry Chapin Food Bank is the regional food bank for Nassau and Suffolk County. Founded by the late singer/songwriter and social activist, Harry Chapin in 1980, Long Island Cares brings together all available resources for the benefit of the hungry and food insecure on Long Island and, to the best of our ability, provides for the humanitarian needs of our community. Our goals are to improve food security for families, sponsor programs that help individuals and families achieve self-sufficiency, and educate the general public about the causes and consequences of hunger and food insecurity on Long Island. Our organization contracts with New York State and the Department of Health, Hunger Prevention Nutrition Assistance Program, and the USDA Emergency Food Assistance Program to administer two of the government's major hunger relief programs for the Long Island Region (Less)
Great
This charity's score is 98%, 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, weighted as follows: 33% Accountability & Finance, 50% Impact & Results, 8% 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.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
| Date Published | Overall Rating | ||
| 5/1/2021 | | ||
| 2/1/2020 | | ||
| 12/21/2018 |  | ||
| 2/1/2018 | | ||
| 2/1/2017 | | ||
| 6/1/2016 | | ||
| 12/22/2015 | | ||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 7/1/2015 | | ||
| 12/1/2013 | | ||
| 4/1/2013 | | ||
| 4/1/2012 | | ||
| 9/20/2011 | | ||
| 5/1/2011 | | ||
| 4/1/2010 | | ||
| 12/1/2008 | | ||
| 10/1/2007 |  | ||
| 12/1/2006 |  | ||
| 7/1/2006 | | ||
Score
Most Recent Fiscal Year:
FY 2020
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 100% independent members10 out of 10 points Majority Independent Board Members - 100% independent members10 out of 10 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 21 independent members10 out of 10 points Independent Board Size - 21 independent members10 out of 10 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Financial Statements - Audit10 out of 20 points Financial Statements - Audit10 out of 20 points
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 |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $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
Material Diversion of Assets - None20 out of 20 points Material Diversion of Assets - None20 out of 20 points
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed5 out of 5 points Website Listed on Tax Form - Listed5 out of 5 points
Charity Navigator looks for a website on the IRS 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
Conflict of Interest Policy - Listed5 out of 5 points Conflict of Interest Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS 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
Whistleblower Policy - Listed5 out of 5 points Whistleblower Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS 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
Document Retention and Destruction - Listed5 out of 5 points Document Retention and Destruction - Listed5 out of 5 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS 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
Documents Board Meeting Minutes - Yes5 out of 5 points Documents Board Meeting Minutes - Yes5 out of 5 points
Charity Navigator looks to confirm on the IRS 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
Tax Form Distributed to Board Before Filing - Listed5 out of 5 points Tax Form Distributed to Board Before Filing - Listed5 out of 5 points
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Loans to/from Officers - Missing5 out of 5 points Loans to/from Officers - Missing5 out of 5 points
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Listed5 out of 5 points Tax Form Posted on Nonprofit's Website - Listed5 out of 5 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 10.25%25 out of 25 points Liabilities to Assets: Ratio - 10.25%25 out of 25 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 93.02%25 out of 25 points Program Expense: Ratio - 93.02%25 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
Fundraising Efficiency: Ratio - $0.0325 out of 25 points Fundraising Efficiency: Ratio - $0.0325 out of 25 points
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Working Capital: Ratio - 0.75 years25 out of 25 points Working Capital: Ratio - 0.75 years25 out of 25 points
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed IRS Form 990. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
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
Paule Pachter, Chief Executive Officer
$226,286
Katherine Fritz, Cheif Devl Officer
$153,484
William Leonelli, Chief Fin Officer
$140,352
Melissa Buonadonna, Director
Compensation not entered
Sandy Chapin, Chairperson
Compensation not entered
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
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 (Long Island Cares) or EIN (112524512) in the 'Search Term' field.
Score
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Program
Feed Long Island
Activities
The nonprofit provides groceries to beneficiaries.
Program Type
Grocery Program
Beneficiaries Served
People living in poverty
Program Geography
We provide food and wrap-around support services to any residents in Nassau and Suffolk County experiencing or at-risk for food insecurity. To definitively end hunger and its root causes, we advocate for long-term public policy solutions to hunger
Time Period of Data
1/1/21 to 12/31/21
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Metric
meals provided
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
Outcome data collected during the program. The nonprofit submitted data on the amount of food it provides.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We assume that the distribution of a meal from one nonprofit's food distribution program does not diminish the amount of food distributed by any other (neighboring) food distribution program. This “counterfactual” assumption about the amount of food distributed in the absence of the nonprofit’s food distribution program implies that the benefit of a meal to a beneficiary in need constitutes a net gain; the gain is not offset by reductions in food provided to other beneficiaries in need. We therefore set the counterfactual to zero.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.
Cost Calculation
$26,322,521 program costs + $4,943,272 partner costs + $0 beneficiary costs = $31,265,793 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$31,265,793 total costs / 11,473,798 meals provided = roughly $2.72 provides a meal to a person in need. [2021 USD]
Benchmark for Rating
Impact & Results scores of food distribution programs are based on the cost of a meal relative to the cost that a food-secure person incurs to buy a meal in that county. Programs receive an Impact & Results score of 100 if they are less than 75% the cost of a meal and a score of 80 if they are less than 125%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
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
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, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, It is difficult to get honest feedback from our clients
Equity Practices - Data Available93/100 points Equity Practices - Data Available93/100 points
70% of beacon score
This organization's score of 93 is a passing score. The organization reported that it is implementing 11 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| Equity Practices (6/7) | |
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 (5/7) | |
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. | |
Score
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 CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Long Island Cares, Inc.-The Harry Chapin Food Bank is the regional food bank for Nassau and Suffolk County. Founded by the late singer/songwriter and social activist, Harry Chapin in 1980, Long Island Cares brings together all available resources for the benefit of the hungry and food insecure on Long Island and, to the best of our ability, provides for the humanitarian needs of our community. Our goals are to improve food security for families, sponsor programs that help individuals and families achieve self-sufficiency, and educate the general public about the causes and consequences of hunger and food insecurity on Long Island. Our organization contracts with New York State and the Department of Health, Hunger Prevention Nutrition Assistance Program, and the USDA Emergency Food Assistance Program to administer two of the government's major hunger relief programs for the Long Island Region
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Our vision is “A Hunger Free Long Island”.
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Expanding our ability to meet the individual needs of each community in our region.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Educating the community about the causes and consequences of hunger on Long Island and to destigmatize seeking food support.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Address systemic issues that are the root-casues of hunger in our communities.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Long Island Cares hired 11 additional staff during the past 12-18 months to effectively respond to a nearly 74% increase in food insecurity due to the pandemic. We also increased satellite locations we operate from 4 to 6 resulting in hiring or promoting staff to new leadership positions. In addition, we implemented a new Staff Development and Training Initiative to expand leadership opportunities for all staff. This includes a committee of employees from all departments. The committee is charged with creating plans for and implementing training throughout the year for all staff. Staff are also encouraged to participate in Feeding America conference and trainings, as well as Association of Fundraising Professionals, and other organizations related to hunger and food insecurity. All staff are given the opportunity for paid time to attend approved external training and leadership opportunities related to their positions and roles.
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
Long Island Cares supports 329 member agencies by providing them with both food and funds. We collaborate with our agencies to respond to crises that impact people on Long Island and their ability to feed their families. We mobilize other resources such as Offices of Emergency Management, elected officials, media, Feeding America, and Feeding New York State to implement a comprehensive response to crises and activate the emergency food network’s response to community needs. The new Long Island Cares Center for Community Engagement (CCE) promotes an inclusive, equitable, and accessible organization where every agency, community member, donor, volunteer, staff, and board member can realize their potential and have their contributions valued. Workshops and conferences presented by CCE staff such as New Paths to Achievement help Long Islanders achieve their career goals, and allied organizations will partner with us to help educate the public on the root causes of hunger.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The pandemic presented a complex crisis of increased demand, declining donations of food, and disruptions to the charitable food assistance system's operating model, creating an economic crisis. The year contained countless moments of personal and organizational hardship, from rates of food insecurity to a national moment of reckoning for racial justice, to endless supply chain challenges. In these moments, Long Island Cares has been here for your neighbors like never before. From March-December of 2020, there was a 63% increase in food insecurity on Long Island compared to the same time in 2019. Thanks to our generous community, Long Island Cares increased food distributions 87% over last year. Your gifts helped our neighbors in need through Long Island Cares' six satellite locations, 18 Emergency Pop-Up Food Distribution sites, a food box packing center in Hauppauge, and a new Emergency Pantry in Bethpage. With donors' help, we rented refrigerated trailers and new vehicles for increased deliveries. We engaged in equity work, shared financial resources with hundreds of Member Agencies to fortify their efforts, and spent millions of dollars on additional food purchases. Long Island Cares has the potential to emerge from this crisis more robust and even better positioned to meet the evolving needs of our community. Our long-term priorities include: • Updating our strategic plan to further address systemic issues in our communities • Continuing to meet the increasing need, including those relying on our support for the first time. • Piloting new programs to help meet the demand of those most disproportionately impacted by the pandemic • Advocating for state support to help food banks and our partners meet the need. • Expanding our ability to meet the individual needs of each community in our region • Educating the community about the causes and consequences of hunger on Long Island and destigmatizing seeking food support
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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