Mission: The PRASAD Project is a global charitable organization, committed to uplifting the lives of economically disadvantaged women, children and families. Our programs in India, Mexico, and the U.S. impact thousands of people annually.

At PRASAD, we are fully invested in the people and communities we serve and wholly committed to their well-being and empowerment. PRASAD takes a holistic approach and works in harmony with the environment. Our programming is wide-ranging because these most vulnerable people face numerous hardships - malnutrition, lack of access to clean water and to economic and educational opportunities, to name a few - and addressing one need at a time is not enough.

Currently, we offer programs that include general and specialized medical and dental care, water security and sanitation, agriculture and environment, education, women's empowerment, and food security. Offered together, these programs empower individuals and families and create sustainable communities.

The PRASAD Project is a 501(c)(3) organization, with an IRS ruling year of 1992, and donations are tax-deductible.

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Contact Information

  http://www.prasad.org/

 25 Sullivan Ave
Liberty  NY 12754 

  PO Box 576
Ferndale NY 12734

  845-434-0376


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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 94.45, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

88.5%


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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

8.1%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

3.2%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

1.1%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.02


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

4.51 years


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 Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. 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

Program Expense Growth

1.16%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

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 – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

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



MARIA ESCARRA, ASSISTANT SECRETARY/EXEC. DIRECTOR

$82,080


LINDA HINDES, ASSISTANT TREASURER/FINANCE DIRECTOR

$70,442


HARRIETTE COLE, CHAIRMAN

$0


JYOTIKA PATEL, TREASURER

$0


TOM KORULA, TRUSTEE

$0


Source: IRS Form 990 (page 7), filing year 2019

Business Master File Data

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:

Other activity aimed t combating community deterioration (BMF activity code: 402)


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)

Data Sources: IRS Forms 990

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 view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

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. Charities may submit their own pandemic responses through their nonprofit portal.


The PRASAD Project reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received

  • Grants Sent


How COVID-19 impacted the organization's operations financially:

We incurred new and increased program expenses, and donors were more inclined to support COVID relief than ongoing programs. We had to reduce administrative staff, while maintaining basic functions and adjusting to new operational requirements. In the U.S., extra precautions to ensure patient and staff safety during children’s dental visits increased expenses not covered by insurance. New York State paused all school dental program funding, a significant portion of our dental program budget. In India, in addition to PPE expenses for medical services, we initiated feeding and food distribution programs. These program adjustments increased our costs, impacted our financial management strategy.


How COVID-19 impacted the organization's delivery of programs:

In the U.S., when schools closed, on-site dental treatments and in-class dental education and toothbrush distribution paused. Instead, we opened our mobile clinic at our office and produced dental health videos for schools, but we reached significantly fewer children. In India, most programs were shuttered during the lockdown, except for medical services, which remained open half-day. Women’s Self-Help Group (SHGs) members made and distributed 1,300 masks throughout the villages. Our SHG network also helped us understand how desperately many tribal families needed food. In response, PRASAD provided grocery staples to families who had lost their incomes in the pandemic. We distributed food supplies in 46 villages to 2,250 deeply impoverished families with no access to income or markets. In Mexico, the eye surgery camps were paused, and more than 1,000 people lost access to free surgeries. Our volunteers provided food to unemployed workers.


How this organization adapted to changing conditions caused by COVID-19:

For our administrative office in the U.S., working from home has been effective at keeping our organization fully operational. We have configured a strong team and a remote work system without the limitation of location. We plan to continue with the remote model. In the U.S., because the schools were closed, we opened our dental clinic at our main office to treat children in need. Also, we recorded dental health education videos for the schools to teach online. In India, we had to cancel all non-essential services such as community health education, arts & crafts program for children, school camps, and eye surgeries. Instead, we delivered vital medical services, produced and distributed more than 1,300 face masks to community members, and delivered nearly 3,600 food packages. In Mexico, we canceled our free eye surgery camps until further notice. Instead, our volunteer team found a way to help low-income individuals access free eye surgery at local hospitals.


Innovations the organization intends to continue permanently after the pandemic:

For our administrative office in the U.S., because the remote work model worked well for us, we plan to continue a hybrid remote/in-office model based on position and function. In the U.S., we will continue operating our dental clinic at our main office in addition to the school sites. We will use the dental health education videos to teach online. In India, during the lockdown Women’s Self-Help Group members, who are trusted community members, did outreach to help us determine individual and community needs. This was particularly important in the most remote villages. We are now developing a Health Ambassador Program in the villages around this success. Our inaugural virtual fundraising event gave global supporters and program staff an opportunity to engage. We are building on this model.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
4/1/20212019 94.45
6/1/20202018 92.92
5/1/20192017 100.00
4/1/20192017 89.39

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

6/1/20182016 87.25
5/1/20172015 95.55
6/1/20162014 87.25
Rating Version: 2.0
5/1/20152013 83.21
2/1/20152013 81.30
2/1/20142012 78.23
3/1/20132011 82.94
2/1/20132011 78.95
4/1/20122010 74.50
9/20/20112009 69.45
Rating Version: 1.0
4/1/20112009 79.46
5/1/20102008 78.46
7/1/20092007 78.73
4/1/20082006 78.48
2/1/20072005 80.99
1/1/20062004 75.32
9/1/20052003 60.28

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

The PRASAD Project cannot currently be evaluated by our Encompass Rating 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.

Learn more about Impact & Results.


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Additional Information

Unscored

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Largest Programs

Largest Programs



The PRASAD Project reported its three largest programs on its FY 2019 Form 990 as:


$81,362

Spent in most recent FY

17%

Percent of program expenses


CONSTITUENT EDUCATIONCONSTITUENT EDUCATION IS AN EDUCATIONAL PROGRAM WITH A GOAL OF ENLIGHTENING AND EDUCATING THE PUBLIC ABOUT THE ACTIVITIES AND NEEDS IN THE COMMUNITIES THAT WE SERVE. THE PROGRAM P ... (More)


$144,260

Spent in most recent FY

30%

Percent of program expenses


PRASAD CHILDREN'S DENTAL HEALTH PROGRAMPRASAD CDHP PROVIDES DENTAL SERVICES AND DENTAL HEALTH EDUCATION TO CHILDREN AT THEIR SCHOOLS VIA A MOBILE DENTAL CLINIC. IN 2019, THE PROGRAM PROVIDED DENTAL HE ... (More)


$166,277

Spent in most recent FY

35%

Percent of program expenses


PRASAD CHIKITSARESPONDING TO THE LIMITED AVAILABILITY OF QUALITY MEDICAL CARE IN THE TANSA VALLEY REGION OF INDIA, PRASAD CHIKITSA OFFERS GENERAL AND SPECIALIZED HEALTH CARE SERVICES, INCLUDING HIV/AI ... (More)


...   Leadership & Adaptability


This score 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.


Leadership & Adaptability Score

100

out of 100

The score earned by The PRASAD Project is a passing score.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


The PRASAD Project works in partnership with people to benefit children and communities in need, regardless of race or belief. The PRASAD Project implements innovative solutions that respond to local conditions and cultures.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


The PRASAD Project envisions healthy communities, prospering in harmony with the natural environment, where people are inspired to improve the quality of their own and others’ lives.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: We are increasing our fund development staff and board membership to broaden our supporter base and increase organization awareness and are providing support to our programs and licensees.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Two: We plan to stabilize and expand the capacity of existing programming while evaluating new needs based on recent assessments of the communities we serve.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Three: We are working on new programs to address health issues, food insecurity and economic instability.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

We hired a consultant who provides individual coaching to the Executive Director and the Board. The consultant has helped to accelerate growth and learning so our team can lead at the next level. The Executive Director has also invested time in webinars to keep abreast of trends and understand common sector challenges and response tactics. She is also developing a 3-year vision plan that brings PRASAD to the next level by supporting program expansion and building organizational capacity. The Board has also set leadership goals, has restructured, and is working to identify needed skills and networks for board expansion. The Board and Executive Director are also working with Licensee Boards and staff to help build their capacity.

Source: Nonprofit submitted responses

Mobilizing for Mission

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

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

We have developed new partnerships that have helped our organization deliver new services, enhanced its community profile, and served as a foundation for future collaboration. PRASAD is a member of the Sullivan County Public Health Advisory Board and we contribute to relief efforts in the community. We have also partnered with Garnet Health Care and COVID Courage in NYC. A robust social media/digital communications program is in place. In 2020, we live-streamed a successful virtual event. Also, we ran a donor survey focused on donor experience as relates to our communications. We partnered with ImpactMatters and the Kellogg School at Northwestern University for a pro bono student impact measurement study of our programs in India. We collaborated with Columbia University SIPA students, who chose our Women’s Self-Help Groups as a subject of their CapStone project. In NYS, we actively advocate for and support policies that will improve access to health care services.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


The PRASAD Project and its programs experienced challenges at a new, heightened scale. Despite the destabilization and uncertainty, there were things we could do, like continuing to regularly assess program needs and ensuring financial and organizational flexibility with scenario planning aligned our mission and vision. We had to shutter or scale back many of our essential programs for a period, to focus on health care, food security, and economic recovery. In the U.S., we reopened our children’s mobile dental clinic following the CDC mandated extra precautions to ensure the safety of our patients and staff. PRASAD provided Protective Personal Equipment (PPE) to Garnet Health Care in Sullivan County and also to healthcare workers in New York City in partnership with COVID Courage. Sullivan County, one of NYS’s poorest, has been severely impacted by these difficult times. PRASAD supported the Federation for the Homeless by donating a commercial freezer and providing 1,800 meals to low-income families. We also donated clothes, food, and toys for children during the 2020 Winter Holiday. In India, we collaborated with members of our Women’s Self-Help Groups to make and distribute 1,300 masks throughout the villages. Also, PRASAD used its extensive network of women in the region to understand how the needs could be met in a safe way. Our volunteers and staff covered 46 villages distributing food packages to approximately 14,000 people and have served 12,000 hot meals to date. In Mexico, volunteers provided food for tourism day workers who completely lost their sources of income. The pandemic brought people's essential needs into sharp focus, such that we turned our attention to food and income security, temporarily narrowing our programming in India, pivoting it in Mexico, and broadening it in the U.S. through partnerships. As we move forward in a new operating paradigm, we will carry these lessons with us.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

The PRASAD Project is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

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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Culture & Community Report

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Constituent Feedback

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.


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. We award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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