Bucks County Opportunity Council Inc.
Bucks County Opportunity Council Inc.
Doylestown PA | IRS ruling year: 1965 | EIN: 23-6406222
BCOC's mission is to reduce poverty and partner with the community to promote economic self-sufficiency.
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Doylestown PA | IRS ruling year: 1965 | EIN: 23-6406222
BCOC's mission is to reduce poverty and partner with the community to promote economic self-sufficiency.
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This charity's score is 100%, 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: 90% Accountability & Finance, 10% Leadership & Adaptability. 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!
Bucks County Opportunity Council Inc. has earned a 100% 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 2021, which is the most recent Form 990 currently available to us.
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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
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
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
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
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
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
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
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
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.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
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 school related activities (BMF activity code: 059)
Job training, counseling, or assistance (BMF activity code: 566)
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)
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 (Bucks County Opportunity Council Inc.) or EIN (236406222) 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.
Bucks County Opportunity Council 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:
BCOC was/is an integral part of our community's COVID-19 response. BCOC received large amounts of government funding to respond to homelessness, food insecurity, and general financial assistance. Our budget increased significantly in 2020/2021 fiscal year based on this government funding. Charitable donations also increased during the pandemic by about 30%.
How COVID-19 impacted the organization's delivery of programs:
BCOC was heavily involved in pandemic response for low-moderate income households. We distributed millions of pounds of food, adjusting our mobile produce distribution to a drive-up, mass distribution. We also partnered with other organizations to address eviction prevention, homelessness, and basic needs. Staff stayed active, in the field throughout the pandemic out of need to serve clients in need.
How this organization adapted to changing conditions caused by COVID-19:
We offered virtual meetings, classes, and allowed staff to work from home as needed. BCOC was already using TEAMS to meet with our staff who are stationed throughout the county, but we increased use of this resource. We also assisted client households with access to technology and internet to ensure equal access to education and employment.
Innovations the organization intends to continue permanently after the pandemic:
Work from home options will remain in place. Drive up model for food distribution as well as home delivery that was created during this time. Virtual classes and meetings will continue to be offered to our clients to ease access to our services.
Not Currently Scored
Bucks County Opportunity Council 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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Bucks County Opportunity Council Inc. reported its three largest programs on its FY 2021 Form 990 as:
Spent in most recent FY
Percent of program expenses
FOOD PROGRAM:THE FOOD PROGRAM GARNERS THE SUPPORT OF THE ENTIRE COMMUNITY OF BUCKS COUNTY INCLUDING BUSINESSES, FARMERS, EDUCATION, UNITED WAY, PRIVATE DONORS, AND COUNTY GOVERNMENT, AS WELL AS STATE ... (More)
FOOD PROGRAM:THE FOOD PROGRAM GARNERS THE SUPPORT OF THE ENTIRE COMMUNITY OF BUCKS COUNTY INCLUDING BUSINESSES, FARMERS, EDUCATION, UNITED WAY, PRIVATE DONORS, AND COUNTY GOVERNMENT, AS WELL AS STATE AND FEDERAL RESOURCES TO PROVIDE AMPLE NUTRITIOUS FOOD TO LOW-INCOME INDIVIDUALS AND FAMILIES IN BUCKS COUNTY THROUGH 69 FOOD DISTRIBUTION SITES. IN FY21, MORE THAN 69,000 VISITS WERE MADE TO THE FOOD NETWORK BY FAMILIES IN NEED. THROUGH OUR COMMUNITY COLLABORATIONS, WE GREATLY INCREASED THE AMOUNTS OF FRESH PRODUCE AND OTHER FOOD ITEMS BEING DISTRIBUTED TO IMPROVE THE HEALTH AND WELL-BEING OF THE LOW-INCOME COMMUNITY. (Less)
Spent in most recent FY
Percent of program expenses
EMERGENCY SERVICES PROGRAM:THE EMERGENCY SERVICES PROGRAM INCLUDES RAPID REHOUSING AND HOMELESS PREVENTION ASSISTANCE AS WELL AS UTILITY ASSISTANCE IN PARTNERSHIP WITH MULTIPLE ENTITIES THROUGHOUT BUC ... (More)
EMERGENCY SERVICES PROGRAM:THE EMERGENCY SERVICES PROGRAM INCLUDES RAPID REHOUSING AND HOMELESS PREVENTION ASSISTANCE AS WELL AS UTILITY ASSISTANCE IN PARTNERSHIP WITH MULTIPLE ENTITIES THROUGHOUT BUCKS COUNTY. WE ASSIST OVER 2,000 HOUSEHOLDS ANNUALLY THRO (Less)
Spent in most recent FY
Percent of program expenses
ECONOMIC SELF-SUFFICIENCY PROGRAM:THE ECONOMIC SELF-SUFFICIENCY (ES) PROGRAM IS THE CORE PROGRAM OF THE OPPORTUNITY COUNCIL AND IS AT THE HEART OF THE MISSION. THE ES PROGRAM REQUIRES PARTNERSHIPS AND ... (More)
ECONOMIC SELF-SUFFICIENCY PROGRAM:THE ECONOMIC SELF-SUFFICIENCY (ES) PROGRAM IS THE CORE PROGRAM OF THE OPPORTUNITY COUNCIL AND IS AT THE HEART OF THE MISSION. THE ES PROGRAM REQUIRES PARTNERSHIPS AND COLLABORATIONS, AND BOTH PUBLIC AND PRIVATE FUNDING TO (Less)
Bucks County Opportunity Council Inc. cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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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Bucks County Opportunity Council 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
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
OUR MISSION IS TO REDUCE POVERTY AND PARTNER WITH OUR COMMUNITY TO PROMOTE ECONOMIC SELF-SUFFICIENCY.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision communities where all people can achieve economic security and have opportunities to create their future story.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Decrease individuals and families living in poverty by 10%
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Eliminate hunger in Bucks County
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Grow and Diversify funding sources to be 50% privately funded
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
In 2021, our agency invested in two leadership tracks in partnership with our community college. We engaged in a 6 month leadership training program for Executive/Director level leaders as well as a cohort for supervisors and managers. This training helped leadership identify their leadership styles, areas of growth, and developed comradery. In addition to the leadership training, BCOC also invested in leadership to attend workshops, conferences, and trainings in their program areas to improve skills and learn industry best practices. Finally, we supported an up and coming leader to complete her graduate degree in nonprofit management.
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
Policy Advocacy
At BCOC we pride ourselves on being a community partner, fierce advocate, collaborator, and thought leader in the areas of poverty and economic mobility. We regularly participate in strategic partnerships to address community needs. Every 3 years, BCOC conducts a community needs assessment that includes surveys, focus groups, and research. Based on the results of the needs assessment, we update, create, or collaborate with others to address community needs. BCOC leadership is often asked to participate in national conferences, webinars, and panel discussions as experts on helping people leave poverty. BCOC is involved in coalitions to address hunger and homelessness. We have created collective impact solutions to these social determinants of health. Our board of directors is made up of three sectors, representing elected officials, private business, and people with lived experience in poverty. BCOC conducts regular trainings on poverty. We have a healthy social media presence.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
2021 was a year of growth and adjustment for BCOC. The pandemic changed the way we delivered services and increased the number of people needing assistance to meet basic needs. The housing situation in Bucks County has been challenging for many years but the eviction moratorium and increased funding created new challenges. Vacancy rates were very low at 1% and the lack of available rental units drove up costs. We worked with the county to create a landlord incentive program. By offering incentives, developing a marketing strategy, and doing outreach to realtors, we were able to engage new landlords and move households into permanent homes. Unfortunately Bucks County experienced several natural disasters in 2021 including floods, tornadoes, and a hurricane. BCOC became an important partner in disaster recovery, working with emergency management and partners to address community needs. Staff were reassigned to help people with disaster relief needs including housing, transportation, food assistance, and other basic needs. We temporarily housed over 50 households for several months. Finally, in 2021 BCOC continued to use technology to connect with the community, clients, and supporters. Our Economic Self-Sufficiency graduation was to celebrate its 25th year, but had to be postponed due to a surge in COVID. We had done the event virtually in 2020, but did not want to miss the celebration of this important milestone. We did host our annual meeting virtually, where we showcased our agency outcomes and highlighted successes for the previous year. The event was done via Zoom and had over 120 participants including county commissioners, partners, board members, donors, volunteers and elected officials. Despite the changes and challenges of 2021, BCOC had a good year.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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