Mission:

Established in 1995, Food for Others obtains and distributes free food to the hungry of Northern Virginia and supports food programs of other community-based organizations. We ... (More)

Food for Others is a 501(c)(3) organization, with an IRS ruling year of 1996, and donations are tax-deductible.  Cause: Food Banks, Food Pantries, and Food Distribution


Contact Information

  http://www.foodforothers.org/

 2938 Prosperity Avenue
Fairfax VA 22031 

  703-207-9173


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System


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 92.00, 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 2020, the latest year published by the IRS.

View this organization's historical ratings on our legacy website.


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Star Rated Report

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Program Expense

Program Expense Ratio

92.3%


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

5.9%


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

1.7%


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

4.6%


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

$0.01


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

0.84 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

0.69%


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
No Material Diversion of Assets
Audited Financials Prepared by Independent Accountant
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties
Documents Board Meeting Minutes
Distributes 990 to Board Before Filing
Compensates Board

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
Whistleblower
Records Retention and Destruction
CEO Compensation Process
Donor Privacy

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
Board of Directors Listed on Website
Key Staff Listed on Website
Audited Financial Statements on Website
Form 990 Available on Website

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 include salary, cash bonuses, and expense accounts. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. Read the IRS policies for compensation reporting



ANNIE TURNER, EXECUTIVE DIRECTOR

$108,426


BOBBY BHATNAGAR, CHAIR OF THE BOARD

$0


JEFF MARIN, VICE CHAIR OF THE BOARD

$0


PAUL PREZIOTTI, TREASURER

$0


JANE SCHAPIRO BROWN, SECRETARY

$0


Source: IRS Form 990 (page 7), filing year 2020

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:

Described in section 170(b)1)(a)(vi) of the Code (BMF activity code: 994)

Supplying money, goods or services to the poor (BMF activity code: 560)

Non-financial services of facilities to other organizations (BMF activity code: 603)


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

This organization was impacted by the COVID-19 pandemic in a way that affected their financial health. 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.


Food for Others reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Revenue


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

Both monetary and food donations to our organization increased because of Covid. We spent more money on staff, PPE, and food to meet the extra demand and to compensate for the loss of most of our volunteers. As the price of food increases, the value of the food donated to us will also increase. In-kind donations are a major part of our revenue.


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

We served 2 to 4x more clients because of the pandemic. Normally our clients get to shop in our warehouse for their own food, but we had to revert back to pre-packed boxes to meet the demand and maintain social distancing.


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

We hired staff and implemented new technology to streamline the referral and mobile order process. This has drastically reduced the amount of paper we receive and means shorter waits for families seeking food.


Innovations the organization intends to continue permanently after the pandemic:

We implemented a new online portal that allows social workers and other social service agencies to refer clients to us. The clients receive a text or email confirming the time and pickup location and are able to indicate their food preferences. All of this data is captured in Salesforce. We have become much more efficient and contact-less with this system and no-shows have decreased significantly. We also use the the system to survey our clients, and their feedback is helping us to improve our service and the selection of food we offer.


...   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
BETA

100

out of 100

Food for Others is , earning a passing score.


Impact

$0.80 provides a meal to a person in need.



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Impact & Results Report

100

of 100 points (BETA)


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Rated Program

Rated Program


Program

PowerPack Program, Summer Meals, Community Partners Program and Warehouse Distribution

Activities

The nonprofit primarily collects, warehouses and distributes food to front-line organizations like food pantries and soup kitchens. It also manages smaller programs that serve meals and provide groceries directly to beneficiaries.

Program Type

Beneficiaries Served

Program Geography

Time Period of Data


Learn how we assess the impact of nonprofits

Outcomes and Cost

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


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 publicly reports 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.


Impact and Determination

We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.

Impact Statement

$0.80 provides a meal to a person in need.

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 75 if they are less than 125%. If a nonprofit reports impact but doesn't meet the threshold for cost-effectiveness, it earns a score of 50.

Determination

Nonprofit Comment

Before publishing, we ask every nonprofit we can to review our work, offer corrections and provide a comment.


This nonprofit did not provide a comment

Analysis Details


Analysis conducted by ImpactMatters and published on November 22, 2019.

Additional Information

Unscored

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Largest Programs

Largest Programs



Food for Others reported its largest program on its FY 2020 Form 990 as:


$4,472,736

Spent in most recent FY

100%

Percent of program expenses


FOOD FOR OTHERS DISTRIBUTED OVER 2.4 MILLION POUNDS OF FREE FOOD TO FAMILIES AND ORGANIZATIONS TO HELP ALLEVIATE HUNGER IN THE NORTHERN VIRGINIA AREA. INDIVIDUAL HOUSEHOLDS WERE PROVIDED FOOD ON 138,8 ... (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 Food for Others 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


Established in 1995, Food for Others provides free groceries to food insecure people in Northern Virginia and supports food programs of other community-based organizations. We provide a channel for people to help their neighbors by actively volunteering their service. Food for Others is part of Northern Virginia's safety net for those needing food when an emergency strikes, and for the growing number of working poor who are unable to make ends meet.


Source: Nonprofit submitted responses

Vision

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


The vision of Food for Others is a community free from food insecurity and hunger.


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: Improve equitable access to food for those in need.

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


Goal Two: Provide nutritious and diverse food.

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


Goal Three: Optimize client experience.

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


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Food for Others partnered with the International Coaching Federation to provide 5 management staff with 10 hours each of free coaching by leadership coaches. It was important to address the emotional and mental strain of working at a food bank during the pandemic.

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

  • Thought Leadership

  • Raising Awareness

What are this organization’s external mobilizaton efforts?

The Executive Director of Food for Others is co-chair of the Fairfax Food Council. The Council is a coalition of citizens, nonprofits, faith partners, county agencies and businesses that advocate and promote food system and policy changes benefitting Fairfax communities, especially underserved communities. Food for Others partners with 22 other non-profit organizations, supplying them with bulk food to ensure that underserved areas of our region are reached. FFO also partners with the public school system to identify families in need of emergency food and to provide weekend food to over 2,000 schoolchildren each week. Food for Others raises awareness about hunger issues through social media and a blog. FFO staff also give speeches to many civic organizations, schools, and nonprofits and writes articles about food insecurity for local chamber of commerce newsletters.

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.


Before Covid-19, around 70% of our work was done by volunteers. First we reduced the number of volunteers we had, and then we closed to volunteers completely. We rapidly hired 7 new staff members. We phased volunteers back in starting in spring of 2021. At the same time as demand skyrocketed, supply chains collapsed- grocery stores had no surplus and their suppliers had no surplus. Our purchased food orders were delayed for months. We changed our operations almost daily to be contactless and socially distanced. We quarantined donated food before distributing it. We closed our market and went back to the old system of pre-packed boxes. We implemented new technology so that more of our referral paperwork could be done online and to reduce wait times. Keeping staff members safe and staying open to the public were our priorities. In all, we only closed one day due to the pandemic.

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

100

out of 100

The score earned by Food for Others is a passing score.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.


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Culture & Community Report

100

of 100 points

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Constituent Feedback

Constituent Feedback

Full Credit


Here's how this organization is listening and learning from the people they serve:


How is your organization collecting feedback from the people you serve?

Note: The organization did not respond to this question.


How is your organization using feedback from the people you serve?

Note: The organization did not respond to this question.


With whom does your organization share the feedback you got from the people you serve?

Note: The organization did not respond to this question.


What challenges does your organization face in collecting feedback from the people you serve?

Note: The organization did not respond to this question.


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

Note: The organization did not respond to this question.



Methodology


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've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

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.