Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Measurement. 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Meals for Good Inc. cannot currently be evaluated by our Accountability & Finance methodology due to only having one year of electronically-filed IRS Form 990 data.
To ensure year-to-year consistency the Encompass Rating System's Accountability & Finance beacon analyzes the three-year average of some data provided through the IRS 990.
Charity Navigator currently only has one year of consecutive e-filed Forms 990 from the IRS for Meals for Good Inc. under the EIN: 83-0779118.
Before Charity Navigator can evaluate Meals for Good Inc., Meals for Good Inc. will need to e-file for additional fiscal years.
Revenue and expense data is not available for this organization. This data is only available if this organization has at least one year of electronically-filed Form 990 data filed within the last $six years.
Salary of Key Persons - No Data Available
No Data Available
Salary of 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 3 years. In some cases, there may be an electronically-filed 990 on file but the nonprofit may have not included the information and therefore we cannot post it.
IRS Published Data (Business Master File) - Data Available
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) - Data Available
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage accountability and finance 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 (Meals for Good Inc.) or EIN (830779118) in the 'Search Term' field.
Impact & Measurement
Score
80
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.
$65,904 total costs / 12,000 meals provided = roughly $5.49 provides a meal to a person in need. [2021 USD]
Program Context
Meals For Good, Inc: This program provides groceries to beneficiaries.
Data Time Period
10/1/20 to 9/30/21
Benchmark for Scoring
Impact 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 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. This program's cost per meal is between 75% and 125% of the local meal cost.
Methodology
This impact score was determined through the Grocery Program methodology which is fully detailed in the Charity Navigator Guide to Ratings. Analysis conducted in 2023 by Charity Navigator using data submitted by the nonprofit, theory and evidence from scientific research studies, and public datasets.
Data Source
The nonprofit submitted data on the amount of food it provides.
Measurement
Unscored
0% of Impact & Measurement score
Culture & Community
Score
83
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Does your organization collect feedback (i.e., perceptions, opinions, concerns) from the people meant to ultimately benefit from your mission?
Yes
Feedback Usage
100 out of 100 points
How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations
To inform the development of new programs/projects
To understand client needs and how we can help them achieve their desired outcomes
Practices
100 out of 100 points
Which of the following feedback practices does your organization routinely carry out?
We take steps to get feedback from marginalized or under-represented people
We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.)
We tell the people who gave us feedback how we acted on their feedback
Challenges
100 out of 100 points
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Equity Strategies™
75 out of 100 points
67% of Culture & Community score
Full Credit
Partial Credit
No Credit
Equity Strategies™ - Number of Data, Policies & Processes
75 out of 100 points
This organization's score of 75 is a passing score. The organization reported that it is currently only implementing 2 Equity Practices.
The metric is based on the elements of the Equity Strategies™ checklist, developed by Equity in the Center™.
Leadership & Adaptability
Score
100
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.
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission.
To reduce food insecurity for all people living in New York City by increasing access and choice to culturally relevant healthy food.
Vision Statement
10 out of 10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's vision.
We envision a time when everyone in NYC will have equitable access to a variety of healthy, fresh food.
Strategic Goals
20 out of 20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: issue grants for fresh produce to underfunded food pantries and to give additional 'incentive' grants to try new produce that may be more culturally familiar to some clients
Goal Two: Give people agency over their own food, particularly those who do not qualify for SNAP, by working with community based organizations to distribute vouchers for neighborhood supermarkets
Goal Three: to expand distribution of vouchers for local grocery stores to every borough.
Leadership
30 out of 30 points
Full Credit
Partial Credit
No Credit
Investment in Leadership Development
15 out of 15 points
The nonprofit provides evidence of investment in leadership development.
we have paid for a number of zoom opportunities including at Candid/Guidestar, NonProfit New York, the Lawyers Alliance and the Chronicle of Philanthropy. Classes have informed us on fundraising, on legal issues for the Board, and taxes among others. We also receive many newsletters, among them from Hunter College's Food Policy Center and CUNY Urban Food Policy Institute
External Focus on Mobilizing Mission
15 out of 15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Collaborative Engagement
Thought Leadership
Social Promotion
Public Policy Advocacy
Adaptability
30 out of 30 points
Full Credit
Partial Credit
No Credit
Adaptability Statement
30 out of 30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Meals For Good began by partnering with restaurants that added $0.25-$1.00 to one food item on their menus, and the money would then be awarded to underfunded pantries in the neighborhoods of the restaurants. During COVID, we could no longer rely on the restaurants that were trying so hard to survive themselves, and we began fundraising from individuals and applying for some grants. We continued to supply pantries, mostly in Harlem and the South Bronx, but we began to experiment with other ways to help people - particularly families - obtain the missing groceries they needed and wanted. We organized pop-up pantries for unemployed restaurant workers and people in low-income housing; we gave incentives to community based organizations for their constituencies to buy more produce at farmers markets, we supplied free fridges with fresh produce in the South Bronx and Harlem, we surveyed pantry lines to see what foods people needed but did not receive, and finally, we started a voucher program (which we continue today), where we give community based organizations vouchers to distribute to their constituencies for local supermarkets. Constituencies include mostly those who are not allowed to receive federal funding because of immigration status or because the salaries are slightly over the poverty line. We found that people were missing meats, fresh produce and kitchen staples such as flour and corn oil. They were also missing foods that were part of their culture such as bok choy, jalapenos, collards. We are continuing to supply both pantries with fresh produce and community organizations with supermarket vouchers in Harlem, the South Bronx and recently in Brooklyn and expect to start in Queens this winter. We also continue to do research to ensure that we are reaching the people most in need, and significantly reducing their food insecurity. https://www.nycfoodpolicy.org/wp-content/uploads/2022/06/Meals-for-Good-Grocery-Store-Incentive-Program.pdf