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1450 WINTERBERRY DR
Marco Island FL 34145-5051
Marco Island FL | IRS ruling year: 2019 | EIN: 83-2956050
Our Daily Bread Food Pantry exists to share the love of God by reducing hunger and building relationships in our community. Our goal is to offer nourishing food choi ... (More)
Our Daily Bread Food Pantry exists to share the love of God by reducing hunger and building relationships in our community. Our goal is to offer nourishing food choices, encouragement and hope. (Less)
This charity's score is 99%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
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!
Our Daily Bread Food Pantry cannot currently be evaluated by our Accountability & Finance methodology due to only having 2 years of electronically-filed IRS Form 990 data. But please note, that the IRS is significantly delayed in processing nonprofit's annual tax filings. That may mean that this entity has electronically filed additional Forms 990 but they have yet to be processed and made public by the IRS.
To ensure year-to-year consistency the Encompass Rating System's Finance & Accountability beacon analyzes the three-year average of some data provided through the IRS 990.
Charity Navigator currently only has 2 years of consecutive e-filed Forms 990 from the IRS for Our Daily Bread Food Pantry under the EIN: 83-2956050.
Before Charity Navigator can evaluate Our Daily Bread Food Pantry, Our Daily Bread Food Pantry will need to e-file for additional fiscal years.
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
Activity data not reported from the IRS
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)
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 (Our Daily Bread Food Pantry) or EIN (832956050) 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.
Our Daily Bread Food Pantry reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
During 2020 & 2021 we received CARES grants from the government to help with the 400+% increase in the number of people needing food. However those funds are no longer available in 2022 and we are facing a 29% deficit in funding. The number of those needing food continues to go up 25% in 2022 over the 2021 numbers.
How COVID-19 impacted the organization's delivery of programs:
While we used to be a "Choice" Food Pantry, where our pantry Guests shopped for their food and were given food based on the size of their family, we are now a "Drive-Through" pantry where we place a "one size fits all" bag of food in the trunk of their car. We used to develop relationships with those who came to our pantry while sitting across the desk from them while entering them in our FoodBank Manager tracking software on 3 large computers. During Covid we had to change to a system where we purchased 12 iPads and Skyroams and had our Registrars come to the car window and enter their data into FoodBank Manager while the food is being placed into the car trunk. . Pre-Covid we had 6 outreaches a month on 3 days of the week. Since Covid we are now open 6 days a week and have 45 outreaches a month. We have opened two new outreach locations during Covid and increased outreaches which were previously twice a month to every Saturday.
How this organization adapted to changing conditions caused by COVID-19:
We changed all of our processes from an indoor "Choice" pantry where Guests selected the food they needed to an outdoor "Drive-Through" process where pantry Guests food is placed in the car trunk. We added new processes to create the bags of food now used in the "Drive-Through" approach, new Registration iPads at the car window, added food sources, added resources and a software tool (Instrumentl) to the Grant Team to solicit additional funds to buy food, we implemented a website and a Donor Management system (Network for Good).
Innovations the organization intends to continue permanently after the pandemic:
As long as the number of people that need food stay at the levels they are now we can not go back to a "Choice" food pantry model, but must stay with the "Drive-Through" model where we can serve 7 families a minute in order to meet the 400+% growth in demand. We will also keep the efficiency of Registration via the iPads at the car windows and the additional outreach locations begun in the pandemic.
Our Daily Bread Food Pantry has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
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
Our Daily Bread Food Pantry Outreaches - 2021
The nonprofit provides groceries to beneficiaries.
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.
A meal provided to a person in need
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.
$1,052,106 program costs + partner costs + $0 beneficiary costs = $1,052,106 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
$1,052,106 total costs / 1,291,840 meals provided = roughly $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 benchmark for cost-effectiveness, it earns a score of 50.
Our Daily Bread Food Pantry reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Weekly distribution of food items.
Our Daily Bread Food Pantry has earned a 93% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
We serve anyone in need of food without discrimination.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes, Suggestion box/email
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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our board, Our funders, Our community partners
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
As a result of feedback in 2021 we begin offering an opt-in SMS service to provide program updates for our guests.
70% of beacon score
This organization's score of 90 is a passing score. The organization reported that it is implementing 7 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (4/7)
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 (3/7)
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.
Our Daily Bread Food Pantry 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 Daily Bread Food Pantry exists to share the love of God by reducing hunger and building relationships in our community. Our goal is to offer nourishing food choices, encouragement and hope.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Working to Wipe Out Hunger!
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Advance our Operational Excellence to meet the ever increasing number of pantry Guests we must serve.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Secure a permanent location; our current lease is up by end of 2024.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Evolve organizational structure to bring in an Executive Director with significant nonprofit experience and new talents to our Board.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
(1) Our donations for an Emergency Fund and future long term purchase (refrigerated truck) were being kept in our bank's Money Market account. We brought in one of our volunteers who has extensive experience in investments to educate the Directors on the options to keep this money safe but invest in a way that would provide more income to the pantry. As a result the pantry opened our first Brokerage account to increase our funding. (2)Two Directors who handle Grants for the pantry attended numerous webinars and did research to compare the various options and educate our Directors. One program was chosen and all grant team members were trained in the program. It is currently used to expedite our grant search efforts and tracking.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
We engage in strategic partnerships such as Al’s Pals volunteer organization to help us distribute food to our mobile outreaches. Another partner is Baby Basics of Collier County who stores and distributes free diapers at one of our food pantries each month. Two local churches provide 2800 sq ft of pro-bono space for pantry food storage and offices. We are identified as an “emergency food source” on 211. Five local grocery stores provide food weekly that would otherwise go to the landfill. We raise awareness of our mission through our website, social media, three fundraising appeals each year, flyers, newspaper articles, newsletter, automated letters to our donors, presentations and videos to conferences, churches, civic organizations, local clubs, and foundations. We participate in networks or collective efforts to develop shared goals across multiple organizations such as Collier Food Council, Hunger Summit, Hunger and Homeless Coalition, Blue Zones, etc.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The Covid pandemic required revision of all our outreach processes to comply with CDC rules. We went from a “choice” shopping pantry model to a “drive-through” model with an offering of pre-assembled food bags with dry goods, bread, fresh produce, frozen meat, dairy, and eggs. We reduced the number of volunteers able to work at any one time at our location and required social distancing and use of gloves and masks to do tasks. We required the addition of more food sources needed to meet food demands and these were all purchased food vs donated foods. We experienced 355% more pantry guests in 2020 than pre-Covid. In 2021 we increased an additional 37% and in 2022 we are seeing a continuing increase of 5% per month. We had to change our Registration process from one where pantry Guests sat at a computer to be registered to one where we now register Guests on an iPad supported by a Skyroam at the car window in the drive-through process. We had to eliminate some outreaches due to school closures and to meet CDC rules while at the same time increasing outreaches which could be done via drive-through. Saturday pantries have gone from 2 Saturdays a month to every Saturday. Food appointments have gone from 2 days a month to 5 days a week. We have increased our outreaches from 5 to 15 per month and we now work every day except Sundays.