Mission: TO PROVIDE AND MANAGE FOOD FOR THOSE IN NEED. PROVIDE A FACILITY TO ACCOMPLISH THAT PROGRAM AND RECEIVE FOOD FOR THE NEEDY IN OUR COMMUNITY.
Port Angeles Food Bank is a 501(c)(3) organization, with an IRS ruling year of 1983, and donations are tax-deductible.
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Contact Information
URL not available
PO BOX 1885
Port Angeles WA 98362-0282
Important note on the timeliness of ratings
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Finance & Accountability score for Port Angeles Food Bank is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Encompass Rating System by Charity Navigator
Overall Score
80
out of 100
This charity's score is a passing score.
This overall score is calculated from multiple beacon scores: 35% Finance & Accountability, 50% Impact & Results, 10% Leadership & Adaptability, and 5% Culture & Community
Learn about the Encompass Rating System: Overview | FAQ | Release Notes
Finance & Accountability
This score provides an assessment of a nonprofit's financial health (stability, efficiency and sustainability) and its commitment to governance practices and policies.
Finance & Accountability Score
43
out of 100
The score earned by Port Angeles Food Bank is a failing score
This V6 of the Finance & Accountability Score provides a baseline measure of an organization's health including the indicators listed in the report below.
This score represents Form 990 data from 2019, the latest year electronically filed and published by the IRS.
Finance & Accountability Report
43
of 100 points
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Program Expense Ratio
100.00%
Higher effect on score
More data
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
Board Composition
0/12 Independent
Higher effect on score
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
Independent Audit or Financial Review
No Audit/Review
Higher effect on score
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
Liabilities to Assets Ratio
0.45%
Lower effect on score
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
Website
Missing
Lower effect on score
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
Conflict of Interest Policy
Missing
Lower effect on score
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
Board Meeting Minutes
Documented
Lower effect on score
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
Document Retention and Destruction
Missing
Lower effect on score
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
Whistleblower Policy
Missing
Lower effect on score
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
Additional Information
Unscored
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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
KATHI SPARKES, TREASURER
$0
LESLIE ROBERTSON, DIRECTOR
$0
ROBERT LARSEN, DIRECTOR
$0
MARSHA ROBIN, SECRETARY
$0
EMMA JONES, DIRECTOR
$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:
Supplying money, goods or services to the poor (BMF activity code: 560)
Described in section 170(b)1)(a)(vi) of the Code (BMF activity code: 994)
Emergency or disaster aid fund (BMF activity code: 902)
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.
Port Angeles Food Bank reported being impacted by COVID-19 in the following ways:
Program Delivery
Revenue
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
The Covid-19 Pandemic had a lot of impact on the Port Angeles Food Bank. While we received an abundance of community donations and had access to new state and federal funding, we also had to increase our operations drastically. The recovery period and astronomical shifts we had to make will have a significantly longer impact than the funding available during 2020 and 2021. We moved our facility to a building twice our size with remarkably larger refrigeration and higher costs to operate. With the larger facility and different programmatic changes necessary to pivot during the pandemic, we brought on additional staff with minimal time to adequately train them. Long-time staff are doing jobs that are very different than they were before. The pandemic also threw us into a necessary capital campaign to renovate the new facility. This is a great challenge to have and we will only be a better organization for it, but we have not had the luxury of time to plan effectively.
How COVID-19 impacted the organization's delivery of programs:
Pre pandemic we had just transition from a pick line to a very small choice shopping model. Friday, March 13th 2020 we had our last indoor shopping day, and Monday we opened as a drive-thru only. We had rotating volunteers and staff, one week on and two weeks off to reduce exposure. We were outside and without cover in the elements for 8 months. We turned away truckloads of fresh food for lack of refrigeration. We borrowed warehouse space from the Newspaper down the street and forklifted pallets of food 3 blocks to the food bank, several times a day. We moved to the new facility, which has a ton of storage space and a huge awning to keep food and volunteers out of sun, rain, and snow. We continued with the drive-thru, started offering delivery service, and began renovations to build a market and social services hub.
How this organization adapted to changing conditions caused by COVID-19:
The Port Angeles Food Bank invested in our ability to be flexible and pivot. We implemented new software to manage the hundreds of rotating volunteers and staff. We increased storage capacity, delivered food to food pantries over 50miles away, twice a week. We purchased a refrigerated truck to keep this food cold and safe during the trip. We invested in increased staff and invested in our current staff that was working more and harder than ever. Never taking a vacation or time off. We instituted essential service pay, then made those increases permanent in 2021. We learned that the negative stigma of going to a food bank was keeping a larger portion of our community from coming to the food bank. This prompted us to make changes in how we are going to continue operating. Adding a Resource Navigator to help people new to poverty through the nuances of the system with the hopes of avoiding more trauma.
Innovations the organization intends to continue permanently after the pandemic:
The Port Angeles Food Bank will continue to deliver food to those that need it. We will continue to find ways to provide food and nourish our community with equity and dignity. We will retain the added staff, knowing that we are a much better organization when people are able to focus on what they are good at, feel respected in the work they do and know they can seek self-care in time off and feel good about the coverage available to them. The PAFB will remain the emergency food hub for Clallam County and continue to support our agency partners that expand our reach in making sure no one in Clallam County is hungry. We will continue to meet people where they are by providing food to students for the weekend, food that doesn't require cooking to those without access to cooking facilities, provide ready to eat meals to those that are hungry right now.
Previous: Finance & Accountability / Next: Leadership & Adaptability
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
100
out of 100
Port Angeles Food Bank is highly cost-effective, earning a passing score.
Impact
$0.50 provides a meal to a person in need.
Do you work at Port Angeles Food Bank? Join the waitlist for an updated Impact & Results score.
Impact & Results Report
100
of 100 points
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Rated Program
Program
Nourishing Our Community
Activities
The nonprofit provides groceries to beneficiaries.
Program Type
Food Distribution
Beneficiaries Served
People living in poverty;Children and youth;People experiencing homelessness;Women;Veterans
Program Geography
Clallam County, WA
Time Period of Data
1/1/20 to 12/12/20
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
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.
Cost Calculation
$532,036 program costs + $254,138 partner costs + $0 beneficiary costs = $786,173 total costs
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 Calculation
$786,173 total costs / 1,518,724 meals provided = roughly $0.50 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.
Determination
Highly cost-effective
Analysis Details
Analysis conducted in 2021 by Charity Navigator using data submitted by the nonprofit, theory and evidence from scientific research studies, and public datasets.
Additional Information
Unscored
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Largest Programs
Port Angeles Food Bank reported its largest program on its FY 2019 Form 990 as:
$1,420,762
Spent in most recent FY
100%
Percent of program expenses
TO FURTHER THE PROVISION OF FOOD TO LOW INCOME, ELDERLY OR DISABLED PERSONS AND DISASTER VICTIMS REFERRED FOR SUCH PURPOSES BY COMMUNITY AND SOCIAL AGENCIES IN ORDER TO ASSIST THEM IN PROVIDING FOOD F ... (More)
Previous: Impact & Results / Next: Culture & Community
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 Port Angeles Food Bank 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.
Leadership & Adaptability Report
100
of 100 points
Mission
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission
Nourishing our Community. The Port Angeles Food Bank is more than just a food pantry. Providing over 200,000 meals a month to our community, supporting 13 area pantries, providing outreach services, and resource navigation to better our community. Not only do we Nourish our Community, we nourish our community to flourish. The Port Angeles Food Bank was founded in 1975 to address a growing need for a no-barrier food bank that offered emergency and supplemental food to hungry individuals and families throughout Port Angeles and Clallam County. We offer shelf-stable food, meat, dairy, eggs, and local produce as well as accommodate diet restrictions such as religious, gluten-free, vegetarian, and vegan. We also nourish our community with compassion, respect, and dignity through personal choice and accountability. Our clients are working, they are parents and children, young adult college students, low-income or fixed-income seniors, homeless, and those without transportation or storage.
Source: Nonprofit submitted responses
Vision
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Cultivating a hunger free community through service, education, and partnerships. Not only does the Port Angeles Food Bank envision nourishing our community with food, but we also strive to "Nourish to Flourish" our community through effective service, education, and partnerships. In our facility, we offer a dignified and equitable culture working to provide a space for financial, career, home-buying, and college-planning workshops to at-risk clients and low- and moderate-income individuals and families in the Clallam County region. We aim to promote inclusiveness and diversity to enable participants to build stability and security, find fulfilling work and educational opportunities, and ultimately break the cycle of poverty.
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: Providing an inviting and welcoming grocery market and commercial kitchen, where people can shop safely and comfortably for quality groceries and ready-to-eat meals are readily available.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: By Investing in our staff and volunteers, we will increase food security, reduce food waste, utilize shared space with our partners more efficiently, and avoid trauma inducing poverty navigation.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: We strive to work with community partners to embrace a dynamic, healthy community which builds and strengthens collaborations with intersecting organizations that share our goals and values.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Source: Nonprofit submitted responses
Leadership Development
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Covid brought about some serious challenges and some great opportunities to improve as an organization. Our facility move and renovation made it necessary that we increase our staff to sustain operations at our increased capacity. It has always been important to our leadership team that we hire people who are passionate about what they do. This provides internal motivation and more avenues to achieving their own personal feeling of success. Additionally, leadership has increased the budget to provide more professional development opportunities for training that the staff are interested in and feel would help them further benefit the organization and themselves personally.
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 strive to focus on complementary and cooperative shared goals with partnering organizations rather than competition. By doing so, we can achieve more together as an effective team than either of our organizations could do so individually. This is evident with our No-cook Bag program, through the collective impact achieved with our partnering organizations delivering the food we provide. In our new facility, we will be providing space for organizations to co-locate and provide access to services where people need them along with having a full-time Resource Navigator on staff to engage, connect, and support our guests. The PAFB has drastically increased our social media efforts and will be putting together a stigma-reducing marketing campaign to create awareness and increase normalcy and comfort in accessing this amazing free resource.
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.
Because of Covid-19, food insecurity has increased upwards of 250% at times in Clallam County, and the PAFB has stepped up to make sure there is enough refrigeration and freezer space to provide for other agencies. We purchased a refrigerated truck to deliver fresh produce to pantries and emergency food providers throughout Clallam County. Due to the global pandemic, our long-term goal to move to a larger facility became an immediate short-term necessity. We moved in late 2020 to a former beer distribution warehouse. The added storage assures that we have room to acquire and safely store more food than usual during this unprecedented time. With a large outdoor covered area, we began safely distributing food in a drive-thru, where guests and volunteers were warm and dry out of the elements; we increased our dry and cold storage capacity by thousands of square feet. Soon we will open a grocery market and commercial kitchen, providing ready-to-eat products to our shoppers while combating food waste. This facility will ultimately include an office/meeting space, a deli space, classroom space, and onsite resource navigation.
Source: Nonprofit submitted responses
Previous: Leadership & Adaptability
Culture & Community
This score provides an assessment of the organization's culture and connectedness to the community it serves. Learn more about how and why we rate Culture & Community.
Culture & Community Score
100
out of 100
Port Angeles Food Bank has earned a passing score. The organization provided data about how it listens to constituents (Constituent Feedback) (see report below).
The Culture & Community Beacon is comprised of the following metrics:
Constituent Feedback: 100/100 (100% of beacon score)
Diversity, Equity, & Inclusion: Not Scored
Culture & Community Report
100
of 100 points
This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.
Diversity, Equity, & Inclusion
This organization has not provided information regarding the diversity, equity and inclusion (DEI) practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Methodology
We are utilizing data collected by Candid to document and assess the DEI practices implemented by the organization. Nonprofit organizations are encouraged to fill out the Equity Strategies section of their Candid profiles to receive a rating.
Learn more about the methodology.
Constituent Feedback
100/100 points
100% 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.
View this organization's Constituent Feedback Practices
Methodology
We've partnered with 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.
Learn more about the methodology.
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. Below you can find more information about the metrics we currently evaluate in this beacon and their relevance to nonprofit performance.
