Your donation attempt encountered a problem. Please refresh the page to try again.
You're faster than our page! Give the page a little longer to finish loading and try your donation again.
Concord CA | IRS ruling year: 1977 | EIN: 94-2418054
Organization Mission
Founded in 1975, the Food Bank of Contra Costa and Solano is leading the fight to end hunger, in partnership with our community and in service of our neighbors in ne ... (More)
Founded in 1975, the Food Bank of Contra Costa and Solano is leading the fight to end hunger, in partnership with our community and in service of our neighbors in need. We presently serve over 400,000 people every month and partner with more than 260 local non-profits, including soup kitchens, church pantries, transitional housing services and child-care centers. (Less)
Great
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.
This overall score is calculated from multiple beacon scores, weighted as follows: 33% Accountability & Finance, 50% Impact & Results, 8% Leadership & Adaptability, 10% Culture & Community. 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.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. 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.
| Date Published | Overall Rating | ||
| 3/1/2022 | | ||
| 5/1/2021 | | ||
| 12/1/2020 | | ||
| 3/1/2020 | | ||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 2/1/2019 |  | ||
| 2/1/2018 | | ||
| 12/1/2016 | | ||
| 7/1/2016 | | ||
| 6/1/2016 | | ||
| 12/22/2015 | | ||
| 12/1/2015 | | ||
| 11/1/2015 | | ||
| 12/1/2014 | | ||
| 8/1/2014 | | ||
| 8/1/2013 | | ||
| 5/1/2012 | | ||
| 9/20/2011 | | ||
| 7/1/2011 | | ||
| 11/1/2010 | | ||
| 6/1/2009 | | ||
| 6/1/2008 | | ||
| 4/1/2007 | | ||
| 9/1/2006 | | ||
| 3/1/2005 |  | ||
| 2/1/2004 | | ||
| 4/15/2003 | | ||
| 2/5/2003 | | ||
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 100% independent members6 out of 6 points Majority Independent Board Members - 100% independent members6 out of 6 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 17 independent members6 out of 6 points Independent Board Size - 17 independent members6 out of 6 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Financial Statements - Audit and Oversight Committee12 out of 12 points Financial Statements - Audit and Oversight Committee12 out of 12 points
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 |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $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
Material Diversion of Assets - None12 out of 12 points Material Diversion of Assets - None12 out of 12 points
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed3 out of 3 points Website Listed on Tax Form - Listed3 out of 3 points
Charity Navigator looks for a website on the IRS 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 - Listed5 out of 5 points Conflict of Interest Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS 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
Whistleblower Policy - Listed5 out of 5 points Whistleblower Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS 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
Document Retention and Destruction - Listed5 out of 5 points Document Retention and Destruction - Listed5 out of 5 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS 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
Documents Board Meeting Minutes - Yes3 out of 3 points Documents Board Meeting Minutes - Yes3 out of 3 points
Charity Navigator looks to confirm on the IRS 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
Compensates Board - No5 out of 5 points Compensates Board - No5 out of 5 points
The IRS requires that the charity lists any compensation paid to the charity's governing body members on the IRS Form 990. Furthermore, all governing body members must be listed whether or not they are compensated. Our analysts verify that the charities complied with the Form 990 instructions and that no board members are compensated simply for being on the board.
Source: Nonprofit's Website
Tax Form Distributed to Board Before Filing - Listed3 out of 3 points Tax Form Distributed to Board Before Filing - Listed3 out of 3 points
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Loans to/from Officers - Missing5 out of 5 points Loans to/from Officers - Missing5 out of 5 points
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
Reports CEO and Compensation on Tax Form - Listed5 out of 5 points Reports CEO and Compensation on Tax Form - Listed5 out of 5 points
Charities must list their CEO's name and compensation on their tax forms, an issue of concern for many donors. Our analysts check to be sure that the charities complied with the IRS Form 990 instructions and include this information.
CEO Compensation Process - Listed5 out of 5 points CEO Compensation Process - Listed5 out of 5 points
This process indicates that the organization has a documented policy that it follows yearly. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted, including benchmarking against comparable organizations. We check to be sure that the charity has reported on its IRS Form 990 its process for determining its CEO pay.
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Listed5 out of 5 points Tax Form Posted on Nonprofit's Website - Listed5 out of 5 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Audit Posted on Nonprofit's Website - Listed5 out of 5 points Audit Posted on Nonprofit's Website - Listed5 out of 5 points
Charity Navigator checks the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. Donors need easy access to this financial report to help determine if the organization is managing its financial resources well. We are rating charities on whether or not they publish their audit on their website.
Source: Nonprofit's Website
Staff Members Listed on Nonprofit's Website - Listed3 out of 3 points Staff Members Listed on Nonprofit's Website - Listed3 out of 3 points
Donors and other stakeholders need to know who runs the organization day-to-day. While key staff should be reported on the IRS Form 990, the charity's staff may have changed since then. The charity typically reflects the most current members on the website.
Source: Nonprofit's Website
Board Members Posted on Nonprofit's Website - Listed5 out of 5 points Board Members Posted on Nonprofit's Website - Listed5 out of 5 points
The IRS requires that the charity lists any compensation paid to the charity's governing body members on the IRS Form 990. Furthermore, all governing body members must be listed whether or not they are compensated. Our analysts verify that the charities complied with the Form 990 instructions and that no board members are compensated simply for being on the board.
Source: Nonprofit's Website
Donor Privacy Policy Posted on Nonprofit's Website - Listed2 out of 2 points Donor Privacy Policy Posted on Nonprofit's Website - Listed2 out of 2 points
Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy and if its contents are sufficient to protect the donor's information.
Source: Nonprofit's Website
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 15.24%25 out of 25 points Liabilities to Assets: Ratio - 15.24%25 out of 25 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 96.58%25 out of 25 points Program Expense: Ratio - 96.58%25 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
Fundraising Efficiency: Ratio - $0.0225 out of 25 points Fundraising Efficiency: Ratio - $0.0225 out of 25 points
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 - 0.33 years25 out of 25 points Working Capital: Ratio - 0.33 years25 out of 25 points
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 IRS Form 990. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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
Joel Sjostrom, President & Ceo
$305,438
Kim Castaneda, Vp Of Dev/comm
$163,875
Hisham Hamdy, Operations Director
$151,335
Hulynne Besharatpour, Former Finance Director
$121,504
Brian Morrow, Vp Finance
$67,220
Source: IRS Form 990 (page 7), filing year 2022
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
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 (Food Bank of Contra Costa and Solano) or EIN (942418054) in the 'Search Term' field.
Score
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
Program
Pantry & Soup Kitchen Distribution, School Pantry, Senior Food Program, Extra Helpings, Food Assistance Program, Food for Children, Agency Distribution, Farm 2 Kids, Community Produce Program and Harvest To Home
Activities
Food Bank of Contra Costa and Solano primarily collects, warehouses and distributes food to front-line organizations like food pantries and soup kitchens. It also manages smaller programs that provide groceries directly to beneficiaries.
Program Type
Food Bank
Beneficiaries Served
People living in poverty, children and youth, seniors, people with illnesses
Program Geography
18 counties in CA
Time Period of Data
7/1/17 to 6/30/18
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. Food Bank of Contra Costa and Solano 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 Food Bank of Contra Costa and Solano’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.
We collect cost information for this program from publicly available reports and from form 990 data from the IRS.
Cost Calculation
This impact rating was produced under a previous methodology that is no longer used to produce new ratings, and we are therefore unable to produce dollar-specific cost calculations.
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
This impact rating was produced under a previous methodology that is no longer used to produce new ratings, and we are therefore unable to produce dollar-specific calculations.
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 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.
Determination
Highly cost-effective
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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 Practices - Data Available91/100 points Equity Practices - Data Available91/100 points
70% of beacon score
This organization's score of 91 is a passing score. The organization reported that it is implementing 10 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| Equity Practices (5/7) | |
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 (5/7) | |
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. | |
Score
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
Full CreditPartial CreditNo CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Founded in 1975, the Food Bank of Contra Costa and Solano is leading the fight to end hunger, in partnership with our community and in service of our neighbors in need. We presently serve over 400,000 people every month and partner with more than 260 local non-profits, including soup kitchens, church pantries, transitional housing services and child-care centers.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Close the hunger gap in Contra Costa and Solano counties by increasing access to nutritious food.
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Connect partner nonprofit agencies with resources to help close the hunger gap more effectively.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Improve health outcomes for our neighbors by providing nutritious food.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Leverage technology and data to operate more efficiently.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
• Unconscious Bias training for all staff including leadership staff – online and consultant facilitated live trainings • Offered tuition remission benefit to provide employees the opportunity to obtain, maintain, or improve job-related capabilities through participation in courses of study at accredited community colleges and adult education organizations specializing in job and career-related education and training. • Specific leadership development curriculum for all supervisors • Organizational succession planning initiative – develop career pathing opportunities • 18 internal promotions in 2020-2021
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
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
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
The Food Bank’s external mobilization efforts focus on two areas: direct service and partnerships with local agencies. The Food Bank hosts an average of 75 direct food distribution events each week, which it promotes through active use of social media channels and partnerships with local organizations and elected officials. In addition, we reach the community through partnerships with more than 250 local nonprofit agencies that directly serve their community. We engage in robust CalFresh (SNAP) outreach to connect people with this underutilized food resource are actively engaged in advocacy and the local, state and federal levels.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The pandemic and resulting increase in demand for the Food Bank’s services has put considerable strain on our staff, operations, and finances. Generous support has enabled us to be proactive in addressing the economic challenges resulting from the health crisis. Since March 2020, the Food Bank has: • Increased distribution to serve 80,000-100,000 more people each month • Distributed over 50% more food than the previous fiscal year • Invested in critical infrastructure to increase capacity, including additional storage and refrigeration space as well as new trucks and equipment to move more food • Tripled the amount of funds regranted into our partner agency network • Launched drive-through distributions and new partnerships to improve safety and accessibility • Expanded targeted outreach to meet the needs of those most disproportionately impacted by the pandemic • Provided assistance to those affected by a record-setting number of wildfires in the state While a few of the above actions were discussed pre-pandemic, most were implemented in a short time in response to community need. We are working to expand our existing programs to ensure we are reaching the areas with the highest need and will continue to look for ways to improve our service to the community.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
The Giving Basket is having some issues. If you wish to donate, please refresh the page. If the problem persists contact us.
Cart ID: Not Assigned
The Giving Basket is having some issues. If you wish to donate, please refresh the page. If the problem persists contact us.
Cart ID: Not Assigned
