Pronto of Long Island Inc
EIN: 11-2317426
as of December 2022
as of December 12, 2022
Mission
To feed the hungry , clothe the needy welcome the stranger and provide healing and hope to everyone who walks through our doors.
Ruling year
2002
Executive Director
Mrs. Vivian Hart
Main address
128 Pine Aire Dr
Bay Shore, NY 11706 USA
EIN
11-2317426
Vocational education
Basic and emergency aid
Food banks
Youth organizing
Population served
Children and youth
Adults
Women and girls
Families
Parents
NTEE code
Emergency Assistance (Food, Clothing, Cash) (P60)
Youth Development Programs (O50)
Vocational Technical (B30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
What we aim to solve
Pronto is a poverty fighting organization which aims to serve our most vulnerable populations with emergency food and basic necessities while simultaneously offering proactive assistance in the form of education and advocacy to help our families improve the quality of their lives. Our approach is to develop professional and trusting partnerships with our families as we customize treatment plans that provide opportunities for growth.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Pronto of Long Island's Food Pantry
Pronto of Long Island provides food to families in the community in need. The majority of the food is provided by donations from Community Partners, Food Drives and the private sector.
Pronto of Long Island's Thrift Center and Warehouse
Pronto of Long Island's Thrift Center offers community members and their families the opportunity to shop for donated gently used clothing, shoes and other gently used household items. The Thrift Center is open during regular business hours. Pronto of Long Island's Warehouse is open during regular business hours. We are constantly receiving and picking up new items so our warehouse is always filled with great finds.
Pronto of Long Island's Citizenship Program
Pronto of Long offers a citizenship program to get students ready for the citizenship exam and to improve their basic skills in English. Classes are held on Wednesday evenings from 6:30 pm - 8:30 pm.
Pronto of Long Island's Shot for Tots
Pronto of Long Island offers an immunization program called Shots for Tots the first and second Wednesdays of each month from 9:30 am to 2:30 pm. There is a $5 Administrative Fee/Donation requested for each child/student receiving an immunization. This program is provided for those who do not have health insurance coverage only and children up to 18 years old. Children are seen on a first come first serve basis.
Pronto of Long Island's English as a Second Language
Pronto of Long Island offers weekly English as a Second Language classes. These classes are open to the public. Registration is required. ESL classes are currently held on Saturdays from 9:30 am - 12:30 pm.
Pronto of Long Island's Advocacy
Pronto of Long Island also offers advocacy for all of our clients. Through our various community partnerships we provide our clients with information and expert professional advice on various subjects ranging from legal advice to Food stamp information. Some of our partnerships include
1. Empire Justice program (legal issues)
2. Food Stamp Assistance
3. Immigration Services
4. Senior Services programs a. FAN
5. Medicare Insurance updates
Insurance Provider information and much more...
Food Insecurity and Critical Preventive Healthcare
The objective of this program is to provide food and preventive healthcare to vulnerable children and families in our underserved communities. Families living in poverty struggle with basic necessities and often simultaneously neglect health related issues. This program addresses these needs with hands on professional support from visiting healthcare professionals and advocacy from our staff in ensuring our client's individual needs are served. We additionally provide emergency food as well as nutrition education to our families in need.
Safe at Home Program
This program was instituted during the COVID-19 crisis. Many of our vulnerable seniors were unable to leave their homes during the height of this crisis and through our Safe At Home program, Pronto was able to deliver emergency food to seniors in need of support. The program continues to offer emergency food to seniors who are infirm. Our nutrition educational information and emergency supplies are a welcome benefit to our senior population. The ability to check on their overall well-being is an added benefit of this program.
Where we work
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Average number of service recipients per month
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Immigrants and migrants, Victims and oppressed people, At-risk youth
Related Program
Food Insecurity and Critical Preventive Healthcare
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of job skills training courses/workshops conducted
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of new grants received
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Number of people within the organization's service area accessing food aid
This metric is no longer tracked.Totals By Year
Population(s) Served
Families
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Total number of volunteer hours contributed to the organization
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our organization has been serving Suffolk County for over 50 years. Our aim is to continue to serve the neediest populations in our communities with dignity and respect while supplying basic necessities such as emergency food and clothing while also offering opportunities for advancement. Through education and advocacy we are able to help our clients improve the quality of their lives. Our approach is as diverse as the populations we serve. In order to address poverty, we must also address food insecurity, good health and well-being, quality education and reduced inequalities. Through our programs and services, through adovcacy and education as well as through our community partnerships we are able to address the critical needs of the families we serve.
What are the organization's key strategies for making this happen?
In fighting poverty and hunger on Long Island, our strategy is to offer pathways to progress including making healthcare services more available, offering educational opportunities and practical life enhancing skills. In addition to our Food Pantry which provides emergency food and our Thrift Center which offers clothing, shoes and other basic household items, we offer a host of other programs and services all aimed at improving the quality of our clients' lives. Pronto provides English as a Second Language classes, healthcare opportunities including Shots for Tots and additional vaccine options. We also address Nutrition education and offer a Citizenship Program as well as advocacy customized to our families' needs. Our strategy involves building trust with our families so that we can respectfully guide them in an indivdualized way that will truly benefit, support and enhance their lives.
What are the organization's capabilities for doing this?
One of Pronto's greatest assets is the number of professionals who have returned to help Pronto grow. The current Executive Director lives in the community and has been working with community programs and fundraising for over 35 years. The growth of the Board with community members who bring their expertise as well as their business and community contacts to Pronto has also increased Pronto's capacity in the market. Additionally, Pronto has experienced growth from increased visibility through communication with donors via social media, email blasts and a redesigned website.
What have they accomplished so far and what's next?
We have grown our Board to a group of eleven leaders who are helping to increase both our reach and capacity. In terms of services, we continue to develop and offer new opportunities for our clients such as our Food Insecurity and Critical Preventive Healthcare program for vulnerable families. The COVID-19 crisis has brought Pronto's work to the forefront on Long Island as we continued to serve our families throughout the height of the crisis. We have new donors who have joined our family of providers and new community partners who are advocating for our clients. As we look forward we want to continue to grow our services, our partnerships, our Board and our fundraising.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
0.81
Months of cash in 2020 info
3.4
Fringe rate in 2020 info
15%
Funding sources info
Assets & liabilities info
Pronto of Long Island Inc
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Pronto of Long Island Inc
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Pronto of Long Island Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2015 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$14,638 | $373,629 | $57,836 | $53,117 | $98,059 |
| As % of expenses | -1.7% | 31.3% | 5.0% | 3.4% | 5.4% |
| Unrestricted surplus (deficit) after depreciation | -$42,406 | $346,265 | $24,278 | $19,559 | $64,459 |
| As % of expenses | -4.8% | 28.3% | 2.0% | 1.2% | 3.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $836,511 | $1,568,706 | $1,215,491 | $1,597,359 | $1,899,517 |
| Total revenue, % change over prior year | -21.7% | 0.0% | -22.5% | 31.4% | 18.9% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 6.8% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 88.0% | 96.2% | 96.8% | 96.5% | 98.3% |
| Other revenue | 5.2% | 3.8% | 3.2% | 3.5% | 1.7% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $851,149 | $1,195,077 | $1,157,655 | $1,544,242 | $1,801,458 |
| Total expenses, % change over prior year | -20.1% | 0.0% | -3.1% | 33.4% | 16.7% |
| Personnel | 15.4% | 12.3% | 13.8% | 10.0% | 9.6% |
| Professional fees | 0.7% | 2.3% | 3.0% | 2.5% | 0.3% |
| Occupancy | 3.2% | 3.2% | 2.3% | 1.7% | 1.2% |
| Interest | 3.1% | 1.8% | 1.7% | 1.2% | 0.7% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 77.6% | 80.4% | 79.3% | 84.6% | 88.1% |
| Full cost components (estimated) info | 2015 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $878,917 | $1,222,441 | $1,191,213 | $1,577,800 | $1,835,058 |
| One month of savings | $70,929 | $99,590 | $96,471 | $128,687 | $150,122 |
| Debt principal payment | $19,407 | $20,206 | $21,279 | $22,411 | $0 |
| Fixed asset additions | $0 | $292,349 | $0 | $0 | $0 |
| Total full costs (estimated) | $969,253 | $1,634,586 | $1,308,963 | $1,728,898 | $1,985,180 |
Capital structure indicators
| Liquidity info | 2015 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 0.1 | 0.9 | 1.3 | 1.1 | 3.4 |
| Months of cash and investments | 0.1 | 0.9 | 1.3 | 1.1 | 3.4 |
| Months of estimated liquid unrestricted net assets | 0.2 | 1.1 | 1.5 | 1.3 | 2.9 |
| Balance sheet composition info | 2015 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $6,889 | $85,931 | $123,550 | $135,530 | $516,104 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $13,583 | $17,600 | $8,250 | $16,211 | $30,400 |
| Gross land, buildings, equipment (LBE) | $1,190,953 | $1,484,793 | $813,671 | $1,493,496 | $746,513 |
| Accumulated depreciation (as a % of LBE) | 50.0% | 43.5% | 0.0% | 47.8% | 0.0% |
| Liabilities (as a % of assets) | 73.6% | 42.1% | 40.0% | 37.3% | 50.3% |
| Unrestricted net assets | $165,131 | $558,314 | $582,592 | $602,151 | $666,610 |
| Temporarily restricted net assets | $0 | $0 | $0 | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $165,131 | $558,314 | $582,592 | $602,151 | $666,610 |
Key data checks
| Key data checks info | 2015 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mrs. Vivian Hart
Vivian Hart was born in the Republic of Honduras, spent her childhood in Brooklyn, New York and then moved to Long Island in 1969 with her hard working parents, her older brother and younger sister. In 1974 she graduated from Commack North High School, attended St. Francis College in Brooklyn and then Suffolk Community College on Long Island.
On May 7th, 1976, Vivian received her certificate of naturalization and celebrated her United States Citizenship before entering into active service in the U.S. Marine Corps. Vivian was stationed at various bases in North Carolina, California, Texas, Hawaii, and Japan among other places and retired after 21 years of combined active and reserve service.
Vivian has a Bachelors's degree in Health and Human Services and a Masters's in Post Secondary and Adult Education. She worked in military law, family legal services, child abuse, substance abuse, adult probation, staff training, development, and various supervisory and admin positions.
Number of employees
Source: IRS Form 990
Pronto of Long Island Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Pronto of Long Island Inc
Board of directorsas of 01/17/2023
Board of directors data
Mr. Carlos Cruz
Mr. Michael Grant
Michael Grant Funeral Home
Michael McElroy
Retired
Michael Grant
President Grant Funeral Homes
Dara Gary
C.P.A.
Kathy Bennett
Volunteer
Lisa Carfora
Real Estate Agent
Cindy Combs
Social Worker
Carlos Cruz
Real Estate Business Owner
Lamiaa Elkouilly
Owner Express Medical
Judith Weissman
Owner Core Professional Development
Nina Fenton
Public Relations Consultant
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 04/30/2020GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- 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.
- 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.
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- Officer and/or Employee data for 2020, 2019, 2018, 2017, 2015
- Contractor and/or Paid Preparer data for 2020, 2019, 2018
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