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Community Action Services And Food Bank Inc

aka Community Action Services   |   Provo, UT   |  communityactionprovo.org
GuideStar Charity Check

Community Action Services And Food Bank Inc

EIN: 87-0491952


Mission

Community Action Services and Food Bank works to stabilize families and then rebuild their lives. We help meet their basic needs (food, shelter, housing) while providing the long-term solutions needed to rebuild their financial and social self sufficiency, enabling them to break out of poverty.
Vision Statement:
We envision vibrant, sustainable communities throughout Utah, Wasatch and Summit Counties where everyone has
• Safe and affordable housing;
• Adequate economic opportunities; and
• People in their life they can count on.

Ruling year info

1992

Chief Executive Officer

Ms. Karen McCandless

Main address

815 South Freedom Blvd., #100

Provo, UT 84601 USA

Show more contact info

EIN

87-0491952

Subject area info

Community and economic development

Human services

Basic and emergency aid

Population served info

Economically disadvantaged people

NTEE code info

Emergency Assistance (Food, Clothing, Cash) (P60)

Alliance/Advocacy Organizations (S01)

Other Housing Support Services (L80)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Since 1967, Community Action Services and Food Bank (CASFB) has been working to fight hunger, eliminate poverty, and build self-reliance in Utah, Summit, and Wasatch Counties in Utah. We stabilize families through food and housing assistance, as well as, provide case management, education and mentoring services to help families achieve their long-term financial goals. CASFB recognizes poverty can be situational (caused by job loss, death, divorce, domestic violence, etc.) or inter-generational (two or more generations have lived in poverty).

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Food Bank & Food Pantries

CASFB's regional food bank & food pantry system addresses food insecurity in Utah, Wasatch & Summit Counties in Utah. Through CASFB's 6 food pantries, 10 partner pantries, and another 70+ community organizations--including the local soup kitchen, spouse abuse center, senior centers, Boys and Girls Club, and small church food pantries, we distributed more than 2.88 million lbs. of food (2.4 million meals) in FY2022. Additional wraparound, case management services are also available to help stabilize guests and move them towards long-term self sufficiency.

Population(s) Served
Economically disadvantaged people

The Family Development Program provides case management services to stabilize individuals & families in crisis through short-term emergency assistance (food, shelter, etc.) while supporting them in setting personalized self-reliance goals, whether that be to find employment, obtain job training, apply for housing, etc. Throughout this process, we also provide rent help, food help, utility assistance, negotiation with landlords, hygiene items and more.  In FY2022, CASFB provided 1,434 nights of emergency shelter to homeless individuals & families, placed 35 homeless households into permanent housing, as well as prevented 1,200+ evictions.

Population(s) Served
Economically disadvantaged people

CASFB's Financial Learning Center provides financial literacy classes on saving, budgeting, credit and debt elimination, as well as HUD-certified, Home Buyer Education and a full-range of housing counseling services including: foreclosure prevention, reverse mortgage, pre-purchase, first time home buyer education, post-purchase, refinance, and predatory lending counseling.  In FY2022, we helped 392 households increased their financial skills and/or prepare for homeownership.

Population(s) Served
Economically disadvantaged people

The Circles Initiative is a unique peer support & mentoring solution that promotes holistic, long-term stability in marriage & family by teaching communication & financial skills. Over the course of 18-36 months, participants pursue the goal of increasing their income to above 200% poverty level. With this financial goal, participants significantly reduce their use of public assistance. Middle-/Upper-income volunteers, called Allies, play a critical role in this transformational program. Their mentorship/friendship expands participants' social capital, supporting the family as they set & achieve their self-determined goals. In FY2022, seven families built their resource network & worked their way out of poverty.

Population(s) Served
Economically disadvantaged people

A significant barrier that keeps low-income individuals from starting their own food-based businesses is not having access to a commercial kitchen. The Potluck Kitchen solves this problem. Coupled with small business counseling & compliance with food handlers requirements, low-income individuals are able to use our commercial kitchen for no or low-cost. In FY2022, 11 low-income households used this opportunity to successfully create a new income stream for their families.

Population(s) Served

In partnership with the City of Provo, the City of Spanish Fork & local businesses, CASFB is providing low-income households with access to garden plots and education in how to grow their own food. In FY2022, CASFB's 4 community gardens produced more than 800 lbs of fruits & vegetables. The 80+ participating families were able to share more than 100 lbs. of that with friends & neighbors or with the food bank. We just broke ground on a 5th community garden, increasing the number of garden plots available in our community gardens to more than 150.

Population(s) Served
Economically disadvantaged people
Economically disadvantaged people

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Established in 1967, Community Action Services and Food Bank (CASFB) works to build self-reliance in individuals, families, and communities in Utah, Summit, and Wasatch Counties. It accomplishes this through a variety of means, including direct-service programs such as home buyer mortgage counseling and food distribution. It also works to remove barriers to self-reliance and implements a community strategies effort to develop long-term, innovative, and permanent solutions to issues contributing to poverty. By working through both direct-service and system-changing means, CASFB intends to achieve its vision of vibrant, sustainable communities throughout its service area where everyone has safe and affordable housing, adequate employment, and people in their lives they can count on.
We help meet their basic needs (food, shelter, housing) while providing the long-term solutions needed to rebuild their financial and social self sufficiency, enabling them to break out of poverty. Our five year strategic goal is to move 1,000 families out of poverty and stabilize thousands more. We will do this by growing our legacy (core) programs; diversifying and building financial resources; and engaging volunteers, donors, and community leaders as advocates in ending poverty.

Our five year strategic goal is to move 1,000 families out of poverty and stabilize thousands more. We will do this by growing our legacy (core) programs; diversifying and building financial resources; and engaging volunteers, donors, and community leaders as advocates in ending poverty.
Our specific program strategies are to alleviate hunger through the Food Bank, stabilize homeless and at risk homeless families and individuals in affordable housing through the Family Development Program; help families become homeowners and prevent foreclosures through our Home Buyer and Mortgage Counseling Program; help families from generational poverty to move out of poverty through the Circles Initiative; grow food businesses and create jobs through the commercial kitchen; and help families to grow their own produce through the community gardens.
Our specific core objectives are:
• Community Action is a client-centered organization;
• Community Action’s internal processes are effective, efficient, and client-centered;
• Community Action’s human capital is exceptional;
• Community Action becomes more financially secure; and
• Community Action’s donors and volunteers are champions of the vision.

Community Action has a highly trained and experienced staff and thousands of volunteers who work together in support of our mission to address poverty in our communities. We have adopted a five year strategic plan which describes our commitment to execute goals, strategies and tactics in order to improve our services and outcomes.
These targets include the following:
We are a client-centered organization;
We have internal processes are effective, efficient, and client-centered;
Our human capital is exceptional;
We will become more financially secure through diversification of funding and support; and
Our donors and volunteers are champions of the vision.

The following describes our progress in meeting our objectives in our strategic plan:
1. Being a client-centered organization. We have instituted an immediate feedback system which allows clients to complete a simple electronic survey which indicates their level of satisfaction with our services and how they are treated. We have found that 90% of those surveyed report that they are satisfied with services and feel respected.
2. Internal processes are effective, efficient, and client-centered. We have begun the process to regularly assess program and service processes and will make improvements as needed. We have changed the way we serve people in our food pantries - families now choose the food items they most need rather than receiving a pre-made food order. This approach is client choice.
3. Human capital is exceptional. We have instituted a more formal process for recruiting, and training highly qualified persons.
4. We become more financially secure. We have instituted a more formal process for engaging and informing donors about the outcomes of our services and the difference they are making. We have recruited community members to assist us in identifying and engaging additional potential private and corporate foundations.
5. Donors and volunteers are champions of our vision. We have increased our efforts to recruit more consistent community volunteers. We have established regular tours and events to engage existing and potential donors.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

13.03

Average of 11.65 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

3.1

Average of 2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

24%

Average of 26% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Community Action Services And Food Bank Inc

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Community Action Services And Food Bank Inc

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Community Action Services And Food Bank Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Community Action Services And Food Bank 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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $235,268 $251,727 $684,361 $1,489,987 $273,013
As % of expenses 2.5% 3.0% 8.1% 13.8% 2.8%
Unrestricted surplus (deficit) after depreciation $202,873 $218,928 $647,529 $1,437,777 $211,151
As % of expenses 2.2% 2.6% 7.7% 13.2% 2.2%
Revenue composition info
Total revenue (unrestricted & restricted) $9,480,334 $8,955,395 $8,667,138 $12,482,140 $9,257,931
Total revenue, % change over prior year 1.0% -5.5% -3.2% 44.0% -25.8%
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 18.9% 22.8% 26.6% 35.6% 35.3%
All other grants and contributions 81.0% 77.0% 73.4% 64.3% 64.6%
Other revenue 0.1% 0.2% 0.1% 0.1% 0.1%
Expense composition info
Total expenses before depreciation $9,318,608 $8,523,155 $8,425,496 $10,832,973 $9,712,753
Total expenses, % change over prior year 8.6% -8.5% -1.1% 28.6% -10.3%
Personnel 15.0% 16.2% 16.7% 14.6% 17.7%
Professional fees 1.0% 1.7% 4.2% 1.6% 2.1%
Occupancy 2.6% 2.8% 2.5% 4.1% 4.8%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 76.9% 74.8% 72.4% 74.3% 69.7%
All other expenses 4.5% 4.5% 4.2% 5.4% 5.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $9,351,003 $8,555,954 $8,462,328 $10,885,183 $9,774,615
One month of savings $776,551 $710,263 $702,125 $902,748 $809,396
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $68,549 $45,676 $83,049 $0 $134,095
Total full costs (estimated) $10,196,103 $9,311,893 $9,247,502 $11,787,931 $10,718,106

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.7 3.4 3.5 3.3 3.1
Months of cash and investments 2.7 3.4 3.5 3.3 3.1
Months of estimated liquid unrestricted net assets 1.2 1.6 2.5 3.5 4.1
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $2,059,586 $2,381,211 $2,477,652 $3,020,693 $2,548,645
Investments $0 $0 $0 $0 $0
Receivables $122,414 $182,194 $280,330 $451,473 $810,054
Gross land, buildings, equipment (LBE) $566,342 $584,527 $667,575 $717,993 $852,088
Accumulated depreciation (as a % of LBE) 72.1% 70.8% 67.5% 70.0% 66.2%
Liabilities (as a % of assets) 4.3% 4.2% 3.7% 2.6% 5.1%
Unrestricted net assets $1,115,339 $1,334,267 $1,981,796 $3,419,573 $3,630,724
Temporarily restricted net assets $2,028,329 $2,208,842 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $2,028,329 $2,208,842 $1,766,123 $1,925,303 $1,197,468
Total net assets $3,143,668 $3,543,109 $3,747,919 $5,344,876 $4,828,192

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Chief Executive Officer

Ms. Karen McCandless

Karen McCandless is the CEO of Community Action Services and Food Bank in Provo, Utah. Adept at building solid relationships within the agency, between the agency and community, Karen has been with CASFB since 2013--six years as CEO. As a former city council member and land use planner, her current position fuels her passion for advocating for and working toward thriving communities. Karen loves learning, Pink Floyd, playing the piano and flute, classical music, a good nap, and long, slightly downhill bike rides.

Number of employees

Source: IRS Form 990

Community Action Services And Food Bank Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
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Community Action Services And Food Bank Inc

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Community Action Services And Food Bank Inc

Board of directors
as of 01/23/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Margaret Black

City of Orem

Term: 2018 - 2024

Kendall Crittenden

Wasatch County

Melissa George

Represents low-income persons

Jack Holmes

Change for Good

Kye Barnett

Brigham Young University

Margaret Black

City of Orem

Sofia Waterman

Represents low-income persons

Kerry Newman

Zions Bank

Tara Riddle

City of Provo

Richard Moore

City of Payson

Helen Anderson

DoTerra

Amy Antiquia

Represents Low-income persons

Aaron Newman

Summit County

Ryan Lewis

Altabank

Alicia Piceno

Represents Low-income Persons

Board leadership practices

SOURCE: Self-reported by organization

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 ? Yes
  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 10/14/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

No data

Equity strategies

Last updated: 12/20/2021

GuideStar 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

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • 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.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.