Arlington EATS
EIN: 47-5005730
Programs and results
What we aim to solve
Vision: Arlington EATS envisions an engaged and active community in which everyone has access to sufficient and nutritious food and understands the causes and effects of food insecurity. Mission: Arlington EATS’ MISSION is to engage the community in eliminating food insecurity and hunger in Arlington. Values: Just, Compassionate, Connected, Respectful
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Arlington Food Pantry
The Arlington Food Pantry is open once a week to distribute food to Arlington residents in need. Shoppers must live in Arlington but no other restrictions apply. Shoppers receive dairy products, meat, canned goods, and fresh produce. A typical shopper will leave with 30-60 pounds of food, depending on their household size. We provide 8500 visits annually and serve 1200 unique individuals.
Where we work
External reviews

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?
Strategic Priority #1
PROGRAMS
Distribute nutritious food to people in need
OBJECTIVE #1: Increase access to food for Arlington residents who are food insecure
OBJECTIVE #2: Promote a culture of continuous improvement that requires programmatic decision-making to be based on data and core values
Strategic Priority #2
VOLUNTEERS
Engage volunteers who contribute a diverse range of skills, experience and knowledge
OBJECTIVE #1: Leverage the volunteer assets that are already part of Arlington EATS and attract a continuous cycle of new volunteers
OBJECTIVE #2: Provide opportunities for community members to contribute to solving the problem of food insecurity
Strategic Priority #3
ENGAGEMENT
Engage the Arlington community broadly in education and efforts to reduce hunger and economic inequality
OBJECTIVE #1: Increase visibility of how poverty and social injustice contribute to food insecurity
OBJECTIVE #2: Provide town-wide leadership on the implications that local, state and national policies and socioeconomic disparities have on residents facing food insecurity
Strategic Priority #4
OPERATIONS
Ensure Arlington EATS’ organizational health and sustainability
OBJECTIVE #1: Diversify and grow revenue streams, including foundation grants and individual gifts
OBJECTIVE #2: Ensure the new space is designed to meet the current and future needs of Arlington EATS
OBJECTIVE #3: Continue to develop a supportive and stimulating work environment in order to attract and retain competent and dedicated staff members
What are the organization's key strategies for making this happen?
Strategic Priority #1
PROGRAMS
Distribute nutritious food to people in need
OBJECTIVE #1: Increase access to food for Arlington residents who are food insecure
OBJECTIVE #2: Promote a culture of continuous improvement that requires programmatic decision-making to be based on data and core values
Strategic Priority #2
VOLUNTEERS
Engage volunteers who contribute a diverse range of skills, experience and knowledge
OBJECTIVE #1: Leverage the volunteer assets that are already part of Arlington EATS and attract a continuous cycle of new volunteers
OBJECTIVE #2: Provide opportunities for community members to contribute to solving the problem of food insecurity
Strategic Priority #3
ENGAGEMENT
Engage the Arlington community broadly in education and efforts to reduce hunger and economic inequality
OBJECTIVE #1: Increase visibility of how poverty and social injustice contribute to food insecurity
OBJECTIVE #2: Provide town-wide leadership on the implications that local, state and national policies and socioeconomic disparities have on residents facing food insecurity
Strategic Priority #4
OPERATIONS
Ensure Arlington EATS’ organizational health and sustainability
OBJECTIVE #1: Diversify and grow revenue streams, including foundation grants and individual gifts
OBJECTIVE #2: Ensure the new space is designed to meet the current and future needs of Arlington EATS
OBJECTIVE #3: Continue to develop a supportive and stimulating work environment in order to attract and retain competent and dedicated staff members
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
36.36
Months of cash in 2020 info
14.6
Fringe rate in 2020 info
23%
Funding sources info
Assets & liabilities info
Arlington EATS
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Arlington EATS
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Arlington EATS’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.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2020 |
---|---|---|
Unrestricted surplus (deficit) before depreciation | $422,700 | $489,631 |
As % of expenses | 93.9% | 64.8% |
Unrestricted surplus (deficit) after depreciation | $422,700 | $487,330 |
As % of expenses | 93.9% | 64.3% |
Revenue composition info | ||
---|---|---|
Total revenue (unrestricted & restricted) | $872,900 | $1,208,491 |
Total revenue, % change over prior year | 0.0% | 0.0% |
Program services revenue | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% |
Investment income | 0.0% | 0.8% |
Government grants | 36.7% | 0.0% |
All other grants and contributions | 63.4% | 98.8% |
Other revenue | 0.0% | 0.4% |
Expense composition info | ||
---|---|---|
Total expenses before depreciation | $450,100 | $755,968 |
Total expenses, % change over prior year | 0.0% | 0.0% |
Personnel | 18.6% | 22.1% |
Professional fees | 1.0% | 9.8% |
Occupancy | 3.8% | 2.8% |
Interest | 0.0% | 0.0% |
Pass-through | 2.0% | 1.9% |
All other expenses | 74.6% | 63.3% |
Full cost components (estimated) info | 2018 | 2020 |
---|---|---|
Total expenses (after depreciation) | $450,100 | $758,269 |
One month of savings | $37,508 | $62,997 |
Debt principal payment | $0 | $0 |
Fixed asset additions | $1,100 | $3,577 |
Total full costs (estimated) | $488,708 | $824,843 |
Capital structure indicators
Liquidity info | 2018 | 2020 |
---|---|---|
Months of cash | 6.2 | 14.6 |
Months of cash and investments | 11.8 | 18.4 |
Months of estimated liquid unrestricted net assets | 12.0 | 19.0 |
Balance sheet composition info | 2018 | 2020 |
---|---|---|
Cash | $231,300 | $922,444 |
Investments | $212,100 | $238,967 |
Receivables | $0 | $11,031 |
Gross land, buildings, equipment (LBE) | $1,100 | $24,205 |
Accumulated depreciation (as a % of LBE) | 0.0% | 14.2% |
Liabilities (as a % of assets) | 0.8% | 2.6% |
Unrestricted net assets | $450,000 | $1,217,374 |
Temporarily restricted net assets | $0 | N/A |
Permanently restricted net assets | $0 | N/A |
Total restricted net assets | $0 | $0 |
Total net assets | $450,000 | $1,217,374 |
Key data checks
Key data checks info | 2018 | 2020 |
---|---|---|
Material data errors | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Andi Doane
Number of employees
Source: IRS Form 990
Arlington EATS
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Arlington EATS
Board of directorsas of 02/08/2023
Board of directors data
Susan Stewart
Town of Arlington, Arlington Public Schools
Term: 2017 - 2023
Lauren Ledger
Cooper Lapman Financial, LLC
Term: 2017 - 2023
Marshall Audin
Mass College of Art and Design
Sue Fish
Boston University
Patsy Kraemer
Town of Arlington
Kathy Le
Harvard Business School Association
Thomas Lee
Grace Chapel
Nicole Melnik
Town of Arlington, Arlington Public Schools
Mona Nichols Granucci
Mass General Brigham
Vicki Rose
Town of Arlington, Arlington Public Schools
Susan Stewart
Town of Arlington, Arlington Public Schools
Parke Wilde
Tufts Univesity
Christine Bongiorno
Arlington Health and Human Services
John Hurd
John Hurd Law
Organizational demographics
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
Gender identity
Sexual orientation
No data