ACTA NON VERBA YOUTH URBAN FARM PROJECT
Deeds, Not Words.
ACTA NON VERBA YOUTH URBAN FARM PROJECT
EIN: 45-0935667
as of November 2023
as of November 13, 2023
Mission
Acta Non Verba: Youth Urban Farm Project (ANV) elevates life in Oakland, CA and beyond by challenging oppressive dynamics and environments through urban farming. Founded and led mainly by women of color from the surrounding neighborhood and larger community, ANV creates a safe and creative outdoor space for children, youth, and families in East Oakland, CA. ANV engages and deepens their understanding of nutrition, food production, and healthy living as well as strengthens their ties to the community. ANV’s three farms located in the City of Oakland are planned, planted, harvested and sold by youth in grades K-12. One hundred percent of the profits are placed into individual savings accounts for those youth who participate.
Ruling year
2016
Founder/ Executive Director
Ms. Kelly D. Carlisle
Main address
1001 83rd Ave Mailbox 1
Oakland, CA 94621 USA
EIN
45-0935667
Youth development
Agriculture for youth
Population served
Children and youth
LGBTQ people
Heterosexuals
Women and girls
Men and boys
NTEE code
Agricultural, Youth Development (O52)
Business, Youth Development (O53)
Youth Development Programs (O50)
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
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Camp ANV
Acta Non Verba offers twelve weeks of summer adventure—and a lifetime of memories! Camp ANV is known for gardening, camping, swimming, cooking, fantastic field trips and more!
Camp ANV tuition includes:
Breakfast, Lunch, and a Snack
Field Trip Admission and Transportation
Gardening, Swimming, Cooking and more activities
A safe, clean, educational place to grow
A TON of FUN!
The BeetBox CSA (Community Supported Agriculture) Program
...sources seasonal produce from ANV’s three Farms as well as 13+ POC family owned and operated farms who employ natural farming practices in alignment with a more sustainable food system, our ‘Sister Farms’.
We support farmers and their families while generating funds for youth Savings Accounts.
These intentional components of our CSA program operate to maintain a more localized and just food system for our community. We offer pickup twice a week and a delivery option once a week to over 250 households throughout the East Bay (Oakland, Berkeley, Alameda, San Leandro). With the onset of the COVID-19 pandemic we felt the need for a localized and more reliable food system more than ever. While many grocery store shelves were bare and large scale farms were having to turn under crops in the field; smaller scale farms growing more diverse selection of crops were able to continue producing for local food hubs, like Acta Non Verba.
ANV's After School Program (ASP)
...provides tutoring, homework help, mentoring and enrichment activities like farming, cooking and art classes. Many youth come from Tassafaronga Village, but we also provide a walking school bus from 4 local elementary schools.
Our After School Program provides a safe space where youth have the opportunity to achieve academic goals and become critical thinkers while creating bonds with other youth in their community. It is our mission to create a great working relationship between our staff, parents, and teachers for the holistic well-being of our youth.
No Limit Leadership Program (NLLP)
... ANV’s “No Limit Leadership” Program is designed to prepare middle and high school students for jobs at camp and future careers working with young people. This program is a way to uplift our youth participants' youth development experience to future employers and colleges.
ANV provides Career Development, Job & College Visits, Restorative Justice Training, Youth Development, Social Emotional Learning, and First Aid/CPR, as well as hands-on service projects to help make ANV a Zero-Waste Certified Organization.
There are incentives (such as a cultural exchange trip to Kauai, Hawai’i) for students in the program who maintain a high GPA and stay on track to graduate.
ANV Farms
...encompasses three plots of land across Oakland. Our farms are food hubs, environmental education locations, providing fresh produce, and safe spaces for our community.
Tassafaronga Farm: Located in East Oakland’s Tassafaronga Village Park is a ¼ acre farm where our community can come to learn and explore together. The farm is planned, planted, maintained and harvested with participating youth and community members. This farm is geared towards providing a safe space in nature where all can learn, experiment and explore.
A’s Farm: Created in partnership with the Oakland Athletics Foundation and sitting on approximately ⅛ acre on the second level inside of the Oakland Coliseum.
WOW Farm: In production for more than 20 years in partnership with youth and community. In 2018 ANV took on stewardship of the space and continues to produce seasonal fruit and salad greens. In production for more than 20 years in partnership with youth and community. In 2018 ANV took on stewardship.
Where we work
External reviews
Photos
Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
- Strengthen and expand ANV's Community Hub
- Find a stable home for Camp ANV and the After School Program
- Grow the number of CSA subscribers from East Oakland
- Boost the number of participants who have a ScholarShare 529 Savings Account
- Integrate our program offerings; systematize communications and marketing; dial-in the sustainability of the No - - Limit Leadership Program
- Build strong Board governance, fundraising, and recruitment frameworks
- Grow a robust human resources (HR) infrastructure
- Invest in growth, development and learning opportunities for all staff
- Strengthen financial management and reporting systems
- Pilot and refine data collection and reporting systems
What are the organization's key strategies for making this happen?
CONVENE - ANV creates a safe and creative outdoor space for children, youth, and families.
CONNECT - ANV deepens young people's connection to nutrition, food production, and healthy living.
CATALYZE - ANV builds community in East Oakland and beyond.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
11.58
Months of cash in 2021 info
4.8
Fringe rate in 2021 info
20%
Funding sources info
Assets & liabilities info
Financial data
ACTA NON VERBA YOUTH URBAN FARM PROJECT
Revenue & expensesFiscal Year: Jan 01 - Dec 31
ACTA NON VERBA YOUTH URBAN FARM PROJECT
Balance sheetFiscal Year: Jan 01 - Dec 31
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
This snapshot of ACTA NON VERBA YOUTH URBAN FARM PROJECT’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $165,725 | -$6,970 | -$49,554 | $343,132 | $141,154 |
| As % of expenses | 63.5% | -1.4% | -7.8% | 48.7% | 10.8% |
| Unrestricted surplus (deficit) after depreciation | $165,725 | -$7,189 | -$50,497 | $341,917 | $139,688 |
| As % of expenses | 63.5% | -1.4% | -8.0% | 48.5% | 10.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $426,867 | $361,364 | $551,329 | $1,062,388 | $1,334,223 |
| Total revenue, % change over prior year | 0.0% | -15.3% | 52.6% | 92.7% | 25.6% |
| Program services revenue | 6.5% | 18.4% | 9.3% | 16.5% | 14.5% |
| 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 | 10.5% | 0.0% | 3.4% | 4.6% | 7.5% |
| All other grants and contributions | 83.0% | 81.6% | 87.3% | 78.9% | 78.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $261,142 | $498,334 | $632,483 | $704,256 | $1,311,562 |
| Total expenses, % change over prior year | 0.0% | 90.8% | 26.9% | 11.3% | 86.2% |
| Personnel | 63.7% | 68.8% | 57.8% | 53.2% | 51.4% |
| Professional fees | 13.0% | 10.3% | 15.5% | 11.1% | 8.9% |
| Occupancy | 4.6% | 1.3% | 3.1% | 1.9% | 2.0% |
| Interest | 0.7% | 0.3% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 5.4% | 0.0% | 5.0% |
| All other expenses | 18.1% | 19.3% | 18.1% | 33.9% | 32.7% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $261,142 | $498,553 | $633,426 | $705,471 | $1,313,028 |
| One month of savings | $21,762 | $41,528 | $52,707 | $58,688 | $109,297 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $3,680 | $2,301 | $1,498 | $0 |
| Total full costs (estimated) | $282,904 | $543,761 | $688,434 | $765,657 | $1,422,325 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 8.1 | 3.7 | 1.7 | 9.8 | 4.8 |
| Months of cash and investments | 8.1 | 3.7 | 1.7 | 9.8 | 4.8 |
| Months of estimated liquid unrestricted net assets | 8.1 | 3.9 | 1.9 | 7.5 | 5.3 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $177,296 | $154,435 | $90,618 | $574,126 | $526,850 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $178,607 | $125,186 | $54,793 | $111,954 |
| Gross land, buildings, equipment (LBE) | $0 | $3,680 | $5,980 | $7,480 | $7,480 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 6.0% | 19.4% | 31.8% | 51.4% |
| Liabilities (as a % of assets) | 0.0% | 1.9% | 5.2% | 11.2% | 6.5% |
| Unrestricted net assets | $177,296 | $165,386 | $103,290 | $445,207 | $584,895 |
| Temporarily restricted net assets | $0 | $164,875 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $164,875 | $118,400 | $133,400 | $68,494 |
| Total net assets | $177,296 | $330,261 | $221,690 | $578,607 | $653,389 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Founder/ Executive Director
Ms. Kelly D. Carlisle
Kelly D. Carlisle, Founder and Executive Director of Acta Non Verba, is a veteran of the United States Navy and has been the recipient of many awards, including the Navy and Marine Corps Achievement Medal, Veteran of The Year for the 18th Assembly District (2015), The L.A. Potts Success Stories Award from Tuskegee University (2015), the Girls Inc. of the Island City’s 2016 “Women Who Dare Award” and the 2016 CalVet Trailblazer Award. She is an avid gardener and is a former Alameda County Master Gardener Trainee (2013). She is an active member of the She is an active member of the Farmer Veteran Coalition.
Ms. Carlisle was selected as one of 200 U.S. Delegates to Slow Food International’s Terra Madre and Salone del Gusto in 2012 and 2014. Ms. Carlisle is the December 2011 Bon Appetit Good Food Fellow. She has worked with and mentored pre-teen and teenage youth since the age of 14. A native of East Oakland, California, she is committed to creating positive change in her childhood city.
Number of employees
Source: IRS Form 990
ACTA NON VERBA YOUTH URBAN FARM PROJECT
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
ACTA NON VERBA YOUTH URBAN FARM PROJECT
Board of directorsas of 07/14/2023
Board of directors data
Ms. Priscilla Parchia
Kyle Cornforth
Acta Non Verba: Youth Urban Farm Project
Term: 2022 - 2025
Chanthip Phonghamsavath
County of Marin
Linda Leu
IMPACT Bay Area
Jennifer McErlain
ALS Therapy Development Institute
Jocelyn Michelsen
Community Housing Partnership
Priscilla Parchia
Oakland Unifies School District
Maxime Stinnett
BandLab Technologies
Kyle Cornforth
Maker Ed
Diamond Allen
DocuSign
Angela Bereola
Tipping Point
Amia Grashin
La Piana Consulting
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 ? No -
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? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
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