PLATINUM2024

WHITE PONY EXPRESS

All of us taking care of all of us

aka White Pony Express   |   Pleasant Hill, CA   |  www.whiteponyexpress.org
GuideStar Charity Check

WHITE PONY EXPRESS

EIN: 46-5220565


Mission

White Pony Express (WPE) exists as a response to relieve the suffering caused by food insecurity and because our society has fallen short in providing basic needs for everyone equally. WPE’s mission is to eliminate hunger and poverty by delivering the abundance all around us to those in need. We bridge abundance and need by diverting wholesome food and other goods from landfills and delivering this bounty to food deserts and under-resourced communities, leading to improved health and well-being.

Ruling year info

2014

Executive Director

Eve Birge

Main address

3380 Vincent Road #107

Pleasant Hill, CA 94523 USA

Show more contact info

EIN

46-5220565

Subject area info

Recycling

Human services

Food aid

Family services

Homeless services

Population served info

Children and youth

Adults

Seniors

Ethnic and racial groups

Homeless people

NTEE code info

Human Service Organizations (P20)

Food Service, Free Food Distribution Programs (K30)

Recycling (C27)

What we aim to solve

SOURCE: Self-reported by organization

Feeding our Neighbors and Improving the Air We Breathe by Reducing Food Waste. WPE levels the playing field for individuals and families who have been left behind by circumstances beyond their control. The majority of the 120,000 people per year that we serve need emergency food. Many are in crisis and all are food insecure. WPE breaks the cycle of malnutrition and associated chronic health and psychological issues, while simultaneously preventing harmful emissions from entering our atmosphere. Rescuing food combats climate change and helps the environment. Between 30% to 40% of America’s food supply goes to waste. When this food decays in landfills, it produces methane, a greenhouse gas at least 28 times more potent than carbon dioxide. In the U.S. alone, the production of wasted food generates the equivalent of 32.6 million cars worth of dangerous greenhouse gas emissions, and 8% of all human-caused greenhouse gas emissions could be reduced if we stop wasting food.

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 Rescue

Our Food Rescue program meets the challenge that food markets face – what to do with surplus fresh food – to solve the problem of hunger. Our donors provide 15,000 lbs. of high-quality surplus food every day. We pick up this surplus food and deliver it to over 80 organizations serving those in need. We operate 7 days a week, 364 days per year. During the COVID-19 pandemic, we expanded to meet the spike in community need, doubling and tripling food donations. Our food donation partners include grocery stores, distributors, farmers markets, restaurants, and other food retailers.

Population(s) Served
Adults
Children and youth
Economically disadvantaged people
Immigrants and migrants
Incarcerated people

Our General Store program distributes new and like-new clothing, shoes, emergency supplies, educational toys, and books. We have brought 60 unique pop-up “Mobile Boutiques” to neighborhoods in need, offering a personalized and joyful shopping experience. In winter, our Cold Weather Program provides life-saving warm clothing, backpacks, and supplies. WPGS offers a comprehensive Children’s Program and an initiative focused on our unhoused neighbors.

Population(s) Served
Adults
Children and youth
Economically disadvantaged people
Immigrants and migrants
Victims and oppressed people

Where we work

Awards

Nonprofit of the Year 2018

CA Senate District 7

Andrus Award 2019

AARP

Affiliations & memberships

AARP Andrus Award 2019

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of accolades/recognition received from third-party organizations

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Homeless people, Foster and adoptive children, Immigrants and migrants, Veterans

Related Program

Food Rescue

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

In 2020, Dr. Carol Weyland Conner was presented with AARP's 2019 Andrus Award for Community Service. In 2018 we were named California's nonprofit of the year by CA Senator Steve Glazer.

Number of suppliers with whom the SME/Coop/Enterprise has an agreement, contract, or ongoing business relationship as a result of the nonprofit's efforts

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth, Economically disadvantaged people, Immigrants and migrants, Unemployed people

Related Program

Food Rescue

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

WPE serves as a connector between abundance and need. As such, our 'suppliers' are food donors. These include restaurants, grocery stores, farmers markets, cafeterias, and other food purveyors.

Number of carbon emissions prevented (estimated by CO2 equivalent)

This metric is no longer tracked.
Totals By Year
Population(s) Served

Ethnic and racial groups, At-risk youth, Economically disadvantaged people, Immigrants and migrants, Unemployed people

Related Program

Food Rescue

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Since our inception, WPE's 25 million pounds of food rescued and averted from landfills saved more than 39,000 tons of CO2e from filling the air.

Total pounds of food rescued

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Immigrants and migrants, At-risk youth, Unemployed people, Incarcerated people

Related Program

Food Rescue

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Since its inception in 2013, White Pony Express has rescued 25 million pounds of nutritious, fresh food and distributed it through 96 recipient agencies.

Number of people within the organization's service area accessing food aid

This metric is no longer tracked.
Totals By Year
Population(s) Served

Seniors, Children, Immigrants, Economically disadvantaged people, Veterans

Related Program

Food Rescue

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Average number of service recipients per month

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Ethnic and racial groups, People with disabilities, At-risk youth, Immigrants and migrants

Related Program

Food Rescue

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Our reach to other nonprofit organizations is growing. We provide these organizations with fresh food to free their resources to provide their core services to those in need.

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.

WPE is focused on rectifying rampant food injustice by providing socially and culturally appropriate food choices to communities in Contra Costa County that face the greatest obstacles. These include the unhoused, new immigrants, isolated seniors, children and families, survivors of abuse, students, people with special needs, foster youth, and other marginalized groups. In 2023, WPE rescued more than 3.6 million pounds of food and distributed it to over 125,000 unique individuals.

Special Initiatives
WPE programs and projects support our goal to build a sustainable food system, providing food access to the food insecure.

School Pantry Program
Within our Food Rescue Program, WPE's School Pantry Program tackles the problem of hunger among low-income children and their families. WPE delivers 600-800 pounds of food twice weekly to 16 under-resourced schools. Participating schools are in low-income communities with over 80% of students qualifying for free or reduced-price lunch. School administrators have noted improvements in learning, reading retention, attendance, participation, and behavior. We aim to expand this program to more schools in our community.

Food Rescue Hero App
To meet the ever-growing community need for food, WPE has launched an innovative app-based initiative called Food Rescue Hero (FRH). We know that grocers, caterers, restaurants, and farmers throw away tons of food they are unable to sell. The FRH Initiative is a pioneering technology solution connecting food producers' surplus with available volunteer food runners. It works like Uber, only for free food distribution! Food producers with surplus food get connected with one of our non-profit partners that need that type of food, and the run is published on the FRH app. Available food runners are pinged when there's a delivery and can claim the run. It all happens in real time and will exponentially increase both our volunteer ranks and the amount of food we can distribute to those in need. It is guaranteed to further reduce food waste at restaurants, hotels, caterers, cafeterias, and other food purveyors. Our goal is to spread FRH's use throughout the county.

Responding to California Legislation on Food Waste
California S.B. 1383 became law on January 1, 2022. The law requires California food purveyors to recover 20% of edible food otherwise bound for landfills by 2025. Currently, there is no state or local funding earmarked for food rescue organizations, but WPE is committed to its successful roll-out and implementation.

Development of a How-to Kit for Creating a Food Rescue
We also aim to replicate our food rescue model. While there are people who would like to do something about food waste, they don't know what to do. In response, WPE has developed a kit to help communities set up and operate a food rescue service. The kit will be easy to follow and inspirational. Disseminating this how-to kit will expand the food recovery movement the world over.

Our current organizational objective is to position White Pony Express to successfully manage and integrate the growth it has experienced since the onset of the pandemic and to prepare for the anticipated growth to come in 2022 and 2023.

To meet the objective, our strategy is to continue to enhance, grow, and improve WPE’s infrastructure using best practices to attain a ‘gold standard’ operation that can be easily replicated.

Programmatic Objectives
To inaugurate the Food Rescue Hero program and engage at least 200 active users on the app by 2023.
To develop a new model for clothing and goods that is aligned with the food rescue model and enables pre-pandemic distribution levels.
Customer/Constituent Objectives
To increase the volunteer base by 20% by 2023.
To actively participate in and influence the public policy arena related to Senate Bill 1383.
Financial Objectives
To increase financial and in-kind donations by 15% by 2023.
To align accounting and financial management with industry best practices.
Internal/Operational Objectives
To increase efficiency through integrated data and improved technology, including deploying a new CRM, by 2023.
To expand targeted communication among our various audiences to achieve respective and specific goals.

WPE will define, plan, and execute on the organization's accelerating growth in every phase of its business, including:
Program development
Financial management and reporting
Integrated data systems and improved technology
Increased donor funds and in-kind donations

To meet our goals, WPE's capabilities include moving to a larger space, experienced staff, 700 volunteers, a revitalized board of directors, a robust balance sheet, and long-term food donor partners to sustain our growth trajectory.

Since our inception, WPE has rescued 25 million pounds of food from landfills, saving 39,000 tons of CO2e from filling the air. In 10 years, our small but mighty team of 17 staff, dedicated volunteers, and 12 vehicles have rescued and delivered fresh, high-quality food, enough for more than 21.5 million meals! WPE has distributed 1,500,000 items including clothing, shoes, books, and educational toys. Through our partners, and powered by 700 volunteers, our growing circle of giving serves 125,000+ people in our community annually.

Specifically, our progress has included:
- Rescuing 10,000 lbs. of food every day - 7 days a week, 364 days a year
- Avoiding more than 5,400 tons of Green House Gases from entering our air each year
- Holding 34+ Mobile Boutique events,
- Distributing 1,500,000 clothing items, toys, and books.
- Building a base of 700+ community volunteers.
- Partnering with 100+ food, toy, and clothing donors.
- Partnering with 98 nonprofits, through whom we serve 125,000 neighbors in need.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
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 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, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

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

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

4.28

Average of 11.26 over 9 years

Months of cash in 2022 info

SOURCE: IRS Form 990

1.9

Average of 1.3 over 9 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

16%

Average of 5% over 9 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

WHITE PONY EXPRESS

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

WHITE PONY EXPRESS

Balance sheet

Fiscal Year: Jan 01 - Dec 31

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

WHITE PONY EXPRESS

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of WHITE PONY EXPRESS’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 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $153,013 $713,624 $287,110 $867,185 $976,062
As % of expenses 2.5% 10.2% 2.5% 7.5% 6.8%
Unrestricted surplus (deficit) after depreciation -$37,813 $541,044 $115,413 $741,283 $828,191
As % of expenses -0.6% 7.6% 1.0% 6.4% 5.7%
Revenue composition info
Total revenue (unrestricted & restricted) $6,531,480 $7,608,895 $11,745,916 $12,403,046 $15,322,552
Total revenue, % change over prior year 33.0% 16.5% 54.4% 5.6% 23.5%
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 0.1% 0.1% 0.2% 0.3% 0.1%
Government grants 1.1% 1.4% 4.9% 3.3% 3.0%
All other grants and contributions 98.0% 98.0% 94.9% 96.3% 96.9%
Other revenue 0.7% 0.5% 0.0% 0.1% 0.0%
Expense composition info
Total expenses before depreciation $6,205,795 $6,984,569 $11,298,806 $11,528,861 $14,394,668
Total expenses, % change over prior year 38.3% 12.5% 61.8% 2.0% 24.9%
Personnel 13.1% 14.0% 11.6% 11.4% 8.9%
Professional fees 0.9% 2.3% 0.0% 0.0% 0.6%
Occupancy 2.5% 2.9% 2.5% 2.4% 2.1%
Interest 0.0% 0.0% 0.1% 0.1% 0.1%
Pass-through 76.0% 72.9% 81.0% 82.0% 85.1%
All other expenses 7.4% 7.9% 4.9% 4.1% 3.3%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $6,396,621 $7,157,149 $11,470,503 $11,654,763 $14,542,539
One month of savings $517,150 $582,047 $941,567 $960,738 $1,199,556
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $352,397 $0 $173,460 $157,629 $0
Total full costs (estimated) $7,266,168 $7,739,196 $12,585,530 $12,773,130 $15,742,095

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.0 1.4 1.0 1.7 1.9
Months of cash and investments 1.0 1.4 1.0 1.7 1.9
Months of estimated liquid unrestricted net assets 1.2 2.1 1.1 1.8 2.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $497,444 $790,290 $920,492 $1,609,985 $2,259,690
Investments $0 $0 $0 $0 $0
Receivables $308,047 $109,439 $276,523 $291,040 $312,737
Gross land, buildings, equipment (LBE) $765,639 $861,888 $978,594 $1,008,877 $1,078,000
Accumulated depreciation (as a % of LBE) 52.7% 67.1% 70.7% 68.4% 76.4%
Liabilities (as a % of assets) 9.2% 7.6% 7.9% 4.2% 14.9%
Unrestricted net assets $966,417 $1,507,461 $1,281,468 $2,022,751 $2,850,942
Temporarily restricted net assets $175,021 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $175,021 $48,000 $208,000 $215,000 $166,822
Total net assets $1,141,438 $1,555,461 $1,489,468 $2,237,751 $3,017,764

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.

Documents
Form 1023/1024 is not available for this organization

Executive Director

Eve Birge

Eve has over 25 years' experience administering programs and policies that protect and advance the public health, education, and rights of people who are underserved. Eve's passion for supporting and uplifting those in need has been an ongoing theme throughout her career. At the Coalition for Juvenile Justice, the US Department of Justice Office on Violence Against Women, and the US Department of Education Office of Safe and Healthy Students, Eve was actively involved in new program development including strategic planning, overseeing implementation, and identifying and overcoming obstacles, often political in nature. Eve spent a decade developing initiatives that led to increased member engagement and foundation-supported grant awards at a non-profit organization supporting a broad, active coalition. Later, as a dedicated civil servant, she worked to ensure that resources focus on traditionally underserved individuals and institutions.

Number of employees

Source: IRS Form 990

WHITE PONY EXPRESS

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

WHITE PONY EXPRESS

Board of directors
as of 04/10/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Mr. Robert Carpenter

(Retired) President and CEO of Pacific Institute for Research and Evaluation (PIRE)

Term: 2020 - 2024


Board co-chair

Colin McKie

Technology Leader

Term: 2022 - 2024

Isa Campbell

Lorraine Granit

Brad Smith

RCI-Properties

James May

Robert Carpenter

(Retired) Pacific Institute for Research and Evaluation

Brant Watson

Heffernan Group

Colin McKie

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 3/15/2024

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

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/10/2024

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 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.
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 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 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.