PLATINUM2024

Community Soup Kitchen

"Feeding the hungry, no matter the circumstances."

New Haven, CT   |  www.csknewhaven.org
GuideStar Charity Check

Community Soup Kitchen

EIN: 06-1071804


Mission

Community Soup Kitchen (CSK) provides healthy and nutritious meals to all who walk through its doors. CSK is committed to improving the quality of life and restoring the dignity of those it serves, when providing hot meals and groceries to anyone in New Haven County. We feed the hungry; we welcome any person in need of food and comfort. We offer needed services to our guests that promote their health and well-being. We welcome volunteers who are willing to share in the dignity and struggles of life. We model a way of being in the world that is rooted in respect, dignity and joy. We run a stable and effective organization designed to sustain itself for the long-term. We advocate for the needs of our guests by connecting them to other organizations and building awareness in the community.

Ruling year info

1984

Principal Officer

Mr. Gregory Wayne DePetris

Main address

84 Broadway

New Haven, CT 06511 USA

Show more contact info

EIN

06-1071804

Subject area info

Human services

Food aid

Population served info

Economically disadvantaged people

Substance abusers

Unemployed people

NTEE code info

Organization-Sponsored Eatery or Agency (K35)

Congregate Meals (K34)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

In 1977, a group of local students and leaders founded the Community Soup Kitchen as a way to address food insecurity in New Haven. In doing so, they established a cornerstone of kind, welcoming service in the community. Over the past 45 years, CSK has transitioned from a small guerrilla organization to a recognized 501(c)(3) not-for-profit that now serves over 70,000 meals each year. From the very first meal, we have remained grounded in community care, mutual respect, and a desire to genuinely connect with our guests. Today, we remain rooted in the community of New Haven County and stay tuned into the voices of local residents and leaders.

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?

Lunch Program

Every Monday, Tuesday, Thursday, and Friday from 11:00am-1:00pm.

Rain or shine, we serve lunch in our main dining room at 84 Broadway as well as take-out meals for anyone interested in taking their meals to-go. Each meal includes a hot main dish, cooked vegetable, fresh garden salad, bread, dessert, and coffee or tea. Our guests are invited to take home extra fresh vegetables and bread. We serve 150-300 meals at lunch each day.

Population(s) Served
Homeless people
Substance abusers
At-risk youth
Economically disadvantaged people

Every Saturday from 8:00am-9:00am.

We server breakfast in our main dining room at 84 Broadway. Breakfast includes hot and cold cereal, applesauce, granola bars, raisins, pastries, a meat dish, eggs, fruit, yogurt, coffee, milk, and juice. We are lucky to welcome a group of core volunteers from local high schools for every Saturday breakfast.

We serve breakfast every Saturday year-round with no holiday exceptions.

Population(s) Served
Homeless people
At-risk youth
Unemployed people

Community Soup Kitchen works with Saint Luke's Parish to provide lunch to Women & Children on Tuesdays and Thursdays.

CSK also partners with Alpha Kappa Alpha Sorority, Inc., Tau Xi Omega Chapter (TXO) to provide up to 130 meals per week to food insecure school aged children in the greater New Haven area.

Population(s) Served
At-risk youth

CSK serves lunch on Wednesdays at St. Thomas More Catholic Chapel and Center at Yale University. They also serve breakfast one day a week at St. Martin de Porres located in the Dixwell neighborhood.

Our Wednesday lunch program is operated by Yale students and, therefore, closed from the end of April to the end of September each year. We seek to expand our services to meet this need. We began this service on a trial basis and it was an immediate success. We are now serving 200-250 hot, multi-course take-out lunches each Wednesday. Our guests continually express their gratitude for our filling an important gap.

On Tuesday mornings, we provide breakfast at St. Martin de Porres Church in an inner-city neighborhood of New Haven. We supply approximately 50 multi-course hot breakfasts each Tuesday, and twice a month have supplemented the program by serving take-out hot lunches to our breakfast guests. Again, this program has been met with immediate success and with the gratitude of the gue

Population(s) Served
Economically disadvantaged people
Unemployed people

Where we work

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 people within the organization's service area accessing food aid

This metric is no longer tracked.
Totals By Year
Related Program

Lunch Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Our goal is to increase the number of meals we are serving in relation to the total number of people who need access to food, and to provide resources and comfort to reduce the people in need of help.

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.

We have outlined a very simple strategy in 2024:

Balance the budget
Deliver on our mission
Sustain our future

We propose to balance the budget by maintaining fiscal discipline, investing in processes that make our operations more cost efficient and increasing our capacity to raise funds.

We will deliver on our mission by leveraging our infrastructure to source food and supply meals to serve as many of the hungry in New Haven as possible, through expanded services at CSK and in well-conceived partnerships across the city.

We will sustain our future by investing in our people to make them stronger employees, by giving more people more opportunities to serve, and by returning capital to our operating fund to preserve our ability to operate until we are no longer needed.

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 inform the development of new programs/projects, 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 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 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, We don’t have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve

Financials

Community Soup Kitchen
Fiscal year: Jan 01 - Dec 31

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

10.89

Average of 43.69 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

1.9

Average of 3.1 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

13%

Average of 28% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Community Soup Kitchen

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Community Soup Kitchen

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

Community Soup Kitchen

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Community Soup Kitchen’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 -$4,653 -$50,501 $307,219 $154,969 -$219,843
As % of expenses -0.7% -6.2% 47.2% 21.9% -30.8%
Unrestricted surplus (deficit) after depreciation -$11,007 -$57,239 $296,406 $141,232 -$235,119
As % of expenses -1.6% -6.9% 44.8% 19.6% -32.2%
Revenue composition info
Total revenue (unrestricted & restricted) $684,593 $741,874 $910,405 $836,544 $550,352
Total revenue, % change over prior year 3.9% 8.4% 22.7% -8.1% -34.2%
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 0.2% 0.1% 0.1% 0.2% 0.2%
Government grants 0.0% 0.0% 4.4% 3.8% 0.0%
All other grants and contributions 99.6% 99.9% 95.4% 96.1% 97.0%
Other revenue 0.2% 0.0% 0.2% 0.0% 2.7%
Expense composition info
Total expenses before depreciation $678,606 $817,895 $650,960 $707,417 $714,349
Total expenses, % change over prior year 4.2% 20.5% -20.4% 8.7% 1.0%
Personnel 29.8% 25.2% 31.4% 33.1% 40.2%
Professional fees 1.2% 1.8% 5.9% 1.9% 1.8%
Occupancy 2.7% 2.3% 2.9% 2.8% 4.2%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.7% 0.0%
All other expenses 66.3% 70.7% 59.8% 61.5% 53.9%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $684,960 $824,633 $661,773 $721,154 $729,625
One month of savings $56,551 $68,158 $54,247 $58,951 $59,529
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $47,240 $0 $35,087 $0 $17,254
Total full costs (estimated) $788,751 $892,791 $751,107 $780,105 $806,408

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.7 1.3 4.2 4.9 1.9
Months of cash and investments 5.0 3.5 9.8 10.6 7.0
Months of estimated liquid unrestricted net assets 5.0 3.4 9.3 11.2 7.1
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $97,112 $85,580 $226,121 $287,713 $111,817
Investments $185,993 $151,266 $304,754 $338,054 $302,617
Receivables $0 $0 $50,000 $132,480 $40,554
Gross land, buildings, equipment (LBE) $268,026 $268,026 $281,653 $281,653 $298,907
Accumulated depreciation (as a % of LBE) 41.1% 43.6% 37.7% 42.6% 45.2%
Liabilities (as a % of assets) 2.3% 2.3% 10.9% 11.2% 6.1%
Unrestricted net assets $0 $382,587 $678,993 $820,225 $585,106
Temporarily restricted net assets $0 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 $0 $0 $0 $0 $0
Total net assets $439,826 $382,587 $678,993 $820,225 $585,106

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

Principal Officer

Mr. Gregory Wayne DePetris

David O'Sullivan has been our Executive Director for 29 years. He is also Co-Chair of the Greater New Haven Emergency Food Council and President of the "New Haven Cares" voucher program. He is a graduate of Dean Junior College and the University of Connecticut's Radcliff Hicks School of Agriculture.

Number of employees

Source: IRS Form 990

Community Soup Kitchen

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.

Community Soup Kitchen

Board of directors
as of 04/01/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Gregory DePetris

Broadhaven Capital Partners, Inc.

Term: 2024 - 2027

J Phillip Smith

Community Volunteer

Roger Astmann

Community Volunteer

John Doyle

Community Volunteer

Karen Downer Doyle

Bank of America

Laura Esparao

Community Volunteer

Charles Smith

Community Volunteer

Susan Redente

Thompson & Peck

Anne Peterson

Attorney

Stephen Holton

Rector Christ Church

David Crotta

Attorney

Merlyn LaPaix

Joint Commission Resources

Dan Stamper

Community Volunteer

Burton Alter

Retired Attorney

Sade Heard

Community Volunteer

Gabriela Garcia-Perez

Community Volunteer

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 ? 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

SOURCE: Self-reported; last updated 4/1/2024

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
Male
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/01/2024

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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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 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.