The Big Table
Serving Hope
The Big Table
EIN: 20-8931223
as of November 2024
as of November 11, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
We focus on those in crisis in the restaurant and hospitality industry - many of whom are the working poor. Statistics show that this one industry has the highest concentration of need because it collects all of our most vulnerable demographics. It is also the largest industry sector in the nation. Using existing relationships to identify, stabilize, and give long-term hope solves one of the most deadly risk factors for those most vulnerable... isolation. Leveraging a referral process that targets the most critical needs rapidly, ensures in a simple relational way the validity of the need, and changes the dynamics of the care relationship from the moment it begins.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Caring for those working in the hospitality industry
Coming alongside those working in restaurants and hotels and helping them not fall off the ledge.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people on the organization's email list
This metric is no longer tracked.Totals By Year
Population(s) Served
Low-income people, Working poor, Immigrants, Ex-offenders, Work status and occupations
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Average number of dollars per person served
This metric is no longer tracked.Totals By Year
Related Program
Caring for those working in the hospitality industry
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
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?
Big Table care starts with a referral that leads to initial crisis care in one of these five impact areas;
1. Housing Stability
2. Medical + Dental Care
3. Mental + Emotional Health and Life Coaching
4. Job Readiness
5. Addiction Recovery
Strategically, we catch people before they fall off the ledge into financial and emotional devastation. Caring for people before the crisis and level of assistance needed becomes unmanageable, allows us to help far more individuals and families, and radically increases the chances of long-term success.
We pair this crisis care with ongoing relational coaching and mentoring that builds on the initial crisis to support long-term hope, resilience, and capacity.
What are the organization's key strategies for making this happen?
We start not with a request from the person in crisis, but with a referral from someone close to them - often a manager or colleague who sees this need.
This referral allows us to:
1. target the most critical needs quickly through the community around them
2. identify those who are striving to succeed, and ensure the validity of the need
3. change the power dynamics and shame present when someone asks for help themselves
When a referral is received, we meet in person over coffee (whenever possible) with the person referred to begin crisis support and relational care. We do not ask referees to come to our office or fill out forms. Our ultimate goal is to cultivate ongoing relationships that create opportunities for connection, fostering authentic transformation.
What are the organization's capabilities for doing this?
Big Table has a well-developed cadre of resources to contribute to the success of our mission.
In addition to our Headquarters team in Spokane, WA, we have well-trained administration and care teams established in each city (Spokane, San Diego, Nashville, and Colorado Springs) who bring a wealth of professional experience to the work they do. Care Engagement Coordinators invest in those referred to Big Table through conversation and encouragement, working with them through crisis to help navigate barriers and/or apply for other resources to accomplish individualized goals.
To support further transformation, Big Table recruits and trains volunteer coaches in specific growth areas dedicated to building capacity in an individual’s life. These coaches mentor care recipients and model accountability and community while simultaneously celebrating victories. We also have volunteers who donate a range of tangible goods, including home supplies, furnishings, clothing, and even cars to provide care recipients with everything they need to thrive.
Community partnerships are a cornerstone in building capacity and providing holistic care to those in need. Big Table has strategically partnered with other organizations in each city to support families across all five of our impact areas. Additionally, we have a broad and sustainable funding base of individual donors, foundations, corporate partners, faith-based communities, and the industries we support.
What have they accomplished so far and what's next?
We have filled a gap that wasn't previously filled by a charity. Instead of focusing on a cause, we are focusing on a high-risk population - who are working - but who often fall in the "working poor" category. We continue to be the only non-profit that provides financial help coupled with long-term relational coaching to the restaurant and hospitality industry. We have helped thousands of people over the past decade and continue to receive referrals on a daily basis from all over the country. Our long-term goal is to expand to 7 more cities by 2029.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.55
Months of cash in 2023 info
8
Fringe rate in 2023 info
15%
Funding sources info
Assets & liabilities info
Financial data
The Big Table
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 The Big Table’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $5,460 | $1,128,533 | $102,656 | -$261,507 | -$221,255 |
As % of expenses | 0.5% | 60.2% | 4.5% | -13.3% | -9.6% |
Unrestricted surplus (deficit) after depreciation | $1,683 | $1,124,580 | $97,590 | -$266,196 | -$226,749 |
As % of expenses | 0.1% | 59.9% | 4.3% | -13.5% | -9.8% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,129,306 | $3,002,031 | $2,378,670 | $1,883,587 | $2,105,131 |
Total revenue, % change over prior year | 25.7% | 165.8% | -20.8% | -20.8% | 11.8% |
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 | 0.2% | 0.3% | 0.7% | 0.5% | 2.2% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 99.8% | 99.7% | 99.2% | 99.7% | 97.8% |
Other revenue | 0.0% | 0.0% | 0.0% | -0.2% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,123,846 | $1,873,498 | $2,276,014 | $1,968,864 | $2,299,146 |
Total expenses, % change over prior year | 36.9% | 66.7% | 21.5% | -13.5% | 16.8% |
Personnel | 69.8% | 50.6% | 60.6% | 68.7% | 67.5% |
Professional fees | 0.1% | 0.3% | 1.4% | 3.5% | 4.0% |
Occupancy | 4.9% | 3.5% | 3.8% | 5.8% | 5.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 25.2% | 45.6% | 34.2% | 22.0% | 23.4% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,127,623 | $1,877,451 | $2,281,080 | $1,973,553 | $2,304,640 |
One month of savings | $93,654 | $156,125 | $189,668 | $164,072 | $191,596 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $6,661 | $7,838 | $7,735 | $7,245 | $0 |
Total full costs (estimated) | $1,227,938 | $2,041,414 | $2,478,483 | $2,144,870 | $2,496,236 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 3.1 | 13.1 | 9.4 | 10.7 | 8.0 |
Months of cash and investments | 3.1 | 13.1 | 9.4 | 10.7 | 8.0 |
Months of estimated liquid unrestricted net assets | 2.4 | 8.6 | 7.6 | 7.1 | 4.9 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $285,757 | $2,048,853 | $1,779,824 | $1,752,894 | $1,525,289 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $49,706 | $57,364 | $64,732 | $66,050 | $66,050 |
Accumulated depreciation (as a % of LBE) | 38.8% | 40.2% | 42.9% | 40.2% | 48.5% |
Liabilities (as a % of assets) | 21.9% | 34.1% | 19.0% | 45.2% | 50.1% |
Unrestricted net assets | $252,546 | $1,377,126 | $1,474,716 | $1,208,520 | $981,771 |
Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $252,546 | $1,377,126 | $1,474,716 | $1,208,520 | $981,771 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director & Founder
Kevin Finch
Kevin moonlighted as a restaurant critic for the Spokesman-Review, The Inlander, and Spokane Coeur d’Alene magazine for ten years. Writing about people in the restaurant and hospitality industry triggered his “spidey” sense that there is a massive amount of unmet need hidden behind the smiles of those working in the industry. His day job then was that of a pastor, but when he discovered that this title was an instant barrier for many people working in the industry, he quit his day job to launch Big Table in 2009. He graduated from Seattle Pacific with an English degree and Princeton with a Masters in Divinity.
Thankfully, Kevin gets energy from being with people and truly loves food in almost any form. Finding a great hole-in-the-wall ethnic restaurant or discovering a secret recipe for… anything… make his eyes dance.
Associate Executive Director
Jill Lemon
Jill joined the Big Table team in 2011. She is the organizational virtuoso behind Big Table’s growth and expansion and now manages our vibrant city teams as our Associate Executive Director. She is a graduate of WSU’s hospitality business program. Jill and her husband Jamie (a gifted architect) have three boys – technically now all young adults.
Jill laughs easily, is gracious and direct in tough conversations, and gives thoughtful gifts. She thinks tacos are always a good idea and is a big fan of fresh crab. At 10 am every morning, Jill opens a can of Coke. Not Pepsi. Not Diet Coke. Coke. Challenging days are often an excuse for a second can.
Number of employees
Source: IRS Form 990
The Big Table
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
The Big Table
Board of directorsas of 06/24/2024
Board of directors data
Stacey Smith
Whitworth University
Term: 2020 - 2026
Tim Suor
Habor Foods Sales Manager
Term: 2019 - 2026
Paul Cunningham
Mark Patrick
Stacey Smith
Tim Suor
Myra McCoy
Sarah Worley
Jan Baltzer
Grant Erickson
Jeff Johnson
Edwin Hill
Robin Henager-Greene
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 ? 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
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:
The organization's co-leader identifies as:
Race & ethnicity
No data
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 06/28/2022GuideStar 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
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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 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.
- 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.