Long Island Cares, Inc.
Because it takes more than food to feed the hungry
Long Island Cares, Inc.
EIN: 11-2524512
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Hunger and Food Insecurity and its root causes on Long Island, Nassau and Suffolk counties, New York.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Harry Chapin Food Bank Emergency Food Distribution
Distributing over 14 million pounds of food to a network of over 340 member agencies in Nassau and Suffolk counties that are operating more than 500 programs including food pantries, soup kitchens, shelters, senior nutrition sites, day care centers, congregate sites for the disabled.
Mobile Food Assistance Unit MFAU (formerly MORE)
The Long Island Cares Mobile Food Assistance Unit MFAU (formerly MORE) provides information, referral assistance, and emergency food to communities across Long Island. The MFAU van delivers food directly where people need it, helping ease the burden of getting to a pantry for assistance.
Created in 2010 in partnership with the Richard K. Mellon Family Foundation, the MFAU van is the first program of its kind. Designed to enhance and supplement the services provided by our member agency network, these custom-converted vans travel throughout Nassau and Suffolk Counties, New York.
Pack It Up For Kids
Providing nutritious, easy-to-prepare food for children in the free or reduced lunch program when school is not in session such as week-ends and holidays. Packs are discreetly distributed and placed in the child's own backpack or school bag.
Kids Cafe
After School Food and Mentoring Program where children under the supervision of trustworthy staff get involved in educational, recreational and social activities and receive nutrition education and a balanced meal.
VetsWork
A program working directly with unemployed veterans and employers to make employment matches. Skills assessment, resume writing and interviewing skills are all included in this program.
Just Say Yes to Fruits and Vegetables!
A nutrition education program available to low-income families. It is designed to prevent overweight and obesity and reduce long term chronic disease risks through the promotion of increased fruit and vegetable consumption.
New Paths To Achievement Career and Personal Development
This program helps individuals develop skills needed to become empowered and self-sufficient in their everyday life. Topics in this program include: stress management, anger management, assertiveness, communication skills, budgeting, family dynamics and development, self-esteem.
Hunger 101
Hunger 101 is a role play and discussion activity that raises awareness and further understanding of hunger and its many causes. It is used effectively in schools, universities, community and professional organizations, in the workplace and in faith-based groups.
School Pantry Program
Delivers food via a mobile pantry model to schools where at least 50% of the children are enrolled in the free or reduced lunch program. Food is delivered after school hours or on week-ends and distributed to parents.
Hope for The Homeless
Part of the Mobile Outreach and Resource Enterprise (M.O.R.E.) Program this mobile outreach unit provides outreach and food assistance to homeless individuals and families in need of help. Food, social service benefit assessments and other referral services are provided. This unique program is the only program on Long Island directly serving the street homeless.
First Stop Pantries
On-site food pantries located at Long Island Cares 5 satellite locations in Bethpage, Freeport, Lindenhurst, Hampton Bays, Huntington Station, and coming in the Spring of 2024 - Valley Stream. These pantries are designed to help first time pantry users by providing 10 days worth of food and guidance in navigating the food pantries available to them in their own communities. Assessments and referrals for other eligible benefits are also provided.
Baxter’s Pet Pantry
Operated by Long Island Cares, Inc. – The Harry Chapin Regional Food Bank, which was developed in partnership with the Animal Relief Fund Inc. (ARF), Baxter's Pet Pantry makes free pet food and pet supplies available to pet-owning families in need in Nassau and Suffolk Counties, New York. The pet food and supplies are donated by ARF, individuals, and many pet food corporations.
Where we work
Awards
Best Local Charity on Long Island 2010
Long Island Press
Hunger's Hope Award for Agency Capacity 2011
Feeding America
Affiliations & memberships
Feeding America - Affiliate 2023
Better Business Bureau Wise Giving Alliance - Organization 2023
Chairty Navigator - 4-star 2023
GuideStar - Platinum Level 2023
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of veterans served at our satellite locations
This metric is no longer tracked.Totals By Year
Population(s) Served
Veterans
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
In 2023, there were 2,126 veterans registered to attend Military Appreciation Tuesdays at our satellite locations.
Total pounds of food rescued
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
In 2023, we rescued a total of 3,817,771 pounds of food and other products through our Retail Donation Program.
Total pounds of food distributed
This metric is no longer tracked.Totals By Year
Related Program
Harry Chapin Food Bank Emergency Food Distribution
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
In 2023, Long Island Cares distributed a total of 14,527,093 pounds of food and other products to our network of member agencies.
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?
Alleviating hunger where ever present and preventing hunger whenever possible; help create a better quality of life for people in poverty who are hungry and food insecure; debunk myths about the causes and consequences of hunger; address whenever possible the systemic causes of hunger.
What are the organization's key strategies for making this happen?
Focus on the systemic causes of hunger; bring more direct services to those who are hungry and food insecure; provide better access in the community by having a storefront presence in at-risk communities; and provide not just food but workforce training, career and personal development training and other skills training to help families become self-sufficient.
What are the organization's capabilities for doing this?
Long Island Cares has a skilled professional staff with many years of human services experience. Long Island Cares is the contract administrator for the New York State Department of Health's Hunger Prevention and Nutrition Assistance Program (HPNAP) and has held the contract since 1999. Long Island Cares is also the contract administrator the The Emergency Food Assistance Program (TEFAP) of the USDA. Long Island Cares is a member of Feeding America and is in compliance with all 22 charitable accountability standards as set forth by the BBB.
In 20011 Long Island Cares won Feeding America's Hunger's Hope Award for Agency Capacity for it's Mobile Outreach Resource Enterprise (M.O.R.E.) Program the first of its kind in the Feeding America's network of 200 Food Banks.
What have they accomplished so far and what's next?
Long Island Cares continues to expand direct services and expand the role of the food bank in the community.
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, To understand people's needs and how we can help them achieve their goals
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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 demographics (e.g., race, age, gender, etc.), 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 tell the people who gave us feedback how we acted on their feedback
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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, It is difficult to get honest feedback from the people we serve
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
3.08
Months of cash in 2022 info
3.8
Fringe rate in 2022 info
25%
Funding sources info
Assets & liabilities info
Financial data
Long Island Cares, Inc.
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 Long Island Cares, Inc.’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 | 2022 |
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Unrestricted surplus (deficit) before depreciation | $328,438 | $635,557 | $571,400 | $6,956,670 | -$434,494 |
As % of expenses | 2.3% | 3.9% | 2.8% | 22.4% | -1.6% |
Unrestricted surplus (deficit) after depreciation | $40,522 | $344,287 | $288,398 | $6,632,200 | -$885,085 |
As % of expenses | 0.3% | 2.1% | 1.4% | 21.1% | -3.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $14,440,886 | $16,866,837 | $20,709,896 | $37,878,292 | $27,322,521 |
Total revenue, % change over prior year | -6.9% | 16.8% | 22.8% | 82.9% | 0.0% |
Program services revenue | 5.2% | 4.9% | 5.3% | 4.3% | 4.4% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.5% | 0.3% | 0.3% | 0.3% | 0.0% |
Government grants | 17.7% | 14.1% | 14.6% | 5.4% | 21.5% |
All other grants and contributions | 76.6% | 80.6% | 79.8% | 90.1% | 73.5% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.6% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $14,282,409 | $16,153,489 | $20,185,838 | $31,088,191 | $27,615,223 |
Total expenses, % change over prior year | -4.8% | 13.1% | 25.0% | 54.0% | 0.0% |
Personnel | 19.6% | 18.7% | 16.4% | 13.4% | 17.9% |
Professional fees | 1.1% | 1.3% | 1.4% | 0.9% | 2.0% |
Occupancy | 1.4% | 1.5% | 1.3% | 1.6% | 3.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.6% | 0.5% | 0.6% | 1.2% | 0.7% |
All other expenses | 77.2% | 78.0% | 80.3% | 82.9% | 76.4% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2022 |
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Total expenses (after depreciation) | $14,570,325 | $16,444,759 | $20,468,840 | $31,412,661 | $28,065,814 |
One month of savings | $1,190,201 | $1,346,124 | $1,682,153 | $2,590,683 | $2,301,269 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $811,828 | $962,117 |
Total full costs (estimated) | $15,760,526 | $17,790,883 | $22,150,993 | $34,815,172 | $31,329,200 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2022 |
---|---|---|---|---|---|
Months of cash | 3.6 | 3.2 | 2.0 | 2.9 | 3.8 |
Months of cash and investments | 5.4 | 4.7 | 3.4 | 4.0 | 5.2 |
Months of estimated liquid unrestricted net assets | 5.0 | 4.7 | 4.0 | 5.0 | 5.7 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2022 |
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Cash | $4,293,555 | $4,249,968 | $3,392,254 | $7,614,211 | $8,772,271 |
Investments | $2,128,292 | $2,018,567 | $2,342,637 | $2,697,966 | $3,283,845 |
Receivables | $151,037 | $156,974 | $820,472 | $3,290,087 | $2,528,990 |
Gross land, buildings, equipment (LBE) | $4,694,840 | $4,749,858 | $4,980,581 | $5,792,409 | $6,975,369 |
Accumulated depreciation (as a % of LBE) | 35.3% | 38.7% | 42.5% | 42.2% | 42.4% |
Liabilities (as a % of assets) | 9.1% | 9.0% | 10.3% | 10.3% | 20.8% |
Unrestricted net assets | $8,948,314 | $9,292,601 | $9,580,999 | $16,213,199 | $17,226,603 |
Temporarily restricted net assets | $460,144 | $322,693 | N/A | N/A | N/A |
Permanently restricted net assets | $75,000 | $75,000 | N/A | N/A | N/A |
Total restricted net assets | $535,144 | $397,693 | $666,805 | $791,200 | $797,060 |
Total net assets | $9,483,458 | $9,690,294 | $10,247,804 | $17,004,399 | $18,023,663 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Mr. Paule T. Pachter ACSW, LMSW
Mr. Pachter is a graduate of the Adelphi University School of Social Work and has held several positions within Long Island’s human services community including Deputy Commissioner of the Nassau County Department of Mental Health, Mental Retardation and Developmental Disabilities. He is credited with influencing the passage of New York State’s social work parity legislation, and in 1985, Mr. Pachter was selected “Nassau County Social Worker of the Year” by the NASW Nassau Division. Mr. Pachter is currently a member of the Board of Directors of the Long Island Association; he is also a 2006 recipient of the New York State Liberty Medal, the state’s highest honor for his work in the relief efforts associated with Hurricane Katrina. As part of his vision, Pachter has redefined the role of a food bank to offer more direct services bringing Long Island Cares in closer contact with people in need, expanding mobile operations and building a network of community resources
Number of employees
Source: IRS Form 990
Long Island Cares, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Long Island Cares, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Long Island Cares, Inc.
Board of directorsas of 02/23/2024
Board of directors data
Mr. David Herold
Certilman, Baylin, Adler & Hyman, LLP.
Brian Seidman
Retired
Jim Lennon
Jim Lennon Photographer
Diana Cecchini
Korg USA
Michael Deering
LIPA
Larry Dunn
Island Federal Credit Union
Alan Fromm
Amneal Pharmaceuticals
Dave Herold
Certilman Balin Adler & Hyman
Carolyn Mazzenga
Marcum LLP
Marc Perez
Bank of America
Dan Seigel
Lifetime Brands
Jeff Yablon
Hauppauge School District
Sandy Chapin
The Harry Chapin Foundation
Melissa Buonadonna
Buonadonna ShopRite, LLC
Michael Bohlsen
Bohlsen Restaurant Group
Andrea Rothchild
Newsday
Anthony Simeone
Ridgewood Savings Bank
Tracey Cullen
King Kullen
Lyle C. Mahler
Farrell Fritz, P.C.
Stephen Mucciolo
D'Addario & Company
Lisa Santeramo
Cathlolic Health Services of Long Island
Sara Siddiqui, M.D.
NYU Langone Huntington Medical Group
Elizabeth Wellington
Wellie Transporter
Brittany Walker
Walker SCM
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? 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
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 01/19/2023GuideStar 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 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.
- 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- 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.