Texas County Food Pantry Inc
Nonprofit profile at a glance
- EIN
- 431566581
- IRS 990 coverage
- 2020–2024
- Forms available
- Form 990 2024
- Location
- Houston, MO, USA
- Phone
- 4179674484
- Rating
- 85
- Verdict
- STRONG
- Rating confidence
- Moderate
Reported finances
- Revenue
- $857,525
- Expenses
- $921,477
- Assets
- $827,087
- Liabilities
- $0
Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
7 people listed
Executive titles in this filing
- Laura J Crowley (Executive Director)
- Guy Ceplina (President, Board of Directors)
- Patrick Burton (Vice-President, Board of Directors)
Highest reported compensation
- Laura J Crowley (Executive Director): $27,969 total reported compensation
Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
To respond to the legitimate needs of the people who request assistance for the basic human needs of food, clothing, healthcare, and shelter.
What it reported doing in 2024
Emergency Assistance - Helped 282 persons with rent/mortgage, utilities, lodging, home repair, transportation, clothing, household and personal hygiene items, emergency supplies, birth certificates, ID cards, and GED fees using grant funds and donations. A thrift shop provides clothing and household items free to those in need and at a reasonable price to those who can afford to purchase. One SCSEP worker, with the help of 3 part-time employees, regularly scheduled volunteers, and numerous other volunteers sort, clean and display donated items for resale or give-away and operate the cash register. Thrift shop revenue is used for agency operation expenses. Unusable clothing is baled and trucked to a recycling center. One part-time employee handles client phone calls, sets up interviews, and maintains record keeping. The executive director sees all emergency assistance clients and makes approval decisions for client assistance, and vendor payments. A part-time finance officer maintains bookkeeping and writes grants. 890 additional volunteer hours were spent in coordinating, bell ringing, and money counting during the annual Salvation Army Red Kettle Campaign, for which our agency is the service unit for Texas County.
Operating model
- Revenue model
- Donor-supported. 98% of the money available for current operations came from contributions and gifts.
- Distribution model
- Grant intermediary. The nonprofit sent 76% of its reported program spending out as grants.
- Includes noncash contributions: Reported contributions include donated property or goods.
The verdict
STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Some filing-based governance responses are negative or unanswered and expenses are high relative to revenue.
Rating breakdown
- Financial Efficiency: 89
- Transparency & Controls: 88
- Accountability: 79
- Sustainability: 38
- Growth: 100
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 100%; rating input score 100
- Program expense ratio: 99.7%; rating input score 100
- Fundraising efficiency: Limited
Transparency & Controls
- Consistency checks: 92.3%; rating input score 92; 16th percentile among comparable filings
- Pay-setting controls: Limited
- Foreign activity oversight: Limited
- Grant itemization coverage: 100%; rating input score 100; 76th percentile among comparable filings
- Major donor itemization: Limited
- Related-party transparency: Limited
Accountability
- Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
- Governance controls: 4 of 8 controls in place; rating input score 50
- Conflict-of-interest policy: Fail
- Whistleblower policy: Fail
- Document-retention policy: Pass
- CEO compensation review process: Pass
- Other executive compensation review process: NotApplicable
- Form 990 shared with the board: Pass
- Board meeting minutes documented: Pass
- Audit committee oversight: Missing
- Independent financial-statement audit: Fail
Sustainability
- Operating margin: -7.5%; rating input score 20; 20th percentile among comparable filings
- Total-asset coverage ratio: 0.9; rating input score 39; 39th percentile among comparable filings
- Liabilities to assets ratio: 0; rating input score 91; 91st percentile among comparable filings
- Officer compensation ratio: 3%; rating input score 57; 57th percentile among comparable filings
Growth
- Program expense growth: 13% per year; rating input score 100; 71st percentile among comparable filings
- Revenue growth: 4.6% per year; rating input score 100; 41st percentile among comparable filings
- Asset growth: 0.4% per year; rating input score 100; 19th percentile among comparable filings
Details
- Where the money goes: 100% of revenue deployed · 99.7% of spending went to programs
- Governance: 6 of 6 board members independent · 4 of 8 filing controls reported
- Programs: 2 filed program accomplishments · $919K in reported program spending
- Leadership: top reported pay $28K · 7 people listed
- Consistency: 43 of 44 current checks pass · 1 finding to review
- Schedules: 5 filed schedules · includes grants
- Filing history: 4 filing years from 2020 to 2024
- Contacts: How to reach this organization
- Money network: 1 filed money-flow record
- Related organizations: Filed and resolved organization relationships.
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- Review — Accountability: Governance controls: 3 of 7 not reported.
- High — Sustainability: Operating margin scored 20/100.
- Moderate — Sustainability: Total-asset coverage ratio scored 39/100.
- Review — Transparency & Controls: Domestic grant itemization did not reconcile in the filed values.
- Review — Sustainability: Officer compensation ratio scored 57/100.