The Stop Community Food Centre
Toronto, ON M6H 4E1
Executive Director: Rachael Gray
Board President: Sean Caragata
Website: www.thestop.org
Charitable Reg. #: 11919 2763 RR0001
Charity Rating
Donor Accountability
Grade: B-
The grade is based on the charity's public reporting of the work it does and the results it achieves.Financial Transparency
Need for Funding
Spending Breakdown
Cents to The Cause
| ♦ | ♦ | ♦ | |
| 95¢ | |||
| 75¢ | |||
| avg | |||
| 65¢ | |||
| 50¢ | |||
| 2014 | 2015 | 2016 |
Full-time staff #25
Avg. Compensation $53,928
Top 10 Staff Salary Range
| $350k + | 0 |
| $300k - $350k | 0 |
| $250k - $300k | 0 |
| $200k - $250k | 0 |
| $160k - $200k | 0 |
| $120k - $160k | 0 |
| $80k - $120k | 1 |
| $40k - $80k | 9 |
| < $40k | 0 |
About The Stop Community Food Centre:
Founded in 1982, The Stop Community Food Centre strives to increase access to healthy food in a manner that maintains dignity, builds health and community and challenges inequality. The Stop combines emergency food delivery with a variety of community-building programs in its service area between Bloor and St. Clair Ave and between Runnymede Rd. and Dovercourt Rd. in Toronto’s West End.
The Stop provides frontline services to the community including a drop-in, food bank, perinatal program, community action program, bake ovens and markets, community cooking, community advocacy, sustainable food systems education and urban agriculture. The Green Barn at 601 Christie Street is a sustainable food production and education centre that houses a greenhouse, food systems education programs, a sheltered garden, community bake oven and compost demonstration centre.
In F2016, The Stop served over 56,700 meals and distributed over 9,200 food hampers to over 17,000 people. Its Urban Agriculture program provided more than 2,000kg of fresh produce. Its Community Advocacy Office, a peer-run project where community members help fellow community members, saw 2,200 visits. This charity strives to promote a support network among its clients; 80% of the clients feel that they belong to a community at The Stop. A successful program that has contributed to this sense of wellbeing is the volunteer-participant program, where those who benefit from The Stop give back their time to serve others.
Financial Review:
The Stop is a medium-sized charity with donations of $2.7m. In F2016, administrative costs were 10% of revenues and fundraising costs were 21% of donations. For every dollar donated, 69 cents goes to program expenditures, falling within Ci’s reasonable range. The Stop has funding reserves of $515k that cover 2 months of programs. This indicates that The Stop Community Food Centre needs funding.
This report is an update that is being reviewed by the charity. Changes and edits may be forthcoming.
Updated May 19, 2017 by Josh Lam.
Financial RatiosFiscal year ending August |
2016 | 2015 | 2014 |
|---|---|---|---|
| Administrative costs as % of revenues | 10.1% | 9.4% | 9.5% |
| Fundraising costs as % of donations | 21.3% | 21.3% | 21.4% |
| Program cost coverage (%) | 17.5% | 31.3% | 25.9% |
Summary Financial StatementsAll figures in $s |
2016 | 2015 | 2014 |
|---|---|---|---|
| Donations | 1,853,690 | 1,944,788 | 1,874,979 |
| Goods in kind | 484,205 | 462,958 | 591,373 |
| Government funding | 344,123 | 287,369 | 305,181 |
| Business activities (net) | 61,127 | 63,569 | 4,534 |
| Special events | 850,906 | 912,503 | 747,302 |
| Investment income | 28,394 | 25,195 | 31,687 |
| Total revenues | 3,622,445 | 3,696,382 | 3,555,056 |
| Program costs | 2,457,873 | 2,267,296 | 2,129,896 |
| Grants | 484,205 | 462,958 | 591,373 |
| Administrative costs | 361,497 | 345,089 | 332,957 |
| Fundraising costs | 575,953 | 608,344 | 560,781 |
| Cash flow from operations | (257,083) | 12,695 | (59,951) |
| Funding reserves | 514,965 | 854,167 | 704,404 |
For more information on Canadian charities, please visit www.charityintelligence.ca
The information in this report was prepared by Charity Intelligence Canada and its independent analysts from publically-available information. Charity Intelligence Canada and its analysts have made endeavours to ensure that the data in this report is accurate and complete but accept no liability. .
Comments added by the Charity:
The charity has provided these comments for a previous version. Updated comments may be provided shortly.
The Stop places great value on being accountable to all of its stakeholders, and believes Canadians should be able to access meaningful information that will help them make informed decisions about their charitable giving. While we support Charity Intelligence’s efforts to increase transparency and accountability in the charitable sector, we believe CI’s methodology is overly simplistic, and fails to reflect the complexity and value of the programs we provide. For this reason, we have chosen to pursue accreditation through Imagine Canada’s Standards Program.
We are always happy to respond to any queries about our organization and our programs. Our audited financial statements can be found on our website at www.thestop.org/resources.
Comments on Charity Intelligence’s methodology
Cash vs. accrual basis:
Charity Intelligence uses the cash basis of accounting to arrive at the numbers in its Summarized Financial Statements section, which involves removing some of our non-cash transactions. The cash basis of accounting is not an accepted method for preparing financial statements. The Stop uses the accrual basis of accounting, as required by the Canada Revenue Agency (CRA) and International Financial Accounting Standards. We have calculated the following surpluses using the legally required and accepted accounting principles:
2011: $75,861
2010: $48,472
2009: $38,427
Funding reserves:
To calculate the funding reserve, Charity Intelligence totals the amount of cash, bank accounts and term deposits an organization has on hand at the end of the year. The Stop uses the working capital calculation to assess its reserves. In 2010, that number was $337,420. This metric starts with cash, bank accounts and term deposits, but reduces that number by the outstanding amounts owing to suppliers and employees, and the amount that is restricted by funders for specific purposes. We believe that working capital more accurately demonstrates how much money we would have left after we fulfilled our required financial obligations.