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The Stop Community Food Centre

1884 Davenport Road
Toronto, ON M6H 4E1
Executive Director: Rachael Gray
Board President: Sean Caragata

Charitable Reg. #: 11919 2763 RR0001
Sector: Social Services - Food Bank (Multi-Service Agency)
Operating Charity

Results Reporting

Grade: B-

The grade is based on the charity's public reporting of the work it does and the results it achieves.

Financial Transparency

Audited financial statements for current and previous years available on the charity's website

Need for Funding

Funding Reserves Program Costs

Spending Breakdown

Cents to the Cause

2014 2015 2016
For a dollar donated, cents funding the cause after fundraising and admin costs, excluding surplus.

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
Information from most recent CRA Charities Directorate filings for F2016

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 Ratios

Fiscal year ending August
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 Statements

All figures in $s
Donations 1,853,6901,944,7881,874,979
Goods in kind 484,205462,958591,373
Government funding 344,123287,369305,181
Business activities (net) 61,12763,5694,534
Special events 850,906912,503747,302
Investment income 28,39425,19531,687
Total revenues 3,622,4453,696,3823,555,056
Program costs 2,457,8732,267,2962,129,896
Grants 484,205462,958591,373
Administrative costs 361,497345,089332,957
Fundraising costs 575,953608,344560,781
Cash flow from operations (257,083)12,695(59,951)
Funding reserves 514,965854,167704,404
Note: Ci recognizes revenue in the year received. The adjustment for deferred revenue and deferred capital funding reduced revenues by $297k in F2014. Revenues for the social enterprise are reported net of expenses.

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

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.

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