COMMUNITY ACTION PARTNERSHIP OF KERN

Transcription

1 COMMUNITY ACTION PARTNERSHIP OF KERN General Information Contact Information Nonprofit COMMUNITY ACTION PARTNERSHIP OF KERN Address 5005 Business Park North Bakersfield, CA Phone (661) Fax Web Site Web Site Facebook Facebook Twitter Twitter At A Glance Former Names Organization's type of tax exempt status Organization received a competitive grant from the community foundation in the past five years Community Foundation staff conducted a site visit? Kern County Economic Opportunity Corporation (KCEOC) Public Supported Charity 1

2 Other ways to donate, support, or volunteer There are various ways to donate to CAPK: 1) Monetarily; 2) In Kind; or 3) By Volunteering. 1. Monetary Donations You can donate through CAPK s website, capk.org, by clicking on the Donate button and filling out the required donor/credit card information on this site. You can also send or deliver a check to Community Action Partnership of Kern, 5005 Business Park North, Bakersfield, CA 93309, Attn: Accounting. You can make a general donation or designate a specific program (Food Bank, etc.) on the memo line of your check. 2. In-Kind Gifts - The CAPK Food Bank holds highly publicized Food Drives throughout the year to collect canned and boxed food for our community s hungry residents. Please call (661) to ask about an upcoming food drive or about how to make a bulk donation of food. For other programs, visit capk.org > Programs, and click on a particular program link to find out specific needs for supplies/materials. 3. Volunteering: Many CAPK programs rely on the help of generous community volunteers. VITA (661) : The Volunteer Income Tax Assistance Program needs volunteers to assist with free tax preparation during tax season. VITA volunteers must complete an orientation and tax preparation training before they can assist clients with their taxes. This program is great for people who love numbers and want to acquire a new marketable skill. The Food Bank (661) : The Food Bank recruits volunteers year round to assist with food collection, sorting, packaging and distribution. Youth Programs: The Friendship House Community Center in Southeast Bakersfield (661) and the Shafter Youth Center in Shafter (661) offer the rewarding opportunity to work with youth. Telephone Referrals and Service Linkage: Kern is a great opportunity for those who want to help link callers with important social services in Kern County. Spanish-English bilingual volunteers are highly needed. Please call (661)

3 Statements & Search Criteria Statements Mission Statement Community Action Partnership of Kern shall provide and advocate for resources that will empower Kern County residents to become self-sufficient. Background Statement Community Action Partnership of Kern was founded in 1965 as the local federally designated Community Action Agency in the fight against poverty in Kern County. CAPK was established with funding under the Economic Opportunity Act of 1964, in a period of great social change during the Civil Rights decade of the 1960's. The agency s vision is rooted in the Community Action Promise that: Community Action changes people s lives, embodies the spirit of hope, improves communities, and makes America a better place to live. We care about the entire community, and we are dedicated to helping people help themselves and each other. CAPK assists over 90,000 unduplicated low-income individuals and families annually through: Head Start; Early Head Start; Parent and Family Engagement; CAPK's Food Bank Network of some 110 distribution/pantry sites; Kern Social Service Helpline; Women, Infants & Children (WIC) Nutrition Program; Migrant Childcare Alternative Payment (MCAP) Program; Green Energy Program (including energy assistance and weatherization); HIV/AIDS Prevention and Testing; Shafter Youth Center in Shafter; Friendship House Community Center in Southeast Bakersfield; Volunteer Income Tax Assistance (VITA); East Kern Family Resource Center in the desert community of Mojave; and Kern Food Policy Council. CAPK also has a solid online presence through its website, and its Facebook pages for the organization, and the CAPK Food Bank, Impact Statement CAPK serves Kern s residents via an integrated network of services. Some noteworthy accomplishments in the past year, and goals for the coming year include: The Food Bank increased its capacity to store fresh/frozen foods thanks to an additional 2,250 sq.ft. of walk-in refrigerator and freezer space. The added capacity allowed it to increase the amount of produce distributed to hungry families by 55%, and to accept a major donation of meat from more than 200 heads of livestock auctioned at the 2013 Kern County Fair. In 2014, the Food Bank will be able to store and distribute more fresh/frozen produce, meat and dairy products because of these infrastructure improvements. The VITA program completed 3,962 free tax returns for Tax Year 2012, stimulating the local economy in 2013 with some $6 million dollars from recovered returns. However, the program has seen a large reduction of federal funds from the IRS for TY 2013 (2014 tax season), and CAPK s goal is to keep the program viable by procuring funding from alternative sources. In 2013, CAPK was one of only five Community Action Agencies in the nation to receive a technical assistance grant from the Corporation for Economic Development to learn how to better provide financial empowerment services to Head Start families. Throughout 2014, CAPK will learn new ways to help Head Start parents access VITA, energy assistance, banking and other financial services to help them become self-sufficient. In partnership with The California Endowment and United Way, CAPK launched the Kern Food Policy Council in 2013, as a forum for representatives from many sectors of the community to come together for the purpose of ending chronic hunger in Kern County. CAPK plans to launch the Food Policy Council s website in late CAPK s East Kern Family Resource Center opened in Mojave in The center will go on serving East Kern s vulnerable families via linkage to Head Start, WIC and other programs. 3

4 Needs Statement 1. CAPK VITA Program: $61,000 to help fund the Volunteer Income Tax Assistance Program for Tax Year 2013 (Tax Season ending April 15, 2014). There is currently no funding for Kern County from the Internal Revenue Service, and donor funds will go a long way toward helping to pay for 2 Staff, program materials and the costs of volunteer recruitment and training. 2. CAPK Food Bank: $264,000 needed to install solar panels on the roof of the Food Bank. The Solar Energy Project would help the Food Bank offset high electricity costs ($1 million over a 30-year period), and moneys could be reinvested into the purchase, transport and distribution of food for Kern County s hungry and food insecure residents. 3. CAPK Food Bank: $100,000-$120,000 for the purchase of an approx. 20-foot box truck with refrigeration capabilities to transport fresh and frozen foods to and from the Food Bank. A new truck is needed that will comply with stricter California emissions standards. 4. Friendship House Community Center: $46,400 still needed to meet the Capital Campaign goal of $125,400 for The Quad : an 11,000 sq.ft. gathering spot with landscaping and picnic tables. 5. Volunteering with Youth: Please call CAPK s Friendship House at (661) or Shafter Youth Center at (661) CEO/Executive Director Statement CAPK is a unique and special organization serving all areas of Bakersfield and Kern County. Due to our large size (12 programs, 700 employees, 18 owned properties, 42 Head Start Centers, and a network of 110 Food Bank pantries and commodity distribution sites in partnership with other nonprofits), we are able to serve every city, town and hamlet throughout Kern s 8,200 square miles. To reach many of our community s most hard to serve residents in areas deemed too small to serve by other organizations, we have utilized mobile office units to ensure they receive the assistance and care they need. Our agency is an active participant in such community-building efforts as the Kern County Homeless Collaborative, the Kern Food Policy Council and the Early Childhood Council of Kern. As an organization, CAPK is highly visible and transparent. Our annual detailed audits are reviewed and vetted publicly by our 15-member Board of Directors, which is made up of three equally represented sectors of the community: Elected officials; Private Industry; and Low-Income. Monthly Board of Director meetings are open to the public and follow the California open meeting law. This results in an operation that is a gold standard and beyond reproach when it comes to properly tracking and disseminating public and donated funds. CAPK is committed to the promise of Community Action, which changes people's lives, embodies the spirit of hope, improves communities and makes America a better place to live. We care about the entire community, and are dedicated to helping people help themselves and each other. Kern continues to be negatively impacted by harsh economic downturns, high levels of poverty manifested by food insecurity, inadequate housing, poor health conditions, elevated crime rates, and low educational attainment. We are committed to alleviating the needs of Kern s most vulnerable residents. We believe in providing services that will improve the quality of life and offer individuals and families opportunities for growth. Recent economic challenges have resulted in drastic budget reductions to many of the programs offered by CAPK and its partners. To continue our efforts, it is imperative that we review how we operate, re-examine our priorities and strategies, and strive to be innovative in the use of our resources and delivery of services. We must explore new opportunities within our core programs, call upon community leaders from the private sector, government and philanthropy to take action and become engaged in solving our community s most pressing issues together. Service Categories Child Day Care Emergency Assistance (Food, Clothing, Cash) Family Services Areas of Service Areas Served 4

5 Areas Arvin Bakersfield Bodfish Boron Buttonwillow Caliente California City Cantil Delano Edison Edwards Fellows Frazier Park Glennville Inyokern Keene Kern County Kernville Kern River Valley Lake Isabella Lamont Lebec Lost Hills Maricopa Mc Farland Mc Kittrick Mojave Onyx Pine Mountain Club Red Mountain Ridgecrest Rosamond Shafter Taft Tehachapi Tupman Wasco Weldon Wofford Heights Woody 5

6 As its name implies, Community Action Partnership of KERN primarily serves Kern, California's third largest county, with an area of some 8,200 quare miles. However, thanks to child-focused programs such as Head Start and Migrant Childcare Affordable Payment, CAPK is able to stretch its service footprint to Kings, Tulare, Fresno, Madera, Merced, and San Bernadino counties as well, thereby making a significant impact throughout Central/Southern California. CAPK is headquartered in Bakersfield. 6

7 Programs Programs Food Bank Description The Food Bank was founded in 1982 to meet the food and nutritional needs of the economically disadvantaged residents of Kern County. The primary purpose of the Food Bank is to acquire food to alleviate hunger in Kern County, simply because no one should go hungry. In 2012, the Food Bank distributed over 6.1 million pounds of food to 130,000 individuals. The Food Bank partners with an extensive network of over 100 pantry and United States Department of Agriculture (USDA) commodity sites and 20 referral agencies and hundreds of volunteers. The Food Bank is a first responder to disasters and county-wide emergencies. Budget $750, Category Population Served Short Term Success Long term Success Program Success Monitored By Examples of Program Success Food, Agriculture & Nutrition, General/Other Food Distribution Families, Poor,Economically Disadvantaged,Indigent, Unemployed, Underemployed, Dislocated Provide 130,000 food insecure individuals, children, and families with nutritious foods to supplement their monthly needs. The Food Bank continues to make a conscious effort to reduce the amount of empty calories distributed to clients. Efforts have led to sustained partnerships with providers of fresh produce and other perishable food items. On average, the Food Bank distributes over 2 million lbs of perishable food to children and families. The Food Bank measures program success by the number of individuals and families served and the pounds of food distributed throughout Kern County. The number of pounds distributed is an important factor as the number of individuals and families served is relative to the average food bag. The average food bag provided to families is between 25 to 30 pounds of food for a family of four (4). For families of 5 or above, the food bag averages between 50 and 70 pounds of food. A meal consists of: rice, beans, canned fruit, vegetable, meats, sauces, canned beef stew, peanut butter, and frozen meat, etc and is supplemented by local donations of bread and other fruit. Last year, the Food Bank distributed roughly 6.1 million pounds of food to some of Kern County's most vulnerable populations. Distribution sites are located throughout all of Kern County including Arvin, Lamont, Shafter, Caliente, Wasco, Tehachapi, Ridgecrest, Taft, Frazier Park, Delano, McFarland, California City, Lost Hills and elsewhere. Additionally, the Food Bank is a receipient of the Kern Council of Governments Regional Award of Merit for Community Involvement as a result of the success of the monthly resource fairs. The resource fairs provide upwards of 1,500 low-income residents annually, easy access to the continuum of services in the community through a partnership with 14 health and social service organizations. 7

8 Friendship House Community Center Description The Friendship House provides educational and recreational services to children from low-income families, such as afterschool and summer programs, as well as resources for the entire community, including plans for medical services, food distribution, job training and an outreach center. Budget $125, Category Population Served Short Term Success Long term Success Program Success Monitored By Examples of Program Success Community Development, General/Other Community Development, General/Other Families, Poor,Economically Disadvantaged,Indigent, K-12 (5-19 years) The Friendship House will improve lives, providing social support, and empowering the residents of southeast Bakersfield through intervention, advocacy, and education, to promote well-being and independence for youth and their families. The CAPK Friendship House Community Center (FHCC) was established in 1957 as a 501(c) 3 non-profit and was acquired by CAPK in Over its 55 year history, the FHCC has been a staple in Southeast Bakersfield providing services for children, adults, and seniors. In 2011, the FHCC was reopened for the first time in five years with a newly constructed 13,000 sq feet facility. The Center is open Monday-Friday 9am-6pm and Saturdays from 10am-2pm. The FHCC offers indoor and outdoor recreational opportunities and services for persons of all ages including children and families. Services include a Women, Infant and Children (WIC) office, twice a month emergency food distributions, indoor basketball, a computer training class for adults, Zumba fitness, a community garden with access to organically grown fruits and vegetables, and after-school tutoring program through Bright Sky learning, teen pregnancy prevention instruction, and homework assistance. Services are provided free of charge. Attendance numbers at Friendship House events. Education and employment levels in southeast Bakersfield. Health and nutrition of residents of southeast Bakersfield. Many great community activities including an after school program, food distribution, WIC services, resource fairs, girl scouts programs and more. In 2011, FHCC had 102 children enrolled in the after-school program and 106 youth attended the 2012 summer program. 8

9 Shafter Youth Center Description In December 2003, the CAPK Shafter Youth Center (SYC) was established through a $1.3 million grant from the California Youth Authority and a $249,000 match and a land donation from the City of Shafter. The Center provides services to low-income youth ages Current SYC programs include an after-school program that provides a welcoming environment for community youth to feel safe and participate in daily activities such as homework assistance, tutoring, arts and crafts, a reading program, hands-on computer lab activities, a Wii Stay Fit fitness program, and recreational sports. In addition, the program offers a summer program, Information and Education (teen pregnancy prevention program), and a monthly commodities distribution. The Center is open Monday-Friday 8am-5pm. Services are provided free of charge. Budget $150, Category Population Served Youth Development, General/Other Youth Leadership K-12 (5-19 years), At-Risk Populations, Families Short Term Success At least 150 youth will enroll into the after-school and summer program at the Shafter Youth Center. Over 1,700 hours were volunteered by youth and parents. Long term Success Program Success Monitored By Examples of Program Success Children and youth are provided with positive youth development activities that reduce juvenile delinquency, promote attaining a quality education, and support the personal development and growth into self-sufficient, responsible adults. Attendance is an important factor to success. In order to provide youth with a quality after-school and summer experience, staff must find fun and exciting ways to grab and retain the child/youth's attention so that they keep coming back. In 2011, 133 youth were enrolled at the Center and 1,716 hours were volunteered by youth and parents. In addition, 75 youth enrolled into the 2012 SYC Summer Program which included serving at least 50 breakfasts and 65 lunches each day to community youth. 9

10 Volunteer Income Tax Assistance (VITA) Description In 2006, CAPK began operating the Volunteer Income Tax Assistance (VITA) program which provides free tax preparation assistance to Kern residents. In connection with the VITA program, CAPK has also operated a financial literacy and Individual Development Account (IDA) program, administered an Earned Income Tax Credit (EITC) outreach program, and has operated a Tax Credit for the Elderly (TCE) program. The VITA program provides tax preparation services year round. During the 2012 tax season, the program e-filed 4,233 returns. Budget $130, Category Population Served Short Term Success Long term Success Program Success Monitored By Examples of Program Success Human Services, General/Other Financial Counseling General/Unspecified, Migrant Workers, The program's short term success is determined by the number of tax returns filed, volunteer hours donated, and ITIN applications completed. The program's long-term success is chararterized by the dollars that it is able to bring back to the Kern economy through the tax preparation services. Over the last tax season, the CAPK VITA program was able to increase the total EITC refunds awarded to applicants by $354,392 and total federal refunds by $214,211. The overall effectiveness of the VITA program is measured by achieving the set number of filed tax returns, the results of the client satisfaction surveys, and the return on investment provided by the tax returns prepared and filed by the VITA program. CAPK VITA has received a number of service recognitions from the State Franchise Tax Board and the IRS positioning the program as a viable community service. 10

11 Leadership & Staff CEO/Executive Director Executive Director Jeremy T. Tobias Term Start Jan Experience Jeremy Tobias was appointed Executive Director of Community Action Partnership of Kern in January of A graduate of San Diego State University, where he majored in Geography, with an emphasis on Urban Planning and Transportation Planning, Mr. Tobias began his career as a city planner for municipal governments. A deep curiosity about the relationship between humans and the urban environment eventually led him to become the City Manager for the City of Delano at age 29--one of the youngest city managers in California history. Along the way, Mr. Tobias acquired and nurtured a particular expertise in economic and community development activities, particularly those pertaining to the improvement of the human experience in an urban environment. Most recently, Mr. Tobias was Vice President of Community Development at SunCal, a large land planning and development company based in southern California. This unique blend of career experience in both the private and public sectors with a keen eye for humanfocused community development and a deep passion for service has placed Mr. Tobias in a position to help improve our community and assist those in need. Mr. Tobias is a native of Bakersfield and a graduate of Garces Memorial High School. He is married and has three children, all of whom are currently attending schools in our community. Staff Full Time Staff 700 Part Time Staff 0 Volunteers 100 Contractors 0 Retention Rate 94% Senior Staff Ms. Yolanda Gonzales Title Director Child Education and Nutrition Services Experience/Biography Ms. Romala Ramkissoon Title Director Family, Youth, and Community Services Experience/Biography Ms. Carmen Segovia Title Director Health and Nutrition Services Experience/Biography 11

12 Mr. Ralph Martinez Title Director Planning, Research, and Development Experience/Biography Ms. Christine Anami Title Director of Finance Experience/Biography Ms. Michelle Nowell Title Director of Human Resources Experience/Biography Mr. Emilio Wagner Title Director of Operations Experience/Biography Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Annually Annually Annually Comments CEO Comments Community Action Partnership of Kern (CAPK) operates efficiently, and has kept administrative costs between 6% and 9% of total expenditures over the past several years. By placing an emphasis on program operations and services, CAPK provides significant return on invested capital. Our overhead administrative costs are well below industry recommended limits. It is important to remember that with twelve programs, CAPK maintains offices in 27 cities and rural communities and delivers services at over 100 sites. Facilities and program centers are located in the communities of Adelanto, Arvin, Bakersfield, Big Bear, Boron, Buttonwillow, California City, China Lake, Crestline, Delano, Frazier Park, Inyokern, Johannesburg, Lake Isabella, Lamont, Lost Hills, Maricopa, McFarland, Mojave, Phelan, Ridgecrest, Rosamond, Shafter, Taft, Tehachapi, Wasco, and Wofford Heights. The agency s statewide Migrant Childcare Alternative Payment (MCAP) Program enrolls families throughout six Central Valley counties: Fresno, Kern, Kings, Madera, Merced, and Tulare. In 2012, CAPK contracted to expand Women, Infants, and Children (WIC) nutrition assistance services into northwest San Bernardino County. CAPK partners with numerous public and nonprofit agencies in the delivery of services to Kern County residents. On March 1, 2013, the federal government enacted sequestration, a series of automatic across-the-board cuts meant to reduce federal spending, with the likelihood that sequestration could span several years. However, 12

13 CAPK views this as an opportunity for strategic transformation and a healthy rethinking of CAPK s current business model. CAPK must continue to do more with less and move the agency forward on behalf of its clients while continuing to uphold the Promise of Community Action. CAPK is responding to today s new challenges in several ways. One is implementing an improved management reporting program by supporting Results-Oriented Management Accountability standards. A review of National Performance Indicators and increased attention to project results will lead to updated standardized reporting in the near future. We are not content with a static management system and therefore seek to improve our organization and services on a continual basis. By adapting to changing funding opportunities and offering existing fiscal accountability that is proven to be beyond reproach, CAPK is well positioned to continue leading the effort against poverty in Kern County. 13

14 Plans & Collaborations Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Management Succession Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy No No No Collaborations CAPK collaborates with scores of private, public and faith-based agencies on the national, state, county and municipal level to ensure the efficient delivery of services to low-to-moderate-income individuals and households throughout Kern and the other California counties it serves. Some examples of ongoing collaborations include: The nationwide network of Community Action Agencies; The Cal/Neva (California/Nevada) Community Action Partnerhsip; The Kern County Homeless Collaborative, made up of more than two dozen organizations working together to put and end to homelessness in Kern County through collaborative planning and action; The Kern Food Policy Council, a forum for individuals from many sectors of the community to share ideas, experiences, skills, and knowledge to alleviate hunger and develop a healthy, sustainable food system in Kern County; The FEMA-funded Emergency Food & Shelter Program Network of 14 agencies that provide emergency food and shelter to at-risk clients throughout Kern; The Kern VITA Partnership, with United Way of Kern County and the Mexican American Opportunities Foundation; California; The Early Childhood Council of Kern; Feeding America, Dare to Share, and other hunger fighting programs. Government Licenses Is your organization licensed by the Government? 14

15 Board & Governance Board Chair Board Chair Mr. James Camp Company Affiliation S.A. Camp Companies Term Jan 2013 to Jan 2014 Board Members Name Affiliation Status Don Bynum 32nd State Assembly District Representative Voting James Camp S.A. Camp companies Voting Garth Corrigan 34th State Assembly District Voting Meliza Cortes Head Start Policy Council Voting Zulema Ela South Kern County Representative Voting Curtis Floyd Floyd and Horrigan Voting Craig Henderson The Henderson Group Voting Tony Martinez City of Bakersfield Mayor's Office Voting Yolanda Ochoa East Kern Representative Voting Leticia Perez Kern County Board of Supervisors Representative Voting Warren Peterson Warren Peterson Construction Voting Fred Plane 20th U.S. Congressional District Representative Voting John Ritchie Paramount Farming Company Voting Charlie Rodriguez Bakersfield Representative Voting Jim Wheeler North Kern County Representative Voting Board Demographics - Ethnicity African American/Black 1 Asian American/Pacific Islander 0 Caucasian 8 Hispanic/Latino 6 Native American/American Indian 0 Other 0 0 Board Demographics - Gender Male 11 Female 4 Unspecified 0 15

16 Governance Board Term Lengths 5 Board Term Limits 0 Board Meeting Attendance % 75% Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions 26% Percentage Making In-Kind Contributions 100% Constituency Includes Client Representation Number of Full Board Meetings Annually 10 Board Co-Chair Board CoChair Mr. John Ritchie Company Affiliation Paramount Farming Company Term Jan 2013 to Jan 2014 CEO Comments CAPK has a 15-member tri-partite Board comprised of five (5) public officials (or their representatives), five (5) democratically elected low-income community representatives, and five (5) representatives from the private sector. Current public sector Board members include representatives from the City of Bakersfield Mayor s Office, the Kern County Board of Supervisors, the 23rd U.S. Congresional District, the 18th State Senate District, and the 34th State Assembly District. Private sector representatives are selected among requesting entities when vacancies occur. Four of the five low-income representatives must apply from the four judicial Kern County districts (North Kern, East Kern, South Kern and Greater Bakersfield). The fifth low-income representative is the appointed Board Chair of the Head Start Parent Policy Council. These low-income representatives must be low-income individuals themselves or represent low-income communtities for example, the current North Kern Representative is the Executive Director of the City of Wasco Housing Authority and the Steering Committee Chair of the Kern County Homeless Collaborative. Community members have the opportunity to recommend, encourage, and apply for a position on the Board of Directors as vacancies arise. In addition, the low-income sector representative for each geographic area is chosen on the basis of a community election. Residents are solicited for nominations and encouraged to cast their ballots to elect the low-income sector representative for their region. Low-income and private sector representatives serve for 5 year terms. Public sector representatives for state and federal offices are rotated to allow equal representation on the board. The representation from the City of Bakersfield and County of Kern are at the discretion of these entities. 16

17 Financials Fiscal Year Fiscal Year Start Mar 01, 2013 Fiscal Year End Feb 28, 2014 Projected Revenue $42,000, Projected Expenses $42,000, Endowment Value $0.00 Percentage 0% Detailed Financials Revenue and Expenses Fiscal Year Total Revenue $56,105,199 $57,611,450 $56,491,974 Total Expenses $55,189,417 $55,797,982 $55,560,026 Revenue Sources Fiscal Year Foundation and Corporation $0 $0 $0 Contributions Government Contributions $48,253,006 $47,985,593 $54,377,693 Federal $0 $0 $0 State $0 $0 $0 Local $0 $0 $0 Unspecified $48,253,006 $47,985,593 $54,377,693 Individual Contributions $6,198,895 $7,912,116 $133,864 Indirect Public Support $0 $0 $0 Earned Revenue $1,353,482 $1,648,168 $1,833,381 Investment Income, Net of Losses ($142,024) $10,457 $94,683 Membership Dues $0 $0 $0 Special Events $54,453 $47,629 $35,743 Revenue In-Kind $8,237,025 $10,353,611 $2,594,656 Other $387,387 $7,487 $16,610 17

18 Expense Allocation Fiscal Year Program Expense $51,533,769 $52,036,926 $51,896,683 Administration Expense $3,655,648 $3,761,056 $3,663,343 Fundraising Expense $0 $0 $0 Payments to Affiliates $0 $0 $0 Total Revenue/Total Expenses Program Expense/Total Expenses 93% 93% 93% Fundraising Expense/Contributed Revenue 0% 0% 0% Assets and Liabilities Fiscal Year Total Assets $28,006,543 $28,658,788 $22,519,057 Current Assets $11,414,095 $12,961,288 $8,009,101 Long-Term Liabilities $4,589,222 $5,137,925 $5,369,974 Current Liabilities $10,623,633 $11,646,713 $7,088,401 Total Net Assets $12,793,688 $11,874,150 $10,060,682 Short Term Solvency Fiscal Year Current Ratio: Current Assets/Current Liabilities Long Term Solvency Fiscal Year Long-Term Liabilities/Total Assets 16% 18% 24% Top Funding Sources Fiscal Year Top Funding Source & Dollar Amount Government $48,253,006 Government $47,985,593 Government $54,377,693 Second Highest Funding Source & Dollar In Kind Revenue Contributions In Kind $2,594,656 Amount $8,190,924 $7,912,116 Third Highest Funding Source & Dollar Amount Contributions $6,198,985 Earned Revenue $1,648,168 Earned Revenue $1,284,059 Capital Campaign Currently in a Capital Campaign? Campaign Purpose CAPK is in a capital campaign to raise money to complete the quad area at the Friendship House Community Center. Multiple grants and donations obtained thus far amount to $79,000 toward the total $125,400 needed to complete the project. Goal $125, Dates Aug 2011 to Aug 2014 Amount Raised To Date as of Nov 2013 Capital Campaign Anticipated in Next 5 Years? Comments CEO Comments As a publicly funded charity, CAPK is unique in that it accesses a variety of funding streams (federal, state, local, private and foundation grants; corporate and private gifts and sponsorships; individual donations; fees for services) to ensure long-term sustainability and serve the low-to-moderate income residents of Kern County. 18

19 Due to the recent financial crisis and still sluggish U.S. economy, CAPK, along with other charitable organizations, faces increasing funding challenges. Not only are government funding sources being reduced, but competition for private funding to support community efforts has increased. This is the new funding landscape in the face of Kern s growing needs in the areas of poverty and food insecurity. Nonetheless, CAPK has continued to provide poverty-fighting, basic-needs and financial social work services throughout Kern, even expanding its service footprint thanks to new ventures such as East Kern Family Resource Center in Mojave (2013) and the WIC Nutrition Program in San Bernardino (2012). CAPK has thus become a community leader in the implementation of grassroots solutions to such severe local problems as the lack of affordable childcare; lack of access to affordable nutritious food; and youth gangs and crime. With programs that range from to Head Start, HIV Prevention to youth centers in Shafter and Southeast Bakersfield, and more, CAPK continues to deliver important services while meeting financial challenges head on. We apply for a variety of funding and collaboration opportunities to ensure sustainability for the agency s dozen signature programs. CAPK s financial systems adhere to strict auditing principles required of major state and federal contracts and apply to all programs regardless of size or revenue source. Financial statements may be viewed at any of our monthly Board meetings schedules and minutes of which are available on our website, About Us > Public Documents/Agendas. Because CAPK is a publicly funded charity that receives significant government funding, staff are limited from engaging in fundraising activities. However, CAPK holds a number of program-specific fundraisers, typically for the Food Bank, Shafter Youth Center or Friendship House Community Center. Throughout the year, the Food Bank hosts food/fund drives to procure foodstuffs and defray operational costs to feed the hungry. The one yearly fundraiser to benefit the whole agency happens in spring, during our Humanitarian Awards Banquet, where moneys are raised through ticket sales. Foundation Staff Comments Financial figures taken from 990s and informed by audits. 990s and audits are reconciled. Foundation, corporation and/or congregations are included with individual contributions as they were not separated out in 990s or audits. The in-kind contribution revenue includes non-cash contributions and donated services and use of facilities as reported on the IRS Form 990. Donated services and facilities are not included in total revenue on the IRS Form 990. Created Copyright 2018 Kern Community Foundation 19