Atlanta GA | IRS ruling year: 2020 | EIN: 85-2203772
An EIN is a unique nine-digit number that identifies a business for tax purposes.
An EIN is a unique nine-digit number that identifies a business for tax purposes.
Organization Mission
P.O.W.E.R Atlanta, Inc. is a non-profit organization dedicated to empowering marginalized communities with the knowledge and resources needed to achieve sustainable ... (More)
Rating Information
Great
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Measurement. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Power Atlanta Inc. cannot currently be evaluated by our Accountability & Finance methodology due to only having 3 years of electronically-filed IRS Form 990 data.
To ensure year-to-year consistency the Encompass Rating System's Accountability & Finance beacon analyzes the three-year average of some data provided through the IRS 990.
Charity Navigator currently only has 3 years of consecutive e-filed Forms 990 from the IRS for Power Atlanta Inc. under the EIN: 85-2203772.
Before Charity Navigator can evaluate Power Atlanta Inc., Power Atlanta Inc. will need to e-file for additional fiscal years.
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Click or hover over the bar to see exact $ amount
Salary of Key Persons - Data Available
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Adrienne Gates, Executive Director
$0
Shantella Pleasant, Secretary
$0
Corey Brown, Treasurer
$0
Angel Milam, Vice President
$0
Toi Washington, Board Member
$0
Source: IRS Form 990 (page 7), filing year 2023
IRS Published Data (Business Master File) - Data Available
Organization that normally receives no more than one-third of its support from gross investment income and unrelated business income and at the same time more than one-third of its support from contributions, fees, and gross receipts related to exempt purposes. 509(a)(2) (BMF foundation code: 16)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
Data Sources (IRS Forms 990) - Data Available
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage accountability and finance data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Power Atlanta Inc.) or EIN (852203772) in the 'Search Term' field.
Impact & Measurement
Score
96
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
$137,497 total costs / 239,782 meals provided = roughly $0.57 provides a meal to a person in need [2021 USD]
Program Context
Power Food Pantry Meal Program: The nonprofit provides groceries to beneficiaries.
Data Time Period
6/1/23 to 6/1/24
Benchmark for Scoring
Impact scores of food distribution programs are based on the cost of a meal relative to the cost that a food-secure person incurs to buy a meal in that county. Programs receive an Impact score of 100 if they are less than 75% the cost of a meal and a score of 80 if they are less than 125%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65. The nonprofit's cost per meal is less than 75% of the local meal cost.
Methodology
This impact score was determined through the Food Distribution methodology which is fully detailed in the Charity Navigator Guide to Ratings. Analysis conducted in 2024 by Charity Navigator using data submitted by the nonprofit, theory and evidence from scientific research studies, and public datasets.
Data Source
The nonprofit submitted cost data and the amount of food it provides.
Measurement
82 out of 100 points
25% of Impact & Measurement score
Full Credit
Partial Credit
No Credit
The Measuring Outcomes assessment evaluates how well a charity tracks progress towards its mission's outcomes.
Displayed below are the responses provided by the charity for the Measuring Outcomes assessment. Each question is designed to address specific criteria, with responses eligible for full, partial, or no credit. Please refer to the scoring rubric for details on how responses are scored.
Selected program: Power Pantry- Meal Program, Submitted July 2024
Program Planning and Design
13 out of 21 points
This section assesses the use of crucial evaluation tools in program objective-setting and activities.
Charity leadership uses information collected to make decisions regarding programs
Partially agree, uses information collected to improve programs
Charity has shared understanding across staff of how programs lead to the goals a program achieves
Partially agree, has partial understanding of how programs achieve goals
Charity has documents and reviews how program activities lead to change
Agree, documents and reviews
Charity revisits how program activities lead to change
Agree, does revisit how program activities lead to change
Program Development
19 out of 28 points
This section assesses the consideration of stakeholders in program objectives and activities.
Charity identifies program target population needs in the following ways
Discussions with local community groups, including local government or other community leaders
Discussions with local nonprofits on their programs
Charity considers practical, cultural, and political needs and interests of those served by program
Agree, charity is responsive to practical, cultural, and political needs
Charity uses SMART Goals
Partially agree, identified some Specific, Measurable, Achievable, Relevant, and Time-Bound (SMART) goals
Data Collection and Analysis
19 out of 21 points
This section assesses the best practices used in collecting and analyzing program data.
Charity tracks program information in the following ways
Collects data before a program is initiated
Collects data during program implementation
Collects data when a program is complete
Charity collects programmatic information on those served by the program in the following ways
Identifies the number of those served by program
Collects demographic data of those served by program
Collects information about the quality of service from the target population
Charity assesses program effectiveness at multiple points in time
Agree, collects information before and after a program is implemented
Reporting and Distribution of Results
21 out of 21 points
This section assesses reporting and disseminating program results.
Charity reports program results to key stakeholders
Reports results to stakeholders
Charity reports both favorable and unfavorable results
Yes, charity reports both favorable of unfavorable results
Use of Results
10 out of 10 points
This section assesses the use of results to guide learning.
Charity uses program results to inform future work for the following reasons
Sustain and secure funding
Inform strategic planning
Improve program operations
Understand the impact of their work
Inform how we create future programs
Culture & Community
Score
91
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Does your organization collect feedback (i.e., perceptions, opinions, concerns) from the people meant to ultimately benefit from your mission?
Yes
Feedback Usage
100 out of 100 points
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 across demographic groups
To strengthen relationships with the people we serve
To understand client needs and how we can help them achieve their desired outcomes
Practices
100 out of 100 points
Which of the following feedback practices does your organization routinely carry out?
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 tell the people who gave us feedback how we acted on their feedback
Challenges
100 out of 100 points
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Equity Strategies™
87 out of 100 points
67% of Culture & Community score
Full Credit
Partial Credit
No Credit
Equity Strategies™ - Number of Data, Policies & Processes
87 out of 100 points
This organization's score of 87 is a passing score. The organization reported that it is implementing 8 Equity Practices.
The metric is based on the elements of the Equity Strategies™ checklist, developed by Equity in the Center™.
Leadership & Adaptability
Score
100
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission.
P.O.W.E.R Atlanta, Inc. is a non-profit organization dedicated to empowering marginalized communities with the knowledge and resources needed to achieve sustainable living. We strive to eradicate barriers to access, while promoting self-confidence and awareness. Our primary objective is to commission communities to thrive. Through the provision of necessary resources and partnerships, we focus on helping individuals achieve their goals and unleash their full potential. By fostering an environment of inclusivity we work towards building a future where all individuals, regardless of their circumstances, can be successful.
Vision Statement
10 out of 10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's vision.
Empowering marginalized communities to achieve self-sufficiency and vibrant futures by providing essential resources and comprehensive support. We envision a future where every individual has access to nutritious food, vital services, and the opportunity to thrive, fostering a stronger, more equitable Atlanta.
Strategic Goals
20 out of 20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Each program targets specific needs within the community, from employment to basic necessities, ensuring holistic support for marginalized individuals. By growing these programs, we can provide comprehensive resources that address various aspects of poverty and marginalization, ultimately fostering a stronger, self-sufficient community.
Goal Two: We are a crucial resource hub for information, referral, and direct services for individuals experiencing poverty and desire a safe space for healing and fellowship with others in a judge free zone. Beyond just meeting people's basic needs, our mission is to create new programs to address growing issues in underserved Atlanta communities.
Goal Three: Extending the number of days we can supply fresh food to the community ensures continuous access to nutritious meals, reducing food waste and increasing our capacity to serve more individuals in need. Our hope is to invest in the capacity of our organization by acquiring commercial storage refrigerators and reach our goal of serving 5,000 meals to low-income communities.
Leadership
30 out of 30 points
Full Credit
Partial Credit
No Credit
Investment in Leadership Development
15 out of 15 points
The nonprofit provides evidence of investment in leadership development.
Mentorship and Coaching Programs
Leadership Conferences and Networking Events
Formal Education and Certifications/Training Programs
Cultural and Diversity Training
External Focus on Mobilizing Mission
15 out of 15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Collaborative Engagement
Thought Leadership
Social Promotion
Civic Engagement
Public Policy Advocacy
Adaptability
30 out of 30 points
Full Credit
Partial Credit
No Credit
Adaptability Statement
30 out of 30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Organizational Restructuring
Risk Management and Planning
Operational Changes/Flexibility
Technology and Digital Integration
Organizational Culture Adaptations
Evaluation and Learning Programs
Diversifying Funding Sources
Community Engagement, Advocacy, and Policy Engagement
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