1. 2019-2020
O R G A N I Z A T I O N
P R O F I L E
P . O B o x 3 9 7 , R a d f o r d , V A 2 4 1 4 3
2 4 6 N . W a s h i n g t o n A v e . P u l a k s i , V A 2 4 3 0 1
5 4 0 - 6 3 3 - 6 2 7 0 / 5 4 0 - 9 8 0 - 4 1 1 1
w w w . b e a n s a n d r i c e . o r g
i n f o @ b e a n s a n d r i c e . o r g
BEANSAND RICE, INC.
2. INDEX
Mission Statement 3
Vision 3
Values 3
Core Program Services 4
Fighting Hunger 5
Increasing Academic Engagement 6
Improving Economic Opportunity 7
Income and Expense 8
Assets and Liabilities 9
Brand Identity
OUR NAME
P A G E 2
1
simple & affordable
accessible to people of modest means
2
a complete protein
meets the bodies immediate emergency
needs while also sustaining it long-term
3
the dinner table
people build community and come
together to solve their own problems
around the dinner table
3. Beans and Rice, Inc.
OUR MISSION
Beans and Rice, Inc. improves the
economic well-being of low-to-
moderate income families
through hunger relief, after-school
programs that improve
educational opportunity for at-risk
children, job creation for low-to-
moderate income families, and
savings programs that help
families buy their first home and
children save for education.
The Service Model
VALUES
P A G E 3
OUR VISION
Local Communities where all
people possess economic
resources to meet
their basic and higher order needs
NEIGHBORS HELPING NEIGHBORS
Community members first, not professional helpers
WORKING WITH PEOPLE, NOT AT THEM
We listen to the community by being with the
community rather than being expert service providers
BUILDING PROACTIVE CITIZENS
Preparing people to struggle in the competitive
individualism of the school and work world is
insufficient to bring about lasting change
REAL CHANGE BEINGS WITH OURSELVES
Our long-term goal as individuals and as a community
is to be change drivers in society.
4. Core
PROGRAM SERVICES
Beans and Rice, Inc. increases academic engagement behaviors with school-aged children through out-
of-school-time enrichment program which provide learning opportunities that are distinct from the
school day, build pro-social skills, and increase parental involvement.
INCREASING ACADEMIC ENGAGEMENT BEHAVIORS
P A G E 4
Beans and Rice, Inc. enhances opportunity with economically vulnerable individuals, families, and
children through savings programs and micro-entreprenuership programs that create jobs.
IMPROVING ECONOMIC OPPORTUNITY
Beans and Rice, Inc. improves food security in local communities
through weekly food reclamation and weekend meal pack initiatives.
FIGHTING HUNGER
01 Food Reclamation
Provides produce, baked goods, meats, and other
items weekly at two low-income housing sites.
02 Weekend Meal Packs
Provides 40 weeks of weekend meals containing 2
breakfasts, 2 lunches, and 2 snacks including aseptic
milk, fresh fruit, low-sugar cereal, apple sauce, and
100% juice boxes.
03 Afterschool and Summer Enrichment
Provides homework assistance, financial literacy, academic enrichment and behaviorial/social
development for high need students at 6 sites in Radford and Pulaski County.
04 Parental Engagement and Self-Sufficiency
Provides students and family members with monthly opportunities for family enrichment
including nutritional education, literacy and math activities, and adult education. One on one
self-sufficiency services are provided to mitigate economic instability as an academic barrier.
05 Youth IDA and TIES
Helps economically disadvantaged youth develop career readiness skills and build personal
financial resources. Middle school students cooperate with team leaders on small community
improvement volunteer projects while earning a small stipend and savings match incentive.
06 Micro-Enterprise Development
Provides new and existing Pulaski County micro-enterpries access to capital, training, and
technical assistance.
5. FIGHTING
HUNGER
P A G E 5
OUR PEOPLE
"My husband and I can’t work, we make
only ten dollars over the income limit
for snap benefits. A lot of times we have
to make it to our next check, God bless
you and the food."
IMPACT
LESS WORRY AND STRESS
95% of those receiving food assistance agree or strongly agree
that “since attending food distribution, I or my family worry less
about whether our food will run out before we can buy more.”
48,000
pds. of reclaimed food distributed annually
MORE BALANCED MEALS
95% of those receiving food assistance agree or strongly agree
that “since attending food distribution, my (and my family’s)
meals have become more balanced.”
LOWER HOUSEHOLD GROCERY COSTS
100% of those receiving food assistance agree or strongly agreed
that because of food reclamation “my average grocery bill
decreased.”
730
# of unduplicated individuals served annually
4,500
# of school-aged weekend food bags
provided annually
FUNDING
Gifts in Kind | $80,000
Food drives, grocery stores, restaruants
Donors & Events| $5,000
Pledges, Empty Bowls, GiveBigNRV, Churches
Local Government | $9,000
City of Radford, CDBG Entitlement
United Way| $5,000
Allocactions and designations
6. INCREASING
ACADEMIC
ENGAGMENT
P A G E 6
OUR PEOPLE
“They actually help with homework.
The staff was great. They would always
contact me about everything. I haven't
had any problems. I love the program."
IMPACT
IMPROVED ENGAGEMENT BEHAVIORS
More than 70% of regularly attending K-12 students improved or
maintained acceptable levels of academic engagement in a least
one behavioral domain
24,000
hours of annual OST instructional time
GREATER PERCEIVED ACHIEVEMENT
Radford parent surveys indicate 73% strongly agree and 23%
agree that as a result of my child’s participation in the after
school program last year s/he demonstrated improvement in
reading, writing, and/or math.”
PARENT SATISFACTION
Radford City afterschool parent net promoter score of 96% with
0% detractors
630
# of unduplicated students served annually
300
# of regular attendees completing 30 or
more program days annually
FUNDING
21st CCLC Grant | $138,000
Subgrant of VADOE 3 year award cycle
Foundation Grants | $3,000
Private and corporate foundation awards
Local Government | $8,500
City of Radford, CDBG Entitlement
United Way| $6,700
Allocactions and designations
7. IMPROVING
ECONOMIC
OPPORUNITY
P A G E 6
OUR PEOPLE
"Beans and Rice has been a huge
influence on opening my business. I had
no prior experience. They gave me a
business plan template and helped me
with each and very step to a successful
opening"
IMPACT
INCREASED HOUSEHOLD INCOME
Owner earnings and worker wages indicate that
microenterprises provide wages above minimum wage. Median
income increased for owners by 24%.
$175,00
revolving loan funds available
JOB CREATION
National survey data indicates that on average microenterprises
create 1.9 jobs per business. The longer these ventures recieve
support and last, the more jobs they create. Those lasting five
years report a mean number of paid workers of 3.05.
LOCAL ECONOMIC MULTIPLIER EFFECT
For every $1 spent or invested in a microenterprise, estimates
indicate a $3 output in local economic activity, a 300% ROI.
$35,000
maximum $ per micro loan
700
# of annual no-cost technical assistance
hours available to aspiring entreprenuers
FUNDING
Micro Loan Capital | $175,000
Food drives, grocery stores, restaruants
Loan Fees | $2,000 - $3,000
Closing, interest, and late fees
Local Government | $30,000
Pulaski County
8. Beans and Rice, Inc. has a twenty-
year track record of raising funds
from diverse sources. During 2018-
19 fiscal year revenue totaled
$596,000. Twenty percent came
from in-kind donated goods and
non-GAAP volunteer services, 31%
from local government and school
division contracts and grants, 25%
from state, federal, and foundation
grants, 6% from direct and in-direct
(United Way, CFC, CVC) private
donations, and 5% from earned
revenue and program service fees.
Financial Overview
GROSS
REVENUE
Beans and Rice, Inc.'s historical
cost structure is characterized by
low administrative and fundraising
overhead costs. For every dollar
the organization receives, 80-90%
goes to direct program service-
related costs. In the most recently
completed fiscal year 88% of costs
were allocated to direct program
services while 11% covered
general and administrative cost.
Fundraising costs accounted for 1%
of total expenses.
Functional
EXPENSES
P A G E 8
In-Kind Contracts Grants Public Earned
40%
30%
20%
10%
0%
Direct Program Services
88%
General & Admin
11%
Fundraising
1%
9. As of June 30, 2019, the
organization had total
assets of $792,224. The majority
was in cash and cash equivalents
($298,827), accounts receivable
($84,437), and real estate
($228,287).
Financial Overview
ASSETS
Liabilities totaled $563,111 with
the majority contained in unearned
and deferred revenue ($367,855)
and a 15 year note on the
organization’s primary business
location ($185,947).
LIABILITIES
P A G E 9
$0 $100,000 $200,000
Cash & Equivalents
Restricteed Cash & Equivalents
Receiveables
Other Current Assets
Fixed Assets
Other Assets
Unearned & Deferred Revenue
63%
Mortgages
32%
Payroll Liabilities
3%
Net assets (equity) totaled
$229,113 at year end.
NET ASSETS
1
Temporay Restricted
$115,756
2
Board Designated
$43,786
3
Unrestricted
$84,370
4
Net Income
($14,798)
