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Montgomery Area Food BankMontgomery Area Food Bank2014 Annual Report2014 Annual Report

Montgomery Area Food Bank 2014 Annual Report Page 1

Mission and HistoryMission and History

The mission of the Montgomery Area Food Bank is tonourish the hungry by gathering then distributing foodand other necessities across 35 Alabama counties,educating and mobilizing the community, and engaging inpartnerships that advance self-sufficiency.

Montgomery Area Food Bank (MAFB) is a non-profit, 501(c),(3) organization established in 1986, through theefforts of the local United Way Community Council, andunder the umbrella of the American Red Cross. Webecame a certified affiliate of Feeding America (previouslyknown as America’s Second Harvest) in 1989.

Geographically our service area translates to a regionliterally crisscrossing the entire state – from Georgia toMississippi encompassing 24,921 miles. Within ourservice area of 35 of Alabama’s 67 counties are 11 of 12rural counties historically known as the “Black Belt,” whichare chronically among the most poverty stricken regions inthe nation. However, with our annual service to anestimated 330,000 individuals living near or below theFederal Poverty Line, it’s clear that MAFB efforts impact alarge portion of Alabamians in dire need regardless ofrace, creed, background or age.

Our neighbors in need of assistance include; children, theelderly, the newly unemployed, the Working Poor, the

homeless, the mentallychallenged, victims ofdomestic violence anddisasters.

For 28 years we have solicited,collected, inspected, cleaned,processed, warehoused anddistributed surplus,salvageable and donated food.Together with our PartnerDistribution Organizations(PDOs) in Auburn, Dothan,Selma, and Tuscaloosa, we are responsible for anextended reach to provide assistance to those in needthrough more than 800 local community agencies.

We also maintain working interactions with manymunicipal, state and national organizations including ournational parent organization, Feeding America, theDepartment of Public Health, the Department of HumanResources, the Family Guidance Center, and Hands OnRiver Region (formerly the Volunteer Information Center).Additionally, we work closely with the American RedCross, Salvation Army, FEMA and others during times ofemergency and disaster relief.

The past four years have been very busy and productivefor the MAFB. They have defined and produced anaccelerated period of growth and have provided a path forconsiderably more growth in the future.

FY 2011 was a year of adjusting to a 40% increase in ourservice area, while operating out of our existing facilityand with an existing staff that was already stretched to thelimit.

In FY 2012 we began experiencing the impact of therecession on our support, suffering a reduction in bothfinancial and food donations — all while we wereattempting to increase the scope of our operation andraise funds for our impending construction project.

Despite the lingering difficulties from the previous twoyears, FY 2013 was a year of moving forward with faithand confidence in the future. Our efforts to increase fooddonations from local sources covered and surpassed theshortfall caused by decreases from national sources – and,in order to ensure timely distribution of our increasinglocal donations, we increased the output of our mobilepantries by 20%. The overall impact on our totaldistribution was a 15% increase over 2012 to a record 19.4million pounds. The corresponding increase in operationalSMF, along with a rebound in our fundraising successes,

combined to leave us in asound financialposition at year’s end.

Most recently, in FY 2014, webegan the year with our newfacility plans completed, our$2 million Capital Campaigngoal reached, andconstruction started on ournew, and much needed facility addition – and we alsomade several badly needed upgrades to our currentfacility and refrigeration equipment. We completed theyear with a record 22 million plus lbs distributed acrossour entire network, our new facility up and operating withthe added staff needed, and all the bills for the aboveadditions and improvements paid.

As we enter FY 2015, our challenges are to continue toexpand our operation by realizing the opportunities andefficiencies the new facility addition provides and toconcurrently build up our reserve operating funds thatwere near depleted by the necessary expenses of the pastfour year build up in our mission capability. We areconfident that with the help of our loyal supporters wewill make that happen.

Thoughts from the Executive DirectorThoughts from the Executive Director


It takes a network of dedicated professionals andconstantly resilient collaborative efforts at the local, state,regional and national levels to have hope of effectivelycombating an issue as pervasive as hunger. Fortunatelythere is such a network, and it’s comprised of professionalswho share the common goal of providing safe andnutritious food assistance and resources to a regrettablygrowing number of neighbors in need. Achieving that goal,even in small increments, builds momentum and tangibleexamples of community building in the truest sense of thephrase.

Our national food bank leadership comes from FeedingAmerica, the fourth largest charity in America. Their effortsinclude providing our network’s structural foundation,developing corporate and governmental food sourcingcapacity, as well as developing empirical data to raiseawareness along with the level of discourse concerninghunger in America.

The collective partnerships between Feeding America’snational office, The Montgomery Area Food Bank, ourPDOs and the local community agencies we support, targetand realize increasing efficiencies while maximizing impacteach step of the way. Together, we are bigger, better,stronger and more effective.

The composition of the processes we engage while fightinghunger is remarkably similar to each link in the chainleading to providing assistance to communities, familiesand individuals. However, where things change are interms of scope. For Montgomery Area Food Bank,particularly as we bring our $2 Million building expansioninto full service, some of those processes have alreadybegun to morph and adapt to realize increased efficiencies.

Donations Are Made: Food is donated throughout literallyevery step in the food assistance process. MontgomeryArea Food Bank, Feeding America, and our PDOs are mostlikely to secure corporate-level donations from the foodand grocery industries, and government agencies, as wellas individuals and other philanthropic organizations. Localcommunity agencies usually rely upon food bank,philanthropic and individual support.

Food Is Moved: Montgomery Area Food Bank and FeedingAmerica are the lead logistical engines, with MAFB servingAlabama as a centralized hub capable of receiving anddistributing large volumes of donated food and groceryproducts through our PDOs via national freight supportand local refrigerated trucks. Local community agencies,whose mission includes feeding the hungry, can accessdonated food through MAFB or one of our PDOs and thenmove that food againwhen providingassistance where it’sneeded most.However, in the case

of MAFB’s Mobile Pantry program, substantial quantitiesof food assistance are moved directly to those in need.

Food Is Distributed & Stored: MAFB ensures the safereceipt, storage, transfer and reliable distribution of bothnationally donated and local Store Donation Programgoods to PDOs and local charitable agencies. Theexception is, MAFB’s Mobile Pantry program, which hasbeen capable of adopting the principals of right-on-timelogistics ensuring substantial quantities of donated food isreceived and then moved directly to those in need withoutincurring the expense of utilizing one of the mostexpensive aspects of food banking - cold storage.

Food Reaches Those in Need: The entire Network’soperating structure is designed to support communitybuilding efforts. While the process is ultimately in supportof local community agencies providing food assistance,MAFB is what the Department of Defense calls a ForceMultiplier: “A capability that, when added to andemployed by a combat force, significantly increases thecombat potential of that force and thus enhances theprobability of successful mission accomplishment.” Whenit comes to combating hunger, our direct support increasesthe potential accomplishments of each of our PDOs andevery one of the more than 800 local agencies we reach

throughout 35 ofAlabama’s 67counties.

It Takes a NetworkIt Takes a Network

NATIONAL

FOOD &GROCERY

ITEMS

LOCAL

FOOD &GROCERY

ITEMS

NATIONAL

FUNDS

LOCAL

FUNDS

PARTNER DISTRIBUTION

ORGANIZATIONS

NEIGHBORS

IN NEED

LOCAL COMMUNITY

AGENCIES

LOCAL AGENCIES

PREPARING FOOD


Hunger in America/AlabamaHunger in America/Alabama

Montgomery Area Food Bank Service Area Food Insecurity

FoodSecure

Food Insecurity Rate18.7% or an estimated 274,260

18.7%

55% below SNAPthreshold of 130% poverty

19% between130% -185% poverty

26% above Nutrition Programthreshold of 185% poverty

FoodSecure

Hunger in America 2014 is the sixth and mostcomprehensive hunger study ever undertaken by FeedingAmerica. The 2014 study reveals aspecific snap shot of the numbers andpercentages of our neighbors in needof assistance. The actual figures wereaccumulated in 2012.

The study indicates throughoutAlabama there were 895,430 or 18.6%of the population who were foodinsecure or living in householdsexperiencing food insecurity. Within theMAFB service area that rate moved up fractionally to18.7% or 274,260. The study also found that state-wide,

289,960 or 25.8% of Alabama’s children were foodinsecure. That percentage moves down slightly to 23.6%or 80,980 children in the MAFB service area being food

insecure.

The food insecurity measures herecharacterize households having difficultymeeting basic food needs found in theCurrent Population Survey. However,MAFB also serves community agencies,which cater to the needs of the Homeless,victims of Domestic Violence, and ChildWelfare organizations among others notcounted as a traditional household.

FoodSecure 23.6%

74% income eligible fornutrition programs,

(at or below 185% of poverty).

26% likely ineligible forfederal nutrition programs,(above 185% of poverty).

Child Food Insecurity Rate23.6% or an estimated 80,980

Feeding Hope Across AlabamaIn 2010, MAFB responded to a request from our nationalorganization Feeding America, to absorb 10 moredesperately-underserved and poverty-stricken Alabamacounties. As a result, of this 40% expansion, MAFBsupports a geographic region crisscrossingthe entire state - from Georgia toMississippi.

Annual food assistance distribution saw a31% increase from 2010 to 2011. Thatgrowth has shown no sign of slowing. InFY-13 MAFB surpassed an annualdistribution of more than 20 millionpounds of food assistance.

Fiscal Year 2014 continued this trend. InFY-14 MAFB coordinated the distributionof more than 22 million lbs. (roughly 730tractor trailer loads) of vital nourishmentto a growing number of families, childrenand elderly.

As the largest distributing food bank inAlabama, MAFB has an extended reach to an estimated330,000 individuals living near or below the FederalPoverty Line. MAFB efforts impact a large portion ofAlabamians in dire need regardless of race, creed,background or age through a combination of our

network structure, local community support and programcomposition.

Our program composition affords us opportunity to targetspecific demographic outcomes. Within the MAFB servicearea the assistance we provide can be broken down

demographically: 40% - children; 20% -elderly; 40% - a combination of “others”,which includes low-income working families,victims of domestic abuse, the newlyunemployed, Working Poor, the homeless,the mentally challenged, and victims ofdomestic violence and disasters.

High Water Marks:Throughout FY-14 Montgomery Area FoodBank continued efforts to eradicate hunger inAlabama. And, while we may not be able todeclare total victory, MAFB was able to claimseveral decisive battles and we continue togain enthusiastic public support andmomentum.

Momentum and controlled growth havebeen required work dynamics for several years. However,in FY-14 many of the plans and projects came to fruition,while others like the Grand Opening/Ribbon CuttingCeremony for the Hugh K. Rule, Jr. Building remain topicsfor next year’s Annual Report.


Initiated April 27, 2012, FY-14 saw the culmination of our$2M Capital Campaign in support of a much-needed, new23,600 sq. ft. building extension. Chaired by the capablehand of Board Vice President, Tony Baggiano thecommittee’s work was an unqualified success.

Just prior to moving into FY-15, MAFB officially realizedthe financial, contractual and construction goals of ourCapital Campaign. Particularly noteworthy is that ournew facility was funded largely through civic, commercial,corporate, community and individual leadership andsupport.

Ground Breaking:May 23, 2013 MAFB staff, members of the Board ofDirectors and Mayor of the City of Montgomery ToddStrange gathered to conduct a small, yet momentousgroundbreaking ceremony.

Finished Construction:Following the completion ofmajor construction, MAFB tookreceipt of the new buildingextension in late April, 2014and began outfitting andpreparations leading to theGrand Opening and RibbonCutting Ceremony held in earlyFY-15.

Major improvements to ourexisting fiscal plant; resurfacingof the warehouse floor,repairing the truck dockingarea, racking re-constructionand even correcting ourparking lot cement anddrainage were also funded andscheduled to be addressed inearly FY-15.

In food bank operations one ofthe most expensive aspects iswarehousing fresh food in coldstorage. This reality, combinedwith more frequent and longerdelivery runs associated with24,921 square miles of servicearea, means perishable foodproducts must either be storedor distributed to our neighborsin need as soon as possible – ifnot immediately.

MAFB strategic planning hasensured an increasedrefrigerated truck capacity, andhas only begun to realize thebenefits associated with

Capital Campaign, ConstructionCapital Campaign, Construction

bringing the cold storage capacity of our new buildingon-line. In FY-14, through the personal assistance of oneof our Board of Directors, MAFB was able to addrefrigerated truck flexibility by adding another like-newtractor to our fleet. The growth of these capacitiestranslates to increasing the quantities of assistance we canboth deliver and accept, while simultaneously realizingsavings associated with economies of scale throughexpanding our truck fleet capacity.


Programs & OutreachPrograms & Outreach

Year after year MAFB has ensured that within ouroperational structure - Distribution,Participation and Support are elementscapable of accommodating corporate,community and individual involvement.MAFB programs are structured to targetvarious levels of participation, supportand distribution to targeteddemographics – both in terms ofreceiving and providing assistance.

While structured separately, MAFBprograms are often reliant upon thesuccess of other MAFB programs tosucceed. However, each program affordsa gray area of providing and/or receivingassistance.

For example, the successes of the MAFB Mobile Pantryand Store Donationprograms areinterwoven: As areour SeniorSupplement and

Volunteer Programs. Food and Fund Drives propelcommunity outreach, which drivedistribution as well as securing fundingand food products. Only one elementunderpins everything we do…themission of Feeding Hope.

The United States Department ofAgriculture (USDA)The Emergency FoodAssistance Program(TEFAP) is a Federalprogram that helpssupplement the dietsof low-income Americans. MAFBcoordinates distribution of thisassistance through our PDOs.

In FY-14 MAFB distributed 1,612,539 pounds of USDAsupport ranging from frozen chicken and cannedvegetables to milk and dry goods to agencies, anddistributed an additional 2,981,268 pounds of thosesame commodities to our PDOs in Tuscaloosa, Selma,Auburn and Dothan.

Store Donation ProgramStore Donation Program

hunger needs, but re-enforces our educational effortsabout the nutritional benefits of fresh food for families,children and the elderly.

A specific trend we’ve seen is an increase in fresh foodproducts. In food bank operations one of the

most expensive aspects is warehousing freshfood in cold storage. This reality,

combined with more frequent and longerdelivery runs associated with 24,921 square

miles of service area, means perishable foodproducts must either be stored or distributed to ourneighbors in need immediately.

Over time, MAFB strategic planning along with fundraising efforts have ensured an increased refrigeratedstorage and truck capacity, and has only begun to realizethe benefits associated with bringing the considerablyincreased cold storage capacity of our new building on-line. The growth of these capacities translate toincreasing the quantities of assistance we can bothdeliver and accept, while simultaneously realizing savingsassociated with economies of scale.

It’s particularly noteworthy to consider that many of ourStore Donation participants also provided a financialunderpinning through the award of grants.

It is admittedly obvious to say without an efficient andeffective program to procure ample supplies of food MAFBwould not be able to function. Fortunately food industryproviders, wholesalers and retailers at national and locallevels have agreed to set aside and provide Feeding Americaand MAFB respectively, an opportunity to access a variety ofnon-perishable and perishable products, such as meats,deli, dairy, produce, bakery and dry/canned foodproducts.

These donations of perishable andnonperishable items improve ournutritional mix, and even nonfoodhousehold items, which add torecipient’s quality of life and extendtheir budget. In fact, many ofthese same food industry stalwarts provide grant fundingopportunities as well. To further demonstrate theimportance of these vital relationships, members of the foodindustry also serve on our Board of Directors.

MAFB enjoys a well-earned reputation of missionaccomplishment, which has led to food industry providerslike Walmart & Sam’s Club, Bi-Lo Winn-Dixie, Publix, U.S.Foods, C&S Foods and even Big Lots, entrusting us with acontinually increasing amount of donated food and otheritems. This bounty of riches not only addresses immediate

Store DonationSupport Poundage


In FY-14 MAFB adopted an increased emphasis oncombining our Mobile Pantry (MP) and Exercise, Nutritionand Diet (END) Programs. Separately these programshave strong and effective track records. However,combined they build upon each other to become a multi-faceted transformative means of promoting communityinteraction, healthier environments and social cohesion.

The powerful combination of MAFB’s MP/END programs iscapable of feeding our neighbors in need, as well asexposing them tocompellinginformation tohopefully motivatethem to eathealthy…whileexplaining why it’s intheir best interest.

Because of theirstructure, MAFB ENDseminars minimizedemands on financialresources. END seminarsare facilitator-led, andemphasize classparticipation. Theinteractive experiences arebased in U.S. Food andDrug Administrationnutritional fundamentalsranging from Food Choices& Health, ChildhoodNutrition and dietarypatterns by social,demographic, andeconomic factors - to thelatest news promoting healthier living through FoodSafety concerns and recent academic studies linking foodinsecurity to obesity and diabetes.

The MP/END combination leverages the overwhelmingpopularity of the Mobile Pantry’s ability to coordinatesubstantial, hyper-efficient deliveries of food securitydirectly to those in need. By creating a linkage betweenadditional Mobile Pantries and required commitments byagencies to coordinate, schedule and conduct additionalExercise, Nutrition and Diet seminars – MAFB has beenable to address immediate hunger needs, while creating a“Teaching Moment” regarding the benefits of improvednutrition.

This combination represents our best opportunity toprovide the greatest transformative impact possible whencombating hunger; targeting recognized root causes ofviolence; and creating healthier environments forthousands of disadvantaged Alabama residents in need.

Mobile Pantry/

Exerecise, Nutrition & Diet ProgramsMobile Pantry/

Exerecise, Nutrition & Diet Programs

FY-14 saw the continuation of the rapid growth of our MPprogram. MAFB Mobile Pantries are operated inpartnership with a growing number of community agencies– religious institutions, churches and non-profits – whosemissions encompass helping others with food insecurity.Together with these community-driven programs we areable to coordinate a substantial, hyper-efficient delivery offood security directly to those in need.

Each MP routinely delivers between 12,000 and 15,000pounds, assistingfrom 120-150families at one timeand in one place,with each familyreceiving from 75-100 pounds of vitalsustenance. Datafrom our fiscal year,July 1, 2013 to June30, 2014, shows us

our MP Program distributed3,822,909 pounds of food tomore than 40,000 families(unfortunately some familiesreturned due to continuedneed).

In FY-13 MAFB originallybudgeted for 134 MPs, and yetdue to documented need andincreasing demand, weconducted 192! Within theMAFB Five-Year Plan(developed in 2010 andrevised in FY-13) - 144 MobilePantries were approved and

budgeted by the MAFB Board of Directors for FY-14.However, due to the dramatic demand of our neighbors inneed, we conducted 317! The overall MP program budgetis $362,500.

Affirming Corporate Support: In earlyApril, MAFB received a letter from theWalmart Foundation and their AdvisoryCouncil’s State Giving Program. Withinthe letter was a check for $185,000 and a vote ofconfidence which stated, “We believe that yourorganization is doing important work in the communitiesyou serve and we are proud to support you in your efforts.Thank you for the work your organization does to createopportunities so people can live better.”

As a result of Walmart’s generous support more than 2.2million pounds of vital nutrition was delivered to morethan 52,500 Alabamians in need. Additionally, more than1,000 additional Alabamians received END instruction.


IndependentFundraising

In FY-14 the MontgomeryCommunity once againdisplayed a passion for specialevents and love of the MAFBmission by hosting countlessIndependent Fundraisers!Groups fundraise on ourbehalf by organizing specialevents and functioning asactivists for MAFB in theircommunities. Considering howmany and how widely theydiffer, IndependentFundraisers are a fun, socialway to volunteer individualtime and talents to a trulyworthy mission.

Hosting a Fund and Food Drivehas become a great way for ourcommunity to impact ourmission to feed individuals andfamilies in need acrossAlabama! Every grocery itemdonated helps. Every dollardonated provides an additional6 ½ pounds of assistancedirectly to those who arestruggling to put food on thetable.

Every day, local businesses,clubs, schools and otherorganizations are hosting Fundand Food Drives on our behalf.MAFB provides you boxes andbarrels, as well as ideas,guidance, and suggested itemsto donate. When we arepresented with folks who arenot quite ready to host theirown drive, MAFB frequentlyprovides opportunities tosupport a current drive bypromoting our Web Site’sEvents Page.

Fund & FoodDrives

Fund & FoodDrives

In FY-14 the MontgomeryCommunity once againdisplayed a passion for specialevents and love of the MAFBmission by hosting countlessIndependent Fundraisers!Groups fundraise on ourbehalf by organizing specialevents and functioning asactivists for MAFB in theircommunities. Considering howmany and how widely theydiffer, IndependentFundraisers are a fun, socialway to volunteer individualtime and talents to a trulyworthy mission.

IndependentFundraising

Hosting a Fund and Food Drivehas become a great way for ourcommunity to impact ourmission to feed individuals andfamilies in need acrossAlabama! Every grocery itemdonated helps. Every dollardonated provides an additional6 ½ pounds of assistancedirectly to those who arestruggling to put food on thetable.

Every day, local businesses,clubs, schools and otherorganizations are hosting Fundand Food Drives on our behalf.MAFB provides you boxes andbarrels, as well as ideas,guidance, and suggested itemsto donate. When we arepresented with folks who arenot quite ready to host theirown drive, MAFB frequentlyprovides opportunities tosupport a current drive bypromoting our Web Site’sEvents Page.


Senior Supplement ProgramSenior Supplement Program

According to the University of Georgia Initiative onPoverty and the Economy, the national average of Seniors(60 years-old and older) living in poverty is 9.86%.Tragically, that number jumps to 22.09% within the MAFBservice area - with the most afflictedcounty we serve currently at fourtimes the national average andreaching an alarming rate of36.05%.

Fortunately, the U.S. Department ofAgriculture (USDA) supports aCommodity Supplemental FoodProgram (CSFP), which providesmonthly food assistance specially targeted at low-income Seniors. Unfortunately, the State of Alabamadoes not participate. To address this dire local need,MAFB has filled this void with our own supplementalfood program.

Our Senior Supplement Program (SSP), works within asponsorship model. SSP participating agencies and/orindividual supporters donate $100 to address a sponsoredSenior’s nutritional needs for supplemental nutrition foran entire year.

Funding and Food Drive donations are occasionallyaccessed when participating SSP agencies are unable tocontinue to sponsor, and to bring new Seniors into theprogram. Our Volunteer Program is an integral aspect ofthe SSP, because volunteers from our community do allthe sorting of food products and filling the supplementalfood boxes for delivery.

Since its inception no Senior has ever been removed fromour Senior Supplement Program with regard to continuedsponsorship. Yes; we do lose Seniors to the march of time;but once they’re in our program we look upon “Our

Seniors” as part of our extended family. We arethrilled to report that our extended family has seensteady growth. We have gone from 336 of “OurSeniors” in FY13 to a Senior Supplement Programroster of 384 in FY-14.

Tracking the impact of our Senior SupplementalProgram can be direct and tangible, but occasionallyprofoundly difficult to quantify. In the near termthose tangible results deal with enrollment, as well

as the amount of vital nourishmentdelivered to combat Senior foodinsecurity.

However, measuring the long termimpacts is far more challenging –yet just as real and fulfilling. It maytake several years, even decades, to

realize the positive impact on any number of children whoare graced with a nurturing relationship with theirgrandmother or grandfather: A Senior who will haveprospered from the nutritious diet we’ve provided, andlived long enough to plant seeds of respect and citizenshipas a direct result of this grant. It’s hard to believe thatsomething as accessible as a nutritious diet can providesuch a profound impact, and yet there is substantialscientific data which confirms that by satisfying hungertoday we are Feeding Hope and fortifying our future.

Volunteers continue to play a key role in our missionaccomplishment. Whether ensuring the food we receive isreadied for distribution or assisting in that distribution,without their support we simplycould not provide assistance to ourneighbors in need.

Despite our extended term ofconstruction, which limitedvolunteer access, volunteerismwas as strong as ever. Plus, ourcommitment to providing the means for a “Hand Up”rather than a hand out - resulted in our continuedparticipation in the State of Alabama’s Inmate AsssistanceProgram. All told, our Volunteer Program realized morethan 16,800 manhours.

However, that does not include literally each of ourpartner community agencies; hundreds of Food and FundDrives; Independent Fundraisers as well as all of our Boardof Directors’ efforts, which are all volunteer supported.

For example, in FY-14 our Mobile Pantry Programvolunteerism exceeded 20,000 hours all by itself.

Independent Sector (IS), the nonpartisan collective withmore than 30 years of research focused on America’scharitable and philinthropic sectors, determined thevaluation of a single volunteer hour in Alabama to be equalto $20.50. So, in rough yet tangible, monetary terms,

while only adding MP programsupport, our volunteers’ serviceequates to more than $783,100.

However, experience tells us thatplacing a value on volunteerism israrely a true estimate of what itmeans to us: Rightfully understood

the support we receive is PRICELESS! It’s clear ourcommunity has a distinct and heart-felt pride in ownershipwhen it comes to their food bank and its mission. Clearly,without that support, we would not be able to Feed HopeAcross Alabama.

Volunteer ProgramVolunteer Program


As the largest food bank in Alabama we have alwaysoperated under the ethos that the impact of everydonation and gift must be maximized. There is simply noroom for inefficiency. As with most nonprofit entities weare involved in a year-round effort to offset operationalcosts.

Philanthropic support is rightfully associated with afiduciary responsibility to ensure that every effort is beingmade to target the generosity entrusted to us to derivethe greatest impact on its intended purpose. Recognizingthis, continual process improvement is an MAFB standarddeliberately woven into the fabric of quite literallyeverything we do.

Our commitment to the stewardship of the supportentrusted to us has been verified externally, and lauded fortransparent financial documentation and fiscalresponsibility.

Our annual administrative and operating costs represent amere 3% of our net value. In other words, 97% of ourfunding goes directly to support our mission of combating

Financial TransparencyFinancial Transparency

hunger. This figure is derived by an independentaccountant using standard nonprofit food bankbookkeeping practices, which include inventory valuations.

However, at MAFB we go a step further to provide a trulytransparent evaluation of our commitment to efficiency.So, we always run the numbers again - this time withoutincluding inventory valuations. The results reported withinour Annual Report, show that MAFB still operates with just16 percent of our net value (minus millions in inventory)going to annual administrative and operating costs.

Regardless of which equation you use MAFB finances andtransparency set the standard. GuideStar Exchange(www.guidestar.org) once again declared us to be a, “GoldParticipant: This organization is a Gold-level GuideStarExchange participant, demonstrating its commitment totransparency.”

In FY-14 MAFB also received the highest rating of 4-Starsspecifically for sound fiscal management and commitmentto accountability and transparency from Charity Navigator(www.charitynavigator.org).

Statement of Activities without Inventory Valuations FY 2014(July 1, 2013 – June 30, 2014)

Revenues, Gains, Support:Contributions from the Public $576,597Rejected Food $1,253Special Events Fundraising $637,915Capital Campaign contributions $597,372Shared Maintenance Fees $1,300.933United States Department of Agriculture (handling fee) $255,252Federal Emergency Management Agency $6,382Delivery Fees $8,755Interest Income $1,306In-kind Services Contribution $5,359Combined Federal Campaign/State Combined Campaign $56,097Miscellaneous Income $4,636Unrealized Gain on Investments -Gain from Disposition of Assets $4,460

Total Revenues, Gains & other Support $3,456,317

Expenses:Program Services* $2,327,917Management & General $188,342Fund Raising $241,090

Total Expenses $2,757,349

Increase in Net Assets $698,968Net Assets, Beginning of the Year $4,027,814Net Assets, End of Year $4,726,782

* When inventory valuations (the value of product distributed) areincluded, MAFB Income increases to $34,297,318 and Program ServicesExpenses for FY-14 increases to 33,375,311 or 97.3% of total expenses.


Montgomery Area Food Bank’s most prominent, long-term strategic goals can be summed up in two concepts –growth and the continual pursuit of increased efficiencies.

Within the past five-year period MAFB has experiencedan accelerated and dramatic growth in almost everythingwe do – but most importantly - annual food distribution.Even though we were already the largest distributing foodbank in Alabama, responding to Feeding America’s 2010request to expand, resulted in a 40% growth of ourservice area.

Our Distribution Network grew to feature PDOs inAuburn, Dothan, Selma, and Tuscaloosa. Fortunately, ournewly-expanded, centrally-located Montgomerywarehouse is designed specifically to accommodate thegrowing needs of our PDOs. Currently MAFB’s extendedreach is to more than 800 local community agencies,providing direct support to a growing number of Alabamafamilies, children, the elderly and others in need of ahelping hand.

The design of our new building extension will allow us torealize economies of scale in operations ranging from coldstorage capacity and food salvage within a much larger,and dedicated Volunteer area to new dramaticallyenhanced food procurement capabilities whether dealingwith store donations or USDA and Feeding Americacontracted commodities.

Operating IncomeShared Maintenance Fee& Delivery Fees$1,309,688

Moving ForwardMoving Forward

The addition of 23,600 sq. ft. has already eliminated theneed to rent additional warehouse space, and allowed us totarget increased efficiencies by addressing physical plantlimitations and improvements to our main warehouse.

As we enter into FY-15 we do so with renewed vigor in ourfight against hunger. We realize the total volume of fooddistribution will continue to increase, but we are alsomotivated to hurry the onset and creativity necessary tocreate new ways to realize economies of scale inherentwith our new building coming fully on-line.

Information Technology (IT) is an ongoing evolutionmeasuring the utility of the status quo versusobsolescence. MAFB will continue to investigate andidentify reliable modalities to increase employeeproductivity, as well as IT security, utility and stakeholdercommunication goals.

We will never abandon the practice of continual processimprovement – nor should we. Sadly, the only constant ishunger, so food bank operations demands continuallytargeting and realizing increased efficiencies, while strivingto maximize impact each step of the way. As stewards ofthe support entrusted to us by donors – as well as the rayof hope we represent to our neighbors in need, we willcontinue to strive to get bigger, better, stronger and moreeffective - in a professional, measured and responsible way.

Montgomery Area Food Bank FY-14 Income: $3,456,317

Montgomery Area Food Bank FY-14 Expenses: $2,757,349

Fund Raising$241,090

Program Services$2,327,917

Management & General$188,342

6.8%8.8%

84.4%

GovernmentUSDA Handling Fee,FEMA Grant$261,634

PrivateContributions$1,873,340

Miscellaneous Income$11,655 (0.3%)

54.2% 37.9%

7.6%

www.MontgomeryAreaFoodBank.org

TreasurerSarah H. Moore

Managing DirectorThe RenaissanceCompanies, Inc.

STAFF: Montgomery Area Food Bank, FY-14

PresidentWarren Marshall

Business DevelopmentMarshall Design-Build, LLC

Sam AdamsExecutive Director

Adams Family Ent., LLC

Vice PresidentTony Baggiano

Community Leader(Business Expertise)

SecretarySusan Forbus

Property ManagerCommercial Real Estate,

ALFA Companies

OFFICERS

MEMBERS

Wayne HilgersCommunity Leader(Business Expertise)

Sherry NathCommunity Leader

(Charitable Expertise)

Don AllenQ.A Sys Area Manager

Wal-Mart Logistics, Wal-Mart DC

Caryn HughesAliant Bank

Montgomery/AuburnRegional President

Christine PrewittDep. Director,Installation Support

42nd Mission Support Group

Dan NewcomerCommunity Leader

(Charitable Expertise)

Shapard D. AshleyAttorney, Capell & Howard, P.C.

Calvin Johns, Jr., M.D.Community Leader

Tenesia JonesCommunity Leader

AlabamaCommunity Programs

Kim RamseyWomen’s Leadership

Director,ALFA Farmers Federation

Denise BerkhalterARP-Director, Public Relations

Alabama Assoc. of School Boards

Bobby BrownWiley Sanders

Trucking Company, Inc.

Craig StapleyDirector, Production

Hyundai MMA

Ernie FaulknerManager

Dixie ElectricCooperative, Inc.

Jon KlaarenDeputy Academic Officer

HQ Air University, Maxwell AFB

Bill StevensonPresident

Stevenson Consulting, LLC

Robin KromisCommunity Leader

Jerome MoorePresident,

Moore Co. Realty & PropertyManagement

Liz SuttonPresident,

Alabama World Travel/Sutton &Associates

Gariesa GalbreathCommunity Leader

Pilgrim Rest-Project Share

Peter A. VandevoortAssistant VP

Jackson Hospital & Clinic

George W. Thompson, IIIPresident,

Thompson Insurance, Inc.

Nilton GarciaPastor,

Montgomery HispanicSDA Church

Earl HeathCommunity Leader

(Computer Technology)

Ex Offcios:Clynt Hart, CPAWarren Averett/Wilson Price

S. Adam SchlossCommunity Leader(Business Expertise)

Parke Hinman - Executive Director

David Fata – Deputy Director

Kathy Cope – Business Manager/Accountant

Jolene Kearns – Development & Programs Manager

Cheri O’Dell – Human Resources/Compliance Manager

Carey Welch – Warehouse Manager

Vicky Manley – Agency Relations Coordinator

John Foster – Shipping/Receiving Supervisor

Tom Carmony – Receiving/Inventory Supervisor

Gretchen Kindrick – Programs & Publications Coordinator

Teressa Vigneault Millwood – Fund/Food Drives,Volunteer Coordinator

James Douglas – Warehouse Customer Service Supervisor

Jo Ann Russell – Agency Service Coord./Inventory Assistant

Al Bloom – Grant Writer/Media Coordinator

Brooke Ream - Front Office Sup. Accounting & Programs Asst.

Sara Powell – Marketing Communications Coordinator

Willie McQueen – Salvage/Quality Assurance Coordinator

Ruby Brown – Chef

Anthony Dallas– CoolerCoordinator

Daryl Bradford – CustomerServices Assistant

Eddie Green – InventoryManagement Control Coordinator

Bobby Freeman – VehicleOperations Coordinator

Robert “Bob” Lohman – Driver/Warehouse Assistant

Cedric Jackson – Driver/Warehouse Assistant

Javis Wilson – Driver/Warehouse Assistant

Wayne Thornton - Driver/Warehouse Assistant

Yumicka Smith - Receptionist/Nutrition Assistant

Board of Directors & StaffBoard of Directors & Staff

2014 annual report - montgomeryareafoodbank.org · montgomery area food bank 2014 annual report...

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