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Association of Arizona Food Banks, Inc. Organization Name provided in the GuideStar Exchange* as of 12/05/2013: Association of Arizona Food Banks, Inc.

Organization Name as listed in the IRS Business Master File as of 07/14/2014: ASSOCIATION OF ARIZONA FOOD BANKS INC

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AKA  AAFB
Phoenix, AZ
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is not available
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Basic Organization Information

Association of Arizona Food Banks, Inc. Organization Name provided in the GuideStar Exchange* as of 12/05/2013: Association of Arizona Food Banks, Inc.

Organization Name as listed in the IRS Business Master File as of 07/14/2014: ASSOCIATION OF ARIZONA FOOD BANKS INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: AAFB
Physical Address: Phoenix, AZ 85004 1400
EIN: 86-0507679
Web URL: www.azfoodbanks.org 
NTEE Category: K Agriculture, Food, Nutrition
K03 Professional Societies, Associations
E Health—General & Rehabilitative
E01 Alliance/Advocacy Organizations
K Agriculture, Food, Nutrition
K31 Food Banks, Food Pantries
Ruling Year: 1986 


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Mission Statement

To deliver food and quality services to food banks and foster relationships in support of our commitment to eliminate hunger. We will achieve this through: coordinating collection, procurement, and distribution of food; developing financial support, relationships and resources; advocating for food security through public policy; providing coordination during times of disaster; serving as a source of information and expertise to increase awareness of hunger issues; and investigating new initiatives to preserve and expand food resources to strengthen Arizona communities.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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December 2013)

Fiscal Year Starting: July 1, 2012
Fiscal Year Ending: June 30, 2013

Total Revenue $1,654,105
Total Expenses $1,623,483

Revenue & Expenses

(GuideStar Exchange,
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December 2013)

Fiscal Year Starting: July 1, 2012
Fiscal Year Ending: June 30, 2013

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

(GuideStar Exchange,
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December 2013)

Ms. Angie B. Rodgers

Profile:

Ms. Rodgers currently serves as President & CEO of the Association of Arizona Food Banks, succeeding the retired long-term President & CEO Ginny Hildebrand. She has been employed by AAFB as President & CEO since June, 2013. Rodgers has more than 15 years’ worth of experience in human services public policy research and advocacy in Arizona, including serving as Governor Napolitano’s Human Services Policy Advisor, focusing on food security, health insurance, child support, employment, early intervention and senior services. Her leadership guides AAFB in its support of five regional food banks and the clients they serve statewide by advocating for policy and resources to assist individuals and families in overcoming poverty and economic hardship.

Board Chair (GuideStar Exchange,
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December 2013)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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December 2013)

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Board Leadership Practices (GuideStar Exchange,
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December 2013)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in December 2013

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Programs

Program: The Arizona Statewide Gleaning Project (GuideStar Exchange,
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December 2013)

Budget:
$1,587,321
Category:
Food, Agriculture & Nutrition
Population Served:
General Public/Unspecified

Program Description:

The Arizona Statewide Gleaning Project, a program of the Association of Arizona Food Banks, was established in 1993 to help coordinate the rescuing of produce that otherwise would go to waste. Individually, food banks have been gleaning since 1980. In 1993 the food banks joined forces to create a statewide network to facilitate the rescuing and distribution of product around the state. The Arizona Statewide Gleaning Project's success is directly related to this collaboration and cooperation. As an association we provide core services to our members and to the statewide food provider network. This is accomplished through the annual updating and publishing of the Arizona Emergency Food Provider Directory. This directory gives caseworkers a handy reference of what food programs are available to their clients and where they are located. In addition, we operate a statewide "800" number for clients and donors to call for information and referral. This is the only toll-free number of its kind in Maricopa County. We help foster strong relationships between the food industry and food banks by maintaining the Food Industry Advisory Committee. This committee meets quarterly to exchange ideas, discuss industry trends and to address joint problem solving. We also publish a quarterly newsletter, FoodLines and maintain a website for information sharing. We research and gather statistical data related to hunger and poverty issues. The Association of Arizona Food Banks spearheads advocacy efforts in Arizona that have resulted in the passage of the Charity Food Bank Act (1986), the Charitable Crop Contribution Bill (1993), and the Food Bank Governmental Incentive Bill (1996). In addition, our work with food banks and other anti hunger groups in the state has resulted in funding being appropriated to the Coordinated Hunger Program line item (currently $1,286,600). The Hunger Hurts Us All legislation (1991), resulted in the addition of $1,000,000 in state funding to support WIC, $100,000 for start up funding for school breakfast programs, $224,900 in additional state funding to the Rural Food Bank line item, and passage of the first "model" Good Samaritan Food Donation law in the United States. In 1998, we advocated for and won $200,000 for the first state funding to support community food security in the nation. In 2000, we successfully led advocacy efforts to reauthorize Arizona's Joint Legislative Committee on Hunger and garner support funding for Food Stamp outreach. In 2001, we secured additional state funding to support food administration and centralized food storage. Nationally, we have played a lead role with other state and national advocates to retain support of commodity distribution programs for low income Americans. We first became involved with the passage of the Hunger Prevention Act in 1988 that modified food stamp regulations and re-authorized the Emergency Food Assistance Program (TEFAP). In 1994, we authored the "American Hunger Relief Program" as an effort to provide guidance to reform efforts supporting low income Americans. This draft later became the "Bill Emerson Memorial Bill" passed by Congress in 1996 which moved the TEFAP program from discretionary to mandatory spending and authorized $145 million in spending to support acquisition of food and distribution of product to needy households. The Association of Arizona Food Banks provides services to its members and their respective agencies by assisting with coordination of statewide food and fundraisers. In addition, we administer the Food Buying Cooperative Program contract for the Dept. of Economic Security which is an introductory certificate that introduces low-income clients to food cooperative programs.

Program Long-Term Success:

Maintained state funding levels to food banks at $1.8 million.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

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