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Greater Lansing Food Bank Organization Name provided in the GuideStar Exchange* as of 04/18/2013: Greater Lansing Food Bank

Organization Name as listed in the IRS Business Master File as of 10/17/2014: GREATER LANSING FOOD BANK

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Lansing, MI
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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

Greater Lansing Food Bank Organization Name provided in the GuideStar Exchange* as of 04/18/2013: Greater Lansing Food Bank

Organization Name as listed in the IRS Business Master File as of 10/17/2014: GREATER LANSING FOOD BANK

* 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.
Physical Address: Lansing, MI 48901 
EIN: 38-2424756
Web URL: www.greaterlansingfoodbank.org 
NTEE Category: K Agriculture, Food, Nutrition
K31 Food Banks, Food Pantries
K Agriculture, Food, Nutrition
K31 Food Banks, Food Pantries
Ruling Year: 1982 


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Mission Statement

Our ability to serve families and individuals through pantries and community kitchens is directly related to the generosity of the citizens in the greater Lansing area. Their donations fund most of the Food Bank's annual budget of $600,000. We obtain donations through the annual Christmas Envelope Campaign (supported by the Lansing State Journal and other community newspapers) and through contributions provided throughout the year by individuals and businesses. We also receive donations of food through food drives sponsored by business, organizations, churches and individuals.

Legitimacy Information

This organization is registered with the IRS.

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

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Annual Revenue & Expenses

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April 2013)

Fiscal Year Starting: October 1, 2009
Fiscal Year Ending: September 30, 2010

Total Revenue $3,359,268
Total Expenses $3,107,764

Revenue & Expenses

(GuideStar Exchange,
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April 2013)

Fiscal Year Starting: October 1, 2009
Fiscal Year Ending: September 30, 2010

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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

Financial Statements

Audited Financial Statement is not available for this organization.

Annual Reports

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Leadership

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April 2013)

Joe Wald

Board Chair (GuideStar Exchange,
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April 2013)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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April 2013)

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Board Leadership Practices (GuideStar Exchange,
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April 2013)
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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 April 2013

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Programs

Program: (GuideStar Exchange,
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April 2013)

Budget:
--
Category:
Population Served:

Program Description:

Food is distributed through food pantries and community kitchens located thoughout the greater Lansing area. Tens of thousands of seniors, children and "working poor" are served annually. The Food Bank also administers the Food Movers and the Garden Project programs. Food Movers collect excess food from licensed kitchens and grocery stores and delivers it to shelters, community kitchens and food pantries. The Garden Project administers 20 community gardens, securing land and making arrangements for plowing, and rototilling. Home gardeners receive supplies including seeds, plants and canning supplies enabling them to grow and preserve their own fresh vegetables.

Program Long-Term Success:

The Greater Lansing Food Bank has helped over 1,000,000 individuals with emergency food since 1981. We serve 4,400 individuals a month with food purchased for the Ingham County Food Bank. 49% of our clients are children, 44% are the working poor, and 25% are living on fixed incomes. We also provide grants to 37 Human Service Agencies for food expenses, including: community kitchens, shelters, Clinton and Eaton County food pantries.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

This organization has not provided an impact summary.
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Reviews

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