Agriculture, Food, Nutrition

FAIRBANKS COMMUNITY FOOD BANK SERVICE INC

aka Food Bank

Fairbanks, AK

Mission

The primary purpose of the Fairbanks Community Food Bank Service, Inc. is to provide food for hungry people and to distribute surplus food that would ordinarily be discarded. All locally collected food is to be distributed without charge.

Ruling Year

1983

CEO

Mrs. Anne Weaver

Main Address

725 26th Ave Ste 1

Fairbanks, AK 99701 USA

Keywords

food, nutrition, volunteer, seniors, children, students, hunger, poverty, Alaska

EIN

92-0088266

 Number

7919084814

Cause Area (NTEE Code)

Food Banks, Food Pantries (K31)

Philanthropy / Charity / Voluntarism Promotion (General) (T50)

IRS Filing Requirement

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

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Blog

Programs + Results

What we aim to solve New!

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Fairbanks Community Food Bank Warehouse

USDA CSFP TEFAP

BONEBUILDERS

Where we workNew!

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Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of meals served or provided

TOTALS BY YEAR
Population(s) served

General/Unspecified,

Economically disadvantaged, low-income, and poor people

Related program

Fairbanks Community Food Bank Warehouse

Number of pounds of food collected per year

TOTALS BY YEAR
Population(s) served

General/Unspecified,

Economically disadvantaged, low-income, and poor people

Related program

Fairbanks Community Food Bank Warehouse

Number of pounds of food distributed in food boxes each year

TOTALS BY YEAR
Population(s) served

General/Unspecified,

Economically disadvantaged, low-income, and poor people

Related program

Fairbanks Community Food Bank Warehouse

Context notes

On average, about 2/3rds of all food collected each year goes into our daily food boxes.

Number of pounds of food distributed to other agencies in Interior and Northern Alaska each year

TOTALS BY YEAR
Population(s) served

General/Unspecified,

Economically disadvantaged, low-income, and poor people

Related program

Fairbanks Community Food Bank Warehouse

Context notes

On average, about 1/3 of food collected each year goes into the pantries of other 501C3 organizations

Total number of volunteer hours contributed to the organization

TOTALS BY YEAR
Population(s) served

General/Unspecified,

Economically disadvantaged, low-income, and poor people

Related program

Fairbanks Community Food Bank Warehouse

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

REDUCE food waste by recycling local surplus food in this community and in our landfills by at least 1,500,000 pounds annually

MAINTAIN and sustain the food requests for individuals and families in need by providing at least 200,000 requested meals

INCREASE the capacity of other agencies in Interior Alaska who serve the at risk population by adding at least 500,000 pounds of food freely given to local those 501C3 agencies

MAINTAIN volunteers as the primary labor source for this organization by at least 13,200 donated hours each year

MAINTAIN community financial support of this agency. Our goal is to have at least 70% for the Fairbanks Community Food Bank income from individual and corporate donors (including United Way support).

At the Fairbanks Community Food Bank there is a balance of FOOD IN and FOOD OUT, but we are well positioned to respond to an area emergency or other change in the community's food assurance needs. In FY 2016 the demand for Food Bank services exceeded our capacity, but we met those demands. Employees and volunteers served 136% more meals than our goal and took in 158% more food than our baseline. Consistent with our vision and proven track record, when called upon the Food Bank will surpass FY 2017 goals as required to effectively meet community needs.

There are no plans to expand the Food Bank operation, or make substantial program changes. We will focus on and effectively serve our target population, primarily using volunteer labor and donated food. This is a crucial strategy as Alaska is suffering through a statewide fiscal crisis, and we know we will be serving more people with food needs, but those same people are our donors, too, so we expect loss of revenue.

We have "developed" our communities to understand that we CAN share and take care of one another, as the needs arise. We believe our huge volunteer and donor base will be essential in keeping community eyes on the problems Alaska's economy is causing. We have been strategic in working with corporations and local business, so that when people want to "give back" we have a good reputation as an efficient and team building project. We have used good business practices to remain sustainable. Reputation, reputation, reputation is our sustainability plan.

This Food Bank has a "dashboard" of our strategies which is presented at each board of directors meeting. It measures all the assets we need in order to keep our doors open. Our board of directors is exemplary in that their attendance at board meetings is excellent and they are narrowly focused on "success" of this food bank. We also have a contract with Foraker Shared Services to do our CFO work and they act as independent non-profit management advisors, in case we overlook an indicator.

When we began 34 years ago we had nothing but an idea. We are now operating nearly 50,000 sq ft of warehouse and office space which provides food assistance to Interior and Northern Alaska. We receive free food and give it away free, so that is an accomplish. The various building projects are donated, built to our specifications, so we are mortgage free. We have 17% of our income, in our warehouse facility, as earned income (rental space). Three-fourths of all that we need to operate this food bank is donated, in-kind, volunteer labor. One-fourth of what we need is cash to keep our doors open and is provided primarily by individual donors and fundraisers.

One project that we are still working on is increasing our freezer space in order to accommodate incidental caught (by catch) fish. Example, last year there was a fishery in Dutch Harbor, salmon which was "incidentally" caught in that fishery was sent to Seattle for processing and then returned to Alaska. We were able to obtain 2-40 ft van loads of fish sticks and salmon patties to use in our program. Now that the politics of salmon caught in the wrong season has some solutions, we are able to salvage much of that highly desirable protein to use in our food box program. Now we need to build more freezer space to accommodate this gift.

External Reviews

Financials

FAIRBANKS COMMUNITY FOOD BANK SERVICE INC

Fiscal year: Jul 01 - Jun 30

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  • Forms 990 for 2017, 2016 and 2015
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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

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.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

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?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Disability

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity