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.