Mission: Food Bank For New York City's mission is to end hunger by organizing food, information and support for community survival and dignity. Food Bank has been working to  ... (More)

Food Bank For New York City is a 501(c)(3) organization, with an IRS ruling year of 1983, and donations are tax-deductible.

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Contact Information

  http://www.foodbanknyc.org

  355 Food Center Drive
Hunts Point Cooperative Market
Bronx NY 10474 

   Mail donations to:
PO Box 470
Attn: Gift Processing
Hartsdale NY 10530

  212-566-7855


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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Good

This charity's score is 87.54, earning it a 3-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2020, the latest year published by the IRS.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

89.1%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

6.1%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

4.7%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

39.5%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.04


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

0.43 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

14.54%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Margarette Purvis, President & CEO

$350,786 (0.29% of Total Expenses)


Current CEO and Board Chair can be found in the Leadership & Adaptability report below.

Source: IRS Form 990 (page 7), filing year 2020

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Non-financial services of facilities to other organizations (BMF activity code: 603)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


Food Bank For New York City reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received

  • Grants Sent

  • Balance Sheet


How COVID-19 impacted the organization's operations financially:

The first 18 months of the pandemic in NYC saw more than the worst of the coronavirus, we also saw the best of our city rising up to fight it. And while the strategies of Food Bank’s mission to fight hunger changed, the heart of it remains thanks to the unprecedented support of our donor community. FY 21 saw our donor base almost triple and our private donations increase by more than three times over pre-pandemic levels. Donors responded to the need and Food Bank’s ability to address it. Increased financial support covered our organization-wide emergency response including changes to IT infrastructure and staffing, core food delivery logistics, support for our struggling network of food providers, and innovations throughout our entire food distribution model. Our financial supporters their increased gifts and grants and kept our mission afloat as we distributed more meals to more New Yorkers than ever before in a single year. Learn more https://impact.foodbanknyc.org/


How COVID-19 impacted the organization's delivery of programs:

• Emergency Food Network: Closures in emergency food providers (EFPs) protected senior volunteers and staff. Halted growth of new EFPs to focus on greater service gaps. • Community Kitchen & Food Pantry in Harlem (CKFP): direct service food distribution site closed in April 2020. CKFP later re-opened with severely limited service capacity. • Food Distribution: Yet, overall food distribution increased through our member network and our CKFP sending “to go” meals home with our clients. • Economic Empowerment Programs: Our SNAP Assistance Program and Tax Filing program saw steep increases in demand. Call volumes reached 600% of pre-COVID capacity. • Campus Pantries: Most located on school-based sites, providing food and personal care products for students and their families, were suspended due to school closures. • Volunteer program: Suspended onsite opportunities to protect everyone’s safety. • Events and fundraising: Most fundraising and engagement onsite events are suspended


How this organization adapted to changing conditions caused by COVID-19:

New distribution programs: Community Response Partners (CRPs): Established food/resource hubs at high-capacity member agencies. Tripled Distribution with Drive-Thru Pantry Bags, Seniors-Only Hours, Home/Building Deliveries. Grab & Go Meals at CKFP: Provided 5 days of food security/visit, now serving 135,000+ meals/mo. SNAP Call Center: Shifted to fully-remote. Between 3/20-3/21 responded to 10,000+ calls. Virtual Free Tax Filing: Video calls and secure upload of tax docs to file, receive tax credits, refunds. Pop-Up Distributions and Mobile Pantry Program: Outdoor distributions at iconic NYC sites. Deployed trucks where other pantries left gaps. Delivered 180,000+ meals plus access to tax program, health screenings, nutrition education. $14 million investment in our member network across 4 key areas of need: food, operational, and capacity grants, addition of hospitals into member network. https://www.foodbanknyc.org/a-city-united


Innovations the organization intends to continue permanently after the pandemic:

Retained innovations are: SNAP Call Center, Virtual Tax Filing Model, Pop-Up Distributions and Mobile Pantry Program in our service menu and mission. Our Community Resource Partners identified as “go-to” first responders in our member agencies will expand our reach. Lessons learned about flexibility, workforce composition and remote team building transformed all administrative positions in our organization. Our workforce grew from under 100 to more than 175 full time employees. Many team members no longer work in a central office and have proven efficiencies in performing remotely. Recruiting top talent from outside the immediate NYC area also brings new perspective and innovation to the mission of serving NYC’s five boroughs. Morale and productivity increased in the new Food Bank structure, and our capacity to serve has grown along with the city’s need.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
12/1/20212020 87.54
5/1/20212019 78.01
10/1/20192018 80.06
9/1/20182017 80.56
10/1/20172016 83.90
9/1/20162015 84.78
6/1/20162014 82.76
Rating Version: 2.0
11/1/20152014 83.32
12/22/20142013 82.67
11/1/20142013 82.57

This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990.

11/1/20132012 93.40
6/1/20122011 90.28
9/20/20112010 83.98
Rating Version: 1.0
7/1/20102009 79.65
10/1/20092008 72.32
5/1/20082007 94.41
5/1/20072006 94.33
4/1/20062005 94.47
7/1/20052004 94.39
6/1/20042003 88.25
6/9/20032002 83.53
10/15/20022001 72.06
4/15/20022000 82.79

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

100

out of 100

Food Bank For New York City is , earning a passing score. This score has no effect on the organization's Star Rating.


Impact

$2 provides a meal to a person in need.


Do you work at Food Bank For New York City? Join the waitlist for an updated Impact & Results score.


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Impact & Results Report

100

of 100 points


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Rated Program

Rated Program


Program

Distribution and Food Storage

Activities

The nonprofit primarily collects, warehouses and distributes food to front-line organizations like food pantries and soup kitchens. It also manages smaller programs that serve meals and provide groceries directly to beneficiaries.

Program Type

Beneficiaries Served

Program Geography

Time Period of Data


Learn how we assess the impact of nonprofits

Outcomes and Cost

Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.

Costs: The money spent by a nonprofit and its partners and beneficiaries.

Impact: Outcome caused by a nonprofit relative to its cost.

Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.


Outcome Metric


Outcome Data Source

Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.


Outcome data collected during the program. The nonprofit publicly reports the amount of food it provides.


Method for Attributing Outcomes

We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).


We assume that the distribution of a meal from one nonprofit's food distribution program does not diminish the amount of food distributed by any other (neighboring) food distribution program. This “counterfactual” assumption about the amount of food distributed in the absence of the nonprofit’s food distribution program implies that the benefit of a meal to a beneficiary in need constitutes a net gain; the gain is not offset by reductions in food provided to other beneficiaries in need. We therefore set the counterfactual to zero.


Cost Data Source

After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.


Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.


Impact and Determination

We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.

Impact Statement

$2 provides a meal to a person in need.

Benchmark for Rating

Impact & Results scores of food distribution programs are based on the cost of a meal relative to the cost that a food-secure person incurs to buy a meal in that county. Programs receive an Impact & Results score of 100 if they are less than 75% the cost of a meal and a score of 75 if they are less than 125%. If a nonprofit reports impact but doesn't meet the threshold for cost-effectiveness, it earns a score of 50.

Determination

Nonprofit Comment

Before publishing, we ask every nonprofit we can to review our work, offer corrections and provide a comment.


This nonprofit did not provide a comment

Analysis Details


Analysis conducted by ImpactMatters and published on November 22, 2019.

Additional Information

Unscored

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Largest Programs

Largest Programs



Food Bank For New York City reported its three largest programs on its FY 2020 Form 990 as:


$105,673,497

Spent in most recent FY

94%

Percent of program expenses


FOOD DISTRIBUTION AND STORAGE. FOOD BANK FOR NEW YORK CITY'S MISSION IS TO END HUNGER BY ORGANIZING FOOD, INFORMATION, AND SUPPORT FOR COMMUNITY SURVIVAL, AND DIGNITY. IN FY20, FOOD BANK FOR NYC DISTR ... (More)


$2,139,152

Spent in most recent FY

1%

Percent of program expenses


NUTRITION EDUCATION SERVICES: FOOD BANK PROVIDES NUTRITION EDUCATION FOR CHILDREN, TEENS, AND ADULTS, ENCOURAGES THE DEVELOPMENT AND ADOPTION OF HEALTHY DIETS AND PROMOTES HEALTHY EATING IN COMMUNITIE ... (More)


$985,781

Spent in most recent FY

0%

Percent of program expenses


INCOME SUPPORT SERVICES: AT THE CORE OF FOOD BANK NYC'S INCOME SUPPORT SERVICES FOR LOW TO MODERATE-INCOME NEW YORKERS ARE FREE SERVICES, SCREENINGS, ENROLLMENT, AND INFORMATION ON HOW TO ACCESS THE V ... (More)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Food Bank For New York City is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


Food Bank For New York City has been fighting hunger on the ground since 1983. By partnering with over 800 charities, soup kitchens, and food pantries across the five boroughs, Food Bank is able to make a direct impact in the communities that need it most, providing some 1.2 billion meals to New Yorkers since its founding. But food alone can't solve hunger. That’s why Food Bank employs a two-prong approach of Community Nourishment programming (to provide immediate and reliable access to food today) with Economic Empowerment programming (to equip people with the tools they need to achieve food security into tomorrow and beyond). All of these services – from grab-and-go pantry bags to hot meals, tax filing assistance, SNAP enrollment, nutrition education, and financial empowerment workshops – are free and available to anyone who needs them. To learn more about Food Bank’s mission to dignify, nourish, and empower every New Yorker currently facing hunger, visit foodbanknyc.org.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


Our work at Food Bank has always been guided by a simple yet ambitious vision – to end hunger. We imagine a time in which no one will ever have to worry about how they’re going to feed themselves and their families. We imagine a future in which our neighbors won't have to make impossible choices between making rent, buying groceries, and securing the personal care items they need to thrive. The road to ending food insecurity is a long one, but it’s one we walk with purpose. That’s why we not only provide reliable access to food today through our member network of over 800 soup kitchens and food pantries across the five boroughs, but also equip our clients with the tools they need to achieve stability into tomorrow and beyond. By pairing food assistance with things like free tax filing prep and financial empowerment workshops, we’re able to address both the surface issue of hunger and its root.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: To provide New Yorkers in need with food that is nutritious and culturally appropriate. We will continue to invest in the capacity of our member network of over 800 organizations.

Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.


Goal Two: To build a food secure future for New Yorkers in need by providing services like free SNAP enrollment and tax filling and by expanding advocacy efforts to influence policies that impact all.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Three: To keep investing in the culture of our organization by defining and practicing new values, establish benchmarks, and bring in new talent that can contribute to fulfill our food fighting work.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

At Food Bank we invested significant dollars and time in leadership development including bringing in experts, and creating special staff forums for D,E,I Training, development of a new values-based culture, self-care activities, training in strategic planning, Myers Briggs assessments, development of a shared vision for the next three years and increased coaching for employee performance, revised goal setting process, implementation of a new HRIS software, activation of cross-functional impact tracking and problem solving teams.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Food Bank For New York City advocates to our City, State and Federal elected officials by mobilizing leaders and clients from our member community based network, educating and activating our supporter, donors and volunteers, and working in coalition to advance our shared legislative and policy priorities. Food Bank employs a government relations strategy and advocacy tactics to leverage our programmatic expertise, community connection and reach, and public education and engagement to advance our anti-poverty agenda. Our tactics include community participation campaigns, civic engagements, issue updates, action alerts, and legislative meetings. In addition to this direct Government Relations work, Food Bank participates in multiple coalitions and working groups. Today, this includes Feeding America’s Advocacy Grantees, Feeding NYS's Advocacy Committee, and the emerging NYC Food Consortium policy and advocacy working group that also includes City Harvest and United Way.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


Some responses and long-term solutions we implemented to respond to the COVID crisis over the last year are: • To get meals where they were most urgently needed, we established Community Response Partners (CRPs) within our network to act as food and resource hubs in areas where food desserts quickly emerging due to rampant closures of food assistance sites caused by COVID. We also launched our Mobile Pantry Program to get food to areas where pantries were overwhelmed or non-existent. And we welcomed hospitals into our member network for the first time. • We made a $14 million investment into our member network to provide network-wide food grants. This represents one of the largest investments to strengthen our city’s emergency food providers in Food Bank's history. • We also pivoted our internal operations – from our warehouse to our Financial Services Center to our Community Kitchen and Food Pantry – to ensure the services our neighbors rely on were safely available. And not just food distribution, our income support programs such as SNAP enrollment and Tax filling prep were a lifeline for New Yorkers hardest hit. • As pandemic hunger threatened to crush more New Yorkers than ever before, we mobilized more than 100 Disaster and Emergency partners to supply nearly 4 million nutritious meals through them. • We cultivated new partnerships with the Department of Education, The Boys & Girls Clubs, and local after-school programs to ensure over 3.7 million meals to NYC children. • In lieu of our Senior Program at our Community Kitchen in Harlem, we implemented a daily “seniors-only” pick-up time for to-go meals and pantry bags. We also partnered with the City of New York to deliver 8,000 meals per month bringing meal boxes right to the doorsteps of homebound seniors. • To properly manage this unprecedented expansion of our services and assistance to New Yorkers in need, Food Bank more than doubled its staff capacity across all areas of the organization.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Leslie Gordon

President & CEO

Seraina Macia

Board Chair

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

100

out of 100

The score earned by Food Bank For New York City is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.


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Culture & Community Report

100

of 100 points

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Constituent Feedback

Constituent Feedback

Full Credit


This organization reported that it is collecting feedback.


Here's how this organization is listening and learning from the people they serve:


How is your organization collecting feedback from the people you serve?

Electronic surveys (by email, tablet, etc.), Case management notes, Constituent (client or resident, etc.) advisory committees


How is your organization using feedback from the people you serve?

To inform the development of new programs/projects, To strengthen relationships with the people we serve


With whom does your organization share the feedback you got from the people you serve?

Our staff, Our board, Our funders, Our community partners


What challenges does your organization face in collecting feedback from the people you serve?

We don't have any major challenges to collecting feedback


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

Through recent surveys and nonprofit partner self reporting, Food Bank has learned about the increased needs to sustain food assistance programs who are seeing an increase of up to 60% more visits to over the last 12 months. Food Bank has increased general operating support, food and capital equipment resources.



Methodology


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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