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39 BROADWAY
New York NY 10006-3003
Mail donations to:
PO Box 470
Attn: Gift Processing
Hartsdale NY 10530
New York NY | IRS ruling year: 1983 | EIN: 13-3179546
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's mission is to end hunger by organizing food, information and support for community survival and dignity. Food Bank has been working to end food poverty in our five boroughs for over 38 years. As the city's largest hunger-relief organization, we employ a multifaceted approach centered on helping low-income New Yorkers overcome their circumstances and achieve greater independence. (Less)
Great
This charity's score is 96%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 33% Accountability & Finance, 57% Impact & Results, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 11/22/2022 | 2020 | 88.89 |  |
| 11/1/2022 | 2020 | 88.69 | |
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. | |||
| 8/9/2022 | 2020 | 88.54 | |
| 5/1/2021 | 2019 | 78.01 |  |
| 10/1/2019 | 2018 | 80.06 | |
| 9/1/2018 | 2017 | 80.56 | |
| 10/1/2017 | 2016 | 83.90 | |
| 9/1/2016 | 2015 | 84.78 | |
| 6/1/2016 | 2014 | 82.76 | |
| Rating Version: 2.0 | |||
| 11/1/2015 | 2014 | 83.32 | |
| 12/22/2014 | 2013 | 82.67 | |
| 11/1/2014 | 2013 | 82.57 | |
| 11/1/2013 | 2012 | 93.40 | |
| 6/1/2012 | 2011 | 90.28 | |
| 9/20/2011 | 2010 | 83.98 | |
| Rating Version: 1.0 | |||
| 7/1/2010 | 2009 | 79.65 | |
| 10/1/2009 | 2008 | 72.32 | |
| 5/1/2008 | 2007 | 94.41 | |
| 5/1/2007 | 2006 | 94.33 | |
| 4/1/2006 | 2005 | 94.47 | |
| 7/1/2005 | 2004 | 94.39 | |
| 6/1/2004 | 2003 | 88.25 | |
| 6/9/2003 | 2002 | 83.53 | |
| 10/15/2002 | 2001 | 72.06 | |
| 4/15/2002 | 2000 | 82.79 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Food Bank For New York City is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Food Bank For New York City has earned a 89% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| 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:
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| 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.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
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
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| 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:
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) | |
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
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 39.50% - 2.5/10 ptsLiabilities to Assets Ratio - 39.50% - 2.5/10 pts
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
Working Capital Ratio - 0.43 years - 10/10 ptsWorking Capital Ratio - 0.43 years - 10/10 pts
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
Fundraising Efficiency - $0.04 - 7.5/10 ptsFundraising Efficiency - $0.04 - 7.5/10 pts
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
Administrative Expense Ratio - 6.10% - 5/10 ptsAdministrative Expense Ratio - 6.10% - 5/10 pts
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 Expense Ratio - 4.70% - 10/10 ptsFundraising Expense Ratio - 4.70% - 10/10 pts
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
Program Expense Ratio - 89.10% - 9.3/10 ptsProgram Expense Ratio - 89.10% - 9.3/10 pts
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
Program Expense Growth - 14.54% - 10/10 ptsProgram Expense Growth - 14.54% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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
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)
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 search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Food Bank For New York City) or EIN (133179546) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. 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, and doing this pauses our revision of their rating. 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
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
We were supposed to emerge from the pandemic leaving the worst of COVID behind. But even with life back to a pace we call normal, COVID continues to impact our neighbors, and what they need now is more than a vaccine. The pandemic forced Food Bank For NYC to expand its mission to serve more than 121 million meals last year. Providing this many meals requires buying more food, which means growing private support. FY21 saw our donor base increase by more than three times 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, food delivery logistics, support for our struggling network of food providers, and innovations throughout our entire food distribution model. Our supporters 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 effective 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.
Food Bank For New York City has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Full CreditPartial CreditNo CreditNot Applicable
Program
Distribution and Food Storage
Activities
Food Bank For New York City 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
Food Distribution
Beneficiaries Served
People living in poverty
Program Geography
New York, NY
Time Period of Data
7/1/2016 to 6/30/2017
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
A meal provided to a person in need
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.
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 Food Bank For New York City’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.
Cost Calculation
$15,220,027 program costs + $96,504,858 partner costs + $0 beneficiary costs = $111,724,885 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$111,724,885 total costs / 70,066,443 meals provided = roughly $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 80 if they are less than 125%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Food Bank For New York City reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Food Distribution and Storage
Spent in most recent FY
Percent of program expenses
Nutrition Education Services
Spent in most recent FY
Percent of program expenses
Income Support Services
Food Bank For New York City has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
100% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
Low -income New Yorkers and the organizations who provide food assistance programs to support them.
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
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
It's helped Food Bank demonstrate our commitment to take the learnings from partner feedback to create greater access to resources.
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.
Equity Practices - No Data Available - UnscoredEquity Practices - No Data Available - Unscored
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Food Bank For New York City has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon 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.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
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 an 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 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.
Vision - 10/10 ptsVision - 10/10 pts
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 build a food secure tomorrow. We imagine a time in which no one will ever have to worry about how they are 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 dramatically reduce 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
Goals - 20/20 ptsGoals - 20/20 pts
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 our values, establishing benchmarks, and securing and retaining talent committed to our work.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
At Food Bank we invested significant dollars and time in leadership development including bringing in experts, and creating special staff forums for DEI 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.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
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.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Short and long-term solutions we implemented to continue to respond to the COVID crisis and high inflation and its impact on food cost over the last year are: •Food Bank’s network of over 800 soup kitchens and pantries saw a 93% increase in new visitors compared to the previous year as food and gas prices, rent, and unemployment numbers soared. As a response, Food Bank safely distributed more than 121 million meals in 2021 – more than ever before in a single year in its history. •Food Bank put its mission “on wheels” and introduced a mobile pantry program earlier last year. In its first 12 months, the program provided more than 500,000 meals to neighbors in need. With the support of companies including Stop & Shop and Delta Airlines, the program is providing culturally relevant food items, including halal, kosher and vegetarian. •Food Bank’s commitment to serving high need communities remained strong. The organization invested $14 million into its member network across the five boroughs. This investment enabled these organizations to manage increased staffing and utility costs; and to secure new freezers, forklifts, hand trucks, refrigerators and equipment needed to operative effectively and efficiently. •Adding to its pandemic response, Food Bank also launched a series of large-scale, pop-up food distributions at Lincoln Center in Manhattan, the Barclays Center in Brooklyn, and Yankee Stadium in the Bronx feeding over 56,000 New Yorkers since the start of our pandemic response. •Now in its in 20th year, Food Bank’s tax preparation program’s IRS-certified volunteers prepared more than 17,500 returns, yielding over $30 million in refunds for New Yorkers in need and helping them save an estimated $7.9 million in tax preparation fees resulting in a total economic impact of nearly $47.5 million. •To properly manage this unprecedented expansion of our services and assistance, Food Bank more than doubled its staff capacity across all areas of the organization.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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