Feed every hungry person today; Seed partnerships that build self-sufficiency for tomorrow; and Lead to achieve our vision of permanently ending hunger in New Mexico.

In 2017, leaders of Roadrunner Food Bank developed a set of strategic priorities to guide the organization’s work for the next five years, and the plan is built around four principal outcome goals: 1. Roadrunner Food Bank will enhance the wellbeing of hungry people we serve. 2. Roadrunner Food Bank will enhance stakeholder engagement through effective internal and external communications. 3. Roadrunner Food Bank will have financial strength, ample resources, and solid infrastructure to advance our mission. 4. Roadrunner Food Bank is recognized statewide as the leader in ending hunger, now and in the future.

In addition to our network of traditional pantries and soup kitchens, we operate a number of direct programs: • Mobile Food Pantries (MFP) - Monthly farmers-market-style distributions that takes place at over 100 sites across the state. 50% of each distribution is fresh fruits and vegetables. • Senior Hunger Initiative (SHI) provides highly nutritious foods to 11 counties, addressing the unique food needs of seniors at locations they frequent, like senior housing communities or senior centers. • Childhood Hunger Initiative (CHI) – On-site food distributions at 88 low-income schools for entire families struggling with hunger. • Healthy Foods Center (HFC) are medical-referral-only food pantries that distribute healthy food items, specifically large quantities of produce, to clients experiencing food insecurity and a nutrition-related chronic health conditions. * Healthy Food Markets (HFM) - Produce-only distributions open to patients and the community at healthcare facilities.

Roadrunner’s evaluation methods range from internal to external and quantitative to qualitative. Internal evaluation includes multiple daily warehouse staff meetings to report on the amount of food received and delivered, and reviewing any operational issues from the previous day. Adjustments to each day’s work are based on these assessments to ensure continuous improvement and process monitoring. Monthly, quarterly, and annual performance data analyses are conducted to identify and address major operational trends. Program staff evaluate their work through the ongoing collection and analyses of data that measure key factors related to general and specialized food assistance services. External evaluation includes consistent surveying of agencies, partner organizations, and clients to gain their perspectives on Roadrunner’s work, and these survey results guide continuous improvement efforts.

Over the years, Roadrunner’s programming and role in the hunger relief network changed based on the needs of the communities it serves. In the early 90s, the Food Bank expanded food distribution to serve more agencies as well as starting several direct service programs that have now evolved into our Childhood and Senior Hunger Initiatives. In 2008, simultaneous to the recession, Roadrunner had outgrown its building and in 2009 moved into its current home. Within 18 months in the new space, food distribution increased from 15 million pounds to 22 million pounds. In addition to dramatically increasing pounds, the move allowed Roadrunner to focus on the acquisition and distribution of highly needed perishable items such as dairy and fresh fruits and vegetables. Roadrunner now works with over 500 feeding partners and four regional food banks, together serving the entire state. Roadrunner distributes over 32 million pounds of food a year, 10 million of which is fresh fruits and vegetables.