PLATINUM2024

Food Bank For New York City

New York, NY   |  https://www.foodbanknyc.org/

Mission

The mission of Food Bank For New York City is We empower every New Yorker to achieve food security for good. Food Bank For New York City has been working to end food poverty in our five boroughs for 40 years. As the citys largest hunger-relief organization, we harness the collective power of our network of food providers, partners, and volunteers to activate the right resources, supports, and expertise across the five boroughs. Our work with 800+ soup kitchens, food pantries, and campus partners provides immediate and reliable access to food and nutrition education, while our economic empowerment programs give people the tools and know-how to improve their financial wellness. Community by community, we work together to make progress on a more hopeful, dignified, & equitable future for all.

Ruling year info

1983

President & CEO

Mrs. Leslie Gordon

Main address

39 Broadway, 10th Floor

New York, NY 10006 USA

Show more contact info

EIN

13-3179546

NTEE code info

Food Banks, Food Pantries (K31)

Emergency Assistance (Food, Clothing, Cash) (P60)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2023, 2022 and 2021.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Food Bank For New York City is NYC’s largest hunger-relief organization. We distribute food and resources through our network of nearly 1,000 food pantries, soup kitchens, schools, and other partners. More than 1.1 million New Yorkers were experiencing food insecurity before the pandemic and that number has only grown over the past year. Food Bank projects that nearly 1.6 million NYC residents (~19 percent of the population) will experience food insecurity in 2021 due to the economic fallout of COVID-19. People who had never set foot on a pantry line have now become regular clients. Essential workers, furloughed employees, single parents, and seniors have all turned to us to fill in food gaps for themselves and their families during this challenging time. More and more New Yorkers are depending on us to make ends meet, so we’re working to provide more resources to our member agencies on the ground and implement new strategies to fight hunger wherever it exists.

Our programs

SOURCE: Self-reported by organization

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

Hunger Relief

Since 1983, Food Bank For New York City has been the city’s major hunger-relief organization working to end hunger throughout the five boroughs. In New York City, nearly one in five residents – primarily the working poor, the elderly, veterans, and people with disabilities – relies on us for food and other resources to address their food insecurity and associated poverty needs. Since enacting our emergency response to COVID-19 in March 2020, we’ve provided over 100 million free, nutritious meals to New Yorkers across the five boroughs, an increase of 61 percent in overall food distribution compared to the same time period last year. We’ve distributed over 1.3 million lbs. of non-food items, such as personal care and menstrual hygiene products, baby essentials like diapers and formula, and PPE equipment. We’ve also shifted all direct services to remote support via our SNAP call center, which has seen an increase in call volume of between 350-600 percent since mid-March.

Food Bank takes a strategic, multifaceted approach that provides meals and builds capacity in the neediest communities, while raising awareness and engagement among all New Yorkers. Foundational to our approach is a strong network of 925 member agencies - each an emergency food provider committed to serving the City’s most food insecure residents. Our initial focus on food distribution has expanded to a range of anti-hunger solutions with the ultimate goal of helping struggling New Yorkers feed their families, eat nutritious foods on a limited budget, and become more self-sufficient. Since the pandemic, we’ve focused this mission even more by identifying 22 Community Response Partners (CRPs) across the five boroughs to better help us serve the communities hardest hit by the economic fallout of COVID-19. Through these CRPs, we’ve been able to distribute more than 24 million meals to New Yorkers in high-need areas. We’ve also launched a new Mobile Pantry Program, which allows us to get resources into neighborhoods that need even more assistance.

Throughout the pandemic, we also conducted food distributions throughout the city at what we called our “Pop-Up Distributions.” These sporadic programs were managed directly by Food Bank and occurred at iconic locations throughout the city, such as Barclays Center, Yankee Stadium, and Lincoln Center. Approximately 752,233 meals have been provided through these distributions at 60 different locations.
Food Bank’s income support services, including food stamps (also known as SNAP) and free tax assistance for the working poor, put nearly $38 million into the pockets of New Yorkers last year, helping them to afford food and achieve greater dignity and independence. Food Bank’s nutrition education programs and services empower more than 23,000 children, teens and adults to sustain a healthy diet and active lifestyle on a limited budget.

Population(s) Served
Economically disadvantaged people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of meals delivered

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups, Health, Ethnic and racial groups, Social and economic status, Gender and sexual identity

Related Program

Hunger Relief

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

66M meals delivered in FY23

Tax refunds and Earned Income Tax Credits returned to NYers

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups, Social and economic status, Health, Ethnic and racial groups

Related Program

Hunger Relief

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

$28 million dollars in cash returned to NYers and the business marketplace from tax refunds and earned income tax credits

Number of donations made by board members

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups, Health, Social and economic status, Gender and sexual identity, Work status and occupations

Related Program

Hunger Relief

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Our board members each give or get a gift each year to support the mission. We strive for 100% giving among board members which is the year by year result you see here.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Food Bank For New York City aims to provide New Yorkers with the food and resources they need today to build a better tomorrow. As New York City’s primary distributor of emergency food, Food Bank secures, transports, and distributes resources to 925 partners across the five boroughs, which includes emergency and community food programs, disaster food partners, and campus pantries in K-12 schools and colleges. At a time when 91 percent of these member agencies are reporting an increase of first-time visitors, we aim to support our network with the food and resources their clients desperately need.

It’s worth noting, too, that many of our local soup kitchens and food pantries are still unable to re-open because of COVID. More than one in nine (or 11 percent) of our member agencies remain closed, which means certain communities no longer have ready access to free and nutritious food. In those neighborhoods, many families are struggling with food insecurity, and yet the support network they’ve come to depend upon is not operating at full strength. That’s a big reason why we identified our contingent of 22 Community Response Partners, so that we could establish a solid presence in each and every borough. Our Mobile Pantry Program is also working to fill the access gaps that COVID has left behind.

To better support our ever-growing network of food pantries, soup kitchens, and schools, fighting hunger at the frontlines, we recently made a $14 million investment directly into our member network. Representing one of the largest investments in Food Banks 37-year history, we are aiming to address key areas of need through a four-pillar strategy of food grants, operational and capacity grants, healthcare partnerships, and a Mobile Pantry Program.

Food Grants As the first pillar of our member investment strategy, were increasing both the quantity and frequency of our food deliveries, focusing on communities hit hardest by the pandemic. This includes areas like the Bronx, where a recent report found that one in 10 residents had visited a food pantry or soup kitchen due to COVID.

Operational and Capacity grants Along with providing our members with more food, were also helping to provide the operational means to get that food to their communities. La Jornada food pantry in Queens, for example, was awarded a capacity grant to buy a forklift to increase distribution efficiency.

Healthcare Partnerships Healthcare providers are often the first to identify the signs of food insecurity and its link to costly, and preventable chronic conditions like obesity, hypertension, diabetes, and heart disease. So, were investing in Food Banks long-standing relationships with local hospitals by bringing them into our member network.

Mobile Pantry Program As discussed earlier, were also pouring money and resources into our new Mobile Pantry Program, which will visit different sites each week to provide meals and shelf-stable goods to people where they live.

For decades, Food Bank’s multi-pronged approach has included supporting low-income families to afford more food and other necessities. Our strategy includes equipping our 925 member agencies to better address the critical needs of those who rely upon them on an ongoing basis. Going forward, we are focusing a wealth of resources, including training, capacity grants, technology, and technical assistance, to equip hundreds of emergency food providers across the city to be better able to move the most vulnerable residents closer to food security and financial stability.

As the city’s largest hunger relief organization, we’re used to providing millions of meals a year to our neighbors in need. But the challenges of this pandemic have shown us that our capacity to give extends far beyond providing meals and shelf-stable goods to our clients, though those obviously remain important to us and our mission to fight hunger.

To address the growing and nuanced needs of this pandemic, we deployed a multi-faceted emergency response to safely distribute food and other resources more quickly than ever before by working closely with our partners in the public, private, and non-profit spheres. Since the start of our response, we’ve provided over 100 million free meals to our neighbors across the five boroughs. In January 2021 alone, we distributed nearly 6 million meals, marking a 36 percent increase compared to last January’s distribution. We’ve also collaborated with other hunger relief organizations in the city that aren’t in our member network; in fact, nearly 7 million meals have been provided in partnership with organizations like the Boys & Girls Clubs of America (BGCA), Women in Need (WIN), Administration of Children Services (ACS), Knowledge is Power Program (KIPP), and New York City Housing Authority (NYCHA).

In addition to food distributions, we’ve also worked to take our mission online through workshops on nutrition education and financial empowerment. In the past year, we’ve provided virtual nutrition education to SNAP-eligible populations through our SNAP-Ed nutrition education programs, which normally serve over 12,000 K-5 students across the city. We’ve also modified our community-based direct nutrition education workshops to operate virtually as well as outdoors. So far, we’ve conducted 48 in-person, socially distanced workshops and 48 virtual workshops with over 1,000 participants. As of this writing, we’ve held 44 virtual workshops on financial empowerment, which have been attended by well over 800 individuals. And as always, we’re offering free tax filing to the working poor to ensure that they receive their maximum refunds without having to worry about tax prep fees.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals, To inform targeted use of resource to deployment to communities in need.

  • Which of the following feedback practices does your organization routinely carry out?

    We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

Food Bank For New York City
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Operations

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

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Connect with nonprofit leaders

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Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Food Bank For New York City

Board of directors
as of 03/21/2024
SOURCE: Self-reported by organization
Board chair

Mrs. Seraina Macia

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Arthur Stainman

First Manhattan

Reverend Henry Belin

Bethel AME Church

Gloria Pitagorsky

Heard City

Kevin Frisz

William James Capital Management

Lauren Bush Lauren

FEED

Seraina Macia

Joyn Insurance

Nicolas Poitevin

Tower Research Capital

Lary Stromfeld

Cadwalader, Wickersham & Taft LLP

Pastor Michael Walrond

First Corinthian Baptist Church

George Garfunkel

First Manhattan

Kyra Sedgwick

Actor, Producer and Director

Marilu Galvez

WABC-TV New York

Ted Segal

EJS Group

Mary Lynn Phillips

Stop & Shop

Ayanna Stephens

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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 and 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

SOURCE: Self-reported; last updated 3/21/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 03/21/2024

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.