Nutrition for the Elderly in Tompkins County, Inc.

Providing more than a meal

aka Foodnet Meals on Wheels   |   Ithaca, NY   |  www.foodnet.org

Mission

Our mission is to provide meals and other nutrition services that promote dignity, well being and independence for older adults and other persons in need in Tompkins County.

Ruling year info

1988

Executive Director

Ms. Jessica F. Gosa LMSW

Main address

2422 N Triphammer Rd

Ithaca, NY 14850 USA

Show more contact info

EIN

16-1285569

NTEE code info

Nutrition Programs (K40)

Meals on Wheels (K36)

Congregate Meals (K34)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Foodnet Meals Foodnet delivers nearly 700 daily meals to more than 400 older adults and others so that older adults and others in need can live a life without hunger and isolation in Tompkins County. Foodnet has adopted the “More than a meal” model from Meals on Wheels America. This approach to service ensures that each meal delivery is provided with a safety check, friendly visit, and compassion. For many participants, the friendly visit and safety check are equally as important as the meal. Comprehensive nutrition services are provided by a registered dietitian, which includes nutrition assessment, counseling, and education, and referral coordination. The dietitian also certifies each menu to ensure that the nutritional content of the meals is consistent with Dietary Guidelines for Americans. on Wheels’ overarching purpose in the community is to reduce senior malnutrition and food insecurity in Tompkins County.

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?

Foodnet Meals on Wheels

1. Congregate meals served to approximately 80 individuals daily at 3 community centers.
2. Home Delivered Meals served to approximately 400 persons with a choice of one or two meals daily.
3. Nutritional assessment, counseling and education by a Registered Dietitian.
4. Case Management & Referral Coordination to other supportive services.

Population(s) Served
Seniors
People with disabilities

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

Seniors

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Foodnet delivers nearly 700 daily meals to more than 400 older adults and others in-need throughout Tompkins County. Each meal is certified by a registered dietitian.

Number of older adults being supported to live at home through home care, assistive technology, and/or personal support plans

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

Seniors

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Foodnet provides home meal delivery, congregate dining, nutrition services and referral coordination to combat some of the biggest threats to health aging: hunger, isolation, and loss of independence.

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.

Over the next three years, Foodnet will deliberately prioritize healthcare integration in terms of organizational focus, goals, and measurements for success. With growing research regarding the social determinants of health, and the emergence of value-based care in healthcare institutions, there is more focus on integrated partnerships between community based organizations and healthcare organizations. Healthcare integration positions Foodnet to more comprehensively serve our participants population by providing a continuum of care.

Foodnet will deliberately work to improve operational efficiencies that focus on volunteer/employee engagement, partnerships, effective communication, building capacity, reducing program deficits, and developing program innovations that focus on participant satisfaction and healthcare integration. The “Meals-on-Wheels” brand is well-known in the Tompkins County community. Consistent policies and procedures through organization operations, effective collaborations, and streamlined communication are critical to organizational strength and resiliency. Foodnet’s core programs have significant impact on the community. The organization maintains a positive profile in the community, and participants report overall satisfaction across programs.

Foodnet will build on a history of strong staff retention and diverse professional expertise to expand diversity and inclusion strategies. While Foodnet’s current participant population disproportionately represents white non-Hispanic older adults, this demographic is consistent with the composition of Tompkins County older adults. Foodnet will respond to changing program demographics with diversity and inclusion strategies that create conditions that foster a productive work environment, value collaboration, embrace difference, and attract and retain diverse staff, volunteers and participants.

Foodnet will work deliberately to diversify revenue streams to effectively leverage government funding. Foodnet Meals on Wheels has a long-standing history of strong financial health. While there are limitations within the revenue model, the organization’s budget practices, accounting policies, and procedures lend to a record of clean financial audits, and fiscal stability.

In alignment with the organization mission and vision, Foodnet’s focus in the community is to reduce social isolation, senior hunger and malnutrition in Tompkins County with programs that focus on quality of life, maintaining independence, and access to nutrition. Foodent's three -year strategic plan (2019-2020) describes subsequent goals in each strategic priority areas as described below:

Healthcre Integration:
1. Raise awareness about the health advantages of Foodnet's Services to build reputation and bran in the healthcare arena.
2. Develop Formal Partnerships with the local community healthcare systems, first responders, community organizations that address food security.
3. Secure funding to build capacity and infrastructure to support healthcare technical compliance.

Operational Efficiency Goals:
1. Increase visibility of Foodnet's core services and distinctive competencies: Home Delivered Meals, Congregate Meals, Nutrition Counseling, Education, and Referral Coordination.
2. Leverage existing partnerships to reduce program deficits, optimize resources, and to develop program innovations that accommodate changing demographics.
3. Build capacity and resources to improve operational efficiency in programs, reduce deficits, and to create conditions that foster collaboration.

Diversity & Inclusion Goals:
1. Strengthen organizational culture to promote initiatives that foster equity, embrace difference, and encourage empowerment.
2. Expand Foodnet’s reach to strengthen recruitment, retention of program participants, staff, board and volunteers of underrepresented populations.
3. Strengthen organizational resources to build capacity to reach a broader target audience, improve diversity and inclusion strategies, and to address program barriers.

Diversification of Revenue
1. Strengthen Foodnet’s revenue by clarifying program misconceptions, expanding engagement activities, and creating an organizational culture of philanthropy.
2. Invest in partnerships and grant opportunities to fund technology infrastructure, and staff capacity needs for healthcare integration.
3. Diversify Foodnet’s revenue by expanding alternative sources of revenue by 15%.

Foodnet is governed by the Board of Directors, whose members volunteer their services and are elected at the organization’s annual meeting. The Board is for the enactment of polices, management of the affairs, funds and property of the organization. The Executive Director is accountable to the Board and is responsible for the implementation of policies adopted by the Board. The board of directors is comprised of a minimum number of eleven board members and a maximum of fifteen members. Leadership of the board consists for four officers (i.e. chair, vice-chair, treasurer, and secretary), and board committee chairs. Foodnet’s board recruitment strategies aim to attract and retain highly talented professionals with diverse expertise, skills and traits.

The Executive Director is the chief administrator and key management leader of Foodnet Meals on Wheels. The Executive Director is responsible for overseeing the organization’s strategic plan, program implementation, financial management, and general administration. Other key duties include fundraising, marketing, community outreach, and coordinating with local, state, and federal funders, and ensuring effective risk management procedures and processes. Through direct reports, the Executive Director oversees direct-line staff, and more than 100 volunteers. Additional key administrative positions include the Registered Dietitian, Food Service Operations Manager, Finance & Administrative Manager, and the Administrative Coordinator. Direct-line staff include drivers, home delivered meals coordinator, congregate meals coordinator, outreach drivers, congregate site staff, kitchen personnel, and operations support.

Data and program management are core functions of Foodnet Meals on Wheels that support efficient processes and systems. Foodnet utilizes two cloud-based data software for meal delivery schedules and program data reporting. NYSOFA requires all program data to be available in PeerPlace Statewide database. In 2017, Foodnet received funding to implement a participant management database (ServTracker) for efficient tracking of meal delivery reschedules, volunteers, and nutrition data. This system provides route optimization, which adjusts routes when participants enroll or are discharged from services. With ServTracker, Foodnet now offers a choice menu system, which transformed participant meal options. The service is cost effective because it also accurately projects meal counts. This system has capacity for driver meal delivery verification and driver-reported participant changes in conditions. In 2019, Foodnet implemented a new fleet management system (Omnitracs Telematics Package) to maximize safety, decrease fuel consumption, and reduce maintenance costs.
Foodnet is also fortunate to have partnership with local higher education institutions, hosting multiple volunteers throughout the year. Additionally, 100+ volunteers support Foodnet operations throughout a year.

2019 Accomplishments:
-Secured funding to support Technology Upgrades to meet HIPAA Business Associate Level Compliance ($27K)
-Integrated health outcomes language in grant proposals and presentations
-Attended Food Security & Nutrition Partner Planning Seminar
-Recognized by HSC as a Rural Health Champion
-Presentations: Cayuga Medical Associates, F&CS, Discharge Planners, Cornell Caregivers
-Joined Food Bank Southern Tier Board Advocacy Committee
-Joined HSC Board
-Contracted with VNS (Housing Cohort Project)
-(4) Social Dining Programs with Health Focus
-Developed marketing rackcards to highlight services
-Quarterly newsletter that highlights program areas
-Piloted a diabetic education series to raise visibility of nutrition services
-Increased social media presence by approximately 5%
-Established a relationship with Cornell MBA fellows program to evaluate congregate program
-Awarded (2) Menu Diversification grants to increase fiber/address preferences ($9K)
-Developed cross-training; eliminated substitute drivers
-Reduced meal delivery errors by at least 50%
-Hired Part-Time CM
-Technology Upgrades to meet HIPAA BA Level Compliance
-Workplace Culture Training (4) workshops with entire staff- Organizational Development Coach
-Completed Board Composition Survey
-Designed and Implemented new participant contribution system (meal summaries)
-Developed Planned Giving Plan (Board Approved)
-Designed/Print Planned Giving Program Rack Card
-Secured 1 planned giving gift (2 in progress)
-Implemented donor thank you events
-Exceeded Development Goals by 18%
-Secured sustainable funding for part-time Case Management Position.

What's Next:
Healthcare Integration: Strategic Partnerships, Expand Insurance Contracts for Reimbursement, Organizational Infrastructure/Healthcare
Diversity & Inclusion: Policy, Operations, Training, Education, Menu Diversification
Operational Efficiency: Reduce deficits, establish meal verification system application, cross-training, development internship
Diversify Funding: Increase contributions, expand partnerships to expand planned giving, donor acquisition, purchase building

Financials

Nutrition for the Elderly in Tompkins County, Inc.
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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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  • Analyze a variety of pre-calculated financial metrics
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Nutrition for the Elderly in Tompkins County, Inc.

Board of directors
as of 5/26/2021
SOURCE: Self-reported by organization
Board co-chair

Mr. David Dier


Board co-chair

Ms. Karen Fritz

Bullock Lyndsey

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 02/14/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data