Agriculture, Food, Nutrition

Feeding America Riverside | San Bernardino Counties

We Feed the Inland Empire

aka FARSB and Feeding America Riverside|San Bernardino

Riverside, CA

Mission

Our mission is to alleviate hunger in the Inland Empire.

Ruling Year

1985

President & CEO

Stephanie Otero

Main Address

2950 Jefferson Street Ste A

Riverside, CA 92504 USA

Formerly Known As

Survive Food Bank

Second Harvest Food Bank

Keywords

Food bank, regional food bank, Inland Empire, Riverside, San Bernardino, nutrition, food security, food insecurity, nonprofit, hunger, low-income, low income, poverty, food distribution, human services, SNAP, CalFresh, mobile pantry, school pantry, child hunger, seniors, senior hunger, emergency assistance, food sourcing, warehousing, public benefits, USDA, TEFAP, children, women, minorities, youth, minors, college students, homeless, disadvantaged, at-risk, free lunch, reduced price lunch, free and reduced, free and reduced price lunch, national school lunch program, NSLP, volunteer, food drive, canned food, shelf-stable, non-perishable, donations, in-kind donation, gift-in-kind, GIK, in-kind support, philanthropy, free food, food waste, Nutrition Market, Summer Nutrition Market, Indigenous, Native, community partner, college pantry, university pantry, student hunger, undergraduate, college, university, elementary school, federal poverty level, FPL

EIN

33-0072922

 Number

4816144046

Cause Area (NTEE Code)

Food Banks, Food Pantries (K31)

Food Service, Free Food Distribution Programs (K30)

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

IRS Filing Requirement

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

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Social Media

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Programs + Results

What we aim to solve

Feeding America Riverside | San Bernardino's (FARSB) mission is to alleviate hunger in the Inland Empire. We envision a community where everyone has access to adequate and nutritious food. With these purposes in mind, 98 percent of every donation goes directly to programs and services, and each dollar donated enables the distribution of 8 meals. What started in 1980 as a modest food bank, distributing 10,000 pounds of food per month to 20 partners, has since grown to a multi-program organization that funnels nearly 2 million pounds of food per month to over 200 community partners. During FY 2019, FARSB distributed more than 22 million pounds of food to Inland residents, alleviating hunger throughout San Bernardino and Riverside Counties.

Our programs

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

SOURCE: Self-reported by organization

Community Partner Program

USDA Temporary Emergency Food Assistance Program (TEFAP)

Kids Market Program

CalFresh (SNAP) Outreach

Mobile Pantry Program

Retail Recovery Program

School Pantry Program

Summer Nutrition Markets

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of meals served or provided

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Total meals served are calculated by total pounds of food distributed, divided by 1.2 pounds (the estimated average meal size). Also included are meals provided through our TEFAP and CalFresh work.

Total pounds of food rescued

TOTALS BY YEAR
Population(s) served

Economically disadvantaged, low-income, and poor people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Grand total of meals is calculated by dividing total pounds of food distributed by the average of 1.2 pounds per meal, in addition to meals enabled through our TEFAP and CalFresh work.

Number of food donation partners

TOTALS BY YEAR
Population(s) served

No target populations selected

Direction of Success

Increasing

Context notes

Total number of organizations that made an in-kind food donation to FARSB during each fiscal year.

Number of children served

TOTALS BY YEAR
Population(s) served

Children and youth (0-19 years)

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Context notes

Actual number is higher, but many partners do not collect age data on individuals served. Even so, this is 46.5% of all food insecure children in FARSB's service area.

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

1) Distribute more food to people in need. 2) Develop and modify programs that focus on nutrition. 3) Build a sustainable business model. 4) Become a favored nonprofit organization in the Inland Empire. 5) Cultivate and expand revenue streams. 6) Strengthen Board infrastructure and involvement.

1) Distribute more food to people in need. FARSB will continually explore, modify, and add strategies for sourcing and distributing nutritious food in the safest and most cost effective way. Specifically, FARSB is working to increase capacity at the Community Partner level, expand our child hunger programs, realign our Retail Recovery program, increase capacity for our USDA program, and increase focus on our CalFresh program. 2) Develop and modify programs that focus on nutrition. FARSB will continue to research and identify solutions that target the root causes of hunger. We believe the path "from hunger to health" requires access to nutritious food, and have a strategic plan to cultivate new relationships and expand existing relationships with donors of healthy, nutritious foods. 3) Build a sustainable business model. FARSB is actively working to progress, expand, and modify marketing and donor/volunteer strategies to grow current support and diversify funding streams. This includes building a stronger direct mail strategy, actively engaging in public relations and media efforts, utilizing a reputable text-to-give/peer to peer platform, and strategically expanding the FARSB volunteer center to serve as a platform for converting volunteers into volunteer-donors. We will continue to develop and increase strategies that support growth and sustainability while actively focusing on fundraising and donor opportunities that are cost‐effective and revenue‐generating. 4) Become a favored nonprofit organization in the Inland Empire. We will foster a culture of excellence by: A) providing a collaborative, educational, and rewarding experience for donors, community partners, and volunteers; and B) by supporting the personal and professional development of our staff. In this way, FARSB will become a preferred nonprofit organization in the region. 5) Cultivate and expand revenue streams. We will continue to develop and improve strategies that support growth and sustainability, focusing on fundraising and donor opportunities that have proven to be cost-effective and successful at generating revenue. 6) Strengthen Board infrastructure and involvement. We will continue to review and improve the Board recruitment and orientation process, develop succession planning, and develop innovative means of Board engagement and participation. These processes include Board self-assessments, annual reviews of FARSB's strategic plan, developing Board-led fundraising strategies and goals, and implementing strategic recruitment to build a Board that is demographically and professionally diverse.

Through a grant from the San Manuel Band of Mission Indians we have been able to build our infrastructure with trucks, material handling equipment and refrigeration which has prepared us meet newly identified challenges in serving our community. We now have the capacity to nearly double our distribution over the next 4 years to reach 50 million pounds.

When it comes to alleviating hunger, FARSB uses the baseline indicators of pounds of food distributed and individuals and households served. But that is only the broad overview. In more detailed terms, FARSB prepares quarterly performance reports that provide an overall picture of whether we are on track to meet our goals. These reports not only track overall pounds of food distributed and individuals served, they also indicate our organizational impact in each of the counties in our service area (San Bernardino and Riverside Counties). We can compare our performance against U.S. Census Bureau data on regional food insecurity to estimate how much of the "Meal Gap" FARSB closes over time. It also allows us to determine where our programs are most successful, and where we need to adapt our strategies to reach more individuals in need.

Direct food assistance: FARSB concluded our last fiscal year (2019) by distributing over 22 million pounds of food to individuals, families, and seniors to alleviate hunger throughout San Bernardino and Riverside Counties. We currently distribute close to 2 million pounds of food per month. Partner Distribution Programs - Food is distributed through over 200 nonprofit community partners, including emergency shelters, food pantries, soup kitchens, mobile pantries, and schools. CalFresh Outreach: In 2019, we assisted 2.5 times more households with the CalFresh application process than expected. FARSB planned to submit 30 household applications per month, but averaged 75 submissions for a total of 900 applications in a year. In 2020, FARSB is aiming to increase this to 1,200 applications, with a special focus on reaching low-income seniors. Kids Markets: This program provides 10-15 pounds of fresh produce and healthy snacks to low-income students and their families every month during the school year. There are currently five (5) participating elementary schools in San Bernardino, Riverside, and Corona. As an average, 93% of students at our schools qualify for free or reduced-price meals based on household income. Retail Recovery: This program reduces food waste and transportation costs for community partners while increasing food security for those in need. FARSB connects community partners to participating local retailers, who often have excess or cosmetically imperfect products they want to donate. Last year FARSB saved 11.4 million pounds of food from the landfill with this program. Operational efficiency: FARSB has become resourceful and creative in being efficient while limiting costs. Over the last three years, FARSB’s 30-person staff distributed nearly twice the amount of food as comparably-sized food banks that have twice as many staff. Of all donated funds, 98% goes directly into FARSB’s programs. Monitoring Progress: FARSB will continue to review quarterly impact reports to ensure that we create an accessible charitable food system with the greatest possible impact. Connecting People to Local Resources: In collaboration with Esri, a locally-based international supplier of geographic information systems (GIS) software, FARSB created a mapping tool that allows users to locate the food pantry nearest to them within Riverside and San Bernardino Counties. It can be accessed here: https://www.feedingamericaie.org/find-pantry Expanding Programs that Work

External Reviews

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Financials

Feeding America Riverside | San Bernardino Counties

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Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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