Feeding America Riverside | San Bernardino Counties

We Feed the Inland Empire

aka FARSB and Feeding America Riverside|San Bernardino   |   Riverside, CA   |  www.feedingamericaie.org

Mission

Our mission is to alleviate hunger in the Inland Empire.

Ruling year info

1985

President & CEO

Stephanie Otero

Main address

2950 Jefferson Street Ste A

Riverside, CA 92504 USA

Show more contact info

Formerly known as

Survive Food Bank

Second Harvest Food Bank

EIN

33-0072922

NTEE code info

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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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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 7 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 250 community partners. During FY 2021-2022, FARSB distributed more than 30 million pounds of food to Inland residents in during the COVID-19 pandemic.

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?

Community Partner Program

Promoting sustainability and capacity building, Feeding America Riverside | San Bernardino (FARSB) works with over 200 community partners to provide hunger-relief services and emergency food assistance to neighborhoods throughout Riverside and San Bernardino Counties. Our non-profit partners are held to a strict set of guidelines and governing procedures that ensure food is distributed safely in accordance with state and federal law. Biennial site visits are conducted to monitor site operations, verify food safety compliance, assess capacity, and recommend program service enhancements. FARSB’s direct and personal relationships with each community partner ensure effective distribution models and support a deeper understanding of community need in each service area

Population(s) Served
Economically disadvantaged people
Adults

FARSB provides USDA commodities to 29 partner sites in Riverside County for distribution to eligible individuals and households. Through these programs, over 2,000 households of Riverside County are served each month. Beneficiaries span every age, life stage, and demographic, but 100% are food insecure and low-income.

Population(s) Served
Economically disadvantaged people

This program helps alleviate child hunger by providing 10-15 pounds of fresh fruits and vegetables and wholesome shelf-stable foods to low-income students and their families once per month during the school year. Currently, FARSB manages the Kids Market Program at five (5) 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.

Population(s) Served
Children and youth
Economically disadvantaged people

FARSB identifies and supports eligible low-income households with the complex application process for the federal Supplemental Nutrition Assistance Program / SNAP (named “CalFresh” in California). In offering a monthly supplement for purchasing food, the CalFresh program is a critical tool for reducing hunger, improving overall health, and helping recipients emerge from poverty.

Our outreach model is designed to move clients towards self-sufficiency as we provide care through the entirety of the multi-stage application process. In addition to direct application assistance, the CalFresh team partners with public and private organizations to raise awareness of eligibility and address myths and the stigma surrounding food assistance. FARSB offers this service to all eligible individuals. In recent years, however, FARSB has increased efforts to reach and assist seniors (age 60+), as the Inland Empire has the 5th highest rate of senior food insecurity in the country (among 51 metro areas).

Our CalFresh team works directly with the community and partners with other public and private organizations to dispel myths about food stamp assistance. Due to the stigma surrounding CalFresh and a variety of other program barriers there are eligible families and individuals who do not participate in the program. We work to ensure that these families, which often include children and seniors, are reached and supported.

Population(s) Served
Economically disadvantaged people
Seniors

The Mobile Pantry Program provides regular mobile food distributions to hard-to-reach, under-served communities. This program allows FARSB to direct food to areas where alternate resources are limited. Mobile Pantries offer nutritious, perishable and nonperishable food and assorted household items to targeted communities. In FY 2020, FARSB responded to a growing community need, and added four (4) College Pantry sites to this program. One such campus, known for its high percentage of first-generation undergraduate students, found that 62% of its undergrads are food insecure. FARSB's College Pantries aim to provide low-income students with the nutrition needed to excel in their studies.

Population(s) Served
Economically disadvantaged people
Students

This ultra-efficient 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. In FY 2019, this program saved 11.4 million pounds of nutritious food from the landfill and redirected it to individuals and families in need.

Population(s) Served
Economically disadvantaged people
Adults

The School Pantry Program offers nonperishable food to high-need elementary schools five days a week. We currently operate in the Perris Elementary School District office, supporting 9 schools.

Population(s) Served
Economically disadvantaged people
Families

Piloted in 2019, this summer-only program consists of farmers market-style distributions and CalFresh outreach at regional health centers. These markets maintain the flow of nutritious produce to the Inland community when our Kids Market school sites are not in operation. Participating health centers reported a marked decrease in patient absenteeism on Summer Nutrition Market days, meaning that the program removed barriers to seeking needed medical care and improved food security for participants. In FY 2019, this program served 1,100 households.

Population(s) Served
Economically disadvantaged people
Indigenous peoples

Where we work

Awards

Recognition Plaque 2021

Disabled American Veterans Chapter 12

Recognition Plaque 2020

Vietnam Veterans of America Chapter 47

Living Our Values Award 2019

Feeding America

Sahaba Partner Award 2018

Sahaba Initiative

Sustainability Award 2018

Riverside County 1st District

Community Service Award 2018

The Press-Enterprise

Community Partner of the Year 2012

The Salvation Army

Affiliations & memberships

Feeding America 1980

California Association of Food Banks 2020

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 served or provided

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

Age groups

Type of Metric

Context - describing the issue we work on

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

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

Economically disadvantaged 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

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

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

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

Children and youth

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.

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.

At FARSB, we believe that no one should be hungry and that there is enough food for all. With the reality of hundreds of thousands of our neighbors needing food assistance today, creating a hunger-free IE tomorrow is a vast challenge, but one that we believe we can overcome, together.

The guiding principles of FARSB:
 We believe that solving hunger is a collaborative approach. We can solve hunger together.
 We listen with empathy and strive to preserve the dignity of people facing hunger.
 Serving people who are facing hunger is the center of everything that we do.
 We believe that healthy food is medicine.
 We strive for excellence and continuous improvement, not perfection.
 We are dedicated to inclusivity and equity.
 We make room for mistakes and learn from them.
 We seek to be resourceful, innovative, transparent, and impactful.
 We endeavor to utilize resources responsibly and with integrity.

By 2024, FARSB, in collaboration with our partners, will feed more people, provide more nutritious food, remove barriers to food, increase access to food, increase collaborations, and develop sustainable anti‐hunger services, while preserving and expanding resources to allow for increased infrastructure and capacity building. We will accomplish these purposeful plans through four main strategies.

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.

Feeding America Riverside | San Bernardino (FARSB) has developed a purposeful plan to ending hunger in our communities. We are unyielding in our commitment to ensure that everyone throughout Riverside and San Bernardino counties has access to an adequate and nutritious food supply.

Our purposeful plan for the next 2 years is ambitious and aggressive ‐ aimed at sustaining the increased pace we experienced during the COVID‐19 pandemic and in pursuit of our mission of ending hunger in the Inland Empire. We have set our sights high while continuing our endeavor to be known as a mission‐driven organization that is compassionate, impactful and keeps the people we serve at the center of everything we do.

We believe that we are in a strong position to meet our goals of sustaining our efforts. We facilitate multiple programs throughout the Inland Empire to ensure that are positioned to meet the needs of various backgrounds and situations. These include our Community Partner Program, Cal Fresh Outreach Program, Homebound Emergency Relief Outreach (HERO), Military Veteran Program (MVP), Distributions in Partnership (DIP), and more!

FARSB is a member of the California Association of Food Banks, proudly holds the 2019 Guide Star Seal of Transparency, and is rated 100/100 on Finance & Accountability through the Charity Navigator Encompass Rating System.

GRAB & GO SITES
When schools closed at the start of the COVID-19 pandemic, we were no longer able to host our farmer's market-style food distributions on school campuses. Quickly, we transitioned to Grab-N-Go-style food distributions in partnership with local school districts. This ensured that we could increase our 5 school markets to over 30 Grab-N-Go sites. These efforts have made a tremendous impact in our community and have become a permanent FARSB program.

DRIVE THRU DISTRUBUTIONS
We substituted our in-person visits made by our Community Partners with a drive-thru process in consideration of health and safety procedures. Our food bank accommodated community partners by ensuring orders were packaged and ready for pick up in an efficient and convenient manner for both staff and partners.

COMMUNITY PARTNER PROGRAM
FARSB works with over 250 community partners to ensure vulnerable families receive ongoing food assistance through their local pantries, shelters, soup kitchens, and community centers. These community partners pick up food directly from the FARSB warehouse and provide it at no cost to neighbors in need. Partners are vetted, site visits are performed, and partners are trained to ensure that food is being safely handled and ethically distributed.

HOMEBOUND EMERGENCY RELIEF OUTREACH (HERO)
During the onset of the COVID-19 pandemic, we launched the Home-bound Emergency Relief Outreach (HERO) program. Through HERO, FARSB staff and volunteers conduct food deliveries to home-bound neighbors. HERO has made deliveries to 7,511 homes in the Inland Empire since its during the FY21. FARSB responded to calls made by vulnerable recipients in remote areas as the high desert. Through the 'Where's FARSB' campaign launched in January 2021, deliveries were made to communities in need, some of which experiencing their first delivery of food assistance.

CAL FRESH OUTREACH PROGRAM
FARSB identifies and supports eligible low-income households with the complex application process for CalFresh in both English and Spanish. Application assistance helps families access EBT benefits in a friendly and safe environment. Over 1,000 CalFresh applications were successfully submitted during the FY 2020-2021.

MILITARY VETERAN PROGRAM (MVP)
FARSB annually hosts the Holidays for our Heroes program, where we provide turkeys, pies, and holiday meal essentials to thousands of local veterans before Thanksgiving. In addition to these holiday meals, FARSB provides regular year-round food assistance at veteran facilities in Beaumont, Moreno Valley, and Loma Linda. With the assistance of the state’s Food Box Program, FARSB successfully hosted 35 distributions during the year which resulted in serving 14,753 military families and/or veterans.

OTHER PROGRAMS
Summer Nutrition Markets
Healthcare Pantries
Distributions in Partnership (DIP)

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.
  • Who are the people you serve with your mission?

    Feeding America Riverside | San Bernardino (FARSB) serves to alleviate hunger in the Inland Empire. As the largest hunger-relief organization in the Inland Empire, FARSB envisions a community where everyone has access to an adequate and nutritious food supply. The food bank aims to serve food insecure residents, kids, families, seniors, and veterans along with those most vulnerable.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys,

  • 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,

  • What significant change resulted from feedback?

    In March 2020, with the COVID-19 pandemic reaching our community, we received an influx of messages from community members without food who were unable to leave their homes. In response to this growing need, we launched the program, HERO (Homebound Emergency Response Outreach) in which volunteers delivered a balance of nutritious, shelf-stable goods to vulnerable, homebound residents. Since its March 2020 launch, the HERO program has assisted over 10,000 food-insecure homes in the Inland Empire. As we focus on delivering to clients in a timely manner, we also collect information from food requests that lets us know where our requests are coming from. This data collection effort is expected to help us identify hunger hot spots and develop partnerships that can address these needs.

  • With whom is the organization sharing feedback?

    Our staff, Our board,

  • How has asking for feedback from the people you serve changed your relationship?

    We responded to the technological or internet hurdles that some recipients encountered when placing requests for HERO or CalFresh assistance online. The food bank shifted to assisting those in need through phone calls. Additional language options were available to recipients as well in order to defeat any language barriers. In regards to the food bank's community partners, the grocery rescue program responded to partner's requests regarding attaining specific products. FARSB explored solutions of providing requested products or donations to meet partner's requests.

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

    We collect feedback from the people we serve at least annually, 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 act on the feedback we receive,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time,

Financials

Feeding America Riverside | San Bernardino Counties
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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

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

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Feeding America Riverside | San Bernardino Counties

Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board co-chair

Jill McCormick

Kaiser Permanente

Term: 2021 -


Board co-chair

Dr. Elaine Ahumada

California Baptist University

Term: 2021 -

Gregory Wilkinson

Community Representative

Aaron Hodgdon

Hodgdon Group

Dave Byer

Esri

Dallas Holmes

Riverside Superior Court (Retired)

Jennifer Olson

Target Stores

Clara Vanderpool

Community Representative

Gale Schulte

Schulte Contract Glazing

Victor Behnke

Wells-Fargo Bank

Steve Ogilvie

SAC Health System

Sean Van Ryder

Commerce Construction Co., L.P.

Dr. Anil Garde

Community Representative

Jill McCormick

Kaiser Permanente

Patrick Taber

Taber Company

Dr. Elaine Ahumada

California Baptist University

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 2/7/2022

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
Hispanic/Latino/Latina/Latinx
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

No data

Equity strategies

Last updated: 02/07/2022

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 disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • 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.