PLATINUM2024

Anne Arundel County Food Bank Inc

Feeding Anne Arundel Since 1986

aka Anne Arundel County Food Bank   |   Crownsville, MD   |  http://aafoodbank.org
GuideStar Charity Check

Anne Arundel County Food Bank Inc

EIN: 52-1660473


Mission

To alleviate food insecurity in Anne Arundel County by partnering across our community to obtain and distribute nourishing food to our neighbors in need.

Ruling year info

1990

CEO

Ms. Leah Paley

Main address

120 Marbury Drive

Crownsville, MD 21032 USA

Show more contact info

EIN

52-1660473

Subject area info

Food security

Human services

Food banks

Population served info

Economically disadvantaged people

NTEE code info

Food Banks, Food Pantries (K31)

What we aim to solve

SOURCE: Self-reported by organization

Although Anne Arundel County is one of the wealthiest counties in Maryland, an estimated 35 percent of county residents (individuals and families) are below the federal poverty level or are employed but unable to meet basic needs (food, childcare, housing, healthcare, and transportation). The organization Feeding America estimates that eight percent of Anne Arundel residents (more than 47,000 people) face food insecurity: the lack of consistent access to enough healthy, nutritious food. After 2023 cuts to the federal Supplemental Nutrition Assistance Program (aka food stamps), our partners operating food pantries have seen increased demand and on average support 48,000 pantry visits each month.

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?

Food Pantry Program

Our core program is supplying our Network Partners across Anne Arundel County with fresh produce, lean proteins, shelf-stable foods, and basic necessities. The Anne Arundel County Food Bank distributes food and basic necessities at no cost to our partners, who then distribute these items directly to residents in
need. In FY2023, the food bank distributed more than 3.4 million pounds of food and basic necessities.

Our 76 Network Partners are typically affiliated with community, civic, and religious
organizations. Many are staffed entirely by volunteers, giving their time and energy to help
our neighbors facing food insecurity.

Population(s) Served
Extremely poor people
Low-income people
Working poor

The Anne Arundel County Food Bank works alongside the Anne Arundel County Public Schools and our Network Partners to provide healthy foods over weekends and holidays to children on FARMS (Free and Reduced Meal System). Eligible students receive items for breakfast, lunch, and dinner, along with snacks, providing children with a sense of security and proper nourishment critical to academic achievement.

Population(s) Served
Children
Preteens
Economically disadvantaged people
Adolescents

The Anne Arundel County Food Bank provides baby pantries with the food and resources needed to help an infant grow and thrive.

Population(s) Served
Infants and toddlers
Economically disadvantaged people

The Anne Arundel County Food Bank helps our neighbors whose needs go beyond standard food pantry items and ensure that food-insecure seniors and individuals with diet constraints have access to the food they need.

Population(s) Served
Seniors

The Anne Arundel County Food Bank works with the Department of Human Resources to make sure congregate feeding sites (soup kitchens and shelters) have a free, hot, nutritious meal to offer to our neighbors who need access to food.

Population(s) Served

Our newest program gives the food bank the ability to deliver fresh produce, frozen lean meats, and shelf-stable foods directly to communities where transportation and shopping choices are limited. Launched in September 2023, the pantry truck holds enough food and basic necessities to serve about 100 households at each site visit. As of March 2024, the Mobile Food Pantry makes three scheduled distributions each month in county communities where transportation and access to grocery stores is limited.

Population(s) Served
Economically disadvantaged people
Economically disadvantaged people
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 food donation partners

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

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In FY2023, the food bank worked with 76 Network Partners operating food, baby, and senior pantries across Anne Arundel County.

Number of people within the organization's service area accessing food aid

This metric is no longer tracked.
Totals By Year
Related Program

Food Pantry Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

On average, our Network Partners operating food pantries support 48,000 household pantry visits each month.

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.

GOAL 1: Strengthen our food distribution program. Blending our rich history of community support with a strong intention to grow our impact sets the tone for Goal 1 in our strategic plan. Though the AACFBs mission is straightforward, the logistics of procuring, receiving, and distributing food, as well as ensuring product quality, are complex and challenging, especially as the needs of our community change and grow. Through this cycle, we will strengthen our food distribution program proactively, to support County residents further as they face challenging conditions, such as a changing job market and economic uncertainty. Specifically, we will strengthen our Member Agency Network, enhance food access, improve our facility, and enhance data collection to inform program planning.

GOAL 2: Support systems-level change to reduce food insecurity.
AACFB served as a critical resource for food distribution to Agency Partners during the Covid-19 pandemic and emerged as an increasingly important voice in community planning to address food insecurity in more impactful ways. Our future direction emphasizes this role as a change agent using a holistic lens to reduce food insecurity, with a focus on advocacy and partnerships that pave the way.

GOAL 3:
Ensure organizational sustainability and operational excellence. In recent years, the AACFB has invested in multiple efforts to evaluate all aspects of its leadership, management, and operations, including an organizational assessment from the nonprofit Standards for Excellence. With such guidance, the AACFB will continue to strengthen its governance structure and multiple internal systems (communications; finance; human resources, justice, equity, diversity, and inclusion; and resource development) across the organization in this strategic planning cycle. These efforts will ensure that the AACFB has the organizational capacity to remain a critical resource for its Anne Arundel neighbors experiencing food insecurity.

We stand committed to alleviating food insecurity in Anne Arundel County and gifts of funds and food from generous donors help us better serve our neighbors facing food insecurity.

Innovations, such as our Mobile Food Pantry, give us the ability to improve our services, bringing fresh produce, lean proteins, and culturally relevant foods directly to communities where transportation and access to healthy food options are limited.

Our Backpack Buddies program, in partnership with county schools, gives eligible students nutritious food each weekend and holiday during the school year, providing more than one thousand students a week with a sense of security and proper nourishment so critical for academic achievement.

We alone cannot end food insecurity in our county, and we work with mission-aligned community partners to ensure our county residents know from where their next meal comes. We serve as an advocate for food justice and food equity, using our voice to support programs, policies, and legislation that will work to alleviate food insecurity.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
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

  • 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 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

Financials

Anne Arundel County Food Bank Inc
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990

26.82

Average of 31.31 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

4.6

Average of 2.6 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

13%

Average of 12% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Anne Arundel County Food Bank Inc

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Anne Arundel County Food Bank Inc

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Anne Arundel County Food Bank Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Anne Arundel County Food Bank Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $264,130 $1,570,778 $1,554,103 $1,030,155 $757,500
As % of expenses 8.9% 35.6% 20.4% 13.8% 10.5%
Unrestricted surplus (deficit) after depreciation $231,545 $1,529,423 $1,487,154 $958,279 $633,419
As % of expenses 7.7% 34.4% 19.3% 12.7% 8.6%
Revenue composition info
Total revenue (unrestricted & restricted) $3,390,569 $5,814,333 $9,997,181 $7,635,444 $7,927,741
Total revenue, % change over prior year 12.5% 71.5% 71.9% -23.6% 3.8%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.1% 0.7%
Government grants 4.1% 9.1% 31.7% 30.3% 29.4%
All other grants and contributions 95.8% 90.8% 68.3% 69.6% 69.9%
Other revenue 0.1% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $2,960,957 $4,409,037 $7,620,780 $7,462,101 $7,236,087
Total expenses, % change over prior year -7.1% 48.9% 72.8% -2.1% -3.0%
Personnel 8.1% 6.8% 7.4% 12.6% 13.7%
Professional fees 0.5% 0.5% 2.5% 2.3% 1.3%
Occupancy 3.2% 2.3% 3.6% 1.1% 4.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 85.9% 88.3% 84.0% 80.5% 78.7%
All other expenses 2.4% 2.1% 2.5% 3.5% 2.3%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $2,993,542 $4,450,392 $7,687,729 $7,533,977 $7,360,168
One month of savings $246,746 $367,420 $635,065 $621,842 $603,007
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $476,198 $69,225 $130,128 $340,113
Total full costs (estimated) $3,240,288 $5,294,010 $8,392,019 $8,285,947 $8,303,288

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 1.9 4.0 4.7 4.6 4.6
Months of cash and investments 1.9 4.0 4.7 6.3 7.9
Months of estimated liquid unrestricted net assets 3.6 5.4 5.5 7.0 7.9
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $478,527 $1,482,814 $2,962,138 $2,876,064 $2,801,508
Investments $0 $0 $52,385 $1,050,279 $1,934,104
Receivables $2,757 $0 $799,698 $184,100 $79,627
Gross land, buildings, equipment (LBE) $312,400 $776,272 $845,497 $845,040 $1,155,542
Accumulated depreciation (as a % of LBE) 85.2% 38.0% 42.8% 35.9% 34.4%
Liabilities (as a % of assets) 0.8% 0.7% 2.4% 2.5% 3.0%
Unrestricted net assets $942,616 $2,472,039 $3,959,193 $4,917,472 $5,550,891
Temporarily restricted net assets $165,482 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $165,482 $0 $824,025 $94,345 $77,345
Total net assets $1,108,098 $2,472,039 $4,783,218 $5,011,817 $5,628,236

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

CEO

Ms. Leah Paley

Leah Paley guides the vision and leads the daily operation of the Anne Arundel County Food Bank. Paley joined the AACFB in September 2021, after serving six years as Executive Director at a human service-focused nonprofit in Laurel, Maryland. Growing up in Albany, NY, Paleys parents a teacher and a human service worker- emphasized the values of service and social justice. Volunteering in the community and empowering under-resourced community members laid a solid foundation for Paley, who completed a year of service in Baltimore City as an AmeriCorps*VISTA (Volunteer In Service To America) after earning her bachelors degree in American Studies from Providence College in 2005. She went on to earn a Master of Social Work Degree in 2011 from the University of Maryland, Baltimore with a concentration in management and community organizing, and a specialization in social action and community development.

Number of employees

Source: IRS Form 990

Anne Arundel County Food Bank Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Anne Arundel County Food Bank Inc

Board of directors
as of 03/05/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Brian Dague

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Term: 2022 - 2025

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James Vika

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Melissa Curtin

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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 3/5/2024

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, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 01/12/2023

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 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.