WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Together, Let's End Hunger on the Westside
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
EIN: 95-3685875
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
The need for food assistance in our service was already at a record-high level before the onset of the COVID-19 pandemic. Now, the face of hunger is changing as a result of this unprecedented societal shutdown. People facing layoffs, furloughs and reduced hours must now seek food assistance to make ends meet, often for the first time. We are now meeting the food security needs of tens of thousands of additional households including families with children, homebound seniors, people working in the entertainment industry, gig workers, restaurant workers, college students, veterans, and more. Our member agencies that provide food and services to people experiencing homelessness are also seeing an increase in the number of people seeking help. In a typical year, our food reaches 108,000 people, but we expect to serve 200,000 or more in 2020 as a result of COVID-19. We are distributing 75% more food than usual and our member agencies continue to request even more.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Nutritious Food Distribution
Westside Food Bank distributes food to the community through our partner 60+ nonprofit partner agencies that operate food assistance programs and our mobile pantries. We estimate that we provide food for 72,857 households in West Los Angeles County comprised of 153,000 individuals. Roughly ninety percent of our food is distributed through food pantries and WSFB mobile pantries. The remaining 10 percent is provided through shelters, transitional housing programs, community kitchens, K-12 and college food distribution programs, and veterans' programs.
Food Purchases
Westside Food Bank's (WSFB) core services include sourcing, acquiring, and distributing large amounts of nutritious bulk and perishable food and then distributing that food to the community through our 60+ nonprofit partner agency network and our mobile pantries. The nutrient density of our food distribution exceeds the USDA MyPlate guidelines with less than four percent being high sugar, high salt food. Donated food comes from a statewide Farm to Family'' food rescue program, community food drives, and federal and state government programs. Partner agencies pick up bulk food orders using our Primarius warehouse inventory system. Orders are then packed onto pallets for pick up by agencies. We provide food for free, enabling our partner agencies to apply their resources to programs that help people achieve security and self-sufficiency.
Where we work
Awards
California Nonprofit of the Year 2017
Senator Ben Allen
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total dollar value of produce distributed
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Nutritious Food Distribution
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
For families struggling to make ends meet the dollar value saved is actually much higher.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our mission is to end hunger in our communities by providing access to free nutritious food through food acquisition and distribution, and by engaging the community and advocating for a strong food assistance network.
In the face of this sustained high need, we endeavor to provide the vulnerable populations our member agencies serve with as much fresh produce as possible, as well as with key staple items like eggs, rice, beans, and frozen chicken. We make acquiring fresh produce a priority because so much of our food goes to vulnerable populations who depend on our supply of fruits and vegetables for nearly all of the fresh produce in their diets.
Each person, and especially child, who consistently receives adequate amounts of our fresh produce, high-protein staples and low-fat items has the chance to be a better student or more self-sustaining member of society, as well as more confident and secure, with a stronger immune system and a reduced chance of developing diabetes, obesity, and other serious diet-related health problems.
Our member agencies know that they can rely on a consistent supply of nourishing staples for their clients every time they pick up food in our warehouse, including multiple types of fresh fruits and vegetables. We charge our member agencies what amounts to less than two cents per pound for the food they receive – far less than the food bank industry standard of 19-20 cents per pound, so that they can devote more time and resources to helping their clients achieve greater wellness and independence. We are active with the California Association of Food Banks (CAFB) and with the Westside Coalition to address the multiple factors affecting hunger and poverty and we work with the LA County Department of Public Social Services to facilitate CalFresh registration at our member food pantry sites.
What are the organization's key strategies for making this happen?
WSFB is the primary food bank provider for virtually all the non-profit social service agencies with food assistance programs in Santa Monica, Venice, Culver City, West Los Angeles, West Hollywood, Inglewood and the LAX area. Our balanced variety of food reaches anyone in our service area who is in need of food assistance including low-income families with children; unemployed, under-employed and working poor people; seniors on fixed incomes and the frail elderly; women and children living in domestic violence shelters; homeless individuals; mentally ill, chronically ill and disabled individuals and food-insecure college students and veterans. Our food reaches approximately 108,000 unduplicated people annually, nearly half of whom are children.
Our member agencies come to our warehouse to pick up weekly food allotments, and/or receive food delivered from our Extra Helpings Westside prepared and perishable food rescue program. We currently supply more than 70 agencies with a balanced variety of nutritious foods. More than 90% of our food is distributed to individuals and families via food pantries that provide grocery bags. The rest is provided at shelters, transitional living sites, afterschool and preschool programs, community kitchens and most recently at direct distributions at VA sites and at local elementary schools and colleges.
Over the past two years, WSFB has engaged in limited direct service programs. We operate a weekly produce distribution for 150 veterans at the West LA VA hospital and provide bagged lunches for veterans at several local VA sites. We are also working with the Culver City Unified School District to provide a free farmers’ market-style distribution of fresh produce and high protein foods for high-need families that allows parents at several schools in the district to “shop” for food after dropping off their children, eliminating the need to visit a separate food pantry site. From June - August 2019 we ran the fourth year of our summer food bags for children program at several of our member food pantries. The program bolsters food security for children in the absence of school meals and eases the increased financial burden placed on parents during summer months. We provided supplemental food for over 6,000 children through the summer food bags program this year.
We are also providing high-protein items, pantry staples and fresh produce to food pantry and/or farmers’ market-style distributions at UCLA, Santa Monica College, West LA College, and Mount Saint Mary’s University to address the high rate of food insecurity among college students. We are exploring the possibility of working with other local colleges with large populations of food-insecure students to create distribution programs.
What are the organization's capabilities for doing this?
Westside Food Bank has been serving the community for nearly 40 years with a strong record of efficiency and providing valuable service for the donated dollar. Given the strong commitment and significant experience of our Board and staff, as well as our solid relationships with funders, community coalitions and other stakeholders, we are confident that Westside Food Bank is well-positioned to address the food security and nutrition needs of our community now and for years to come.
What have they accomplished so far and what's next?
WSFB’s food assistance work last year provided more than 53,000 children and 55,000 adults in our service area with access to a steady supply of a wide range of nourishing foods. We are able to maximize donations of produce by participating in the California Association of Food Banks (CAFB) “Farm to Family” produce project, through which we share truckloads of produce from farms with other Food Banks throughout California at minimal cost. We also receive fresh produce through our prepared and perishable food rescue program Extra Helpings Westside. In acquiring and distributing food we adhere to the guidelines detailed in our official Nutrition Policy and for the past three years, more than half of the food distributed from our warehouse was fresh produce.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
2.60
Months of cash in 2023 info
3.5
Fringe rate in 2023 info
25%
Funding sources info
Assets & liabilities info
Financial data
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Revenue & expensesFiscal Year: Jul 01 - Jun 30
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Balance sheetFiscal Year: Jul 01 - Jun 30
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.
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of WEST SIDE FOOD BANK A NON-PROFIT CORPORATION’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 | $100,579 | $1,590,392 | $2,108,361 | $72,073 | -$834,639 |
As % of expenses | 4.8% | 64.2% | 35.6% | 1.2% | -10.5% |
Unrestricted surplus (deficit) after depreciation | $86,443 | $1,559,462 | $2,075,333 | $27,986 | -$890,818 |
As % of expenses | 4.1% | 62.2% | 34.8% | 0.4% | -11.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,328,385 | $4,035,309 | $7,989,669 | $7,097,267 | $6,400,300 |
Total revenue, % change over prior year | 14.3% | 73.3% | 98.0% | -11.2% | -9.8% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 1.5% | 0.8% | 0.0% | 0.0% | 0.0% |
Investment income | 1.3% | 0.7% | 0.2% | 0.5% | 1.5% |
Government grants | 17.9% | 11.0% | 9.3% | 19.5% | 6.1% |
All other grants and contributions | 79.4% | 87.1% | 91.0% | 80.0% | 92.3% |
Other revenue | 0.0% | 0.3% | -0.5% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $2,099,923 | $2,477,997 | $5,926,742 | $6,256,902 | $7,938,672 |
Total expenses, % change over prior year | 4.8% | 18.0% | 139.2% | 5.6% | 26.9% |
Personnel | 36.5% | 34.4% | 15.2% | 15.8% | 15.5% |
Professional fees | 0.6% | 0.5% | 0.2% | 1.0% | 0.6% |
Occupancy | 8.3% | 9.0% | 3.1% | 6.9% | 7.1% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 54.6% | 56.0% | 81.4% | 76.3% | 76.7% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $2,114,059 | $2,508,927 | $5,959,770 | $6,300,989 | $7,994,851 |
One month of savings | $174,994 | $206,500 | $493,895 | $521,409 | $661,556 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $95,612 | $0 | $48,316 | $144,952 | $0 |
Total full costs (estimated) | $2,384,665 | $2,715,427 | $6,501,981 | $6,967,350 | $8,656,407 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 2.4 | 12.2 | 8.8 | 7.5 | 3.5 |
Months of cash and investments | 8.0 | 13.6 | 10.3 | 9.4 | 5.2 |
Months of estimated liquid unrestricted net assets | 6.3 | 12.9 | 9.6 | 8.9 | 5.7 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $426,508 | $2,511,132 | $4,326,826 | $3,894,960 | $2,313,712 |
Investments | $966,091 | $298,952 | $743,648 | $999,671 | $1,154,291 |
Receivables | $204,858 | $412,211 | $346,547 | $566,022 | $326,610 |
Gross land, buildings, equipment (LBE) | $284,629 | $306,789 | $274,154 | $417,955 | $442,198 |
Accumulated depreciation (as a % of LBE) | 61.8% | 67.5% | 58.0% | 48.3% | 58.4% |
Liabilities (as a % of assets) | 3.7% | 4.3% | 4.4% | 2.6% | 23.0% |
Unrestricted net assets | $1,207,408 | $2,766,870 | $4,842,203 | $4,870,189 | $3,979,371 |
Temporarily restricted net assets | $474,538 | 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 | $474,538 | $451,305 | $499,548 | $1,070,173 | $499,374 |
Total net assets | $1,681,946 | $3,218,175 | $5,341,751 | $5,940,362 | $4,478,745 |
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
President/CEO
Ms. Genevieve Riutort
Number of employees
Source: IRS Form 990
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Highest paid employeesSOURCE: IRS Form 990
Compensation data
WEST SIDE FOOD BANK A NON-PROFIT CORPORATION
Board of directorsas of 07/31/2024
Board of directors data
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Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 ? No -
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
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
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 06/18/2020GuideStar 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
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- 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.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- 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.