PLATINUM2024

FOOD PANTRY OF JEFF DAVIS COUNTY INC

Neighbors feeding neighbors

Fort Davis, TX   |  www.foodpantry-jdc.org

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FOOD PANTRY OF JEFF DAVIS COUNTY INC

EIN: 75-2875263


Mission

Food Pantry of Jeff Davis County alleviates hunger and promotes healthy eating for residents in need.

Ruling year info

2000

Executive Director

Vicki Gibson

Main address

Po Box 244

Fort Davis, TX 79734 USA

Show more contact info

EIN

75-2875263

Subject area info

Food banks

Population served info

Children and youth

Adults

Economically disadvantaged people

NTEE code info

Food Banks, Food Pantries (K31)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms

Communication

Blog

What we aim to solve

SOURCE: Self-reported by organization

Our mission is to alleviate hunger and promote healthy eating for Jeff Davis County (JDC), TX, residents in need. In other words, we are addressing food insecurity in JDC. In doing so, we face three significant challenges: 1) Access to fresh produce - There is only one small grocery for the entire county. Produce from the grocer is expensive, not much variety, & sometimes low quality. 2) Child food insecurity- US Census ranks JDC #1 out of 254 TX counties for school-age child poverty (age 5-17) and #6 nationally. 3) Large geographic area - A service area of 2,265 sq miles presents unique challenges. Clients face obstacles such as time, fuel cost, and vehicle wear & tear, which decrease their access to food.

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?

Bimonthly Food Distribution

Our Bimonthly Food Distribution is the cornerstone of our mission. This program allows clients to receive pantry staples, fresh produce, meat, and more, emphasizing nutritional quality and variety. Using TEFAP income guidelines for enrollment, we operate a 'client choice' food pantry model, empowering individuals to select their own food, mirroring a dignified shopping experience. This option is further enhanced by the convenience of online ordering available for three of our four distributions.

Located in the Chihuahuan Desert, our county faces the unique challenge of being a food desert within an actual desert where one small grocery store serves 2,265 sq miles.

We are rare in that we buy fresh produce directly from a wholesale grocer. Fresh produce accounted for 39% of all food distributed in 2023.

Twice a month, our clients have four options for locations and days: Valentine, Davis Mountains Resort, and two options in Ft Davis (Drive-thru Fri & Shop-the-Shelves Sat).

Population(s) Served
Adults
Economically disadvantaged people
Children and youth

Our Pack-a-Lunch (PAL) program provides enough ingredients to prepare one brown bag lunch and one healthy snack 365 days a year for all school-age food pantry clients.

Unlike 95% of public schools in the US, our public schools have no cafeterias and do not participate in the National School Lunch Program. According to the US Census, our county ranks #1 in Texas (out of 254) for school-age child poverty (ages 5-17) and #6 in the nation.

A typical PAL box contains whole wheat sandwich bread, lunchmeat, PB&J, string cheese, yogurt, milk, apples, bananas, grapes, oranges, baby carrots, and a variety of single-serving snacks such as sunflower seeds, unsweetened applesauce, and whole-grain baked goldfish crackers.

The annual cost of this program is approximately $50,000. Our cost per child is approximately $1.60 per day. In 2023, there were 187 school-age food pantry clients enrolled in PAL. (Includes public school and homeschool students).

Population(s) Served
Economically disadvantaged people
Children and youth

Our Kids Pantry (KP) is unique. No applications, income requirements, no personal info collected. Our philosophy: ensure every child feels welcome and supported, free from judgment or stigma. Accessible to all children, from infants thru high school graduation, KP is available during library hours (Mon-Fri 9-5 & Sat 10-2).

Located conveniently for FDISD secondary students who lack school cafeterias and federal lunch programs, KP (which is within walking distance) enables them to eat lunch at the public library, offering foods perfect for immediate consumption or taking home. KP not only caters to immediate needs but also supports children's nutrition over weekends and holidays.

KP is a critical outreach to children whose parents are not enrolled in our regular food pantry. In a county distinguished by the highest school-age poverty rate in Texas and ranked #6 nationwide, we are addressing child food insecurity head-on.

Population(s) Served
Children and youth
Economically disadvantaged people

Our In-School Snacks program addresses the dual challenges of nutrition and economic hardship in FDISD schools where 57% of students are economically disadvantaged. At the elementary school level, this program decreases the burden on parents (who are required to provide both lunch and a snack for their children) and teachers (who were often personally buying snacks for students who were unable).

All FDISD Secondary school students have access to the Snack Shack, stocked with free, nutritious snack foods.

Every school day, we supply healthy snacks to all FDISD students, ensuring no child is left hungry or resorting to less nutritious options. Our selections include apple slices, carrot and celery sticks, whole grain crackers, and string cheese. This program not only alleviates the financial strain on families but also promotes healthier eating habits, contributing to students' overall well-being and ability to focus and learn.

Population(s) Served
Children and youth
Economically disadvantaged people

This is a USDA program designed to meet the dietary needs of senior citizens, age 60 and above. The Senior Box program targets very low-income individuals, offering them a supplementary box of food each month that's tailored to their nutritional requirements. Each box, weighing between 25-30 lbs, is filled with a variety of non-perishable food items and includes 1 lb of cheese. The retail value of each box is approximately $50.

With nearly 30% of our clients falling into this age group, the Senior Box program plays a crucial role in ensuring that our very low-income seniors have access to the nutritious food they need to lead healthier lives.

Population(s) Served

Emergency Food Assistance is available to any Jeff Davis County resident facing a food crisis outside of regularly scheduled food distributions.

Population(s) Served
Seniors
Seniors

We blend innovation with compassion, proving that being small and rural only fuels our creativity in combatting food insecurity. Our approach is both high-tech and heart-led, ensuring that everyone we serve feels seen, valued, and supported.

We offer home delivery for those who are temporarily or permanently homebound, ensuring continued access to nutritious food without compromising their health or safety. Through online ordering, we empower our clients to select precisely what they need, minimizing waste and maximizing satisfaction. This choice respects individual preferences and reinforces the dignity of those we serve.

With a service area of 2,265 sq miles, we provide multiple distribution locations and offer appointments for clients who cannot attend our regular distributions. This flexibility ensures no one is left behind, regardless of their circumstances.

We are more than a food pantry; we are a community lifeline.

Population(s) Served
Economically disadvantaged people
Economically disadvantaged people
Economically disadvantaged people
Adults
Children and youth

Where we work

Affiliations & memberships

West Texas Food Bank 2024

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 people within the organization's service area accessing food aid

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

Adults, Children and youth, Economically disadvantaged people

Related Program

Bimonthly Food Distribution

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This metric tracks the number of unique individuals counted only once, regardless of how many times they accessed our services. Enrollment and Attendance records are meticulously maintained.

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.

1) Offer fresh produce to all clients.
2) Decrease child food insecurity
3) Decrease time and location obstacles and barriers for clients.

1) Offer fresh produce to all clients
*Make fresh produce a significant percentage of the food we distribute.

2) Decrease child food insecurity
*Three children's programs: 1) Pack-a-Lunch for school-age food pantry clients, 2) Kids Pantry at the public library for ALL county kids (0 thru high school graduation) including homeschooled students, 3) In-School Snacks program for all campuses in both public school districts.

3) Decrease time and location obstacles and barriers for clients.
*Multiple distribution locations so people don't have to drive as far to get food.
*Increasing options for clients with mobility issues or parents of young children.
*Appointments for clients who have scheduling or other problems attending regularly scheduled distributions
*Implementation of online ordering, especially for clients who choose drive-thru distributions.

We are positioned to address the challenges of food insecurity in our county thanks to a combination of dedicated resources, strategic partnerships, and a deep understanding of our community's needs. Our capabilities include:

1) Strong Networks: We have established robust partnerships with public schools, homeschool families, other nonprofit organizations, local elected officials, public and privately funded libraries, social service agencies, and veterans organizations. We are one of the few food pantries that purchase fresh produce from a wholesale grocer. These relationships support our goal of offering clients healthy food options and getting at the root cause of food insecurity. Our collaboration with local schools and the public library enhances our children's programs, making nutritious food accessible to young people in need.

2) Logistical Efficiency: Our operational model is designed to overcome the geographic and logistical barriers inherent in serving a large rural area. With multiple distribution points and the option for online ordering and drive-thru pickups, we minimize the distance and time clients need to invest in accessing our services. Our ability to adapt logistically ensures that more residents can benefit from our programs, regardless of their location within the county.

3) Volunteer Support and Staff Expertise: Our volunteers and staff are crucial to our success. With training in food safety, nutrition, and logistics management (transportation, warehousing/storage, inventory management, order fulfillment, demand planning, supply chain coordination, & information management), our team is equipped to handle the unique challenges of food distribution in an extremely rural setting. Their commitment ensures the efficient operation of our programs while giving clients the best possible customer service experience.

4) Technology Integration: We leverage technology to streamline our services and increase accessibility. Online ordering and appointment scheduling are examples of how we use digital tools to make food access as convenient as possible for our clients, especially those facing mobility issues or scheduling conflicts.

5) Funding and Resource Allocation: Our funding strategy includes grants, donations from individuals & corporations, fundraising events, in-kind donations, and community food drives, ensuring a sustainable model for our operations. This financial stability allows us to plan for the long term, invest in necessary infrastructure, and respond to the evolving needs of our community.

By combining these capabilities, we are not only able to meet our current goals but are also well-prepared to adapt and expand our services to meet future challenges.

We've made significant strides in addressing food insecurity in Jeff Davis County, with notable achievements that include:

1) Enhanced Produce Distribution: In 2023, we significantly increased the quantity and variety of produce provided to our clients. Fresh fruits and vegetables constituted 39% (102,480 lbs) of the total 260,474 lbs of food distributed. We achieved substantial cost savings by purchasing produce at an average of $0.45 per lb, far below the retail value of $2.04 per lb.

2) Expanded Children's Nutrition Programs: Our Pack-a-Lunch (PAL) program now ensures that every enrolled child receives sufficient nutritious food to make one lunch and one snack 365 days a year. In 2023, we enriched PAL offerings with more fresh fruits and vegetables. Additionally, we have successfully implemented and expanded our In-School Snacks program, now offering healthy snacks daily at the FDISD elementary school and a Snack Shack at the secondary school.

3) Strategic Partnerships for Wider Reach: Partnering with Mobile Comunidad in 2021 has enabled us to extend our distribution reach and variety, particularly to remote areas like Valentine and Davis Mountains Resort, enhancing food accessibility for these communities.

4) Advanced Client Communication: A 5-year grant initiated in 2024 made it possible for us to send voice, SMS, and/or email to clients, significantly improving client engagement and service utilization through timely distribution reminders.

What's Next:

Looking ahead, we are committed to further innovations and improvements:

1) Client Choice Model for PAL: We plan to adopt a client choice model for our PAL program, allowing families to select the food items they prefer, thereby increasing satisfaction and reducing waste.

2) Implementing SWAP Nutrition Ranking: To promote healthier food choices, we aim to implement SWAP (Supporting Wellness at Pantries) or a similar system. This stoplight nutrition ranking will guide our procurement and distribution towards offering predominantly 'green' category foods, ensuring higher nutritional value for our clients.

3) Expansion of In-school Snack Program: We are exploring opportunities to extend our In-school Snack program to Valentine ISD, aiming to replicate the success of our FDISD snack programs.

4) Reducing Wait Times at Distributions: Efforts are underway to streamline our distribution processes in Valentine and Fort Davis, focusing on reducing wait times and enhancing the distribution experience for our clients.

Our ongoing and future initiatives reflect our dedication to evolving and expanding our services to meet the growing and changing needs of Jeff Davis County residents. With a focus on nutrition, accessibility, and client satisfaction, we are committed to making a lasting impact in the fight against 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 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 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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • 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

FOOD PANTRY OF JEFF DAVIS COUNTY INC
Fiscal year: Jan 01 - Dec 31

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 2022 info

SOURCE: IRS Form 990

0.00

Average of 0.00 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

13.2

Average of 5.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

0%

Average of 1% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

FOOD PANTRY OF JEFF DAVIS COUNTY INC

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

FOOD PANTRY OF JEFF DAVIS COUNTY INC

Balance sheet

Fiscal Year: Jan 01 - Dec 31

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

FOOD PANTRY OF JEFF DAVIS COUNTY INC

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of FOOD PANTRY OF JEFF DAVIS COUNTY 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 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $127,137 $24,839 $15,189
As % of expenses 102.8% 14.3% 6.8%
Unrestricted surplus (deficit) after depreciation $120,406 $21,561 $12,594
As % of expenses 92.3% 12.2% 5.6%
Revenue composition info
Total revenue (unrestricted & restricted) $250,904 $197,501 $195,863
Total revenue, % change over prior year 0.0% -21.3% -0.8%
Program services revenue 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0%
Investment income 0.2% 0.8% 0.3%
Government grants 0.0% 0.0% 0.0%
All other grants and contributions 99.8% 99.2% 99.3%
Other revenue 0.0% 0.0% 0.5%
Expense composition info
Total expenses before depreciation $123,677 $173,893 $223,297
Total expenses, % change over prior year 0.0% 40.6% 28.4%
Personnel 24.8% 24.3% 21.3%
Professional fees 0.0% 0.0% 2.6%
Occupancy 0.0% 3.5% 3.0%
Interest 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0%
All other expenses 75.2% 72.3% 73.1%
Full cost components (estimated) info 2020 2021 2022
Total expenses (after depreciation) $130,408 $177,171 $225,892
One month of savings $10,306 $14,491 $18,608
Debt principal payment $0 $0 $0
Fixed asset additions $0 $21,534 $42,622
Total full costs (estimated) $140,714 $213,196 $287,122

Capital structure indicators

Liquidity info 2020 2021 2022
Months of cash 26.3 19.0 13.2
Months of cash and investments 26.3 19.0 13.2
Months of estimated liquid unrestricted net assets 26.3 19.0 13.3
Balance sheet composition info 2020 2021 2022
Cash $271,342 $274,647 $246,139
Investments $0 $0 $0
Receivables $0 $0 $0
Gross land, buildings, equipment (LBE) $173,485 $195,019 $195,017
Accumulated depreciation (as a % of LBE) 53.0% 48.8% 28.3%
Liabilities (as a % of assets) 0.0% 0.0% 0.0%
Unrestricted net assets $0 $0 $0
Temporarily restricted net assets N/A N/A N/A
Permanently restricted net assets N/A N/A N/A
Total restricted net assets $0 $0 $0
Total net assets $352,958 $374,519 $387,113

Key data checks

Key data checks info 2020 2021 2022
Material data errors 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

Executive Director

Vicki Gibson

As Executive Director, I am responsible for the efficient and effective food distribution, warehousing, and facilities management functions of the Food Pantry of Jeff Davis County in support of its core mission of serving its clients. I have ten years of nonprofit management experience, several years of food service experience (including a Food Manager Certification), and several years as a Registered Nurse. I am a co-founder of Mobile Comunidad in Fort Davis, TX. I currently serve as Mobile Comunidad's Food Pantry Liaison.

Number of employees

Source: IRS Form 990

FOOD PANTRY OF JEFF DAVIS COUNTY 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.

FOOD PANTRY OF JEFF DAVIS COUNTY INC

Board of directors
as of 03/04/2024
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. Charlie Ewing

Judy Reichelderfer

Cameron Pratt

Bob Rice

Chuck Hummel

Brenda Cano

Michael Carter

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 3/4/2024

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
Disability status
Person with a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

Equity strategies

Last updated: 03/04/2024

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 ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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 disaggregate data by demographics, including race, in every policy and program measured.
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.