Greater Baton Rouge Food Bank, Inc.

Together We're Fighting Hunger!

Baton Rouge, LA   |
GuideStar Charity Check

Greater Baton Rouge Food Bank, Inc.

EIN: 72-1065318


The mission of the Greater Baton Rouge Food Bank is to feed the hungry in Baton Rouge and the surrounding parishes by providing food and educational outreach through faith based and other community partners.

Ruling year info


President and CEO

Mr. Michael G. Manning

Main address

PO Box 45830

Baton Rouge, LA 70895-4830 USA

Show more contact info



Subject area info

Agriculture, fishing and forestry

Food aid

Food banks

Population served info

Children and youth


Economically disadvantaged people

At-risk youth

NTEE code info

Food Banks, Food Pantries (K31)

Food Service, Free Food Distribution Programs (K30)

Other Food, Agriculture, and Nutrition N.E.C. (K99)

What we aim to solve

SOURCE: Self-reported by organization

The Greater Baton Rouge Food Bank works to address the problem of food insecurity in the 11-parish great Baton Rouge area. Food insecurity is defined as the lack of access to enough food or consistent access to enough food for a healthy lifestyle. Many of the clients we serve do not know from where their next meal will come or even if a meal will come at all. Hunger and the lack of enough food impacts children, seniors, and individuals. The mission of the Food Bank is to provide food for our clients so that children can focus in school and seniors do not have to choose between buying food or paying for medications. In times of disaster, the Food Bank is there for everyone who needs help, even if just until they are back on their feet following the disaster.

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?

Senior Grocery Program

The Senior Grocery Program, which includes Adopt-A-Senior, provides a basic box of nonperishable food items to qualified seniors in the program once a month for a year. Additional items, such as produce, proteins, or paper products, are distributed as available. Seniors must be 65 years old, or 60 with a disability.  Facing many financial burdens each day, seniors often have to choose between food, prescription medications, and utiltities at home.  This program supplies the sponsored senior with a 40 lb. box of nourishing food items each month.  This helps alleviate their financial burden by allowing them to focus on their health and other pressing issues at hand.

Population(s) Served
Economically disadvantaged people

The Food Bank occasionally has the opportunity to accept truckloads of food from out-of-state reclamation centers, national donors, and the Feeding America network.  Donations to Bucks for Trucks help cover transportation, packaging, and minimal cost per pound for a truckload of donated food from national and regional donors and Feeding America.  There is much good wholesome food in this country that is short-dated and non-marketable, so it is wasted every day. Food Banks procure, process, and distribute this good quality healthy food quickly to those most in need of food assistance, thus feeding many hungry people. This program provides a great return on investment for our many generous donors.

Population(s) Served

BackPack provides food to at-risk children enrolled in the program in East Baton Rouge Parish on the weekends and/or holidays when they are not in school to receive to receive their free or reduced lunch.  During the school year, the meal at school is the main source of nutrioun for these at-risk children.  When they are out of school, these children are at an even greater risk for experiencing hunger.  BackPack provides a backpack of nutritious food for the child when he or she is out of school on the weekend and holidays.  It is operated in collaboration with the Health Centers in Schools and the East Baton Rouge Parish school system.

Population(s) Served
Children and youth

Provides 20 pounds of a mix of fresh, healthy produce per family per week at their regular distribution in our member agencies, giving our clients access to healthy produce that may not otherwise be available to them. Farm Fresh will target 20 of our member agencies with a plan to expand throughout our network.

Population(s) Served
Economically disadvantaged people

The Greater Baton Rouge Food Bank acquires, inventories, and houses donated and purchased food products. We deliver food to more than 100 partner agencies throughout our 11-parish service area free of charge. These agencies then distribute food to their local neighbors in need.

Population(s) Served
At-risk youth
At-risk youth
Children and youth
Economically disadvantaged people
Immigrants and migrants

Feeding the food insecure is more than providing food, it is providing wellness, nourishment and strength. Here at the Greater Baton Rouge Food Bank, our goal is to distribute and promote healthy food to those in need in our community. When people don’t have enough food or have to choose inexpensive food with low nutritional value, it can impact their health.

The Greater Baton Rouge Food Bank has been working with hospitals to continue to reach our goal of providing healthy food options. When visiting a participating health clinic patients are screened by hospital staff for food insecurity. They are given a 20-pound box of healthy food choices individually built by the Food Bank’s nutrition services team. Additionally, patients are given the contact information to a special extension at the Food Bank which connects them to food sourcing through one of our member agencies.

Population(s) Served

Mobile distributions are held monthly in rural areas where residents do not have access to a grocery store or food pantry.

Population(s) Served

This effort allows us to purchase dry product such as rice, beans, and cereal in bulk, then re-package for individual distribution in house. We are able to leverage donor dollars for optimal pricing and greatest impact.

Population(s) Served
People with diseases and illnesses
People with disabilities
At-risk youth
Children and youth
People with diseases and illnesses
People with disabilities
At-risk youth
Children and youth
People with diseases and illnesses
People with disabilities
At-risk youth
Children and youth

Where we work


Community Partner Award 2006

Capital Area United Way

Community Investment Award 2008

Capital Area United Way

Hunger Hope Award 2006

America's Second Harvest

Affiliations & memberships

America's Second Harvest - Affiliate 2001

Feeding America

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

Ethnic and racial groups, Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of organizational partners

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

Ethnic and racial groups, At-risk youth, Economically disadvantaged people, Adults, Children and youth

Related Program


Type of Metric

Input - describing resources we use

Direction of Success


Context Notes

The Food Bank works with partner agencies in each of our 11 parishes. The number of agencies is approximate and may fluctuate during the year.

Number of volunteers

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

Adults, Children and youth, Ethnic and racial groups, At-risk youth, Economically disadvantaged people

Related Program

Senior Grocery Program

Type of Metric

Input - describing resources we use

Direction of Success


Hours of volunteer service

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

Ethnic and racial groups, Adults, Children and youth, At-risk youth, Economically disadvantaged people

Type of Metric

Input - describing resources we use

Direction of Success


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.

Our mission is to feed the hungry in Baton Rouge and the surrounding parishes by providing food and educational outreach through faith-based and other community partners. With community support, we have served the hungry in our 11 parish service area for more than 35 years. We believe no one should go hungry. There are a myriad of reasons why someone needs the services of a Food Bank. Some are socioeconomic in nature, and there is a time to address those. But first, we feed our fellow man. We believe that we should provide basic necessities so that our clients can focus on more compelling issues, such as completing an education or getting job. Our long-term goal is to shorten our lines so that one day our clients become self-sufficient and no longer need the services of a Food Bank. We believe our work provides hope for the future, providing dignity to all those we serve.

Strategies to help our clients achieve self-sufficiency include our model of food distribution through member agencies rather than direct distribution through our main warehouse. The Greater Baton Rouge Food Bank procures, processes, and distributes more than 13 million pounds of food through 115 member agencies, which distribute directly to the clients in need. This method of distribution allows our agencies to develop a rapport with our clients and deliver the educational outreach portion of our mission, which will ultimately enable them to become self-sufficient. A distribution center that handles 13 million pounds of food cannot have the one-on-one relationship needed with each client that is needed to turn a life around. A member agency seeing a fraction of clients for their monthly distribution has a captive audience to educate, empower, and thus enable our clients to become all that they can be. This strategy has worked well for us, with a biannual meeting of our agencies to "train the trainer" to keep everyone on track. Success stories abound. Former clients have become donors to help others as they were once helped in their time of need. Others have become the heads of some of our member agencies.

The Food Bank has trained staff in place in Agency Relations, Development, and all levels of Administration and is thoroughly committed to improving the lives of those we serve. We recently added a Program Coordinator to work with in Agency Relations and run our special programs. Our SNAP Coordinator also works with our member agencies in addition to her duties in the field helping clients with the SNAP program sign-up. This team approach has proven effective in working with our member agencies, which are staffed by both paid staff and volunteers. Many of our agencies have staff and volunteers with a long history with the organization they serve and are quite knowledgeable and passionate about their role in feeding the hungry. The Food Bank hosts biannual Agency Relations Training Meetings, which are mandatory for the agency to remain in good standing. These meetings give agency representatives a wealth of information on nutrition and many other topics that are invaluable to our clients. Together with our agencies and our many kind donors, we are giving our clients as many tools as possible to succeed, in addition to the life-sustaining food.

The Food Bank is happy to report that our Bulk Re-Packaging Room, which was fully operational for donated product before the flood, is being rebuilt and will once again be operational and in service this year. We are the only fully automated bulk repackaging facility used by a food bank. Manual repack is in use by many food banks, which is what our food bank was employing prior to our new facility. Thanks to the generosity of two very kind donors, we have been gifted the amazing automated repackaging equipment. With FDA approval, through DHH, we will be able to repackage non-donated product. This is possibly another source of acquiring food product for our Food Bank as well as a potential source of income if we repackage food for others to sell. Many companies have express interest in our packaging Room, including our local food incubators. We continue to move forward with expanding our programs to reach more hungry people, including expanding BackPack into out-lying parishes, launching our FarmFresh program, and improving our organization's operational efficiencies. Our goal is always getting more food to those truly in need in the quickest and most efficient manner. With the understanding that there are still many food deserts with little access to grocery stores or even our member agencies, the Food Bank has begun a pilot program of Mobile Distributions, whereby our trucks will take go out into the rural areas with limited access and bring food to clients in need. Access to healthy food is one of the barriers for many clients, and the Food Bank is working hard to address access issues of all types for our clients.

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 share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback

Revenue vs. expenses:  breakdown

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

Liquidity in 2021 info

SOURCE: IRS Form 990


Average of 2.76 over 10 years

Months of cash in 2021 info

SOURCE: IRS Form 990


Average of 2.2 over 10 years

Fringe rate in 2021 info

SOURCE: IRS Form 990


Average of 20% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Greater Baton Rouge Food Bank, Inc.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Greater Baton Rouge Food Bank, 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

Greater Baton Rouge Food Bank, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Greater Baton Rouge 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.

Created in partnership with

Business model indicators

Profitability info 2017 2018 2019 2020 2021
Unrestricted surplus (deficit) before depreciation $1,969,077 -$297,767 $664,043 $9,645,308 -$5,187,554
As % of expenses 10.9% -1.7% 3.4% 35.3% -12.1%
Unrestricted surplus (deficit) after depreciation $1,239,314 -$1,125,426 -$52,693 $8,889,395 -$6,048,064
As % of expenses 6.6% -6.0% -0.3% 31.7% -13.8%
Revenue composition info
Total revenue (unrestricted & restricted) $19,605,203 $17,425,100 $20,039,591 $39,283,728 $36,802,762
Total revenue, % change over prior year -21.7% -11.1% 15.0% 96.0% -6.3%
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 0.2% 0.2% 0.3% 0.2% 0.3%
Government grants 8.4% 1.6% 4.1% 5.5% 2.6%
All other grants and contributions 91.0% 97.2% 94.0% 94.2% 96.9%
Other revenue 0.5% 0.9% 1.7% 0.1% 0.1%
Expense composition info
Total expenses before depreciation $18,086,145 $17,846,508 $19,803,065 $27,305,750 $42,953,057
Total expenses, % change over prior year -18.7% -1.3% 11.0% 37.9% 57.3%
Personnel 9.8% 10.0% 10.8% 9.2% 6.3%
Professional fees 4.0% 3.4% 3.2% 2.5% 1.6%
Occupancy 0.0% 0.0% 0.0% 0.0% 0.0%
Interest 0.5% 0.5% 0.4% 0.2% 0.1%
Pass-through 0.0% 0.0% 0.0% 0.0% 23.3%
All other expenses 85.7% 86.0% 85.6% 88.1% 68.7%
Full cost components (estimated) info 2017 2018 2019 2020 2021
Total expenses (after depreciation) $18,815,908 $18,674,167 $20,519,801 $28,061,663 $43,813,567
One month of savings $1,507,179 $1,487,209 $1,650,255 $2,275,479 $3,579,421
Debt principal payment $0 $340,734 $538,252 $271,216 $262,994
Fixed asset additions $3,221,744 $0 $0 $1,472,265 $0
Total full costs (estimated) $23,544,831 $20,502,110 $22,708,308 $32,080,623 $47,655,982

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2021
Months of cash 2.3 2.7 1.9 4.5 0.9
Months of cash and investments 3.3 3.8 3.1 5.4 1.6
Months of estimated liquid unrestricted net assets 4.3 3.7 3.3 5.9 2.0
Balance sheet composition info 2017 2018 2019 2020 2021
Cash $3,423,789 $4,054,130 $3,178,664 $10,168,906 $3,261,190
Investments $1,609,687 $1,658,405 $1,972,601 $2,143,597 $2,589,459
Receivables $1,415,128 $442,409 $512,006 $2,622,339 $462,517
Gross land, buildings, equipment (LBE) $14,710,982 $15,165,099 $15,260,693 $16,721,243 $17,357,611
Accumulated depreciation (as a % of LBE) 18.5% 23.4% 27.9% 30.0% 33.8%
Liabilities (as a % of assets) 14.3% 13.9% 11.0% 6.4% 7.4%
Unrestricted net assets $15,970,999 $14,845,573 $14,792,880 $23,682,275 $17,634,211
Temporarily restricted net assets $859,509 $671,612 N/A N/A N/A
Permanently restricted net assets $1,069,325 $1,069,325 N/A N/A N/A
Total restricted net assets $1,928,834 $1,740,937 $1,501,211 $3,970,873 $3,356,347
Total net assets $17,899,833 $16,586,510 $16,294,091 $27,653,148 $20,990,558

Key data checks

Key data checks info 2017 2018 2019 2020 2021
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

President and CEO

Mr. Michael G. Manning

Michael Manning became President/CEO of the Greater Baton Rouge Food Bank, in 2004. Previously, Mike was VP of Finance for Louisiana Generating LLC, the successor of Cajun Electric Power Cooperative, Inc. Mike also has experience in the marine and financial industries, beginning as a banker at Louisiana National Bank and its successors. Mike serves on serval boards, including National Voluntary Organizations Active in Disaster (“VOAD"), LA VOAD, Feeding America Network Council, Finance Advisory Council of LSU Dept. of Finance, the Emergency Food and Shelter Programs, and the National Disaster Response Task Force for Feeding America. In 2012, Mike was awarded the John W. Barton, Sr. Excellence in Nonprofit Management. Mike received both his Bachelor's and Master's degrees in Finance from LSU.

Number of employees

Source: IRS Form 990

Greater Baton Rouge Food Bank, Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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.

Greater Baton Rouge Food Bank, Inc.

Board of directors
as of 06/13/2023
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. Mike Crawford

Community Volunteer

Term: 2024 - 2022

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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 6/5/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 06/12/2023

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

  • 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.
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.


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser