Community Food Bank of Central Alabama
TOGETHER We CAN Solve Hunger.
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Community Food Bank of Central Alabama
EIN: 63-0837956
as of November 2024
as of November 11, 2024
Mission
The Community Food Bank of Central Alabama feeds people in need today and fosters collaborative solutions to end hunger tomorrow. We believe no one in Alabama should go hungry. We believe there is a solution to the problem of hunger in Alabama. For every person who is currently in need, there are even more people in Alabama willing and able to reach out with a helping hand.
Ruling year
1983
Chief Executive Officer
Nicole Williams
Main address
107 Walter Davis Drive
Birmingham, AL 35209 USA
Formerly known as
United Way Community Food Bank
EIN
63-0837956
Basic and emergency aid
Population served
Children and youth
Parents
Older adults
Seniors
Young adults
NTEE code
Food Banks, Food Pantries (K31)
Food Service, Free Food Distribution Programs (K30)
Emergency Assistance (Food, Clothing, Cash) (P60)
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
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Hunger and health are deeply connected, and interventions are needed for community health and well-being. But when people do not have enough food or must choose inexpensive foods with low-nutritional value, it can seriously impact their health. Hunger statistics for central Alabama are sobering - one in five people and one in four children in central Alabama are food insecure. The Community Food Bank provided 16.8 million meals last year but despite its commendable efforts, the estimated need stands at a staggering 33 million meals annually according to Feeding America. There is an urgent and critical need right here in central Alabama. The Food Bank needs our community’s support to bridge this critical gap and ensure no one goes hungry.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Agency Network of Partners
We believe no one should go hungry and that there is a solution to the problem of hunger in Alabama. The Community Food Bank of Central Alabama feeds people in need today and fosters collaborative solutions to end hunger tomorrow. We serve 12 counties in central Alabama: Jefferson, Blount, Calhoun, Cherokee, Clay, Cleburne, Etowah, Talladega, Shelby, St. Clair, Walker and Winston Counties. In 2022, we distributed over 20.2 million lbs. of food, equaling 16.8 million meals to the 1 in 5 individuals experiencing food insecurity in our service area.
We accomplish our mission by providing food to over 220 agency partners, including food pantries, shelters, and children’s programs, who offer direct service. We provide them with food safety training and supply food, and they distribute it free of charge to our neighbors in need. Together through our agency partners, we are working to solve hunger one meal at a time.
Child Hunger Program
Summer Meals (Summer Food Service Program or SFSP)
Community Food Bank’s Summer Meals Program provides free, healthy meals to children ages 18 and under during the summer when school is not in session. A partnership between the Community Food Bank, the Alabama State Department of Education, the Alabama Food Bank Association, and community organizations, Summer Meals provides free lunch and snacks to children throughout central Alabama five days a week, all summer. All meals served through the program are completely free of charge, not only to participating children but also to partner sites.
Family Markets
Family Markets provide food access to households with children in need through ‘drive-thru’ grocery distributions. Partners include public schools and other community organizations uniquely equipped to serve households with kids.
Mobile Pantry Program
Mobile Pantries
Our Mobile Pantries provide food access to households in need through ‘drive-thru’ grocery distributions.
Client-Choice Pantry Distributions
Client-Choice Pantry Distributions provide our neighbors in need the opportunity to choose what foods would work best for their cultural and nutritional dietary needs.
Disaster Relief
During times of crisis, the Community Food Bank is ready to step in and provide emergency assistance when and where needed most. We provide emergency food and water in times of crisis like tornadoes or floods, establish temporary emergency food pantries in affected communities, and work with our network of agency partners to support the community. We work in concert with the Emergency Management Association (EMA) to help when and where it is most needed. Often our role is to support the community for the long term, in the months following a disaster, after the first responders and one-time donations are gone.
Senior Hunger Initiative
Commodity Supplemental Food Program (CSFP)
The Commodity Supplemental Food Program (CSFP) works to improve the health of people with low incomes at least 60 years of age by supplementing their diets with nutritious USDA Foods. USDA distributes food and administrative funds to participating states and Indian Tribal Organizations to operate CSFP.
Senior Grocery Mobile Pantries
Senior Grocery Mobile Pantries provide food access to households with seniors in need through 'drive-thru' grocery distributions.
Senior Client-Choice Pantry Distributions
Senior Client-Choice Pantry Distributions provide our neighbors the opportunity to choose what foods work best for their cultural and nutritional dietary needs. Partners include Senior Centers and other organizations that can provide food access to the senior population in their communities.
Senior Grocery Home Delivery Hubs
Senior Grocery Home Delivery Hubs are designed to provide food access to seniors facing hunger through home delivery.
Food Recovery
At the Community Food Bank, sustainability is key. Our fleet of refrigerated trucks is on the road 5 days per week picking up donated food from our retail partners to distribute throughout our community.
-Recruited over 100 grocery stores to donate wholesome fresh produce, meats, and dry goods.
-Prevents food from going to waste in local landfills & instead provides meals to neighbors in need.
-Annually we save over 7 million pounds of produce, proteins, and dry goods from being discarded.
In 2020, we recovered over $12 million worth of food, and work every day to ensure no food goes to waste.
Where we work
Awards
Community Partner of the Year 2015
Junior League of Birmingham
Living Our Values Award 2019
Feeding America
Shcweitzer Fellow Outstanding Community Mentor Award 2019
Albert Shcweitzer Fellowship
Non-Profit Organization of the Year 2019
Les Dames d'Escoffier, Birmingham
Nonprofit of the Year, Category 2 2010
Birmingham Business Allaince
Affiliations & memberships
Alabama Association of Nonprofits 2023
Photos
Our results
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
Social and economic status, Health, Age groups, Ethnic and racial groups, Religious groups
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The Community Food Bank of Central Alabama feeds people in need today and fosters collaborative solutions to end hunger tomorrow. We serve 12 counties in central Alabama.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
We believe no one should go hungry and that there is a solution to the problem of hunger in Alabama. The Community Food Bank of Central Alabama feeds people in need today and fosters collaborative solutions to end hunger tomorrow. We serve 12 counties in central Alabama: Jefferson, Blount, Calhoun, Cherokee, Clay, Cleburne, Etowah, Talladega, Shelby, St. Clair, Walker and Winston Counties. In 2022, we distributed over 20.2 million lbs. of food equaling over 16.8 million meals.
We accomplish our mission by providing food to over 220 agency partners, including food pantries, shelters, and children’s programs, who offer direct service to our neighbors in need. To fill the gaps, both geographically and demographically, we also offer programs to serve specific populations vulnerable to hunger. Together through our agency partners and direct service programs, we can end hunger one meal at a time.
What are the organization's key strategies for making this happen?
1) CFB and our partners provide food for anyone in Central Alabama struggling with food insecurity. This includes children, seniors, families, and individuals facing financial hardship or illness, individuals with disabilities or living on a fixed income, those living with limited access to healthy food (living in food deserts), those without reliable transportation, and working households who do not make a living wage.
2) Since the COVID-19 pandemic, CFB has seen a tremendous surge in need, with thousands of jobs lost and families struggling even more to pay bills and have reliable access to nutritious foods. In 2021 across CFB's 12 county service area, the overall food insecurity rate was 16.8% and 20.4% among children. That's 1 in 5 people and 1 in 4 children who do not have access to enough food to lead healthy, active lives. From January 2021 to January 2022, groceries rose by 10%, with meat including poultry, eggs, and dairy rising over 14%. Inflation continues to exacerbate prices, with food prices already 5.8% higher than last summer. The far-reaching effects of inflation and supply chain issues continue to make it harder for our neighbors to provide for their families.
3) Our direct food access programs fill the gap that wages and government benefits leave--providing food so families and individuals can afford to pay medical bills, utilies, rent, education expenses, and other necessities. We collaborate with Alabama Department of Public Health and Samford University's Department of Nutrition and Dietetics to ensure quality nutrition and health education.
What are the organization's capabilities for doing this?
The Community Food Bank of Central Alabama operates as a food distribution center. We receive products from several food industry sources, as well as excess food reclaimed from local grocery stores and community donations. In turn, we distribute that food to over 220 nonprofits in the community who act as our agency partners. The agencies receive food from the Community Food Bank and distribute that food to those in need.
We do not distribute food directly from our facility, but we operate several public food distributions and meal programs to ensure that the needs of especially vulnerable populations are met. When we identify a gap, either geographically or demographically, that leaves specific populations vulnerable to hunger, we operate direct meal programs that foster healthy food access for those at risk of hunger.
What have they accomplished so far and what's next?
In 2022, we distributed over 20.2 million lbs. of food equaling over 16.8 million meals.
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?
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
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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 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, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
19.14
Months of cash in 2022 info
3.9
Fringe rate in 2022 info
23%
Funding sources info
Assets & liabilities info
Financial data
Community Food Bank of Central Alabama
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Community Food Bank of Central Alabama
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Community Food Bank of Central Alabama’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $512,676 | $2,886,948 | $5,751,284 | $5,467,483 | -$2,870,418 |
| As % of expenses | 2.5% | 12.4% | 16.0% | 17.7% | -8.0% |
| Unrestricted surplus (deficit) after depreciation | $329,799 | $2,701,363 | $5,484,187 | $5,098,675 | -$3,262,544 |
| As % of expenses | 1.6% | 11.6% | 15.1% | 16.3% | -9.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $21,236,832 | $26,151,339 | $43,987,647 | $33,855,843 | $33,309,464 |
| Total revenue, % change over prior year | 250.6% | 23.1% | 68.2% | -23.0% | -1.6% |
| Program services revenue | 7.2% | 6.1% | 3.4% | 4.3% | 4.3% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.1% | 0.1% | 0.1% | 0.3% |
| Government grants | 16.2% | 33.1% | 50.3% | 39.1% | 30.3% |
| All other grants and contributions | 76.4% | 60.6% | 46.2% | 56.3% | 65.9% |
| Other revenue | 0.1% | 0.1% | 0.0% | 0.2% | -0.8% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $20,497,599 | $23,189,194 | $36,033,274 | $30,843,484 | $35,861,486 |
| Total expenses, % change over prior year | 322.9% | 13.1% | 55.4% | -14.4% | 16.3% |
| Personnel | 5.3% | 5.0% | 3.5% | 6.5% | 6.9% |
| Professional fees | 0.1% | 0.1% | 0.4% | 0.5% | 0.6% |
| Occupancy | 0.6% | 0.5% | 0.3% | 0.5% | 0.8% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 90.8% | 91.1% | 93.3% | 88.8% | 87.9% |
| All other expenses | 3.1% | 3.4% | 2.6% | 3.7% | 3.8% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $20,680,476 | $23,374,779 | $36,300,371 | $31,212,292 | $36,253,612 |
| One month of savings | $1,708,133 | $1,932,433 | $3,002,773 | $2,570,290 | $2,988,457 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $380,514 | $1,574,280 | $0 | $0 |
| Total full costs (estimated) | $22,388,609 | $25,687,726 | $40,877,424 | $33,782,582 | $39,242,069 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 1.6 | 2.2 | 3.6 | 4.9 | 3.9 |
| Months of cash and investments | 1.6 | 2.2 | 3.6 | 4.9 | 3.9 |
| Months of estimated liquid unrestricted net assets | 1.6 | 3.3 | 3.5 | 6.1 | 4.2 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $2,747,689 | $4,296,488 | $10,944,536 | $12,594,997 | $11,562,723 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $252,123 | $332,458 | $343,818 | $277,635 | $534,206 |
| Gross land, buildings, equipment (LBE) | $3,051,802 | $3,432,316 | $5,006,596 | $5,163,831 | $5,305,320 |
| Accumulated depreciation (as a % of LBE) | 49.0% | 49.0% | 38.9% | 41.2% | 46.5% |
| Liabilities (as a % of assets) | 21.3% | 0.1% | 7.1% | 1.9% | 3.7% |
| Unrestricted net assets | $4,239,035 | $8,194,938 | $13,679,125 | $18,777,800 | $15,515,256 |
| Temporarily restricted net assets | $465,768 | 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 | $465,768 | $540,965 | $2,744,054 | $505,112 | $791,936 |
| Total net assets | $4,704,803 | $8,735,903 | $16,423,179 | $19,282,912 | $16,307,192 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Nicole Williams
Number of employees
Source: IRS Form 990
Community Food Bank of Central Alabama
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Community Food Bank of Central Alabama
Board of directorsas of 01/31/2024
Board of directors data
Ellie Taylor
Alabama Grocers Association
Term: 2023 - 2024
Gerry Kasouf
Kassouf & Company
Ellie Taylor
Alabama Grocers' Association
George Bradford
Mrs. Statton's Salads
Mary Alice Kline
Iberia Bank
David Wood
Wood Fruitticher
David Bell
C&S Foods
Khalilah Brown
Jefferson County Health Department
Susana Schuler
Hearst Media, WVTM13
Brad Jones
Cushman Wakefield
Bill Kreis
JohnsonKreis Construction
Alyson Tucker
Alabama Power
Joseph Ritchey
Dentons Sirote
Clyde Tisdale
Regions Bank
R. Ed Goodwin
Western Supermarkets
Miriam Gaines
Samford University
David LeCompte
Bridgeworth Wealth Management
James Mowery
Publix Supermarkets
Phil Webb
Webb Concrete & Building Materials, Inc
Josh Wellen
Enterprise
David Wilson
UPS Healthcare
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 ? 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
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: 11/27/2023GuideStar 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 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 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 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.
- 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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