MANNA CONEJO VALLEY FOOD BANK
To Feed Hungry People in the Conejo Valley
MANNA CONEJO VALLEY FOOD BANK
EIN: 95-3413415
Programs and results
What we aim to solve
Manna Conejo Valley Food Bank works daily to serve our neighbors facing food insecurity. Given the high cost of living in the Conejo Valley, many struggle to keep their pantries and refrigerators stocked. Those affected include some of our most vulnerable neighbors--seniors living on fixed incomes, those living with disabilities, and the underemployed. Manna helps our clients by providing fresh food and pantry staples that they can choose for free, allowing them to use income for housing, medication or other needs.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Community Food Pantry
A choice-model pantry that allows clients to choose from a wide variety of pantry items rather than receive a pre-packaged bag or box. This method promotes not only a strong sense of dignity among clients, but is an effective distribution method because clients choose food items they know and like. Manna clients can visit the pantry twice a month and leave with an average of 120 lbs of food.
Emergency Food Bags
Basic needs food bags filled with easy open, non-perishable food items are pre-bagged and made ready for quick distribution in emergency situations.
Where we work
Affiliations & memberships
Better Business Bureau
United Way Member Agency
External reviews

Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Estimated dollar value of food donations distributed to community feedings programs
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
Community Food Pantry
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total pounds of food rescued
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, At-risk youth, Economically disadvantaged people, Immigrants and migrants
Related Program
Community Food Pantry
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Manna works with several local grocery stores to receive food that would otherwise be thrown away. We average 7000lbs a month in recovered food.
Number of food donation partners
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, At-risk youth, Economically disadvantaged people, Immigrants and migrants
Related Program
Community Food Pantry
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
In 2022, we benefitted from than 100 food drives, picked up food from grocery stores 4 days a week, and had an average of 5 individual donations per day.
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?
Manna's plans to distribute more than 300,000 pounds of food in 2023. We are working with our community to improve food distribution and food recovery. We continue to work to engage the community through outreach and education, maintain organizational and financial stability, and encourage innovation to create a stronger food insecurity safety net.
To accomplish this goal, Manna moved into a new facility. This larger facility has allowed us to receive, process, and distribute an increased amount of food.
Additionally, Manna is committed to increasing the quantity of nutritionally rich foods to enhance the health of our seniors and more vulnerable clients, through partnerships with senior programs and outreach to youth programs that focus on low-income children.
Our goal is to create vibrant partnerships to efficiently move food into the hands, and onto the tables, of vulnerable families so that they can put a hearty meal on the table instead of going without.
What are the organization's key strategies for making this happen?
Manna's strategy fulfill its goal is to increase collaborations with all six cities in our service area and to successfully complete its capital campaign to boost the collection and distribution of food to those who need it most. We will do this by:
Creating & Strengthening Food Rescue Partnerships: Manna collects food via a network of retail rescue programs, farmer's markets, community gardens and home gardens, collecting an average of 10,000 pounds of food each month that would otherwise go to waste. Local food drives are conducted to collect non-perishable foods for our pantry. Manna has built cooperative relationships with local meat suppliers in order to purchase quality protein, at reduced prices, to augment what we receive from rescue programs.
Sort & Inventory Food: All food donations come to our facility and are weighed, sorted, inspected and put into inventory rotation. Our new facility allows us to maximize the efficiency of food processing and warehousing with a larger facility.
Food Distribution: Manna consistently serves more than 225 families per month, often they visit twice a month, so that total number of individuals served monthly is over 900. We currently partner with local senior programs to meet the needs of home bound seniors through a mobile food distribution program. We also partner with a local veterans agency to coordinate their visits to our pantry. As needed we also work with local medical and homeless outreach programs to provide food, thereby serving more food to more people in need in our community. An ongoing partnership with a local foster families and foster youth nonprofit allows us to stock their small food pantry and distribute 15-20 prepacked bags of food to families in need.
Our new facility that we are still raising fund for has allowed us to:
Increase the quantity of food that we are able to store and distribute (eg, we can now purchase 1000lbs of chicken at a time instead of 200lbs, providing us with a greater discounted price)
•Reduce stress and support client dignity with shorter wait times in an environment that is sensitive to their emotional as well as basic needs.
•Reach out to those who are unable to access the food pantry. We have increased the number of our volunteers that provide food delivery to those homebound seniors who cannot come to the pantry.
•Attract more volunteers and partners like philanthropic groups and retailers who have food donations programs. We have already added one additional grocery store and are working on the second.
What are the organization's capabilities for doing this?
Operating since 1971, Manna has become the Conejo Valley's oldest and most respected hunger relief organization. We have built a strong relationship with community partners, businesses and corporations, schools, service and faith-based organizations, and volunteers, who donate food, work the pantry, sort and organize food, and pick-up rescued food six-days a week.
Through community partnerships, 97% of all distributed food is donated or rescued by the community, with protein being the only purchased item. Overhead costs run 7% of budget so that more money goes directly to programs and services, thereby helping more people in need more often.
Manna is unique in the realm food panties. We do not just distribute food to families on scheduled pantry days, but we actively solicit, pick-up, process and inventory thousands of pounds of food each week, making us a hybrid between a food bank and a food pantry. For more than five decades our community has wholeheartedly supported this model, which has made us the largest pantry in the area. At the completion of our capital campaign we will have a larger pantry, receiving and processing area, and more warehouse space, firmly positioning ourselves to serve the community for the next 50 years.
What have they accomplished so far and what's next?
In 2022, we added 246 new client families, so our work in outreach and education is paying off as we are reaching. more people in need of food. We also increased the amount of perishable food rescued by establishing a new relationship with a local grocery store. With our larger facility, we continue to talk with local nonprofits as well as city officials to determine how we can best support our community in the food recovery and food distribution areas.
The focus of our expansion will continue to be acquiring foods rich in nutrition, fresh produce and quality dairy and meat items. The role Manna can play in improving health through better nutrition is becoming more and more important as our community ages. We have the ability to have a positive impact on people's lives through senior programs, medical and dental outreach programs, and quality of life programs.
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 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, 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 hard to come up with good questions to ask people, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.98
Months of cash in 2022 info
16.8
Fringe rate in 2022 info
19%
Funding sources info
Assets & liabilities info
MANNA CONEJO VALLEY FOOD BANK
Revenue & expensesFiscal Year: Mar 01 - Feb 28
SOURCE: IRS Form 990
MANNA CONEJO VALLEY FOOD BANK
Balance sheetFiscal Year: Mar 01 - Feb 28
SOURCE: IRS Form 990
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: Mar 01 - Feb 28
SOURCE: IRS Form 990
This snapshot of MANNA CONEJO VALLEY FOOD BANK’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 | $13,562 | -$78,310 | $53,845 | $1,012,359 | $381,143 |
As % of expenses | 1.9% | -9.7% | 6.9% | 150.2% | 49.6% |
Unrestricted surplus (deficit) after depreciation | $13,453 | -$79,553 | $50,148 | $1,006,406 | $366,250 |
As % of expenses | 1.9% | -9.8% | 6.4% | 148.0% | 46.7% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,032,784 | $840,121 | $958,559 | $1,678,475 | $1,141,841 |
Total revenue, % change over prior year | -14.4% | -18.7% | 14.1% | 75.1% | -32.0% |
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 | 0.1% | 0.0% | 0.2% | 0.0% | 0.0% |
Government grants | 0.0% | 1.5% | 1.5% | 1.4% | 3.1% |
All other grants and contributions | 99.9% | 98.4% | 98.4% | 98.6% | 96.9% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $711,248 | $810,519 | $785,543 | $673,896 | $769,122 |
Total expenses, % change over prior year | -37.1% | 14.0% | -3.1% | -14.2% | 14.1% |
Personnel | 19.4% | 20.8% | 21.8% | 29.7% | 25.0% |
Professional fees | 10.5% | 8.1% | 7.2% | 10.3% | 9.0% |
Occupancy | 3.6% | 4.5% | 4.1% | 0.0% | 0.0% |
Interest | 3.7% | 3.4% | 3.2% | 3.9% | 3.2% |
Pass-through | 52.6% | 55.5% | 57.4% | 39.4% | 50.3% |
All other expenses | 10.2% | 7.7% | 6.4% | 16.6% | 12.6% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $711,357 | $811,762 | $789,240 | $679,849 | $784,015 |
One month of savings | $59,271 | $67,543 | $65,462 | $56,158 | $64,094 |
Debt principal payment | $12,025 | $12,643 | $11,985 | $13,864 | $0 |
Fixed asset additions | $6,632 | $44,810 | $100,880 | $69,190 | $1,485,682 |
Total full costs (estimated) | $789,285 | $936,758 | $967,567 | $819,061 | $2,333,791 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 9.8 | 9.0 | 10.7 | 28.0 | 16.8 |
Months of cash and investments | 10.3 | 9.4 | 11.2 | 28.8 | 17.6 |
Months of estimated liquid unrestricted net assets | 6.8 | 4.0 | 3.2 | 20.3 | 7.3 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $580,645 | $606,082 | $703,286 | $1,573,185 | $1,075,559 |
Investments | $28,576 | $28,324 | $30,290 | $41,526 | $49,456 |
Receivables | $101,058 | $39,892 | $25,439 | $13,350 | $12,150 |
Gross land, buildings, equipment (LBE) | $956,814 | $1,001,625 | $1,102,505 | $1,171,695 | $2,657,078 |
Accumulated depreciation (as a % of LBE) | 11.3% | 10.9% | 10.3% | 10.2% | 5.0% |
Liabilities (as a % of assets) | 34.0% | 33.0% | 29.5% | 19.2% | 30.0% |
Unrestricted net assets | $703,451 | $623,898 | $674,046 | $1,680,452 | $2,044,652 |
Temporarily restricted net assets | $387,830 | $495,742 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $387,830 | $495,742 | $616,245 | $616,245 | $618,295 |
Total net assets | $1,091,281 | $1,119,640 | $1,290,291 | $2,296,697 | $2,662,947 |
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
Executive Director
Leanne Portzel
Leanne Portzel joined Manna Conejo Valley Food Bank in 2020 and has served as Executive Director since August 2021. Prior to joining Manna, Leanne spent twenty years working in nonprofit fundraising strategy, most recently serving as Director of Development at Joni and Friends. In her role, she led her team to raise more than $20 million through major and mid-tier donor fundraising, monthly giving, direct mail, special events, and planned giving. She is currently a member of Rotary of Thousand Oaks. Leanne has a long history of volunteerism, including serving on PTA boards, teaching Sunday School, and helping immigrants settle into the US. She holds a BA from the University of North Carolina-Chapel Hill and an IMBA from the University of South Carolina.
Number of employees
Source: IRS Form 990
MANNA CONEJO VALLEY FOOD BANK
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
MANNA CONEJO VALLEY FOOD BANK
Board of directorsas of 04/18/2023
Board of directors data
Darin Arrasmith
Jane Rosner
Doctor of Audiology/Owner of West Valley Hearing Center
Veronica Ellias
Laritech, Inc
Karen Ingram
Director, Community Services, Lanterman Regional Center
Aaron Podell
VP Banking Services Manager
Russell Smith
Business Consultant
Cameron Parton
Director, Food Services, La Reina High School
Kyle Lundberg
Financial Advisor, Edward Jones
David Masci
Attorney
Leanne Portzel
Exec Director, Manna
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? Not applicable
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 04/18/2023GuideStar 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 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G