Feeding The Carolinas
Feeding The Carolinas
EIN: 27-3181226
as of September 2025
as of September 09, 2025
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Many still think that hunger is isolated to certain small segments of people living in rural communities, or urban centers or who live with chronic poverty. This is no longer true. Many faces of hunger today are working and have a home, but despite their hard work and effort they simply cannot make ends meet. Every day millions of adults, children and the elderly are forced to skip or reduce meals. By working with national, state and local officials, Feeding the Carolinas is working to strengthen and expand the programs and solutions available to all Carolinians who lack sufficient food. The Carolinas have some of the highest percentages in the United States of children under 18 years of age who are food insecure on a regular basis - one in four. Between 2010-16 the Carolina’s have regularly ranked among the top ten states with the highest percentage of citizens experiencing food shortages; over 2.6 million of our neighbors or nearly one in eight.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
SNAP Outreach
Target NC and SC counties with high levels of food stamp eligible populations and low enrollment levels with outreach and educational programs to inform and encouragement enrollment. Particular focus on seniors and families with children.
Where we work
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North Carolina
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South Carolina
Affiliations & memberships
Feeding America 2010
Our results
How does this organization measure their results? It's a hard question but an important one.
Pounds of fresh produce distributed per year
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Through our Farm to Food Bank program, we provide fresh produce to our member food banks to distribute to those in need.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Maintain state funding for food banks;
Identify new sources of donations (both financial and food);
Speak out on public policy issues affecting food insecure citizens in the Carolinas;
Heighten public awareness through media engagement and public speaking.
Building a network of farmers who donate fresh fruits and vegetables.
What are the organization's key strategies for making this happen?
Establish and maintain SNAP education and Outreach programs to educate and offer enrollment information to persons eligible for nutrition related public assistance programs.
Maintain a regular presence in the General Assembly to advocate for support for food bank food purchasing funds.
Engage media and professional associations to promote awareness of hunger and hunger issues in the Carolinas.
Identify and generate new sources of charitable donations to food banks.
Build relationships with farmers, farm organizations and agri-businesses to encourage more produce donations and increased crop planting to benefit food banks.
What are the organization's capabilities for doing this?
We have employed an experienced executive director. he is also an experienced lobbyist and knowledgeable on policy issues in all related fields.
Our membership includes all the major food banks of the two states. We share information and practices regarding food acquisition, education and outreach, agency/partner relationships, fundraising and communications. By collaborating among the member's staff we save money and magnify the impact and success of all members.
We are well-recognized and by businesses and public officials across the state.
What have they accomplished so far and what's next?
In FY 2016, our food bank members distributed almost 253 million pounds of nutritious food, the equivalent of over 210 million meals to Carolinians in need.
Feeding the Carolinas’ food banks also receive many food donations from businesses and individuals. In addition, our member food banks also receive widespread financial support from individuals, foundations, companies, and through bequests. Those donations allow us to purchase additional food items such as fresh produce to supplement donated food. We find, store, and distribute food and grocery items that help people in poverty, as well as victims of natural disasters such as hurricanes, tornadoes, acts of terrorism, and floods.
Collectively, our food banks work in all of the Carolina’s 146 counties with over 3,700 charitable community partners who serve our neighbors in need. Our partners include:
Church pantries
Soup kitchens
Shelters for the homeless or abused women and children
Child care facilities for low-income children
Senior Meal programs
After School 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?
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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 2024 info
8.70
Months of cash in 2024 info
2.7
Fringe rate in 2024 info
15%
Funding sources info
Assets & liabilities info
Financial data
Feeding The Carolinas
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.
Fiscal Year: Jul 01 - Jun 30
This snapshot of Feeding The Carolinas’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 | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $743,069 | -$239,138 | $102,421 | $120,380 | $173,134 |
| As % of expenses | 9.6% | -7.7% | 13.8% | 11.9% | 3.0% |
| Unrestricted surplus (deficit) after depreciation | $742,569 | -$240,178 | $100,372 | $118,581 | $171,875 |
| As % of expenses | 9.6% | -7.8% | 13.5% | 11.7% | 2.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $8,464,926 | $2,848,131 | $1,105,872 | $1,046,898 | $6,427,363 |
| Total revenue, % change over prior year | 428.0% | -66.4% | -61.2% | -5.3% | 513.9% |
| Program services revenue | 3.7% | 6.8% | 25.1% | 28.9% | 5.9% |
| Membership dues | 0.0% | 1.8% | 9.4% | 9.9% | 1.6% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.3% | 0.4% |
| Government grants | 2.7% | 1.0% | 3.4% | 16.3% | 78.6% |
| All other grants and contributions | 93.5% | 90.2% | 62.1% | 44.4% | 13.4% |
| Other revenue | 0.0% | 0.1% | 0.0% | 0.2% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $7,771,857 | $3,087,269 | $741,451 | $1,010,683 | $5,864,014 |
| Total expenses, % change over prior year | 431.9% | -60.3% | -76.0% | 36.3% | 480.2% |
| Personnel | 2.9% | 8.0% | 34.9% | 34.4% | 8.0% |
| Professional fees | 0.0% | 3.5% | 16.8% | 22.6% | 4.8% |
| Occupancy | 0.0% | 0.0% | 0.1% | 0.1% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 94.8% | 87.1% | 41.0% | 36.3% | 84.3% |
| All other expenses | 2.3% | 1.4% | 7.2% | 6.6% | 2.8% |
| Full cost components (estimated) info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $7,772,357 | $3,088,309 | $743,500 | $1,012,482 | $5,865,273 |
| One month of savings | $647,655 | $257,272 | $61,788 | $84,224 | $488,668 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $5,396 | $0 | $0 | $0 |
| Total full costs (estimated) | $8,420,012 | $3,350,977 | $805,288 | $1,096,706 | $6,353,941 |
Capital structure indicators
| Liquidity info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Months of cash | 1.2 | 3.5 | 14.7 | 14.1 | 2.7 |
| Months of cash and investments | 1.2 | 3.5 | 14.7 | 14.1 | 2.7 |
| Months of estimated liquid unrestricted net assets | 1.8 | 3.5 | 16.3 | 13.4 | 2.7 |
| Balance sheet composition info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Cash | $767,084 | $911,816 | $905,335 | $1,183,986 | $1,303,082 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $409,555 | $28,720 | $419,605 | $213,521 | $722,222 |
| Gross land, buildings, equipment (LBE) | $1,500 | $6,896 | $6,896 | $6,896 | $6,896 |
| Accumulated depreciation (as a % of LBE) | 50.0% | 26.0% | 55.7% | 81.7% | 100.0% |
| Liabilities (as a % of assets) | 2.3% | 3.7% | 4.3% | 6.6% | 7.7% |
| Unrestricted net assets | $1,150,650 | $0 | $1,010,844 | $1,129,425 | $1,301,300 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $262,000 | $177,835 | $568,050 |
| Total net assets | $1,150,650 | $910,472 | $1,272,844 | $1,307,260 | $1,869,350 |
Key data checks
| Key data checks info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Michael Darrow
Number of employees
Source: IRS Form 990
Feeding The Carolinas
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Feeding The Carolinas
Board of directorsas of 01/18/2024
Board of directors data
Ron Pringle
InterFaith Food Shuttle
Term: 2023 - 2024
Kay Carter
Second Harvest Food Bank of Metrolina
Eric Aft
Second Harvest Food Bank of N.W. N.C.
Claire Neal
MANNA Food Bank
Liz Reasoner
Food Bank of the Albemarle
Nick Osborne
Low Country Food Bank
Erinn Rowe
Harvest Hope Food Bank
Amy Breitmann
Golden Harvest Food Bank
Lonnie Ballard
Second Harvest Food Bank of SE NC
Ashley McCumber
Food Bank of Central & Eastern NC
Ron Pringle
Inter Faith Food Shuttle
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? Not applicable -
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: